Jeff Devlin

The agency world is seeing a monumental shift, and Publicis is proving the "old guard" model is officially over. The narrative is no longer about who has the best creative shop, but who is best at driving measurable business transformation—and Publicis' Q3 results, highlighted in this Storyboard18 article, confirm their strategy is paying off while competitors like WPP face declines. The Key Insight? Publicis is no longer an "advertising agency." The pivot is complete: The group's success is being fueled by a move to become a media-first organization. With nearly 60% of their revenue now coming from "Connected Media," they have cemented their position as a massive volume player. This growth is driven by one thing: AI and Data. Investments in platforms like Epsilon and AI-native acquisitions are creating a powerful flywheel for performance. Publicis CEO Arthur Sadoun said it best: "AI is not a future promise—it's a reality today that's driving our growth." The modern holding company is a tech and data company, and the results show the market is rewarding that transformation. Publicis is truly a media first agency, and that's big volume. Read the full article here: End of the Old Guard? Publicis outperforms, WPP declines, Havas rises... https://lnkd.in/e8PiShxV

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Starr Announces Acquisition of IQUW Group. The acquisition of IQUW Group will expand the classes of business that Starr underwrites and will position the combined company for growth across a broader range of global market segments. As a result of the acquisition, Starr’s managing agency is set to become the ninth-largest agency operating at Lloyd's. IQUW Group has GWP of approximately $1.9 billion and includes two Lloyd’s syndicates: IQUW, a specialty (re)insurer that operates across multiple specialty lines and ERS, the U.K.’s largest motor insurer at Lloyd’s, as well as IQUW Re Bermuda, its Bermuda-based reinsurance platform. The acquisition will bring together Starr’s specialty insurance and reinsurance capabilities with IQUW Group’s strong market presence and complementary portfolio, creating one of the most diversified platforms at Lloyd’s. Outside of the Lloyd’s market, Starr writes commercial non-life insurance globally, with coverage in over 170 countries across 6 continents. Following completion of the transaction, Peter Bilsby, IQUW Group’s chief executive officer, will lead Starr’s international business, working closely with Stuart Scott, Starr’s president of U.K. and EME, and Jose Ribeiro, Starr’s president for APAC and LATAM. “This strategic acquisition of IQUW Group is about diversification and a focus on underwriting profitability, consistent with our own. The combination of our companies will give us a larger footprint in the London market and result in a stronger organization,” said Jeff Greenberg, chairman and co-chief executive officer of Starr. “We have known and respected Pete Bilsby for a number of years. He has built an exceptional team, and I am delighted that he will lead our international business.” Steve Blakey, president and chief executive officer of Starr Insurance Holdings, commented: “Through this transaction, we are significantly expanding our presence in Bermuda, U.K. retail motor, and London wholesale, the most important wholesale market globally. With limited overlap between the two organizations, the addition of IQUW Group means we will be able to serve more clients and brokers in more specialist classes and market segments.” Peter Bilsby said: “I cannot think of a better new home for IQUW Group than with Starr. When we launched IQUW, our vision was to bring together market-leading talent with technology and data analytics to enhance service and decision-making for our brokers and (re)insureds. I am very grateful for Aquiline ’s and Abry Partners ’s support over the years, and I am immensely proud that we have delivered on our vision. Being part of Starr will enable us to scale up our specialist products, and our tech and data capabilities will be of benefit to the wider Starr group. I am incredibly excited for this next chapter and what we can achieve together.” https://lnkd.in/eXBUJpG2

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Nielsen just released data that should change how advertisers allocate multicultural media budgets in 2026. Hispanic consumers are now the majority or near-majority in many of America’s largest media markets. Yet most media plans still treat them as a niche segment. Here’s the overlooked reality: • Radio reaches 93% of Hispanic adults monthly • Radio and podcasts capture 76% of all ad-supported audio time • Hispanic listeners are significantly more likely to purchase, recommend, and visit retail after hearing radio ads This is not about nostalgia for radio. It is about trust-driven behavior at scale in the markets where growth actually exists. Reach without trust is wasted spend.

