<?xml version="1.0" encoding="utf-8"?> <rss version="2.0"> <channel> <title>Marketing Remote Jobs | Find Remote Marketing Positions</title> <link>https://www.marketingremotejobs.app</link> <description>Discover top remote marketing jobs worldwide. Find remote positions in digital marketing, content, SEO, social media, and more. Apply to work-from-home marketing roles today.</description> <lastBuildDate>Sun, 22 Feb 2026 10:38:11 GMT</lastBuildDate> <docs>https://validator.w3.org/feed/docs/rss2.html</docs> <generator>https://github.com/jpmonette/feed</generator> <language>en</language> <image> <title>Marketing Remote Jobs | Find Remote Marketing Positions</title> <url>https://www.marketingremotejobs.app/images/logo-512.png</url> <link>https://www.marketingremotejobs.app</link> </image> <copyright>All rights reserved 2024, MarketingRemoteJobs.app</copyright> <category>Bitcoin News</category> <item> <title><![CDATA[H-1B Visa Controversy: Indiana University's Digital Marketing Hire Sparks Political Debate Over American Jobs]]></title> <link>https://www.marketingremotejobs.app/article/h-1b-visa-controversy-indiana-universitys-digital-marketing-hire-sparks-political-debate-over-american-jobs</link> <guid>h-1b-visa-controversy-indiana-universitys-digital-marketing-hire-sparks-political-debate-over-american-jobs</guid> <pubDate>Sun, 22 Feb 2026 09:00:39 GMT</pubDate> <description><![CDATA[## The H-1B Visa Debate in Digital Marketing An Indiana Republican has publicly criticized **Indiana University** for using an **H-1B visa** to fill a **digital marketing job** in Indianapolis, questioning why a taxpayer-funded institution could not find a qualified American candidate. ### The Political Outcry Andrew Ireland wrote on X: “Taxpayer-funded Indiana University is using a H-1B visa to fill a DIGITAL MARKETING job in Indianapolis.” He added, “Does anyone seriously believe **ZERO Americans are qualified for that job**? The university has graduated thousands of marketing majors. **American jobs are for Americans**.” ### Job Details and Timeline According to the job filing, the position is set to begin on **March 3, 2026** and run until the end of **February 2029**. ### Broader Concerns About University Hiring Ireland has repeatedly raised concerns about universities in the state using the H-1B visa programme. In a separate post, he criticised **Purdue University** for hiring a foreign software engineer on a H-1B visa at a salary of **$149,000 a year**. “Does anyone believe no qualified American could do this job for $149,000 a year? The same school has graduated tens of thousands of computer science students,” he wrote. “**This has to stop**.” He also objected to **Purdue University Northwest** filing an H-1B application for an assistant professor of marketing role paying **$127,500 annually**, asking: “Does anyone seriously believe no American in the Chicago area can teach marketing for $127,500 a year? The same university even has a PHD program for marketing students.” ### H-1B Visa Statistics Nationwide, **399,395 H-1B petitions were approved in fiscal year 2024**, a three per cent rise on the previous year, with **educational institutions accounting for 5.6 per cent**. ### The Political Divide The **H-1B visa programme** allows US employers to hire highly skilled foreign workers. The **MAGA base argues it undercuts domestic graduates and steals jobs from Americans**, while supporters, including Donald Trump, Elon Musk and Vivek Ramaswamy, say it helps attract top global talent.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>h1bvisa</category> <category>digitalmarketing</category> <category>americanjobs</category> <category>immigration</category> <category>universityhiring</category> <enclosure url="https://static.toiimg.com/thumb/msid-128655800,width-1280,height-720,imgsize-778756,resizemode-6,overlay-toi_sw,pt-32,y_pad-600/photo.jpg" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[Wasserman Agency Crisis: How Epstein Scandal Could Reshape the Sports Marketing Industry]]></title> <link>https://www.marketingremotejobs.app/article/wasserman-agency-crisis-how-epstein-scandal-could-reshape-the-sports-marketing-industry</link> <guid>wasserman-agency-crisis-how-epstein-scandal-could-reshape-the-sports-marketing-industry</guid> <pubDate>Sat, 21 Feb 2026 17:00:27 GMT</pubDate> <description>< by its founder to the Epstein files, things have changed. And as you might expect, NOBODY was speaking on the record for this column. Fortunately, I grew up in the agency business. Less than two