Digital Agencies
Jack In The Box Worldwide begins new era in content marketing with creative commerce
MUMBAI: The 120 Media Collective, an independent communications, and content groups, has made two major announcements. Jack in the Box Worldwide has launched a new business model that enables creative commerce for its clients and elevates Axon Alex and Rishi Sen to managing partners of the agency with Roopak Saluja moving into the role of Chairman.
Changing the course on conventional digital advertising to go beyond traditional content marketing, JITB announced a new business model focused on delivering compelling content for its clients through a performance-based system, backed by analytics and data.
To this effect, the agency also announced a new operational structure, which will be a first-of-its-kind in the industry. The new structure will see the merging of strategy and creative operations led by Axon, a seasoned planner with 12+ years of experience working across some of the best agency networks including Tribal DDB Worldwide and BBH. Through his career, he’s worked on world-renowned brands including RedBull, Axe, Magnum Ice cream, McDonalds, Idea Cellular and Tata Motors. Rishi Sen, who in 2018, had donned the hat of Chief of Staff at The 120 Media Collective, will now spearhead JITB’s complete client portfolio followed by Performance and Technology. Rishi also brings with him 11+ years of experience ranging from creating robust growth strategies and managing business operations to building technology-backed customer experience modules and corporate alliances.
Commenting on the developments, The 120 Media Collective founder and chairman Roopak Saluja said, “When you’re navigating the flux of rapid digital evolution, honesty demands the occasional reworking of one’s vision and ensuing structure. Our recent journey of self-reflection revealed to us that while we claimed to be the antithesis to the incumbent agency model, our structure had begun to resemble that of a traditional agency. But now with our new data-backed business model, we move even closer to our holy grail of delivering measurable business impact for our clients. I’m super excited about this new chapter and the fact that Axe and Rishi are the ones leading it. They have sharp intellect and acumen, are extremely driven, complement each other perfectly and know exactly how to galvanize a team.”
Jack in the Box Worldwide managing partner Axon Alex comments, “It’s an exciting time to be at Jack In The BoxWorldWide. I began my love affair with the internet as a web designer in the late 90s and doing strategic planning for over a decade helped me hone the important skill of understanding why audiences should care about what we do. Today as more ‘advertising’ is being shunned in favour of ad -blockers and better content coming from the creators and publishers on different social platforms I relish the challenge of translating ‘Unadvertising’ which is our agency DNA towards creating content that builds those genuine connections once again in ways that lead to building measurable value for brands.”
Jack in the Box WorldWide managing partner Rishi Sen said, “Having spent over half a decade with JITB and The 120 Media Collective, I’ve had the opportunity to work with some of the best creative professionals in the industry, while creating some award-winning campaigns along the way. As content consumption increases at an exponential rate, the need for content marketing is more than ever. Axon and I, with our combined expertise, have established a model that challenges traditional advertising practices. For the first time, we’ll be able to effectively drive commerce directly through content and start tracking ROI that goes way beyond just reach and engagement. Jack in the Box has always adapted its model to the ever-evolving digital landscape and I strongly believe that this sets us apart from almost any agency outfit I can think of.”
BENGALURU: For years, creative teams have learned to live with ambiguity. Vague comments, last-minute changes, feedback that arrives without context, clarity, or conviction. It became part of the job – something teams worked around rather than getting it solved.
But as we head into 2026, that tolerance is wearing thin.
Creative work today moves faster, scales wider, and involves more stakeholders than before. Teams are producing more content across more formats, often with distributed collaborators and tighter timelines. In this environment, guesswork is no longer a harmless inconvenience. It’s a cost – to time, to budgets, and to creative mindspace.
The real problem isn’t feedback, it’s how it’s given
Most creative professionals you see today will tell you they’re not against feedback. In fact, they rely on it. Good feedback sharpens ideas, strengthens execution, and pushes work forward. The problem is ‘unclear’ feedback. When someone says “this doesn’t feel right” without context, they aren’t just revising – they’re basically decoding. They’re guessing what the problem might be, trying different directions, and burning time in the process. Multiply that by a few stakeholders and a few rounds, and suddenly days disappear.
In 2026, when teams are expected to deliver faster without compromising quality, interpretation is a luxury most can’t afford.
Scale has changed rverything
Creative projects used to be smaller and simpler. A designer, a manager, maybe one client contact. Feedback loops were short, even if they weren’t perfect.
Today, the same project might involve internal marketing teams, agencies, freelancers, brand reviewers, and regional teams. Everyone has a say. Everyone leaves comments. And often, those comments don’t agree. More people reviewing work means alignment matters more than ever. Clear feedback isn’t just about being nice to creative teams, it’s about keeping projects moving when complexity increases.
Guesswork quietly wears teams down
One of the less talked-about impacts of unclear feedback is what it does to people.
When feedback is vague or contradictory, creatives second-guess their decisions. They hesitate. They overwork. They keep extra time buffers “just in case.” Over time, confidence drops. Ownership fades. Work becomes safer, not stronger. Creative energy gets spent on managing uncertainty instead of pushing ideas forward. And in an industry already grappling with burnout, unclear feedback adds unnecessary mental load.
Actionable feedback is a shared skill
Clear feedback doesn’t mean controlling creative decisions or dictating every detail. It means being specific enough that someone knows what to do next.
Actionable feedback answers three basic questions:
What exactly needs attention?
Why does it matter?
What outcome are we aiming for?
This applies whether you’re reviewing a video frame, a design layout, or a copy draft. The clearer the feedback, the fewer follow-ups it creates. In 2026, teams that treat feedback as a skill and not an afterthought, will move faster with less friction.
Tools shape behaviour (whether we admit it or not)
The way feedback is delivered is often dictated by the tools teams use. Comments buried in long email threads, messages split across chat apps, or notes detached from the actual work all contribute to confusion.
When feedback lives outside the work, context often gets lost. When it’s disconnected from versions and timelines, decisions get questioned. When it’s scattered, accountability disappears. More teams are starting to realise that feedback problems aren’t just communication issues, they’re workflow issues. How work moves between people matters just as much as the work itself.
From Opinions To Alignment
One of the biggest shifts happening in creative teams is a move away from purely opinion-driven feedback. Instead of “I like this” or “I don’t,” teams are asking better questions:
● Does this meet the brief?
● Does this solve the problem?
● Does this align with the goal?
This change reduces unnecessary back-and-forth and helps feedback feel less personal and more productive. It also makes decisions easier to explain and defend. As creative work becomes more strategic, feedback has to support that shift.
2026 Is About Fewer Loops, Not Faster Loops
There’s a misconception that speed means moving through feedback cycles faster. In reality, the most creative teams aren’t just accelerating loops, they’re reducing them. Clear, actionable feedback upfront leads to fewer revisions later. Clear approval stages prevent last-minute surprises. Clear decisions stop work from circling endlessly.
In 2026, efficiency won’t come from working harder or longer. It will come from designing workflows that respect creative time and attention.
Ending guesswork is a mindset change
Ultimately, ending creative guesswork isn’t just about better tools or processes. It’s about mindset. It’s about recognising that clarity is an act of respect – for the work, for the people doing it, for the time invested and for the mindspace used. It’s about moving from “figure it out” to “here’s what we’re aiming for.”
Creative teams that embrace this shift will find themselves not only delivering faster, but also enjoying the process more. And in an industry built on imagination, that might be the most valuable outcome of all.
