ADWEEK Announces Chief of Staff Appointment, Plus Promotions Across Company

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This afternoon, ADWEEK CEO Will Lee announced the appointment of Condé Nast veteran Mike Beyman as chief of staff/head of strategy and business operations, a new role at the brand.

In a memo, Lee also shared a number of promotions across the newsroom as well as the Experiences and Marketing, People & Culture, Finance/Operations, Sales and Technology teams. Included in the communication was also a new newsroom structure, under recently named editor in chief Ryan Joe.

Read the announcement in full below.

Team ADWEEK,  

This is an exciting, invigorating and critically important moment in our evolution. As we drive the reinvention of our brand and build for significant growth on all vectors in the years ahead, I am truly grateful to be doing this with a team full of great talent, resilience, and sense of purpose and love for ADWEEK.  

I’m proud that we’ve achieved a great deal just in the first three months of 2024: We will surpass our overall budget for revenue in the first quarter; consumer demand for our events like Social Media Week and our Sports Marketing Summit is significantly stronger than expected; and our newsroom is more vibrant than ever, with our journalists winning crucial stories and driving the industry conversation every day.  

To continue to build on that momentum, I’m pleased to announce an important addition to the Executive Team, as well as new roles and promotions for several members of the ADWEEK team. These changes will help accelerate four major goals for ADWEEK: Grow audience and impact, become a more vivid and essential resource for the industry, improve the velocity of our operational excellence, and do fewer things better.

There’s a lot of detail below—get comfortable—but I want to be as clear as I can about the changes on the way.  

New Chief of Staff/Head of Strategy and Business Operations 

Mike Beyman joins the ADWEEK team as chief of staff and head of strategy and business operations. Mike joins from Condé Nast, where, as vice president of corporate strategy and development, he developed and implemented cross-functional initiatives across its global brands, including Vogue, GQ, Vanity Fair and The New Yorker. He spearheaded and strengthened relationships with major technology platforms such as Amazon and Google as well as new AI players, including OpenAI. During his time at Condé Nast Entertainment, Mike led the effort to build its global Film & TV Studio, Audio Network, and acquire the award-winning podcast series “In the Dark.”  

Mike joined Condé Nast from McKinsey & Company, where, as a consultant, he supported and drove large-scale transformations across many industries including media, technology and retail. Mike started his career producing primetime documentaries for CNBC on economic topics such as white-collar crime, marijuana legalization and Costco’s global impact on buying habits.  

Mike will report to me, and his first day at ADWEEK will be April 1.  

Editorial reorganization and promotions 

With the arrival of Ryan Joe as editor in chief, we’re also excited to announce the new structure of the newsroom as well as some promotions, effective today. The staff will be organized across vertical groupings, led by deputies who will report into Ryan: 

  • Jameson Fleming will oversee agencies, brands and creative in a newly created role (more below). 
  • Lucinda Southern will oversee tech, platforms and emerging areas. Catherine Perloff and Trishla Ostwal will report to her. 
  • Bill Bradley will oversee TV, media and sports. Mark Stenberg and Jason Notte will report into him. And stay tuned for more additions to this important team. 
  • We’ll be creating a small team focused on commerce, also led by a deputy editor. Kathryn Lundstrom will be on this team, but in the short term report into Lucinda. More on that to come. 

The Story Desk, plus Robert Klara, Luz Corona and Will Russo will report directly to Ryan. 

As part of this new structure, Jameson has been promoted to executive editor. He will oversee agencies, brands and creative as well as focus on overarching strategy for the digital and print products. Jameson has been an invaluable member of the ADWEEK newsroom for over eight years in several key roles, most recently heading up agencies’ coverage. Jameson will report into Ryan and will manage the following team members: Rebecca Stewart, Kyle O’Brien, Olivia Morley, Brittaney Kiefer, Terry Stanley and Alexia Marrache. 

