Last week may have ushered in the first moments of a shift in balance among the holding companies.
WPP named its new CEO — breaking barriers along the way by naming the first female holdco CEO ever in Microsoft executive Cindy Rose — just a day after revealing that its first half 2025 earnings are scarier than a Stephen King horror novel.
At the same time, as Omnicom and Interpublic Group approach the final stages of the former acquiring the latter, the slow but steady brain drain continues — with Omnicom set to lose a key architect of its Omni orchestration platform right when Omni is about to absorb IPG’s data assets and tools, housed in Acxiom and Kinesso. And although Omnicom moved immediately to ensure a smooth transition on that front, the timing isn’t ideal for either company, as two different massive data and tech systems have to learn to integrate.
So, is the industry — as embodied through WPP and Omnicom’s moves — about to embark on the sea change everyone agrees needs to happen? That the holdco model, as it has been executed for the last 20 years, now feels archaic and creaky, and needs major shakeups to transform? In the case of WPP, it’s a bold move bringing in an outsider to run the business, and whether it pans out or not remains to be seen. And in the case of Omnicom, absorption of a whole other holdco is going to challenge it like never before — but also increase its chances of becoming the big dog in the yard.
Let’s look at WPP, with the handoff from the Mark Read era to the Cindy Rose era officially underway. Read, regarded as equal parts cold fish and straight shooter, ends his tenure on a downtrodden financial note.
“We now anticipate H1 like-for-like revenue less pass-through costs to decline by -4.2% to -4.5%, with a decline of -5.5% to -6.0% in Q2, which, although impacted by one-off factors, is below our expectations,” read a statement from the holdco last week — it will officially release results for H1 on Aug. 7. Forecasting for H2 is no better, as the statement has adjusted revenue from flat/-2% to -3/-5% for the year.
While not surprising since WPP lost more clients than it gained, the results call into question how much it should be focusing on a wholesale redo rather than getting its core business back on track — not an easy feat in an ever-changing marketplace.
Read tried to address this very notion the day before Rose’s hire was announced. “Our focus remains on ensuring the right balance between investing in the business for the long-term and continuing to reduce structural costs, while taking appropriate actions to respond to the current trading environment,” he said in WPP’s trading update.
“On the one hand, you know the old agency model is a relic, right? But there’s still something to it — there’s still something to that Rolodex, that [Omnicom COO] Daryl Simm has, or whoever else has done those jobs and knows those challenges, which I wouldn’t underestimate,” said one executive who’s worked on the agency side, the media side and the consultancy side. “I wish [Rose] luck, and she may be super successful at it. But I think there is an element of people who really understand the client pain points and can articulate that. Maybe she’s a fast learner and she’ll get it right away. Or maybe there’s enough other legacy WPP people that compensate for that, and it’s a non-issue. But that would be something I’d watch for.”
Given WPP’s still-dismal state of financial affairs, now might not be the right time for a technocrat, said the observer. “This is clearly a tough time for WPP — does this help transform them and help them get back on the front foot for those pitches? I don’t know the answer, but clearly someone who knows the pitch process and can execute it is required.”
Jay Pattisall, vp and senior agency analyst at Forrester, agreed Rose has her work cut out for her, but points to her operational acumen as what’s needed to put into action the moves Read has made to prepare for a turnaround and transformation.
“It’ll be a tricky needle to thread, in some respects, being able to balance the the need to transform and modernize WPP with its current services, construct and model,” said Pattisall. “They’ve got to reconcile the fact that the company will be smaller but smarter because of automation, and then they’ll need to facilitate that automation. The way that they work will need to continue to transform to be more platform-centric and solution centric, as opposed to just hours up against a scope.”
Changing remuneration anywhere in the holding company world will be the trickiest task of all, Pattisall added, because it’s going to require both agency and client to adapt to most likely an outcomes-based model, and that carries all manner of fiscal uncertainty, which is the bane of any CFO or procurement exec.
As for Omnicom and IPG, both companies have kept plans so close to the vest, it’s hard to see where they are headed. They’ve had to keep it that way out of fear of governmental roadblocks being put in place, most of which have seemingly been cleared in the U.S. but not as much on a global level. That hasn’t stopped some executives at both companies from departing — perhaps the result of restlessness combined with uncertainty.
