Taboola, the native advertising giant known for placing sponsored content modules beneath news stories on sites like USA Today and NBC News, has named Krishan Bhatia its first chief business officer.

At Taboola, Bhatia will be charged with driving revenue through global sales and partnerships across Taboola’s full product portfolio.

Most recently, Bhatia served as vice president at Amazon, where he scaled Prime Video’s advertising business to new markets across the world, built out a brand partnerships team, and expanded the company’s live sports offering.

Prior to his time at Amazon, Bhatia spent over a decade at NBCUniversal, where in his role as president and chief business officer of global advertising and partnerships he grew the Peacock business.

“I’ve worked at the intersection of media and technology for the past 30 years, and I believe this company is very uniquely positioned to be able to take advantage of some of the key tailwinds and technology developments in the industry,” Bhatia told ADWEEK. 

He pointed to Taboola’s relationships with approximately 15,000 marketers and 9,000 publishers globally, which he said will serve it well at a moment when brand and performance marketing are converging. “[This] puts Taboola in a really unique position to be able to drive greater efficacy for marketers small and large, and also serve its publisher partners with incremental yield and, increasingly, technology solutions that will help grow their businesses.”

He arrives at a pivotal moment for the adtech company, which has spent the last year pushing aggressively beyond native advertising. It launched DeeperDive, a publisher-embedded generative AI tool for surfacing content from across the given publisher’s site, and rolled out Realize, a performance advertising platform for ad placements across a broader range of formats and media inventory. Then, in November, it debuted a connected TV product with Paramount meant to attract small- and medium-sized advertisers.

Shares of Taboola are down 15% over the last year. The company will report its Q4 and full-year 2025 financial results on Feb. 25.

In the months ahead, the new CBO will focus on driving adoption of Realize and DeeperDive among publishers, driving investment from mid-market and enterprise advertisers, and establishing new partnerships—with holdcos and indie agencies, marketers, technology providers, and a wider set of advertisers.

CEO Adam Singolda called Bhatia “the right person for the job” due to his experience building digital ad businesses and working on the intersection of video and performance advertising at both Amazon Prime and Peacock. 

Asked why Taboola decided to bring on its first-ever CBO at this moment, Singolda said that Taboola has been “laying all the pieces together” on both the publisher and advertiser sides of the business for a decade—and now, it’s time to hit the gas pedal. 

“If you look at two-sided marketplace companies, outside of Google, Facebook, and Amazon, I am unaware of anyone else that is [doing what we are] to build both sides,” he said. “We’re ready to take the next step and supercharge this rocket ship called Taboola to [make it] everything it can be. The world needs a non-walled garden friend, and I hope we can do it together.”

Bhatia declined to specify any revenue targets.

More than ever before, CMOs belong in the C-suite. Sumit Virmani, CMO of Infosys, has a strong case to back this stance up. 

In this episode of Marketing Vanguard, live from the 2026 World Economic Forum in Davos, Sumit breaks down the necessary evolution of the CMO, what AI has to do with it, and the strategic imperative of aligning with C-suite priorities. 

What you’ll learn:

• Why CMOs need to operate within the full C-suite context, not just marketing bubbles
• How to position yourself as a transformation partner, not a marketing operator
• The critical difference between using AI to do marketing better versus using AI to expand your business influence
• Why advocating for marketing’s “seat at the strategy table” requires complementing creative genius with AI-powered analytics
• How to build an undeniable business case for attending high-level forums like Davos

Sumit Virmani is the chief marketing officer at Infosys, a global IT services leader with nearly $20 billion in revenues and 350,000 employees across 60 countries. Known for his strategic vision on elevating the CMO role within the C-suite, Sumit brings over a decade of experience navigating high-level business forums and driving enterprise growth through integrated marketing and technology initiatives. 

For CMOs aspiring to greater organizational influence and relevance, his insights on bridging the gap between marketing creativity and enterprise technology offer essential guidance for modern leadership.

Episode Highlights: 

[01:25] Marketing as the Growth Catalyst — Sumit positions marketing as the organizational growth catalyst, arguing that CMOs earn their rightful place at the strategy table by shaping business direction rather than merely executing campaigns. This perspective is critical for CMOs who want to elevate their influence beyond departmental budgets and creative output.

To implement this shift, CMOs must actively participate in cross-functional business debates, contributing customer insights and market intelligence to CEO-level strategic discussions. 