Paul Hiebert has been promoted to deputy editor for special projects. Paul joined ADWEEK over four years ago and most recently held the role of senior reporter for data and insights. He’s made a name for himself both in our newsroom and in the industry at large for being data obsessed. In his new role he’ll continue to focus on data visualization and insights across all verticals and work closely with leadership on unique content formats and storytelling to make ADWEEK essential. He will report into Ryan. 

Experience and Marketing team promotions 

Given the fundamental importance of our marketing and events capabilities as critical drivers of ADWEEK’s brand, audience and business growth as we move forward, we’re also pleased to announce the following promotions.

Sara Meletis has been promoted to vice president of event management. Sara has been integral to our event growth with her understanding of audience behavior, keen sense of design and experience, and, just as crucially, ensuring our events are both successful and profitable with her exceptional budget vigilance. Sara will lead the event operations team as we look to reimagine the events business and will play a critical role in driving our new strategy.  

Rachel Gudowitz and Lauren Astor have both been promoted to events operations manager, where they will each run point as the operations lead for select ADWEEK events. They have done tremendous work navigating the many demands and challenges of producing impeccable events and will be instrumental in ensuring the premium quality of our portfolio going forward.  

Amanda Sickler and Christine Lane have both been promoted to programming manager. Their tireless work managing the high-profile speakers and guests that appear on our stages, as well as ensuring that those stages are both engaging and high-utility for our audiences, will be a key part of the success of the portfolio in the last year.  

Kimmy Denton has been promoted to senior manager of audience development & marketing. She will be instrumental in our efforts to grow and deepen engagement with our audience, especially our event audience, as well as engaging new, high-value audiences for our new 1:1 meetings product and more intimate, invite-only events. 

Carmen Pleitez has been promoted to senior graphic designer. In this role, Carmen will bring the ADWEEK brand to life across marketing channels with her highly user-centric approach both on digital platforms and in live environments as we continue to improve our brand creative and experiences. 

In her new role as associate marketing manager, Caroline King will serve as the marketing team’s point of contact for the branded content studio and support full funnel marketing efforts to drive audiences to these industry-leading content products and directly impact campaign results. 

People & Culture, Finance/Operations, Sales, and Technology promotions 

As our new manager, people partner, Briana Mucilli will reimagine our talent acquisition, recruitment, onboarding and offboarding processes, ensuring a seamless experience for all, while continuing to support the team in an HR generalist capacity. With over 10 years of recruiting experience and four years as an HR generalist, she brings fresh insights to the role.  

Rick Rosenthal has been promoted to senior director, technology & security. Rick maintains our infrastructure platforms and oversees information security and is the gatekeeper of Salesforce and many other critical workflow platforms. He will help lead the charge on streamlining and improving our digital infrastructure as our tech needs evolve.  

Robert Noble has been promoted to director of business affairs. Robert will play an integral role in providing counsel supporting our sales contracting, vendor agreements, intellectual property, insurance and data privacy. He will also play a larger role in liaising with the Executive Team on business affairs.

Kenny Moshensky has been promoted to vice president of client partnerships. He will be working collaboratively across the sales team and with many other stakeholders in the company to drive the best outcomes for our advertising partners, aligning our Client and Brand Partnerships teams more closely than ever as our partners’ needs become ever more complex.  

Recently, Igor Khatybov was promoted to senior developer, leading all launches for the technology team and guiding the integration of Convertr and playing a role in guiding the offshore team on development tasks, as well as serving as the lead developer on the deployment of features to ADWEEK.com. 

I realize that’s a lot to digest in one note, but it reflects the investment we are making in our talent and in growing the ADWEEK business and brand. This is an important milestone in the evolution of our team, and I hope you will join me and the rest of the Executive Team in congratulating our colleagues on their promotions, and in welcoming Mike. And as always—let’s keep winning our weeks. 

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https://www.adweek.com/media/adweek-mike-beyman-chief-of-staff-promotions/




From Rebranding to Reinvention: The Marketing Journey of Quad CMO Josh Golden


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Inspiration meets innovation at Brandweek, the ultimate marketing experience. Join industry luminaries, rising talent and strategic experts in Phoenix, Arizona this September 23–26 to assess challenges, develop solutions and create new pathways for growth. Register early to save.