months after the Excel acquisition set a benchmark that got things, er, bubbling, the question being asked among the agency, property and media cognoscenti is whether throwing an agency of Wasserman's size and reach (roughly 4X to 5X of Excel) turns the market from frothy into freezing. ## The Brand Side: A Silver Lining? Wasserman's reputational difficulties aside, there's nothing but deference across the industry for its brand consulting side. Its notable brand clients include American Express, AT&T and Microsoft, and its industry reputation is as one of the most astute and connected shops, dating back to when **Gary Stevenson** and **Rick Welts** ran its **OnSport** predecessor. **Providence Equity Partners** now owns 60% of Wasserman. "Providence is going to have to move on a [new] name quickly, and there will be some questions as to whether every brand client stays," said the head of a medium-sized Midwestern agency. "But if there's a Wasserman breakup, I'll start raising money the day I hear about it to buy the brand side." Added another big agency head, who dates back to the days of in-office private chefs: "Look, any connection to Epstein is poison now, but I don't know how distressed Wasserman is. Especially on the brand side, it's a good agency, with great clients and good people." Providence won't acknowledge that it's selling, though it did see fit to contact this writer well after working hours one night last week to say it "was not considering a breakup," then insisting later that didn't necessarily mean a sale was imminent. Would that issue be raised without that impending possibility? Based on conversations with 10 senior execs in the sports and experiential agency space, Providence buying Wasserman's share to add to its own seems the smart-money bet. Then the question is: Does Providence change the nameplate and hold, or go back out quickly? Opinion was divided there, as it undoubtedly is within Providence.  *The 2028 L.A. Games Organizing Committee said Wasserman will remain in his role after members met last week to discuss his future leading the group. AFP via Getty Images* "Do the reputational problems accelerate Providence's timeline to exit? I think they do, and I believe their top executives have tremendous leverage now," said an investment banker well-versed in agency transactions. In case of any more peccadillos in the Wasserman closet, the Midwestern agency president suggested that "clawback provisions will be a necessity." Another agency president, whose firm represents some of sports' biggest spenders, said: "Providence has to protect their interests, so it would be stupid for them to sell now. Excel may have gotten in just as the barn door was closing." ## Valuation Anomalies and New Standards Another question to be answered is whether the Excel valuation and multiple were anomalies or new standards. "Everyone looked at that number and said 'Merry Christmas,'" laughed another longtime New York City agency head. "Sports properties have grown to be an asset class, and so are some agencies. Live experiential is still growing, and traditional marketing isn't. But I'm still not sure of the expectations. We were looking at a B2B agency that wanted an earnings multiple of 10X. I couldn't see where it should be more than five." The other most likely scenario suggested by agency types is Goldman using its enormous cash reserves to add scale and reach for Excel outside of North America. "If Goldman is really serious about running in the same circles as **CAA** and **Endeavor**, this is their play," said the Midwestern agency head. "Anyone at the table for the last rounds of bids on Excel is certainly at the table for this," said another agency veteran whose company has changed over a handful of times in his tenure there. Based on private equity paying far more than holding companies for an agency, the third-most suggested scenario to me was an acquisition by a fund along the line of **Apollo Sports Capital**'s $6 billion fund, or by **Arctos**, which is now owned by the decidedly well-heeled **KKR**. There's one more possibility suggested by multiple agency heads. "I'm not sure any of the big agencies need a big add-on," said the Midwestern agency head, "but if **Publicis** is serious about being in sports, they have the cash." ## A Crowded Marketplace Other developments have turned the agency marketplace from frothy to crowded. Agencies of scale also rumored to be for sale include **Learfield** and **Playfly**. Whatever **Omnicom** is doing with its new