[06:45] AI as the Permission Structure for Marketing Expansion — Sumit argues that AI represents an unprecedented inflection point for CMOs, offering access to enterprise analytics and data partnerships previously unavailable, which enables marketers to position themselves as transformation partners and strategy orchestrators.

Rather than using AI merely to automate marketing workflows and improve campaign efficiency, the strategic opportunity lies in leveraging AI-driven insights to contribute to product development, customer experience reimagining, and enterprise-wide decisions. 

[08:45] Redefining Marketing Success as Transformation and Growth — Sumit challenges CMOs to honestly assess their definition of marketing success: If it centers on creating great advertising, expanding scope is optional; if it focuses on driving transformation and growth, scope expansion becomes mandatory for competitive survival.

This distinction directly impacts how CMOs prioritize their time and resources, as well as which capabilities they develop and invest in building. The underlying tension is that CMOs are often hired for their creative credentials and advertising expertise, yet strategic influence requires complementary skills in data analytics, business operations and enterprise problem-solving.

So, to succeed, CMOs must deliberately shift their identity from creative leaders to business transformation partners, which means building internal credibility through contributions beyond campaign development—customer intelligence, market analysis and operational optimization. 

[11:26] Turning Conferences into Business Multipliers — Sumit demonstrates how CMOs can maximize return on attendance at high-level platforms by operating across three concurrent objectives: brand showcase and visibility, customer relationship deepening and peer learning and context gathering.

Rather than treating conference attendance as a single-purpose activity, strategic leaders approach these events as concentrated windows for business acceleration—conducting hundreds of meaningful meetings in just three days to consolidate customer relationships, learn competitive intelligence, and gather market insights. 

Power broker Michael Kassan’s media advisory and investment shop 3C Ventures surpassed $50 million in revenue from September 2024 to December 2025.

About 35% of that revenue has come from multi-stage transformational projects with clients, often Fortune 500s, aimed at modernizing their business strategies. Kassan described these as “seven-figure ticket items,” though he declined to provide specific project financials.

Kassan first previewed 3CV in June 2024, when he projected it would reach $100 million within its first 12 to 18 months. The company kicked off operations officially in September of that year.

3CV said its clients include Delta, JPMorganChase, AutoNation, though the nature and scope of each engagement varies.

The firm has also worked with semiconductor giant Qualcomm on various initiatives for about a year.

When Qualcomm’s marketing team considered putting one of its agency relationships into review, Kassan suggested a different approach.

“He said, ‘Before you divorce, sometimes it’s good to go into therapy to see if you could reconcile and save the relationship,’” recalled Qualcomm’s executive vice president and chief marketer, Don McGuire. After working together to create a detailed roadmap, the relationship was remedied. 

Qualcomm worked with the company on another endeavor to update the marketing division’s organizational structure and systems architecture. 3CV also aided the brand in a recent push to consolidate agency resources and establish an in-house creative studio. McGuire estimates that Qualcomm’s work with 3CV will result in savings between $5 and $10 million. 

“We keep finding more for them to do,” McGuire said. “Michael and the team have added a lot of value.”

Other 3CV client engagements have involved modernizing an automotive retailer’s operations and automating a publishing company’s dealflow process.

Beyond consulting, 3CV also focuses on dealmaking, a longtime focus of Kassan’s.

In late 2024, the company orchestrated parallel investments in adtech infrastructure firm Mediaocean from ad agency holding companies WPP, Omnicom, and IPG (which Omnicom later acquired for $13.5 billion). It was an unusual arrangement considering the holdcos are longtime customers of Mediaocean’s; now, they will also be business partners. 

“That wasn’t something we just advised on—that was a strategy and a structure that we partnered on with Mediaocean on to bring that deal together,” Kassan said. Separately, he recently secured a role as vice chair at Mediaocean. “Michael has always been the foundational player in the space,” Mediaocean CEO Bill Wise told ADWEEK at the time.

A third pillar of 3CV’s business involves helping the world’s most influential businesspeople “convene”—one of the three “C”s of “3CV” (the others being “consult” and “co-invest”). The company offers to “curate high-end, meticulously produced experiences that convene decision-makers, elevate narratives, and spark deal flow,” according to its website.

Last June, just a year into doing business, 3CV shelled out $3 million for a beachfront activation at adland’s most prestigious gathering, the Cannes Lions International Festival of Creativity.