On this week’s episode of Marketing Vanguard, host Jenny Rooney welcomes Quad CMO Josh Golden for a discussion on the evolving landscape of marketing and his experiences leading change in various organizations.

During the conversation, Golden highlights the dynamic nature of the marketing industry, which demands innovative decisions and impactful actions. Golden shares his journey from the entertainment industry to agency and brand roles, focusing on his passion for helping brands evolve and identifying golden opportunities for growth.

They also discuss the role of chief marketing officer in today’s landscape and the need for adaptability and continuous learning, especially in light of economic uncertainties and shifting market dynamics while embracing new technologies like AI.

Stream the new episode below and subscribe on Apple Podcasts or find it on Spotify.

https://www.adweek.com/brand-marketing/rebranding-marketing-journey-quad-cmo-josh-golden/




The 10-Year Tension: Women Need More Time, Not More Balance


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Organizations nationwide, especially ad agencies, say offering balance is key to attracting and retaining women talent. From unlimited PTO and job-sharing opportunities to remote work and childcare allowances, we’ve received many undeniably excellent benefits to support caregiving responsibilities and promote well-being.

But the fact is, women still can’t have it all.

Promoting work/life balance as the path to leadership only compounds the pressure and onus placed on women to do it all, while concealing the real issue impacting the growth trajectory of our careers: Biology.

While flexibility on the job is greatly appreciated, it simply can’t solve women’s physiological limitations and society’s expectations. To level the professional playing field, we’ve got to hack biology. And with the right resources, like unfettered access to exceptional healthcare and fertility benefits, the ad industry can accomplish this major feat.

The 10-year tension

For women, ages 25 to 35 are considered the golden years during which our career trajectories and earning potentials are established. They’re also the years during which our fertility is highest. That presents an issue we call the 10-Year Tension.

Unfortunately, the motherhood penalty still exists, and women must choose between money and motherhood within a decade. Conversely, men have 20 years, roughly between the ages of 25 and 45, to build their careers, grow their incomes and welcome children.

With half the time to build what we aspire to, and half the time to decide what our aspirations are in the first place, women are at a loss. Faced with a physiologically imposed time constraint that puts ambition and parenthood on opposing paths, women are forced to make life-changing decisions under enormous pressure.

Because of our biology, and the way our culture is structured, it feels like men have more choice in life and at work because they have more time to make their wants and needs reality. Meanwhile, women are left to answer a difficult question: Will it be having kids or a career? Will it be now or never?

No matter what we choose, we’re sacrificing something we want or could want later. If agencies truly care about equity, they must stop promoting balance alone and shift focus to helping women buy more time.

Advertising is behind

Right now, the tech industry is leading the pack in closing the gender gap by rolling out robust healthcare plans encompassing the many facets of women’s health, from infertility to menopause.

Adobe is doing it right, offering adoption and surrogacy reimbursements with lifetime maximums of $50,000 for each event and fertility benefits including coverage for artificial insemination, ovulation induction, egg freezing and storing, IVF and much more.

Within the ad industry, Mekanism is helping drive awareness around the impact a woman’s biology has on her job with “The Menoclause,” a movement to make workplaces more menopause-friendly. But that’s just a starting point.

If advertising wants to attract and retain female talent, grow female leaders and set the workplace’s wellness standard, it must step up and provide comprehensive care for all routes to motherhood. It’s not enough to recognize that we’re built differently than men and that our biology does indeed impact our livelihood. We have to do something about it.

Decision-makers, hold your agencies accountable when it comes to investing in benefit portfolios that give women the same personal and professional opportunities as men; benefits that overwrite the traditional system by helping extend women’s fertility, giving us the time we need to fully engage at work while still planning for and starting families beyond 35.

