The exit of ad giant WPP's CEO signals the end of Madison Avenue as we knew it
WPP CEO Mark Read said Monday that he plans to step down after seven years leading the advertising giant and more than 30 years at the company. He will continue as CEO until the end of the year to see through the transition to his successor, who hasn't been named.
The announcement comes at a fraught crossroads for WPP and the broader advertising industry. Read's exit follows that of famed ad veteran David Droga, who said last month he plans to leave Accenture Song, the consulting giant's marketing services division, at the end of this year. Several longtime WPP execs have also parted ways with the company in recent months.
Madison Avenue is grappling with upheaval as its profit centers shift from creating TV ads with catchy taglines and big branding ideas to trading media, integrating IT systems, and helping clients make sense of their customer data. The rise of artificial intelligence and its associated productivity gains also rips a hole through the traditional agency business model, where ad companies are generally compensated on the number of full-time equivalent employees devoted to an account. Add to that the threat from Big Tech giants like Meta, who want to cut out the advertising middlemen altogether using the power of their huge audiences and sophisticated ad targeting systems.
Under Read, WPP has attempted to respond to these forces. In recent weeks, WPP rebranded GroupM, the division responsible for managing around $60 billion in clients' media investments, to WPP Media. The company said the streamlined media offering is powered by WPP Open, an AI-powered platform that helps its employees do market research, spin up media plans, and create assets for campaigns using generative AI.
But WPP isn't fighting from a position of strength. The company's annual revenue declined last year, and WPP recently forecast another revenue drop for 2025, which it said reflected a challenging macroeconomic environment.
Once the biggest advertising holding company by most measures, WPP was displaced by Publicis as the largest ad company by revenue last year. Publicis currently trades at a market capitalization of around $27 billion to WPP's $8 billion. The industry is also awaiting the creation of an even bigger ad behemoth later this year once the proposed merger of Omnicom and IPG passes regulatory approval.
"The fundamental challenge is that an enormous amount of what the traditional holding companies do is commodity, and commodity can now be done using technology," said David Jones, the former CEO of the ad agency holding company Havas. Jones now leads the 10-year-old marketing and technology company The Brandtech Group, a WPP competitor.
"AI is going to give the traditional holding companies their Kodak moment," Jones said.
Read laid the groundwork for WPP's next era and its new CEO
While Read is a WPP veteran, the 58-year-old wasn't an ad man in the traditional sense.
He took a graduate job at WPP after getting an economics degree from Cambridge University in the UK. He left and became a cofounder of WebRewards, a digital coupons business he sold to the German publishing giant Bertelsmann in 2001, after the dot-com bubble burst. He rejoined WPP a year later, rising to become CEO of Wunderman, one of its digital agencies.
Read took over the reins of the entire company in 2018, after the acrimonious exit of its longtime CEO Martin Sorrell, who had built the company from a seller of "wire and plastic products" — WPP — into what was the world's largest advertising group.
While a fellow Brit, the similarities between Read and Sorrell largely ended there. Sorrell was famed for building WPP through a series of acquisitions, and still now at his new ad company, S4 Capital, is an archetypal "Davos Man," often seen on stage and TV offering commentary about macroeconomic issues. Read has kept a lower profile and has sought to simplify WPP's many agencies into a more uniform structure.
Sorrell did "empire building," while "Read has been an empire dismantler," the independent media analyst Alex DeGroote said.
Some industry analysts and insiders say this is to Read's credit. According to DeGroote's calculations, Read retired around 300 different agency brands, closed more than 800 offices, and realized around $5.1 billion for the company from disposals. WPP reduced its net debt to around $2.3 billion as of December 31 last year, down from about $3.4 billion in 2023.
But the Read era of restructuring and layoffs has hit morale within the rank and file — a mood that was further soured among some WPP employees when he instituted a four-day-a-week return to office policy this year. WPP has lost key accounts from clients like Pfizer and the Coca-Cola North America media account, though it has also won business from major advertisers including Amazon and Unilever. Toward the latter part of his tenure, some industry insiders said Read would need to take a bigger swing — anything from taking the company private to making a landmark acquisition — in order to return the company to growth.
Attention now turns to who might succeed Read.
Industry insiders told BI that internal candidates for the role would likely include newly appointed WPP Media CEO Brian Lesser; the CEO of WPP's specialist communications agency division, Johnny Hornby; WPP's chief operating officer, Andrew Scott; WPP's chief marketing and growth officer, Laurent Ezekiel; VML CEO Jon Cook; and Ogilvy CEO Devika Bulchandani. These execs either declined to comment or didn't respond to requests for comment from BI.
The search, led by the former British Telecommunications boss Philip Jansen, who became WPP's chairman in January of this year, is also considering external candidates.