During the same week, the firm hosted the exclusive 3Convene Dinner with iHeartMedia and the Walt Disney Company at the Michelin-starred Louroc restaurant in the Hotel du Cap-Eden-Roc. Questlove DJed the afterparty.

At these gatherings, Kassan and his team are not just entertaining, they’re matchmaking.

“That’s a book that I wrote and our team wrote,” Kassan said, nodding to his record as founder and head of MediaLink, where he built a cross-industry power network of elite executives—often via entertaining.

Tentpole events, he said “still matter” to the industry, and 3CV wants “to approach them with a little bit of a spin.” 

3CV hit its $50 million benchmark just six months after Kassan settled a dispute with United Talent Agency, the entertainment advisory titan that acquired MediaLink in late 2021 for $125 million in cash. The settlement, which Kassan characterized as “amicable” in conversation with ADWEEK last year, followed a messy, 16-month fallout centered on an allegation that Kassan misappropriated nearly $1 million in business funds. 

In the aftermath of that protracted drama, Kassan’s reputation in the world of media and advertising has remained largely unscathed.

So what’s next? “More bigger,” Kassan quipped jovially. 

This year, Kassan said he wants to grow revenue, secure a high rate of client renewals, and scale his team by hiring fast enough to meet demand without sacrificing quality. 

On the latter, 3CV is already making headway. At the time of writing, the company employs 55 employs. It recently welcomed two new leaders, appointing veteran agency exec Jane Lacher as partner of agency optimization, and tapping former Marqeta CMO Karna Crawford to head its marketing transformation practice. 

Ultimately, Kassan said, “I want to do what we did in ‘25—I want to beat every expectation that we have.”

Correction Tues. Feb. 17 at 9:56 a.m. ET: A previous version of this story incorrectly said that 3CV hosted a party in 2025 with DoorDash Ads featuring the artist St. Vincent; that party was hosted by Kassan’s former company, MediaLink, in partnership with UTA.

Dentsu has named Takeshi Sano its new president and global CEO as it reshapes its leadership team, the company announced.

Sano, currently CEO of Dentsu Japan and deputy global COO, will step into the role on March 27, 2026, replacing Hiroshi Igarashi.

The change comes at a rocky time for the company. Earlier this month, Dentsu reported a ¥327.6 billion ($2.18 billion) net loss for fiscal 2025, largely driven by a ¥310.1 billion ($2.03 billion) goodwill impairment tied to its struggling international operations. The company also suspended its year-end dividend to preserve cash.

Dentsu had been exploring a sale of its international business—which includes operations across the Americas, EMEA, and APAC outside Japan for months. According to a report from Campaign Asia, those talks fell apart after potential buyers walked away, and Dentsu is now focused on fixing the business instead of selling it.

As part of the leadership reset, the company is eliminating the global COO and global president roles. Regional CEOs and practice leaders will now report directly to Sano. Dentsu has also added new global transformation and corporate affairs roles and is continuing a cost-cutting plan that includes previously announced layoffs.

The moves reflect a broader effort to steady its overseas operations after several difficult years.

In announcing the changes, Dentsu said the new structure is designed to “enhance execution excellence and drive stronger growth outcomes for our clients.”

Sano previously led Dentsu Inc., the company’s core Japanese business, through 11 consecutive quarters of revenue growth. That unit accounts for roughly 40% of group net revenue and more than half of its underlying operating profit, making it the company’s financial backbone.

A Dentsu veteran who joined the company in 1992, Sano has spent much of his career focused on business transformation. He now takes on the task of reviving the company’s struggling overseas operations.

“Dentsu will continue to sharpen the distinctive value that sets us apart and position ourselves as a true growth partner, supporting clients consistently from strategy through to execution,” he said in a statement.

FanDuel has hired former Paramount+ marketer Ari Avishay as svp of marketing.

He will be responsible for the online gambling and streaming platform’s brand, creative, and consumer insights strategy across its portfolio, which includes FanDuel Sportsbook, and FanDuel TV.

He will also be tasked with evolving FanDuel’s products, features, and experiences through marketing across integrated campaigns and data-led storytelling.

Avishay was most recently svp, content marketing for Paramount+, where he led brand, content, social, and partner marketing across more than 45 markets globally. Before that, he was vp of content marketing at Hulu, overseeing campaigns for series and films including The Handmaid’s Tale. He was also formerly the director of culture and entertainment at Lyft.