Egg-freezing, egg-storing, IVF support, genetic testing and expanded coverage (including surrogacy) for geriatric pregnancies and LGBTQ+ talent shouldn’t be considered perks that some progressive companies offer; they should be promises. Across the board. Especially in the ad industry, where better representation internally leads to more effective campaigns, campaigns that successfully reflect the voices of the audiences so many brands are trying to reach.

How the ad industry can reflect today’s world

Women drive around 80% of purchasing decisions but account for less than 40% of C-suite positions in advertising. Ensuring women have the chance to work without sacrificing the desire to become mothers means alleviating the pressure we’re under. It means sustained career growth. It means opening the door for more women at the top.

10 years isn’t enough time to do it all and be it all. So, give us 20 like the boys and let us decide what we’ll accomplish.

https://www.adweek.com/agencies/the-10-year-tension-women-need-more-time-not-more-balance/




Synthetic Media Producer Is the Latest Role Addressing Gen AI Ethics

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IPG’s Momentum Worldwide is preparing for the deluge of artificial intelligence-generated content.

The agency is creating the role of synthetic media producer to help reduce risks and mitigate liability when it comes to working with AI-generated content for its clients, which are growing increasingly concerned over its risks.

Sitting within Momentum Worldwide’s content strategy team and reporting to the agency’s head of global technology operations, the SMP will be responsible for assessing AI-generated content for factual inaccuracies, logical inconsistencies or biased outputs. They will educate clients on the possibility of hallucinations and how to ensure accuracy before using AI-generated output, integrate deepfake detection into workflows and monitor synthetic media regulations. They will liaise between the agency’s legal, technical and creative teams, and they can earn between $80,000 per year to $160,000 and up based on seniority.

“There is a lack of transparency on what information the generative AI platforms [are] trained on, what rights exist within that corpus of data and what rights had been violated in order to get the outputs,” said Jason Snyder, chief technology officer at Momentum Worldwide. “It’s a big issue and, quite frankly, an obstacle to being able to adopt this technology and integrate [it] into everything at scale.”

Synthetic content—any output partially or fully produced by gen AI, such as deepfakes—globally increased tenfold across all industries from 2022 to 2023, according to Sumsub research, with a 1,740% surge in the U.S. The risks of gen AI content are becoming clearer: Google’s Gemini chatbot was suspended after it created images depicting people of color wearing German military uniforms from World War II.

Currently, Momentum appears to be unique in creating this role. Headhunters have seen the integration of gen AI tools and outputs into roles within functions like art directors, video producers, content strategists and media producers, but they have not yet seen the use of the term in job titles across marketing. LinkedIn had no data on the growth of the role.

Other IPG agencies are considering the best way to insert a human curation phase to review AI-generated content before clients see it, and synthetic media producers are one example, said a spokesperson.

“We’re seeing investment in content development,” said Mark Wagman, managing director, MediaLink. “From helping understand the impact of deepfakes to helping a legal team understand how gen AI solutions may require changes to ethics guidelines, there’s certainly a run on talent that can help navigate the buy side of this marketplace through the next era.”

Key features of the role

With the SMP role, Momentum can address threats posed by intellectual property and copyright matters, ethics violations, data decay, hallucinations and deepfakes. They will stay on top of regulatory changes surrounding synthetic media, contributing to the organization’s ethical AI strategy, such as mitigating societal bias in AI solutions. They will also assist agency legal counsel in selecting reputable gen AI vendors, outlining their potential constraints and assisting in writing client agreements regarding data use for AI training.

“Finding this exact skill set might be challenging initially,” Wagman said. “It might make sense to upskill someone internally with an existing foundation or tap into adjacent skill areas and invest in training.”

Other agencies choose to integrate gen AI expertise within existing roles, but having a centralized expert, according to Snyder, lets existing teams focus on their core strengths.

“This combined approach fosters scalability, adaptability and a Momentum-wide culture of responsible innovation,” Snyder told ADWEEK. “While upskilling sessions ensure broad understanding, the dedicated role provides subject matter expertise for the ongoing guidance and infrastructure necessary to leverage gen AI ethically.”

