AD Agencies
22feet Tribal makes two senior hires
MUMBAI: 22feet Tribal Worldwide has roped in two senior professionals to strengthen its leadership. While Axon Alex has been hired as strategic planning lead, Shikha Davessar, has been promoted to EVP & head – client business. Both will report to 22feet Tribal president Vanaja Pillai.
Axon who has 16 years work experience is a MICA alumnus who began his advertising journey with DDB Tribal. Some of the key roles in his professional journey include strategy director at BBH India and managing partner at Jack in the Box Worldwide where he played a significant role in contributing to the agency’s growth. Axon boasts a strong portfolio with marquee brands such as McDonald’s, Vi (Vodafone Idea), Mars Petcare, ITC Hotels.
Shikha has been with the DDB Mudra Group for close to 10 years, and has worked with several prestigious Fortune 500 global brands including Britannia, Battlegrounds Mobile India, Diageo, Flipkart, LG, and Mars Petcare. Shikha strongly believes in data-driven decision making but she emphasises the importance of fresh creativity to fuel it all.
“I am delighted with these developments at 22feetTribal Worldwide, building off the success we experienced over the last year,” says Pillai. “Axon joins us at a perfect time, with an enviable roster of clients and exciting business challenges ahead. He brings a wealth of experience from his 16 years in the industry, including key roles at esteemed agencies and a strong portfolio with marquee brands. His expertise will undoubtedly enrich our strategic capabilities and propel our agency’s further growth.
We’ve made great strides in new business and creative wins, and Shikha’s contributions have been significant in making this happen. Her journey within our agency exemplifies our commitment to nurturing and recognizing internal talent, and her elevation is a well-deserved recognition. We can’t wait for the amazing journey we have ahead at 22feetTribal WW!”
Adds Alex: “This agency in its previous avatar was where it all started for me, and I made the promise to come back someday. I’ve come back not on the back of the promise I made but the promise 22Feet holds. The teams have built a reputation in being in the consideration set when you think about the top agencies in the country. Strategy is simply the process of charting the way forward and I hope I’ll play a part in our growth story through the work for our clients and the thinking behind it.”
AD Agencies
Omnicom doubles synergy target to $1.5 billion, flags more job cuts after IPG deal
Advertising giant targets deeper job cuts and restructuring by mid-2028
NEW YORK: Global advertising group Omnicom Group has sharply escalated its cost-cutting ambitions following its acquisition of Interpublic Group, doubling its annual synergy target to $1.5 billion by mid-2028, according to media reports.
The bulk of the savings, $1 billion a year, will come from labour costs, according to Omnicom’s fourth-quarter earnings presentation. This signals further job cuts, restructuring and the relocation of roles to lower-cost markets.
The tougher stance comes just months after Omnicom announced 4,000 redundancies in December, immediately after closing the IPG transaction.
Presentation slides show labour-related synergies accelerating over the next three years, rising to $645 million in 2026, $920 million in 2027 and $1 billion by 2028. The company said the savings will be delivered through a mix of headcount reductions, offshoring and near-shoring, alongside outsourcing selected back-office functions.
Beyond payroll, Omnicom expects to extract $240 million from real estate consolidation and a further $260 million from IT, procurement and operational efficiencies.
The revised $1.5 billion target is double the $750 million estimate flagged when the IPG deal was announced in late 2024, underscoring a more aggressive integration push than previously signalled.
Chief executive John Wren said Omnicom aims to deliver $900 million of the synergies by the end of 2026, with the full run-rate achieved within 30 months. On the earnings call, Wren and chief financial officer Phil Angelastro said early integration efforts had focused on eliminating duplicated corporate and operational functions.
“Unfortunately, you couldn’t keep two of everything,” Angelastro said, pointing to executive and structural overlaps created by the merger.
The restructuring has also led to a simplification of agency brands and reporting lines. Legacy networks such as DDB Worldwide, FCB and MullenLowe Group have been dismantled as standalone entities, with the group reorganised around nine “connected capabilities”, including Omnicom advertising and Omnicom media.
Omnicom is also expanding a unified resourcing model built around offshore hubs in Colombia, Costa Rica and India, which are expected to take on a larger share of delivery and support functions.
Angelastro said artificial intelligence was not the primary driver of staffing reductions, though automation and AI are being explored to lift productivity.
Omnicom expects total headcount to settle at about 105,000 employees, down from a combined 128,000 at the end of 2024. Around 10,000 roles will fall off payroll through divestments and exits from non-core agency assets.
Investors cheered the expanded savings plan. Omnicom shares jumped more than 15 per cent to close above $80, buoyed by the higher synergy target and a separate $5 billion share buyback programme. Analysts at Bank of America called the moves “key positives”, though flagged the absence of organic growth guidance for 2026.
The New York–headquartered group reported an annual net loss of $54.5 million on revenue of $17.3 billion, reflecting one month of IPG contribution and heavy one-off costs linked to the merger and restructuring.
Omnicom will host an investor day on 12 March, where it is expected to outline further integration milestones and capital allocation priorities.
