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Mayoori Kango returns to Publicis to script an AI-powered new chapter
MUMBAI: From Bollywood spotlight to boardroom strategy, Mayoori Kango has never shied away from reinvention. The digital veteran has now rejoined Publicis Groupe as part of the global executive leadership team at Publicis Global Delivery (PGD), while also stepping in as CEO for PGD’s India Delivery Centre. The move marks a homecoming for Kango, who has already left her imprint on Publicis through earlier leadership roles at Performics (2016–2019) and Zenith (2012–2016). This time, her remit is bigger: driving global strategy across media, data-tech, and AI, and scaling PGD’s India operations into a hub of innovation.
Kango arrives at Publicis fresh from Google, where she spent six and a half years. Most recently, she served as Industry head for AI, Martech & Media Solutions (Aug 2024–Aug 2025), and before that as head of industry for agency partnership (2019–2024). Her time at the tech giant placed her at the forefront of AI’s impact on marketing and media, a focus she is set to double down on at Publicis.
Her career trajectory reads like a map of the digital advertising revolution: from 360i (2007–2009), where she worked on campaigns for Natgeo and Red Roof Inn, to Resolution Media (2009–2010), leading SEM for Pepsi, Monster, and Electrolux, to Digitas (2010–2012), running the Delta Search business. By the time she took the reins as chief digital officer at Zenith India, she was already recognised as one of the leading voices in digital transformation.
Armed with an MBA in Marketing from Zicklin School of Business, Baruch College (2005–2007), Kango has built a rare global career that blends Silicon Valley tech with Madison Avenue storytelling and Indian market scale.
Her dual role at Publicis is as much about the future as it is about continuity. As AI reshapes workflows, creativity, and consumer engagement, Kango will lead PGD’s efforts to position Publicis as the go-to partner for next-gen marketing solutions with India at its core.
For an industry that thrives on reinvention, Kango’s return feels fitting. After all, who better to script a new chapter in AI-led marketing than someone who has lived through every act of digital’s ongoing drama?
MAM
AI could unlock billions for India’s $30 billion media industry, says JioStar vice-chairman Uday Shankar
JioStar vice-chairman urges industry to seize once-in-a-generation AI moment to turn India into the world’s creative capital
DELHI: India’s media industry stands at a historic inflection point. Artificial intelligence, long discussed as a technological disruptor, could now become the lever that propels the country from a domestic content giant to a global creative powerhouse.
Delivering the keynote at the IndiaAI Impact Summit, Uday Shankar argued that AI offers India a once-in-a-generation opportunity to lead, not follow, in global media and entertainment.
Shankar credited the prime minister’s vision for centring India’s growth agenda around AI and described the summit as overdue . Drawing on three decades in media, he traced the industry’s transformation from the arrival of the first newsroom computers to the launch of India’s earliest digital platforms, each wave of technology reshaping speed, scale and audience engagement.
The numbers tell a story of staggering growth. In just 25 years, India’s media and entertainment sector has expanded from a few billion dollars to become the world’s fifth-largest market, contributing more than $30bn to the economy. Television households have jumped from about 70m to over 210m, with more than 800m video consumers today.
Yet global influence remains elusive. While South Korea exported Squid Game and Parasite to worldwide acclaim, and Puerto Rico produced the most-streamed artist on the planet, India has struggled to consistently break through beyond its domestic and diaspora audiences .
The constraints are structural. Hollywood studio productions command budgets of $65m to $100m, with tentpoles running as high as $300m. The average Indian film operates on $3m to $5m . A marquee US television episode can cost $20m to $30m; an Indian serial is typically produced for Rs 7 lakh to Rs 10 lakh per episode, roughly $10,000. The capital gap, Shankar argued, has narrowed ambition and limited global competitiveness.
AI, he said, changes the equation by rewiring the three pillars of the industry: content, consumer and commerce.
On content, AI-powered production is collapsing infrastructure costs and accelerating timelines. At JioStar, the company recently produced Mahabharat: Ek Dharmayudh, a 100-episode live-action series delivered three to five times faster than a traditional production pipeline. The implication is stark. The remaining constraint is no longer capital, but imagination.
On consumers, AI enables conversational discovery, interactive storytelling and regionalisation that goes beyond simple dubbing to reflect India’s linguistic texture. On commerce, it unlocks granular segmentation and dynamic pricing, moving beyond the blunt instruments of subscription and advertising that have defined the industry for a century.
The prize is vast. The global media market, currently worth nearly $3trn, is projected to reach $3.5trn by 2029. India’s share remains under 2 per cent. Even a shift to 5 per cent would generate tens of billions of dollars in additional value.
But Shankar cautioned that opportunity does not guarantee outcome. He called for three commitments: self-disruption before external disruption, aggressive skilling to create AI-native creative hybrids, and policy frameworks that accelerate rather than constrain innovation.
Hollywood’s defensive posture towards AI, he suggested, offers India a rare window to design the business models and regulatory frameworks that could set global precedents. The shift in advantage, he argued, favours nations with deep cultural reservoirs and massive audiences.
The question is no longer whether India can lead in the AI age of media, he concluded, but whether it will move fast enough to claim that position.
The stories were always here. Now the technology has caught up.