"I don't think it will be internal, but I don't think it will be a radical hire either — WPP does not need more restructuring," media analyst Ian Whittaker said. "I would look for executives at one of the other agency groups who are well regarded."
One WPP insider told BI they expected and hoped the appointment would be made relatively quickly.
"At the end of the day, we've just got to get our mojo and momentum back," this person said.

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The 6 cities where homebuyers have more power in
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Getty Images/iStockphoto For a home to be considered 'affordable,' buyers are generally advised to follow the '30% rule of thumb,' which says that a household should spend no more than 30% of its monthly income on housing costs. Advertisement Nationally, the maximum affordable home price for a median-income household has plunged by nearly $30,000 compared with 2019, even as wages have climbed 15.7%. Put simply, six years ago, a median-income household could afford a $325,000 property. Today, that same household could only manage a $298,000 home even while earning more money. To make matters worse, the median list price has surged nearly 38% since 2019, reaching $439,450 as of July, up 0.5% year over year, according to the latest monthly housing market trends report. 'Buyers face a conundrum,' says Jones. 'Their purchasing power has dropped at the same time that homes have gotten more expensive.' Start your day with all you need to know Morning Report delivers the latest news, videos, photos and more. Thanks for signing up! Enter your email address Please provide a valid email address. By clicking above you agree to the Terms of Use and Privacy Policy. Never miss a story. Check out more newsletters Metros where buying power has ticked up Advertisement However, there are a few bright spots. Among the 50 largest U.S. metros, buying power has improved since 2019 in six cities: Cleveland; Phoenix; Richmond, VA; Indianapolis; Tampa, FL, and Austin, TX. Though spread across the map, these metros share one key factor helping homebuyers there stretch their dollars further: robust wage growth. Six years ago, the typical household in Cleveland could comfortably purchase a $249,000 home. Fast forward to July 2025, the same household could afford a $260,000 price tag, representing a 4.4% increase in buying power. 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Every morning, the NY POSTcast offers a deep dive into the headlines with the Post's signature mix of politics, business, pop culture, true crime and everything in between. Subscribe here! Meanwhile, in Tampa, a median-earning household could buy a home for just $1,000 more than in 2019. Advertisement But buying power is not the only factor to consider. Despite improvements in that department, surging home prices mean that few listings are available at an 'affordable' price point in these metros. 'Even in these six markets where buying power has improved, none of them see a higher share of homes for sale that are affordable to median earners compared to 2019,' points out Jones. Phoenix saw its share of affordable homes shrink drastically from 50% to under 14%, while Tampa's budget-friendly inventory dropped from 54% to roughly 22% in six years. 6 The supply of cost-effective listings in Cleveland went down from 65% to 50%.Advertisement Hageman predicts that central Phoenix will likely become less affordable in the near future, but buyers willing to look beyond the city center 'will continue to find affordable housing,' he says. Even in Cleveland, the supply of cost-effective listings edged down from 65% to 50%. 'Lack of affordable inventory and worsening affordability conditions discourage buyers from getting into the market, and push their goals of buying a home further down the line,' says Jones. Interest rates vs. wage growth A year before COVID turned the world upside down, mortgage rates hovered in the 3.5% to 4.5% range. 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San Francisco Chronicle
a day ago
- San Francisco Chronicle
How to make climate-friendly and sustainable choices when shopping online
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Sometimes it's printed on the product, sometimes it's listed on the manufacturer's website and sometimes the certifying body lists the products that have earned its approval. Large retail websites, in turn, often list certifications in a product description. Check whether it's verified by a third party Third-party verification is a core avenue for determining whether a manufacturer's sustainability claims are legitimate. 'Ideally you want to look for some certifying bodies because they've removed some of that up-front labor that as a consumer you otherwise might have to do," said Clementina Consens of B-Lab, which certifies companies that meet environmental and social standards. Grainger-Jones said some companies create their own self-certifications that look convincing but don't mean much. 'You can go and buy a self-declared certificate for a couple of thousand dollars,' he said. 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It also displays icons and hyperlinks next to products that meet sustainability goals. Amazon's Climate Pledge Friendly program vets products based on a set of verified third-party certifications and posts a green leaf label alongside products that meet the certifications, along with hyperlinks. 'Having those third-party standards is super important for credibility,' said Nneka Leiba, Amazon's principal sustainability specialist. Certifications that aren't quantifiable or are too permissive don't meet Leiba's bar for inclusion in the program. She said when evaluating a certification, she looks to see whether it's following International Organization for Standardization (ISO) standards, or other relevant standards. She said certifications should be backed by scientific rigor and require companies or products meet specific benchmarks. Leiba said manufacturers' efforts to become certified can be good for their business. She said products in the Climate Pledge Friendly program experience a 12% sales increase in the first year after earning the green leaf badge. 'That cycle is really beneficial to our customer, and beneficial to the environment,' she said. ___