On the IPG side, Andrea Suarez just left her global CEO role at UM, as did Dimitri Maex from his global president role at Mediabrands, trimming its leaders by attrition. On the Omnicom side, there’s been some loss of investment executives, including former OMG head of investment Geoffrey Calabrese and OMD head of investment Kelly Metz. Slavi Samardzija’s upcoming departure as global CEO of Annalect signals potential change on the data and tech side. The end result is both holdcos seem to be organically trimming the rosters in preparation for what will in the end be a giant.
But how will all the tech and data assets from both holdcos fit when they come together? That remains one of the biggest wildcards and unknowns of a merged Omnicom/IPG. Samardzija was hugely respected within Omnicom for being a key architect of Omni, which some would say is the best operating platform of all the holdcos. Losing him at a time when Omni will be united with IPG’s data and tech assets feels like a risk for the holdco. But internally, execs there feel secure that Adam Gitlin who has operated at Samardzija’s side since 2016 as president of Annalect, will be able to fill his shoes ably.
Time will ultimately tell for both holdcos — WPP with its new leader, and Omnicom with its absorption of a longtime rival.
IPG’s media investment unit Magna and SSP Magnite surveyed 2,800 digital audio listeners to better gauge what drives successful programmatic audio campaigns. Digiday got first crack at examining the results, and there are some interesting findings. —Sam Bradley
They include:
“Linda’s farewell tweet is interesting to say the least, as she boldly claims success in ‘turning the company around’ and ‘restoring advertiser confidence’, neither of which is true. We are again witnessing the sadly popular playbook of loudly blowing your own trumpet, claiming successes that aren’t real, never admitting to mistakes, and blaming all setbacks on other people and external factors.”
— Ruben Schreurs, CEO of media management firm Ebiquity, on Linda Yaccarino’s departure from X as CEO.
When progression means managing a team you never wanted, what are your options? Katie Cadwell looks at leadership, agency culture and how to carve your own path in this week’s Creative Career Conundrums.
A new report from Adobe states that 77% of Americans who use ChatGPT treat it as a search engine.
Among those surveyed, nearly one in four prefer ChatGPT over Google for discovery, indicating a potential shift in user behavior.
Adobe surveyed 800 consumers and 200 marketers or small business owners in the U.S. All participants self-reported using ChatGPT as a search engine.
According to the findings, usage is strong across demographics:
Notably, 28% of Gen Z respondents say they start their search journey with ChatGPT. This suggests younger users may be leading the shift in default discovery behavior.
Adobe’s report indicates growing trust in conversational AI. Three in ten respondents say they trust ChatGPT more than traditional search engines.
That trust appears to influence behavior, with 36% reporting they’ve discovered a new product or brand through ChatGPT. Among Gen Z, that figure rises to 47%.
The top use cases cited include:
The most common reason people use ChatGPT for search is its ability to quickly summarize complex topics (54%). Additionally, 33% said it offers faster answers with fewer clicks than Google.
Respondents also report that AI results feel more personalized. A majority (81%) prefer ChatGPT for open-ended, creative questions, while 77% find its responses more tailored than traditional search results.
Adobe’s survey suggests businesses are already responding to the shift. Nearly half of marketers and business owners (47%) say they use ChatGPT for marketing, primarily to create product descriptions, social media copy, and blog content.
Looking ahead, two-thirds plan to increase their investment in “AI visibility,” with 76% saying it’s essential for their brand to appear in ChatGPT results in 2025.
To improve visibility in conversational AI results, marketers report the best-performing content types are:
These formats may align well with AI’s tendency to surface factual, instructive, and referenceable information.
Adobe’s findings highlight the need for marketers to adapt strategies as users turn to AI tools for product discovery.
Instead of replacing SEO, AI visibility can complement it. Brands tailoring content for conversational search may gain an edge in reaching audiences through personalized pathways.
Featured Image: Roman Samborskyi/Shutterstock
The political and media worlds are mourning the loss of David Gergen, who died on Friday at the age of 83 due to Lewy body dementia.
Gergen, who served in various capacities during both Republican and Democratic administrations between the 1970s and 1990s, was more well-known for his role in TV punditry, especially at CNN, where he was the network’s senior political analyst.