The exec will report to Mike Raffensperger, president of sports at FanDuel. Avishay’s arrival follows the July 2025 departure of evp of marketing Andrew Sneyd.

“Ari brings a proven track record of driving brand awareness, cultural relevance, and meaningful growth for iconic brands at the intersection of content, media, sports, and entertainment,” Raffensperger said. “As FanDuel continues to define the future of sports entertainment, Ari’s experience and perspective will help take our brand to the next level.”

Play your game

FanDuel just wrapped its  “Last Call for Football” campaign, which culminated with a premium Super Bowl placement just before kickoff. 

Created in partnership with the agency Arts & Letters, the work leans into a simple but often overlooked truth: for fans, the Super Bowl isn’t just the biggest game of the year—it’s also the last.

The work formed the latest chapter in FanDuel’s ongoing “Play Your Game” brand platform, positioning the company less as a loud in-game presence and more as a narrator of the fan experience.

Last year, the company signed on as the first major sponsor for NBA and WNBA coverage on Prime Video, becoming the official odds provider and an official partner in a multi-year deal.

FanDuel’s parent firm, Flutter Entertainment, made $3.8bn in revenue during Q3 2025.

CMOs can drive business revenue—this is an established fact. But how can they do it better, bigger, and stronger in the age of AI? 

We’re unpacking this in the latest episode of Marketing Vanguard, live from the 2026 World Economic Forum in Davos. Tune in as Emma Chalwin, CMO at Workday, breaks down the evolving strategic role of CMOs at major enterprises, the intersection of AI and human-centered marketing, and how chief marketing officers can become essential drivers of business growth. 

What you’ll learn:

• How to position CMOs as strategic business leaders in the age of AI
• The “art and science” framework for modern CMOs to thrive 
• Why AI adoption requires a human-centered brand narrative
• How to reframe customer relationships from acquisition to retention
• The “B2B to B2H” (Business to Human) messaging approach and why it’s critical 
• How to embed brand values as competitive differentiation

With 30 years of experience in B2B tech marketing across startups and Fortune 500 companies, Emma has become a vocal advocate for elevating the CMO role from a support function to a strategic business driver. Her work at Workday demonstrates how forward-thinking CMOs can shape organizational narratives and influence C-suite strategy during periods of transformational change.

Episode Highlights: 

[03:36] From “Mad” to “Math” for Marketer Success — Emma explains that modern CMOs must evolve beyond pure storytelling to become data-driven growth officers who understand business fundamentals and ROI metrics, because CMOs who only focus on brand awareness and advertising lack the credibility needed to influence C-suite decisions and secure budget allocation for strategic initiatives. CMOs should establish clear KPIs connecting brand campaigns to revenue generation, customer retention, and pipeline impact, integrating financial literacy into their marketing strategies. 

[08:37] Building Consumer Trust Through Advisor-Based Marketing — Emma emphasizes that CMOs must redirect their strategic focus from acquiring new customers to retaining and deepening relationships with existing ones, particularly in an era of market uncertainty and fear around AI and workforce transformation. This shift matters because customers are experiencing anxiety about the future of work and desperately seeking trusted partners who understand their challenges, not vendors pushing solutions. CMOs should reposition their marketing as providing genuine business advisory value—showcasing customer success stories, demonstrating genuine AI benefits tied to human elevation, and maintaining consistent dialogue about evolving customer needs. 

[11:54] Lean Into Brand Values as Competitive Differentiation in a Choice-Rich Market — Emma stresses that in an increasingly commoditized enterprise software landscape, CMOs must anchor brand strategy in distinctive organizational values that competitors cannot replicate, creating emotional connection beyond functional benefits. This differentiation is critical because B2B buyers now have abundant options, making the tone, personality, and values of a vendor increasingly important in decision-making, especially during uncertain times when trust and cultural alignment matter. Start by identifying one or two core brand values and embed them consistently throughout campaigns, customer experiences, and storytelling that makes the brand unmistakably recognizable. 

[12:16] B2B to B2H (Business to Human) — Emma advocates for a fundamental repositioning of B2B marketing toward “B2H” (Business to Human), emphasizing that messaging must speak directly to individual decision-makers with humble, helpful language instead of corporate jargon and marketing fluff. This approach is essential because enterprise buyers are fatigued by generic messaging and demand transparency about how solutions directly address their pain points and fears in the context of rapid change. To implement B2H messaging, CMOs should develop deep audience segmentation tied to specific job roles, business contexts, and emotional drivers, then customize content that speaks directly to those personas’ unique anxieties and aspirations. 

