Amy Lanzi

It has to be an agency that knows how to use data and technology in service of the consumer to be able to then not compete, but I would say collaborate with the platforms and now the creators so that it's a much more equal conversation. Otherwise, you know, Digitas was born in 1980. At that time, it was just a people business, really. And it was built on the promise of direct marketing.

It has to be an agency that knows how to use data and technology in service of the consumer to be able to then not compete, but I would say collaborate with the platforms and now the creators so that it's a much more equal conversation. Otherwise, you know, Digitas was born in 1980. At that time, it was just a people business, really. And it was built on the promise of direct marketing.

But that was humans talking about the promise of direct marketing and thinking about how you go direct to a household in mail, right? That was much of a human-based approach versus now you can't compete with Amazon. You have to work with them, but you have to bring your own data and your own tech to that conversation.

But that was humans talking about the promise of direct marketing and thinking about how you go direct to a household in mail, right? That was much of a human-based approach versus now you can't compete with Amazon. You have to work with them, but you have to bring your own data and your own tech to that conversation.

But that was humans talking about the promise of direct marketing and thinking about how you go direct to a household in mail, right? That was much of a human-based approach versus now you can't compete with Amazon. You have to work with them, but you have to bring your own data and your own tech to that conversation.

So let's start with the structure of Publicis. To your point on consolidation, we've done a really smart job in terms of how we've consolidated around this notion of product and scaled services. So we have a media pillar. We have Epsilon as its own pillar. Publicis Sapient for consulting is part of us. We have a creative pillar. And then there's the digital experience pillar.

So let's start with the structure of Publicis. To your point on consolidation, we've done a really smart job in terms of how we've consolidated around this notion of product and scaled services. So we have a media pillar. We have Epsilon as its own pillar. Publicis Sapient for consulting is part of us. We have a creative pillar. And then there's the digital experience pillar.

So let's start with the structure of Publicis. To your point on consolidation, we've done a really smart job in terms of how we've consolidated around this notion of product and scaled services. So we have a media pillar. We have Epsilon as its own pillar. Publicis Sapient for consulting is part of us. We have a creative pillar. And then there's the digital experience pillar.

Inside of that pillar is where Digitas sits. It's one of five agencies. Inside of Digitas, we are organized by a mixed-shirts matrix and we are organized by capabilities and business owners is the most simple way to say that. So we have a series of offices, there is a managing director that is in charge of the client book and making sure those clients have

Inside of that pillar is where Digitas sits. It's one of five agencies. Inside of Digitas, we are organized by a mixed-shirts matrix and we are organized by capabilities and business owners is the most simple way to say that. So we have a series of offices, there is a managing director that is in charge of the client book and making sure those clients have

Inside of that pillar is where Digitas sits. It's one of five agencies. Inside of Digitas, we are organized by a mixed-shirts matrix and we are organized by capabilities and business owners is the most simple way to say that. So we have a series of offices, there is a managing director that is in charge of the client book and making sure those clients have

governance, the best in class service, as well as we're bringing new things to them to drive their business. And then we have key capability leaders that are driving strategy, media, creative, CRM, and commerce. So those are the big five capability owners. And then they work as a team in a matrix or to be able to deliver those product type services to clients.

governance, the best in class service, as well as we're bringing new things to them to drive their business. And then we have key capability leaders that are driving strategy, media, creative, CRM, and commerce. So those are the big five capability owners. And then they work as a team in a matrix or to be able to deliver those product type services to clients.

governance, the best in class service, as well as we're bringing new things to them to drive their business. And then we have key capability leaders that are driving strategy, media, creative, CRM, and commerce. So those are the big five capability owners. And then they work as a team in a matrix or to be able to deliver those product type services to clients.

We do not fight inside of the family, and that is unique to Publicis. Many of the other holdcos, I was at another one for a long time, they do that, and that's a different strategy. We do not. So what we do is we do two things. One, it's what is its client first? So if a client says, I need these set of things, all the agencies are not the same.

We do not fight inside of the family, and that is unique to Publicis. Many of the other holdcos, I was at another one for a long time, they do that, and that's a different strategy. We do not. So what we do is we do two things. One, it's what is its client first? So if a client says, I need these set of things, all the agencies are not the same.

We do not fight inside of the family, and that is unique to Publicis. Many of the other holdcos, I was at another one for a long time, they do that, and that's a different strategy. We do not. So what we do is we do two things. One, it's what is its client first? So if a client says, I need these set of things, all the agencies are not the same.

So which one is the best to service the client's needs? One. And that's an honest conversation. And for us, I'm ruthless about this. Because if you fake what you do, you won't win. So you're much better to be really honest about what you're great at and what you're not. And inside of Poulos' group, we're very clear on that. The second is managing on conflicts. So that's another thing.

So which one is the best to service the client's needs? One. And that's an honest conversation. And for us, I'm ruthless about this. Because if you fake what you do, you won't win. So you're much better to be really honest about what you're great at and what you're not. And inside of Poulos' group, we're very clear on that. The second is managing on conflicts. So that's another thing.

So which one is the best to service the client's needs? One. And that's an honest conversation. And for us, I'm ruthless about this. Because if you fake what you do, you won't win. So you're much better to be really honest about what you're great at and what you're not. And inside of Poulos' group, we're very clear on that. The second is managing on conflicts. So that's another thing.