The two-time Peabody Award winner offered sharp political analysis and was a frequent guest on CNN programming, including Anderson Cooper 360 and Erin Burnett OutFront, and was part of the network’s election team.
“David Gergen was a beloved member of the CNN family—always happy to share his wisdom and his spotlight with others,” the network said in a statement. “A political scholar who served four presidents of both parties, an adoring father and dedicated husband, a senior statesman in every sense of the word, and a tireless educator. But above all else, David was a relentlessly kind and warm person. David brought the same level of excellence and care to his role at CNN that he did to all aspects of his life. Our staff, contributors, and audiences are better informed because of his towering influence. We will never forget the lessons in compassion and humility that he taught us. Our thoughts are with David’s wife, Anne, and his children, Katherine and Christopher.”
Newsers from within CNN and outside mourned and celebrated Gregen’s passing with on-air and social media tributes.
.@tomforemancnn & @ErinBurnett with a segment on the remarkable career of Presidential Advisor David Gergen
7.11.25 758pm ET pic.twitter.com/IylvkkjmPg
— Jeff Storobinsky (@JeffStorobinsky) July 12, 2025
We lost a good one, a really good one – RIP, my friend David Gergen, Washington Veteran Who Advised Four Presidents, Dies at 83 https://t.co/GmBIcSGmiz via @NYTimes
— Harold Ford, Jr. (@HaroldFordJr) July 11, 2025
“The idea that he served four different presidents is mind-boggling… it speaks to the talent and the insights that he had”: CNN Chief Political Analyst @davidaxelrod remembers David Gergen, who passed away at the age of 83. pic.twitter.com/CrzPE5v8xB
— Anderson Cooper 360° (@AC360) July 12, 2025
My final conversation with David Gergen @JFKLibraryFdn https://t.co/nGQNmJUjOM
— Robert Costa (@costareports) July 11, 2025
David Gergen, Washington Veteran Who Advised Four Presidents, Dies at 83 – The New York Times
One of my friends. His voice. His wisdom. His clarity. May his memory be a blessing https://t.co/5U8oPaWVm6
— Bakari Sellers (@Bakari_Sellers) July 11, 2025
I am so very sorry to hear about the passing of the great David Gergen. David and I shared so many thoughtful conversations over the years.
He was so generous with his time and energy. David was a rare breed in American politics. Trusted by both parties for his sage advice and… https://t.co/CbILx3f25D
— Jim Acosta (@Acosta) July 11, 2025
Jake Tapper pays tribute to David Gergen pic.twitter.com/y66G7IYisC
— The Lead CNN (@TheLeadCNN) July 11, 2025
Sad to learn of the passing of David Gergen – a man of intellect, service and decency, and one of my all-time favorite contributors on CNN.
“We must hold onto the inspirational moments of our history,” he said, “and use them to light our path forward.”
🙏🏽
amp.cnn.com/cnn/2025/07/…
— Kristie Lu Stout ✌🏽 (@klustout.bsky.social) July 11, 2025 at 6:19 PM
RIP David Gergen. A great man, generous co-panelist and terrific teacher about all things political. May his memory be a blessing.
— Gloria Borger (@GloriaBorger) July 11, 2025
We lost David Gergen this week. He served 4 POTUSs of BOTH parties and as a distinguished editor & commentator, who offered wisdom & insight, not clickbait bile. David treated everyone he met w/kindness & grace. May his memory be a blessing…and example! https://t.co/FQe1aEfRBP
— David Axelrod (@davidaxelrod) July 12, 2025
I’m so sorry to hear of the passing of my friend and colleague David Gergen.
David was the first person I ever interviewed as a young college journalist. I couldn’t believe when years later, I was a working journalist and we would sit on sets together at CNN.
He was a…
— Abby D. Phillip (@abbydphillip) July 11, 2025
May his memory be a blessing… to an old friend and colleague. Sitting in the green room or on a set with David Gergen, you always learned something. Our best to his son Christopher and the whole family.
www.cnn.com/2025/07/11/p…
— Jamie Gangel (@jamiegangel.bsky.social) July 11, 2025 at 5:32 PM
I don’t know if you’ve noticed but it’s really been hot. I have loved it (seriously, stop complaining, it’s like being on holiday) but there is a sigh of relief I can hear floating over in the delightful breeze this morning. Anyway, one thing that hasn’t enjoyed the heat is my poor phone. And it turns out I’ve been doing something very wrong this whole time.