Other agency approaches

Other agencies have their approaches to mitigating risk. Agency holding group WPP—which invested $317 million in its AI efforts this year—established a legal team to oversee AI initiatives at the holding company level, said Oliver Feldwick, head of innovation at WPP agency The&Partnership.

The&Partnership formed a 10-member cross-departmental team in September, the AI Ethics Council, which meets monthly and is tasked with monitoring the responsible implementation of gen AI within the agency, identifying risks and potential pitfalls, Feldwick added.

Elsewhere, Omnicom and Media.Monks have integrated the responsibility of using gen AI ethically within existing roles across all its teams, including legal and creative.

“There’s no AI officer or AI strategist or AI creative,” said Debora den Iseger, senior vice president, head of content and innovation, studios, Media.Monks. “The KPI (key performance indicator) is embedded in the existing roles, therefore, not changing the structure.”

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What Does a Chief AI Officer Look Like in the Marketing World?


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Inspiration meets innovation at Brandweek, the ultimate marketing experience. Join industry luminaries, rising talent and strategic experts in Phoenix, Arizona this September 23–26 to assess challenges, develop solutions and create new pathways for growth. Register early to save.

For all of the talk about the jobs AI is expected to replace (that’s 85 million, according to the World Economic Forum), it’s also expected to create some 97 million new roles by 2025.

And the buzziest of these new roles is the position overseeing it all: the Chief AI Officer (CAIO).

Major brands like UnitedHealth, Deloitte and Intel have already tapped big names. Even the U.S. government is on board, announcing computer scientist and attorney Jonathan Mayer will serve as the Department of Justice’s first CAIO.

Marketing agencies need to get on the bandwagon too. Given the recent Under Armour controversy over allegedly reusing the work of others without proper credit in its new AI-powered commercial featuring boxer Anthony Joshua, brands must decide how they want to incorporate AI into the organization, especially marketing and creative services.

The music industry has demonstrated the power of a great mashup; AI-generated art has the potential to be the marketing version of this success, as long as the CAIO helps the organization establish rules of conduct and disclosure principles.

But what should the role look like? What does a CAIO do? Here are some of the key elements and responsibilities brands must consider in candidates for this role.

Serve as a liaison between departments

The ideal CAIO will collaborate with different departments in all the major functions of the company. That includes HR, marketing, sales and product development, because anytime there is a piece of content created, AI can help make it better and faster.

And, just as agencies have social media control rooms to cover key events in real time, there needs to be an equivalent for AI. The chief AI officer should be the point person connecting each key department to AI supply chains.

Marketing is currently the easiest way for AI tools to have an immediate impact. The CAIO should be building relationships with the marketing team first, because that’s where most of the internal and external-facing content is generated.

Next, they should look at HR for job descriptions and posting material to internal websites, employee manuals and onboarding materials, before finally examining enablement and sales materials.

Lead experimentation and deployment

The CAIO’s team should experiment with building partnerships and relationships with all the latest AI tools (there are thousands of them) before deciding where and how they should be deployed.

That experimentation needs someone who can prioritize, streamline and guide the process. There are many AI options out there, and an intelligent filtration system is essential to stay competitive.

Understand the intricacies of an organization

For this unique position, employers must prioritize a sense of curiosity from potential candidates. This includes a passion for innovation—someone who could have been a technologist if they’d chosen a different path.

This sense of imagination needs to be balanced with a practical approach. The successful candidate should be an “organizational psychologist,” someone who understands how organizations are run, how different groups interact with each other, and how they contribute to the greater good. They should also always keep the larger organizational mission in mind.

The one thing your potential CAIO doesn’t need is a knowledge of how large language models are written. They don’t need to know how neural networks are built; they just need to have enough understanding to allow them to be an applied scientist. This opens the position to more diverse and varied candidates.