In this episode of Adspeak by ADWEEK, host Will Lee speaks with Sharon Price John, president and CEO of Build-A-Bear Workshop, about engineering one of retail’s most unlikely turnarounds. 

Recorded live at Brandweek, the conversation explores how Build-A-Bear reinvented its business model, leveraged nostalgia and emotional connection, and reshaped investor storytelling to fuel a 2,000% stock surge. 

Sharon shares lessons on distinguishing brand problems from business problems, balancing data with creativity, and expanding into multi-generational audiences while opening new stores as competitors retrenched. A must-listen for marketers navigating reinvention, resilience, and profitable growth.

What you’ll learn:

• How to distinguish between a brand problem and a business problem
• The “stretchable brand” framework
• Why 40% of Build-A-Bear’s revenue now comes from teens and adults
• The art of strategic storytelling for different audiences
• How to manufacture tradition in retail
• Why financial literacy is non-negotiable for modern CMOs and creative leaders
• How to renegotiate your way out of a structural crisis 
• The operational flywheel in action

With a background spanning global advertising agencies, brand leadership at Mattel and Disney, and executive roles at Hasbro and Stride Rite Children’s Group, Sharon brings deep expertise in brand strategy, vertical retail operations, and consumer-centric marketing.

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Episode Highlights: 

[03:24] Diagnose Brand Problems vs. Business Problems Before Taking Action — Sharon stresses that successful turnarounds begin with correctly diagnosing whether you’re facing a brand problem or a business problem. These are often conflated but require entirely different fixes. Build-A-Bear had strong awareness and affinity but declining performance, signalling a business issue, not a brand failure. Operational challenges can be corrected faster than damaged brand equity, which takes years to rebuild. Separating brand health from business metrics prevents misallocated spend and ensures leadership tackles the real constraint on growth.

[04:15] Redefine Your Brand as a Feeling, Not a Place, to Unlock Growth — Build-A-Bear’s breakthrough came when leadership stopped defining the brand as a physical workshop and instead as an emotional experience celebrating moments. This reframing allowed the company to expand beyond stores into digital channels, partnerships, and adult audiences. Sharon highlights that brands are defined by the feelings and memories they evoke, not the vessels delivering them. By decoupling brand equity from physical locations, companies can unlock latent revenue, extend into new demographics, and scale emotional connection across multiple touchpoints.

[08:06] Execute Operational Excellence Proactively So You Can Pivot Quickly in Crisis — Sharon credits Build-A-Bear’s ability to seize post-Covid opportunities to foundational operational work done beforehand: sourcing, margin optimisation, pricing, and lease strategies. When stores closed overnight, the company renegotiated every lease within a year, leveraging prior knowledge and supplier relationships. Operational readiness allowed rapid response to shifts in demand, particularly the nostalgia economy. Sharon’s lesson for CMOs: investing in operational rigor may feel unglamorous, but it’s a critical multiplier, enabling flexible, strategic pivots without being constrained by inflexible cost structures.

[17:34] Identify Customer Avoidance Patterns and Build Campaigns Around Them — Sharon discovered customers were avoiding Build-A-Bear before Christmas, seeing it as competing with Santa rather than complementing holiday traditions. Instead of pushing promotions, she created “Glisten the Reindeer,” a narrative positioning the brand as part of family holiday rituals. Observing actual customer behavior revealed positioning issues, not marketing reach problems. Sharon advises CMOs to audit where audiences delay or avoid purchase; these patterns uncover unspoken objections and opportunities. By reframing narratives to align with customer psychology, brands can expand addressable markets and drive meaningful engagement.

The automotive industry is changing quickly as technology reshapes how people move and interact with vehicles.

In this episode of The Speed of Culture podcast, Matt Britton speaks with Rachael Zaluzec, CMO and SVP of customer experience and brand marketing at Volkswagen of America. 

Rachael explains how the Volkswagen “Drivers Wanted” campaign is returning as a cultural statement about independence and identity. The conversation explores 2026 automotive marketing trends, the role of AI in automotive customer experience, and how Volkswagen is blending heritage with modern technology while preparing for the future of autonomous driving Volkswagen strategy.