Smartphone overheating can take the form of battery swelling, screen glitches and sudden shutdowns. Most modern phones can take a reasonable amount of heat, but are mostly only tested up to 35 degrees celsius. And my car has certainly been hotter than that over the last few days.
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WordPress security company Patchstack published an advisory about a serious vulnerability in Gravity Forms caused by a supply chain attack. Gravity Forms responded immediately and released an update to fix the issue.
Patchstack has been monitoring an attack on a WordPress plugin in which the attackers uploaded an infected version of the plugin directly to the publisher’s repository and fetched other files from a domain name similar to the official domain. This, in turn, led to a serious compromise of websites that used that plugin.
A similar attack was observed in Gravity Forms and was immediately addressed by the publisher. Malicious code had been injected into Gravity Forms (specifically in gravityforms/common.php) by the attackers. The code caused the plugin, when installed, to make HTTP POST requests to the rogue domain gravityapi.org, which was registered just days before the attack and controlled by the attacker.
The compromised plugin sent detailed site and server information to the attacker’s server and enabled remote code execution on the infected sites. In the context of a WordPress plugin, a remote code execution (RCE) vulnerability occurs when an attacker can run malicious code on a targeted website from a remote location.
Patchstack explained the extent of the vulnerability:
“…it can perform multiple processes:
That last one means that the attacker can view any file, regardless of permissions, which would include the wp-config.php file which contains database credentials.
RocketGenius, the publishers of Gravity Forms, took immediate action and uploaded a fixed version of the plugin right away, on the very same day. The domain name registrar, Namecheap, suspended the rogue typosquatted domain which effectively blocked any compromised websites from contacting the attackers.
Gravity Forms has released an update to the plugin, version 2.9.13. Users may want to consider updating to the very latest version.
Read more at Patchstack:
Malware Found in Official Gravity Forms Plugin Indicating Supply Chain Breach
Featured Image by Shutterstock/Warm_Tail
MarTechCharts regularly highlights data of interest to marketers and marketing operations professionals.
Source: “How to Align Sales Engagement Strategies With B2B Buyer Preferences,” Gartner.
Despite a growing preference among B2B buyers for self-service, with 61% saying they would rather avoid sales reps altogether, data from Gartner reveals a critical nuance: when buyers do engage with sellers, it’s at moments that can make or break a deal.
These aren’t random — they’re tied to specific, high-stakes tasks like identifying the right solution for their unique needs or navigating potential risks. At these points, sellers believe sales reps provide more than just information, they help make sense of complex decisions and give them the confidence to move forward.
Gartner’s report, “How to Align Sales Engagement Strategies With B2B Buyer Preferences,” said buyers complete an average of 2.3 key activities with supplier representatives. It also found sellers who seize these opportunities and bring insights tailored to the entire buying group are 3x more likely to land high-quality deals compared to those who focus on one-on-one conversations.
MarTech is owned by Semrush. We remain committed to providing high-quality coverage of marketing topics. Unless otherwise noted, this page’s content was written by either an employee or a paid contractor of Semrush Inc.
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About the author
Mike Pastore has spent nearly three decades in B2B marketing, as an editor, writer, and marketer. He first wrote about marketing in 1998 for internet.com (later Jupitermedia). He then worked with marketers at some of the best-known brands in B2B tech creating content for marketing campaigns at both Jupitermedia and QuinStreet. Prior to joining Third Door Media as the Editorial Director of the MarTech website, he led demand generation at B2B media company TechnologyAdvice.
The result is a flexible, quietly expressive brand identity that lets the work take centre stage. It’s about feeling right, not just about looking good. “We designed the brand to be adaptable and open,” Jake explains. “There’s a strong underlying structure, but it invites creative expression from the team. We want people to feel a sense of clarity and curiosity when they encounter the brand.”
