When Marla Kaplowitz first took the helm of the American Association of Advertising Agencies (4As) in 2017, she had a clear expectation: three to five years of leadership, then a graceful exit. Instead, her journey with the organization stretched into eight years defined by resilience, bold decisions, and a reimagining of the agency trade association.
“When you come into an organization, you quickly realize that to make real, lasting change, it takes time,” Kaplowitz told ADWEEK. “And that’s something I’ve learned over and over.”
Kaplowitz will undoubtedly be remembered for the trust she rebuilt—particularly with the Association of National Advertisers (ANA), a relationship that had frayed before her arrival due to ongoing transparency issues between agencies and clients. From the beginning, she understood that mending this rift would be critical for the industry’s future.
One of her most impactful initiatives was co-launching AdID, the industry’s first digital creative asset tracker, a collaborative effort she spearheaded alongside the ANA. The partnership was more than a technical innovation; it was a symbol of how two major industry players could unite on a common goal, working together to address deep-seated inefficiencies in the digital advertising ecosystem.
The AdID collaboration was just the beginning. Under Kaplowitz’s leadership, the ANA and 4As worked hand-in-hand to address the inefficiencies of the RFP process and create a more transparent framework for agency-client relationships, including working to curb the escalating costs of pitching.
“We saw the cost of pitching skyrocket. And for the first time, we were able to publicly share not just the agency costs, but the costs to marketers as well,” she said. “That was a turning point.”
When the world shifted
Kaplowitz was at the helm of the 4As when the COVID-19 pandemic hit—a crisis that would reshape the industry and test every aspect of leadership.
The disruption, though unwelcome, became an unexpected catalyst for change. Many of the shifts Kaplowitz had set in motion—like modernizing the industry’s approach to agency compensation—accelerated in the face of this unforeseen challenge.
“The pandemic hit like whiplash,” she recalled. “But, ironically, it became a catalyst for us. Clients needed their agencies more than ever, and agencies needed their trade associations more than ever.”
In the face of crisis, Kaplowitz had to make difficult decisions, including furloughing staff and freezing raises and bonuses. “It was one of the hardest parts of my job,” she said. “But we also knew we had to make some tough, short-term sacrifices to ensure the long-term survival of the organization.”