Set standards for success

Following the onboarding process, establish the time it takes for basic, core functions within each department, then compare the overall quality of the output before and after AI deployment. This can develop into new thinking—is there a way to evaluate new output with and without the use of AI? More ideas, better ideas, faster ideas. These should be the priorities of a successful CAIO.

The bottom line

The CAIO role is about to become an essential component across all industries, but marketing is where the position can make the most immediate impact.

By defining what the job should look like, as well as the type of candidate you’re looking for, you can create a position that will allow you to stay competitive in this fast-moving space.

Very quickly this role will become obsolete. Eventually, there will be no distinction between a process and whether AI contributed; there will just be the process. Just like we no longer use www in front of a website address, we won’t have to have someone designated as CAIO. But for the time being, we need an insurgent and a champion and very quickly, we won’t.

https://www.adweek.com/brand-marketing/chief-ai-officer-marketing/




McKinney CEO Joe Maglio Will Also Take on the Chief Exec Role at Barbarian


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Cheil North America is relatively small compared to its holding company counterparts. It boasts 800 employees across seven agencies, but it’s taking the first step to better align its shops in the pursuit of organic growth with the introduction of Joe Maglio’s dual role.

Maglio, who was already the CEO of McKinney, will also hold the CEO position at Barbarian. He takes over for Steven Moy, who ADWEEK revealed is taking the CEO reins at indie shop L&C.

Under Maglio, McKinney has tripled in size, added a health practice, acquired influencer agency August United and landed signature clients Popeyes and Little Caesars. Like many digital agencies in the current industry landscape, Barbarian hit a “rough patch” as Maglio described it, but is now back in a period of growth with clients like American Express, which tapped the shop as its social AOR. Maglio also takes on a president role at Cheil North America, while McKinney managing director Bill Mattis will lead growth for Cheil North America.

“The desire is to bring the Barbarian brand back to prominence back to where it had been,” Maglio said. “Since they were founded, their whole thing was to disrupt the digital landscape. Every time some new technology comes out, we’re going to be at the forefront of it.”

ADWEEK asked Maglio for his perspective on what readers can learn from his career, his new agency and the industry.

This interview has been condensed and edited.

Chief creative officer Vince Lim, executive director of business development and marketing Henry Fernandez, and director of data insights and analytics Jo Hayes will make up Barbarian’s new leadership team.Barbarian

Career advice

ADWEEK: You started as an account exec, a common path to leadership at an agency. What advice do you have for current account execs to reach leadership?

Joe Maglio: My value as an account person is to really balance the true needs of the client with the needs of the agency and make those mutually beneficial. That’s really what I I tried to do for the bulk of my career, and when you do that well over time, you start to get recognized as somebody who is able to build, maintain and retain client relationships, while also helping the agency grow. That is a real skill that account people should be cultivating over their careers.

Not many CEOs hold dual roles like you now do. Brad Simms is chief exec at Gale and CPB, while the recently retired Kristen Cavallo was chief exec for MullenLowe and The Martin Agency. What’s the key to leading two agencies?

Having trusted leadership is so key. Recognizing that I’m going to have professional FOMO. I’m just going to have to manage myself. There will be conversations that I really want to be part of and help, but that’s the whole reason I made sure I had great people in leadership. I have to emotionally pull myself out of certain things and really recast my contributions. You can just add more and more time to your day by taking on more responsibility, but then you’re going to mess it all up.


Building an agency

So many indie agencies reside in cities outside the recognized talent hubs for this industry, and McKinney has been headquartered in Durham, N.C. for 50 years. What’s key to attracting talent to N.C. that other agencies can learn from?

We try our best to have a unified culture. We operate under a single P&L, so you can be in any of those locations [McKinney is in Durham, New York, L.A., Phoenix and Dallas] and still have the same career and still have a very similar employee experience. We focus on employee experience pretty significantly, and when you are in markets outside of New York and L.A., you need to double down on that a bit. [McKinney’s retention rate is 92%].


Views on the industry

What’s something in the industry that you’ve done a complete 180 on?