Clarity, curiosity and collaboration were also at the heart of the rebrand process itself. The studio worked with graphic designer Hugh Miller, who embedded himself in the day-to-day workings of the team, observing how they communicate and create. Map also partnered with writer Linsey Rendell to shape a new tone of voice, and collaborated with Cliff Studio on a new website – a clean, gallery-like space designed to showcase the studio’s wide-ranging output. Throughout the process, every Map team member was involved through a series of workshops and feedback sessions. “It was really important that everyone had a voice in shaping it,” says Chloe. “I think that sense of ownership comes through – it feels collectively ours.”
At the core of the new identity are five values: human, intuitive, honest, meaningful and joyful. For a studio navigating the complexities of designing future-facing technologies, these principles offer a kind of compass. “We stretch the boundaries of human–technology relationships,” says Jake. “But we do it in a way that’s grounded in people’s lives. We bring openness, curiosity and warmth to every brief and we wanted the brand to reflect that.”
Paid media is often treated like a checklist item in a marketing plan: launch a few search ads, run a Meta campaign, maybe test YouTube if there’s budget left.
But not all paid media is created equal, and treating every channel the same is a fast way to burn through budget with little to show for it.
Whether you’re working in-house or managing campaigns for clients, understanding the different types of paid media (and what each one is actually good for) can help you prioritize the right tactics, set realistic expectations, and answer the dreaded question: “What are we getting out of this?”
This article breaks down the main types of paid media with real-world examples so you can make smarter decisions about where to spend your money.
Paid media is any type of marketing where you pay to get in front of your audience. That includes things like search ads, social ads, display banners, video pre-roll, and even influencer sponsorships.
While paid media is often used interchangeably with the term cost-per-click (CPC), it’s important to note the differentiation.
It’s the part of your marketing strategy that gives you scale and control. You’re not waiting for someone to discover your blog post or share your Instagram reel organically.
You’re putting money behind your message to drive attention right now.
Paid media works best when it’s tied to a clear goal, like driving leads, sales, or downloads. Without a strategy, it’s just noise with a price tag.
Think of paid, owned, and earned media as different ways to get your message out. You need a mix of all three, but each serves a different purpose.
Some examples of earned media include:
Owned media examples include:
The overlap matters, too. A paid campaign might drive traffic to a landing page (owned media), which then gets shared by a happy customer (earned media). When these channels work together, your efforts go further.
Now that we’ve identified the definition of paid media, let’s take a look at the different types of paid media channels and the purposes they serve.
Before we dive into the different paid media channels, it’s also important to note the difference between ad formats and ad channels.
Ad formats are the type of ads shown in a particular channel. An ad format example could be:
So, while ad formats are important and will depend on the channel, below we will focus on the channels themselves.
There are other types of paid media channels available that are not listed here, such as more traditional methods like direct mail or billboards. These paid media channels have a more physical presence.
Here, we will focus on digital channels.
Paid search puts your ads at the top of search results for specific keywords. It’s often the first paid channel marketers try because it targets people already looking for what you offer.
Platforms like Google Ads and Microsoft Ads let you bid on search terms so your ad shows when someone types in something relevant.
Google is the leading search engine in market share, with its sites generating 60.4% of user searches in the United States.
It’s high-intent, measurable, and scalable. But, it’s also competitive, especially in industries like legal, finance, or ecommerce.
Success here depends on more than just bidding. Your landing page, ad copy, keyword match types, and conversion tracking all matter. You’re not just paying for clicks – you’re paying for the opportunity to convert interest into action.
Paid social platforms let you reach people based on who they are, not just what they search.
Many of the platforms offer detailed targeting based on demographics, interests, behaviors, and even job titles.
Some of the most common paid social platforms include:
The most common ad format in social channels is placed within a user’s newsfeed as they scroll. These ads will either consist of one (or more) static images or a video as the main visual.
It’s not just about brand awareness. Many brands use social to drive signups, sales, or downloads. You can run video ads, carousels, static images, or Stories, depending on what fits your brand and goal.
Some paid social platforms are more beneficial for B2B companies than for B2C brands.
For example, LinkedIn advertising consists mainly of B2B brands marketing their product or service to other professionals.
Other platforms like TikTok and Snapchat may be better suited for B2C or ecommerce brands.
The tricky part? Creative fatigue is real.