She also explains how Volkswagen is evolving its brand without losing its emotional identity. Her leadership reflects a modern Volkswagen brand marketing strategy built around human connection, personalization, and trust. 

Rachael’s career spans human resources, digital transformation, and customer experience leadership. This cross-functional experience shapes her approach to customer experience in automotive industry innovation. 

Since stepping into her executive marketing role, she has helped guide Volkswagen through major transformation efforts including electric vehicle adoption, digital integration, and expanded personalization strategies. Her leadership continues to shape Volkswagen’s positioning across 2026 Automotive marketing trends and evolving mobility expectations.

Key Takeaways:

[05:09] The Volkswagen ‘Drivers Wanted’ Campaign Returns as a Cultural Statement — The relaunch of the Volkswagen “Drivers Wanted” campaign shifts focus from product promotion to cultural storytelling. First introduced in the late 1990s, it helped reposition the brand for younger drivers. Today, it returns as a message about independence and mobility ownership. Rachael explains that ride sharing and automation have reduced personal control over travel. The revived campaign invites consumers to reclaim that control while aligning with broader 2026 automotive marketing trends focused on identity and lifestyle.

[11:13] The Volkswagen Super Bowl Campaign Reinforces Brand Identity — Volkswagen relaunched its messaging through the Volkswagen Super Bowl campaign only after creative development was complete. The concept existed before media placement, ensuring the message justified the investment. The Volkswagen Super Bowl campaign builds awareness while aligning dealers, employees, and partners around a unified brand message. It also launches a long-term integrated strategy rooted in a strong Volkswagen brand marketing strategy built on storytelling, culture, and long-range brand positioning.

[15:42] Creator Influence in Automotive Marketing Builds Authentic Trust — Consumers increasingly trust real voices when researching major purchases. Rachael explains how creator influence in automotive marketing helps Volkswagen communicate emotional brand value through real driver experiences. Creators help audiences visualize ownership beyond specifications. While performance messaging still matters, Creator influence in automotive marketing strengthens authenticity and purchase confidence. This strategy supports broader 2026 Automotive marketing trends focused on trust, relatability, and experience-driven decision-making.

[20:00] Modern CMOs Must Balance Creativity, Technology, and Data — Marketing leadership now requires both storytelling and technical fluency. Rachael explains that strong messaging still drives engagement, but CMOs must also understand analytics, platform integration, and performance measurement. During this interview, Rachael describes CMOs as data strategists and technology translators who drive measurable growth. This evolution reflects the modern Volkswagen brand marketing strategy and the growing importance of Customer experience in the automotive industry transformation.

[22:40] Career Growth Requires Cross-Functional Experience and Challenge Acceptance — Rachael credits her career success to exploring multiple business disciplines. She encourages professionals entering the industry to develop skills across departments and pursue complex assignments. Exposure to operational challenges builds stronger decision-making and leadership confidence. This mindset reflects marketing leadership development trends and aligns with evolving 2026 automotive marketing trends that demand adaptability and multidisciplinary expertise.

This week has been another revolving door of hires and promotions at brands, from chief marketing officer (CMO) appointments to marketing restructures.

We’re rounding up the U.S. and global marketing leadership moves you should know about for the week ending Jan. 30.

– Having named Asad Ayaz as its first chief marketing and brand officer earlier this month, Disney has confirmed his direct marketing chief reports in the new structure. Ron Faris will oversee Disney consumer products; Scott Hudgins will be responsible for Disney experiences; Martha Morrison will head up marketing for the entertainment Studios; Shannon Ryan will be responsible for entertainment television, including Disney+ and Hulu; and Tina Thornton will lead ESPN’s marketing efforts.

– Edible Brands, purveyor of fancy fruit bouquets, salad bowls, and THC goodies, has promoted Angela Johnson to CMO. She’s tasked with bringing marketing and innovation together to drive growth, with a continued focus on strong retail and restaurant execution across the portfolio and support of locally owned franchise partners.

– The LPGA has named Chad Coleman CMO. He joins after six years leading marketing for the entertainment group Dude Perfect. He brings a background in golf with him, having spent eight years at Callaway overseeing social media and brand partnerships.

– Mastercard has appointed Alexandra Sloane as vp, integrated marketing and communications, Australasia.

– Also down under, Natasha Aaron has been picked as CMO for Farmers Pick. She was previously director of marketing across Australia and New Zealand for DoorDash.