The power of influencers. And that might sound odd because we acquired an influencer agency … My viewpoint that changed was I thought it was going to be a slower burn, in terms of how important influencers became. There’s articles all the time about how influencers are becoming a bigger part of the marketing mix. Agencies are now hiring creators and we’re doing the same now. I knew influencers would be a positive thing for us to have and it was creating upward momentum, but it’s becoming such a bigger part of what we do.

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Starbucks Just Dropped Its Global CMO Role. Here’s Why


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Starbucks is the latest brand to shelve the global chief marketer role.

Instead, it has unveiled a new structure that will see regional chief executive officers (CEOs) take responsibility for the business in each market, working alongside regional marketers.

The coffee chain has promoted current evp, chief marketing offer (CMO), Brady Brewer — who joined with a global remit in 2020 — to CEO for its international business.

In a statement, the company said Brewer would work alongside veteran Starbucks exec Michael Conway, who has taken on the newly created position of CEO for North America, to reinvent the business internally.

The pair will work to “elevate” the Starbucks brand, which has faced headwinds in recent months including a boycott in the U.S. and fierce competition in China.

Though the 52-year-old chain said it will not replace the “global chief marketing position,” it is in the market for what it described as a “global brand creative leader.”

Starbucks’ move to ditch the global CMO position comes as many brands are rethinking where the sometimes-nebulous role sits within their business, changing the title to reflect a broader range of responsibilities, hiring “fractional” CMOs in consulting-style positions and, in some cases, cutting it entirely.

Brewer and Conway will report to Starbucks’ global CEO, Laxman Narasimhan. Within this new structure, each geographic CEO will have regional marketing support. The company retains some regional CMOs, including Kyndra Russel who is responsible for North America.

The restructure forms part of Starbucks’ “Triple Shot with Two Pumps” transformation plan, which is dedicated to three things: strengthening the Starbucks brand; upgrading its digital offering; and helping the chain become “a truly” global business.

As per the company’s lexicon, this three-pronged approach will be complimented with “two pumps,” or two further focuses — unlocking efficiency and reinvigorating its internal culture.

Narasimhan claimed the brand was making “strong progress” against the plan.

“To further accelerate [this], consistent with our ambitions, we are realigning the organization to balance clear geographical focus with investing in functional capabilities to scale around the world, generating productivity and reinvigorating our [employee] culture,” he said.

What now for Starbucks?

Post-pandemic, America’s largest roaster has been looking to drive relevance by positioning itself as somewhere where people can find human connection during their coffee runs. This has helped drive sales, with revenue rising 8% to a record $9.43 billion in the final three months of 2023.

However, it is operating in a tough market.

In Jan 2024, the business cut its yearly sales forecasts and missed market expectations amid U.S. and Middle East boycotts, following a pro-Palestine tweet from the union that prompted calls for a boycott on the right and the left.

Narasimhan told investors these boycotts had a “significant impact on traffic and sales”.

Starbucks has also seen negative headlines over how it’s handling relations with workers attempting to unionize, and has seen consumer spending weaken in China (one of its key markets), putting its share price on the back foot.

The Seattle-founded business will be hoping an operational shakedown can help address some of these issues.

“As we look to the future, the opportunity we have is truly limitless,” said Narasimhan. “Throughout our history, we have continued to reinvent not who we are or what we stand for, but what we do and how we connect with our customers and deliver our long-term aspirations. Because of our partners, and with our strategic plan and world class-leadership team, the best days of Starbucks are ahead of us.” 

Change brewing for the CMO role

According to data from recruitment firm Spencer Stuart, among the top marketers at Fortune 500 companies, just 36% have the conventional chief marketing officer title. Johnson & Johnson, AB InBev U.S. and Uber are among those to have dropped the CMO position entirely in recent years.