If you’re not refreshing your assets often or testing different hooks, performance will drop fast. Social ads require constant iteration, but the upside is speed: you can test ideas and get feedback quickly.
Display advertising is what most people think of as “banner ads.” These are the visual ads you see on news sites, blogs, or apps, usually managed through platforms like the Google Display Network or programmatic buying platforms.
The upside is scale. You can reach millions of people across the web without relying on social platforms. The downside? Banner blindness is real. If your creative isn’t compelling, people will scroll right past.
That’s why display works best for remarketing or supporting a broader campaign. Use it to stay top of mind, promote limited-time offers, or drive awareness ahead of a product launch. Just don’t expect cold traffic to convert on the first click.
Affiliate marketing is a way to scale your reach by letting others promote your product for you. You only pay when they drive a sale or lead, which makes it one of the lowest-risk paid media options available.
This model works especially well in industries like fashion, tech, travel, and finance, where bloggers, influencers, or content sites already have built-in audiences.
The key to making affiliate work? Vet your partners. A bunch of low-quality traffic from coupon sites won’t move the needle.
Look for affiliates who create content, have authority, or drive meaningful referral traffic.
And keep an eye on attribution. Affiliate-driven sales often overlap with other paid efforts, so tracking needs to be tight.
This is where the ad formats are married to the paid media channels.
Below are examples of paid media ads from the popular channels listed above. These examples can help provide context when deciding what types of paid media to run.
When searching for [top parental control apps] in Google, the first three positions are examples of search ads.
Screenshot from Google search for [top parental control apps], Google, May 2025While conducting the same search on Microsoft Bing, the ads look slightly different.
There’s even a section above the sponsored ads showcasing different brands and a brief description about what they do.
Screenshot from Bing search for [top parental control apps], Microsoft Bing, May 2025When searching for a product like [nike shoes for women], the ads below are a shopping ad format.
Screenshot from Google search for [nike shoes for women], Google, May 2025
Each social platform’s ad formats look different within their respective newsfeeds.
Here is a LinkedIn newsfeed example:
Screenshot from author’s LinkedIn newsfeed, desktop ad, May 2025
A Facebook ad newsfeed example:
Screenshot from author’s Facebook newsfeed, desktop ad, May 2025
Instagram also offers ads in its “Stories” placement. An example from Fountainhead is below:
Screenshot from author’s Instagram Stories feed, Stories ad, May 2025
Display ads can be in all shapes and sizes, depending on the website or app.
Below is an example of two different display ads shown on one webpage.
Screenshot from author, May 2025
Sometimes, affiliate ads can be difficult to spot.
For example, “Listicle” articles, where a publisher is paid by other brands to be included in a “Top” product article.
Screenshot from FamilyOnlineSafety.com, May 2025
However, if you take a closer look at this example’s “Advertising Disclosure,” you’ll notice that this publisher is paid by the brands for exclusive placement:
Screenshot from FamilyOnlineSafety.com, May 2025
Paid media doesn’t have to be a guessing game. When you understand the role each channel plays, you’re in a much better spot to build campaigns that actually drive results, not just impressions.
From keyword-targeted search ads to affiliate partnerships and social retargeting, each paid media type has its own strengths. Use them deliberately.
Think about where your audience is, how they like to interact, and what action you want them to take.
Remember: success isn’t just about being present on every channel. It’s about showing up with the right message, in the right place, at the right time.
More resources:
Featured Image: Lana Sham/Shutterstock
WPP’s new CEO announcement sparked the usual frenzy – LinkedIn takes, analyst notes and a wave of industry speculation. Clients, meanwhile, are staying quiet.
That’s not to say Cindy Rose’s move from Microsoft to Madison Avenue is being ignored – it’s just not driving urgency. For many marketers, the real concern is still much closer to the ground: who’s leading their account and what results they’re seeing. The corporate narrative can wait.
“I don’t know what to think,” one WPP client told Digiday on condition of anonymity. “I’m not sure it matters or how important the move is just yet.”
It’s not indifference. It’s pragmatism. Marketers like this don’t want to buy into the idea that a leadership change signals sweeping transformation. After all, Rose doesn’t start until September. Until then, they’d rather stay focused on the present, not the promise.