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Another week and another article in the media industry trade press exposing the same old story: opaque incremental deals, principal media, and holding groups monetising volume instead of value. https://lnkd.in/eaSmgxpu And let’s be honest — none of this is new. The ANA has been crystal clear: principal media thrives because legacy agencies act as principals, not agents, restricting transparency and prioritising their own margins and bundles over client outcomes . What is hard to understand is that the industry is still pretending to be surprised. 👉 Why are auditors, and pitch consultants still rewarding volume as if it were a proxy for quality? 👉 Why do they measure mainly new business wins and scale instead of the capability to activate innovation before. Volume is the raw material of arbitrage. It’s the fuel of intermediation. It��s the mechanism that allows dark deals and principal trading to flourish. If you value volume, you implicitly value the business model that produces these behaviours. So maybe the industry’s problem isn’t just the deals — it’s the metrics that keep validating them. When will we shift from measuring “how big” to measuring “how good”? When will we start valuing the capabilities that actually matter to advertisers — strategic talent, data maturity, ethical use of technology, real performance — instead of how much media an agency can push through its pipes? Until that happens, don’t expect change, expect demise, because the incentives are still pointed in the wrong direction.

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🧠Independent Agencies often provide Big Thinking without the Big ZIP Code There’s a persistent myth in our industry: that the best creative and media talent only lives in New York, LA, or Chicago. But right now, some of the most ambitious, strategic, and award-winning work in the country is coming from independent agencies in DMAs ranked 25 through 50—the cities often overlooked, under-briefed, and underappreciated. Let’s clear that up. 📍 DMA #27 – Nashville GS&F (revived as a fully independent shop) is driving standout creative for LP Building Solutions and KFC Southeast co-ops, pairing local insight with national polish. Their recent work on the “Build Bold” platform just earned a 2024 ANA B2 Award. 📍 DMA #33 – Raleigh-Durham Baldwin& helped launch Kioti Tractor’s “Together We Rise” campaign with sweeping, cinematic storytelling—picked up in The Drum for its authenticity and edge. A brand that easily could’ve gone with a New York AOR chose Raleigh talent instead. 📍 DMA #37 – Columbus, OH Ron Foth Advertising brought home a National Addy for their work on Columbus Zoo, blending VR, TikTok creators, and traditional media to drive foot traffic in a post-COVID tourism slump. Ad Age spotlighted it as a smart regional turnaround story. 📍 DMA #43 – Greenville-Spartanburg-Asheville Brandon Agency launched a hyper-targeted campaign for Fish Hippie, a Southeast lifestyle brand, combining high-impact Amazon DSP with storytelling content. Their media mix strategy was featured in a recent Digiday roundup on DTC regional growth. 🤔 So what do all these agencies have in common? They’re not in holding company cities. They don’t need a SoHo loft to win the pitch. And they’re absolutely crushing it. ⸻ If you’re an independent in a mid-sized market, here are three ways to win more national attention and new business: 🎯 Market size ≠ market value. Don’t compete with big shops on scale. Compete on focus, responsiveness, and authenticity. The best brands know a good idea can come from anywhere. 🎯 Build a national body of proof. Use targeted awards (like the Addys, Effies, and ANA B2), earned press, and platform-native case studies to showcase what makes you great. When the coasts are bloated, nimble wins. 🎯 Leverage regional wins into national momentum. Use your biggest regional client success to ladder up. Brands are watching—especially in tourism, higher ed, healthcare, and B2B verticals. ⸻ 🍾 Clients aren’t just hiring agencies in big cities anymore. They’re hiring agencies that understand their business, move faster, and make every dollar work harder. What market is on fire 🔥 that shouldn’t be missed??? Want to talk about it on our Rise of The Independent podcast? Tag your team below 👇 #solvedontsell NOTE: MiO Marketplace provides #independentagencies the tools & tech they need to succeed. Win and keep more business with MiO!

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The global influencer advertising market has tripled since 2019. Ad dollars previously spent on traditional mediums are shifting to influencer advertising.   We have  identified five core investment areas for Private Equity across two investment theses in the creator economy space 👇 #PrivateEquity #CreatorEconomy Anita May Daniel Punt FTI Delta

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CCO Valerie Madon exits McCann Worldgroup after two-and-a-half years in top creative role following Omnicom-IPG merger. Sean Donovan, president of the newly created Omnicom Advertising, confirms creative leadership will be consolidated under ECD Daniel Kee. Details here: https://lnkd.in/gtnT6mMC

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