Elsewhere, CMOs like Brewer are moving up the ranks. Christine Hsu Evans, one of ADWEEK’s Marketing Vanguard Award honorees, spent 21 months as CMO of Headspace before being promoted to president last summer; longtime Mars Petcare CMO Leonid Sudakov was recently named president for growth, digital and platforms; and in 2023, Molson Coors elevated Michelle St. Jacques to the new role of chief commercial officer, overseeing sales, marketing, innovation and digital.

As part of its reshuffle, Starbucks has also hired a new chief merchant and product officer, former Saputo exec Lyne Castonguay.

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The Group Creative Director Is the Player-Coach of the Creative Team


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The group creative director gets pulled in many different directions at once. As the step up from the creative director and below the executive creative director and chief creative officer, the GCD can be both a maker and a director, sometimes in the same day.

A good group creative director is like a point guard on a basketball team; pass the work off to talented creatives when necessary, or take the ball and drive the work home while surveying the floor the entire time.

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ESPN, Fox and WBD’s Sports Streamer Snags Former Apple Exec as CEO


ESPN, Fox and Warner Bros. Discovery’s upcoming sports streaming platform has scored a former Apple exec as CEO.

Top line

Today, the three companies named Pete Distad as CEO of their new joint sports streamer.

Distad most recently served as an executive at Apple for a decade and also spent six years at Hulu.

Between the lines

As CEO, Distad will oversee all aspects of the joint venture, including strategy, distribution, marketing and sales.

“Pete is an accomplished innovator and leader who has extensive experience with launching and growing new video services,” ESPN, Fox and WBD said in a joint statement. “We are confident he and his team will build an extremely compelling, fan-focused product for our target market.”

Upon the establishment of the streamer, Distad will report to its board of directors, which will include representatives selected by each of the three companies. He will be based in L.A., along with the independent management team he will assemble.

“This is an incredible opportunity to build and grow a differentiated product that will serve passionate sports fans in the U.S. outside of the traditional pay TV bundle,” Distad said. “I’m excited to be able to pull together the industry-leading sports content portfolios from these three companies to deliver a new best-in-class service.”

Distad was at Apple from 2013-2023, where he was responsible for the business, operations and global distribution for video, sports and Apple TV+. He also launched Apple TV in 2015 and later led teams that launched and scaled the Apple TV app, Apple TV+ and MLS Season Pass.

He also previously worked at Hulu, where he served as svp of marketing and distribution and was part of the Hulu launch team, overseeing customer acquisition and retention, distribution and marketing.

Bottom line

Fox, ESPN and WBD surprisingly announced the combined sports streamer in February, with a launch date scheduled for the fall of 2024. The product will combine 14 linear networks, including Fox and its portfolio of affiliates, ESPN and its products, and WBD’s cablers, and could completely change the sports streaming space and rights moving forward.

Speaking during an earnings call last month, Lachlan Murdoch, Fox CEO and executive chair, said the new venture would create additional revenue streams by reaching new consumers.

“It’s a new market where there’s no product serving the sports fans that are not within the cable TV bundle,” Murdoch said. “So it accesses a whole new market and drives a tremendous amount of new reach.”

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Exploring the Creative Landscape: Insights from Squarespace CCO David Lee


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Inspiration meets innovation at Brandweek, the ultimate marketing experience. Join industry luminaries, rising talent and strategic experts in Phoenix, Arizona this September 23–26 to assess challenges, develop solutions and create new pathways for growth. Register early to save.

On this week’s episode of Marketing Vanguard, host Jenny Rooney sits down with Squarespace chief creative officer David Lee to discuss the intricacies of creativity, brand strategy and the evolving role of in-house capabilities.

During the conversation, Lee shares his journey from the agency world to Squarespace and the company’s focus on design, creativity and personal brand representation as core pillars of its mission. They discuss the brand’s presence at the Super Bowl and how its marketing initiatives expand beyond the Big Game.

He also shares why he believes that creativity is inherent to it all and the increasingly vital role it will play in the future of work.

Stream the new episode below and subscribe on Apple Podcasts or find it on Spotify.

https://www.adweek.com/brand-marketing/creative-future-squarespace-cco-david-lee/