Ryan Kangisser, a bellwether for client perspective thanks to his proximity to them as the chief strategy officer at MediaSense, expanded on the point: “I do think that often the industry cares more about these sorts of appointments than clients do. Especially if clients have got a really solid client lead, or business lead, then they’re the people who they feel are the ones driving their business.”
Clearly, CMOs care about who leads WPP, especially those managing major global accounts. But for most, the CEO is a step removed from the day-to-day. Which means Rose won’t be judged on the headlines. She’ll be judged on what filters down to the work.
“I may be wrong, but I think this may be over probably a period of months, rather than days, that clients are really curiously diving into what this means,” said Kangisser. “Notwithstanding there’s going to be a period of handover. So, who’s to say when Cindy is really going to get stuck into client business?”
When she does, she’ll be stepping into a delicate moment. WPP is already in the middle of a transformation plan years in the making. Moving too fast – or misjudging what’s already working – could stall momentum rather than accelerate it. (It helps she’s been on the WPP board for a few years – she should know to some degree where the company is at in that transformation.)
That’s especially true on the media side. WPP Media claimed the largest share of global new business last year, taking 14.2% of total billions, up 3.6% from 2023, according to COMvergence. But that lead is looking shaky in 2025 following two major losses: Mars and Coca-Cola (in North America), worth a combined $2.5 billion.
Which makes the decision to appoint Rose a high-stakes move. Insiders describe her as a skilled operator and a sharp strategist. And yet she’s stepping into one of the most difficult jobs in advertising just as the stakes are getting higher.
One ex-WPP executive who now works at an independent agency but who previously worked with Rose on a strategy level, expects Rose to bring discipline to WPP’s organizational management at a higher level.
“Cindy is disciplined, versatile, and excellent with enterprise clients,” said the exec, who sees the potential for closer connection between Microsoft and WPP, not dissimilar to the holdco’s acquisition of Infosum months after hiring its CEO Brian Lesser. “She will tell the story well to clients and investors about the confluence of technologies, experiences and communications. She’s also a strong operator and will guide the mix of centralized and decentralized functions.”
Does this mean Microsoft will buy WPP or vice versa? Not likely, but the exec speculated that “this may also be an option play for Microsoft to pull another Razorfish,” pointing to the Lesser/Infosum connection as a blueprint for Microsoft getting back into the agency business after selling Razorfish in 2009.
Ultimately, the job ahead is about building trust and coherence in an environment that still feels fragmented for many clients. That means Rose’s choices, from structure tweaks to tech investments, will need to help CMOs navigate a maze of rising costs, tighter budgets and the growing impact of generative AI on everything from search to creative to paid media at large.
“This is against a backdrop of a need to reduce waste in paid spend, including reducing duplicated reach and frequency,” said Jay B. Wilson, vp analyst at Gartner for Marketing Leaders. “The extent to which Rose can focus WPP on helping clients with these challenges will be a good indicator of value that will keep clients at the holdco.”
Whatever shape Rose’s strategy takes, one thing is clear: clients won’t wait for a narrative. They’ll wait for results.
Anush Prabhu, founder of consultancy Braindrops Strategy and former global head of strategy at WPP’s EssenceMediacom, sees Rose’s hire as key to bridging the gap between WPP’s aspirations and its current state.
“Cindy checks all the right boxes for an industry being heavily transformed by technology, at a holding company perceived to be behind the curve,” said Prabhu, who cited her board-member experience as an advantage. Rose is “an impressive tech leader from the outside, with enough knowledge of the inside …. It will be interesting to see how she shapes the company and industry’s vision around creativity.”
Less optimistic is another exec who’s worked at both WPP and Microsoft, who worries that someone coming from Microsoft’s culture may not fit well in a company that sells marketing services.
The exec, who spoke on condition of anonymity, wondered whether Rose will turn out more like David Kenny, who has successfully bridged tech and agency cultures over his career, or Marissa Mayer, whose tenure running Yahoo after Google was seen, fairly or unfairly, as less successful.
Forrester analyst Jay Pattisall added a similar note of caution regarding Rose’s outsider status.
“It’s important for WPP and Cindy Rose to remember that fundamentally, WPP is not a software company,” he said. “It is a services company that leverages software for value in combination with its services.”