spate of big sports shops like **GMR**, **Momentum** and **Octagon** isn't clear, but as another exec with decades of experience with holding companies said, "So far, those are less mergers and more acquisitions." Tech complexities also figure in here. Will any agency big enough to buy Wasserman see a sizable advantage in growing at a time when AI is supposed to be showing them how to reduce head count? "I'd rather be at a smaller agency figuring how to use technology to scale up, rather than dealing with the opposite," said a small agency owner who has worked at shops of all sizes. Of course, this whole Wasserman scandal has its roots in digital tech. "I keep thinking about about the days when you would leave the office and work was over," said the NYC agency head. "Now, we've seen **Steve Phelps** leave NASCAR because of texts and Wasserman done in by emails. I'm thinking of using only pen and paper now."]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>wasserman</category> <category>sportsmarketing</category> <category>agencyacquisition</category> <category>epsteinscandal</category> <category>industryinsights</category> <enclosure url="https://www.sportsbusinessjournal.com/resizer/v2/B46ZEAU2HVDUXKHQX4X6P3HJJI.jpg?smart=true&auth=33bf5b4e0fc6e322d85ad878031220add30ac8e1b0307869ee1a93a1ce6dd686&width=1200&height=630" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[The Silent Exodus: Why Gen Z is Abandoning X and What Brands Are Missing]]></title> <link>https://www.marketingremotejobs.app/article/the-silent-exodus-why-gen-z-is-abandoning-x-and-what-brands-are-missing</link> <guid>the-silent-exodus-why-gen-z-is-abandoning-x-and-what-brands-are-missing</guid> <pubDate>Sat, 21 Feb 2026 09:00:26 GMT</pubDate> <description><![CDATA[While brands celebrated their Twitter/X performance throughout 2024 and into 2025, users were steadily departing the platform. X lost **33 million** monthly active users in 2024, dropping from 421 million to 388 million, marking a consistent decline in both US and international markets. Yet marketing teams continued treating it as essential real estate, optimizing content for an audience that was actively shrinking. This disconnect represents something deeper than a simple platform migration. It reveals how corporate decision-making lags behind consumer behavior when the signals are subtle rather than dramatic. There was no viral moment announcing Gen Z’s departure from X, no collective call to action, no trending hashtag declaring the exodus. The leaving happened in quiet decisions, repeated across millions of individual users who simply stopped opening the app. ## When Growth Metrics Mask Audience Erosion During my time working with tech companies, I observed a consistent pattern: leadership teams optimize what they measure, even when those measurements no longer capture what matters. X’s case illustrates this perfectly. While Gen Z showed a **12% increase** in X users from 2022 to 2024, this growth masked a more significant shift. Older users increased their activity while younger users changed how they engaged with the platform, migrating significant portions of their social media time to Threads, Bluesky, Instagram, and TikTok. The cultural contradiction runs deeper than metrics. Brands claim to prioritize authentic connection with Gen Z, yet they remained anchored to a platform where this demographic’s engagement was fundamentally shifting. Throughout 2024, as Elon Musk’s leadership pushed X toward increasingly politicized content and algorithmic changes favoring controversy, Gen Z users diversified their platform presence. The reasons weren’t mysterious: they sought environments with less toxicity, better moderation, and content experiences aligned with their values. What makes this contradiction particularly instructive is how it exposes the gap between stated brand values and actual strategic decisions. Companies published thought leadership about meeting consumers where they are, about understanding Gen Z’s desire for authentic brand relationships, about the importance of platform choice reflecting brand identity. Then they continued pouring resources into a platform where their target audience was actively diversifying, because legacy thinking and institutional inertia move slower than consumer behavior. The business case seemed to justify the contradiction. X still offered reach, still generated impressions, still provided a space for customer service and brand announcements. But reach without relevance becomes an expensive vanity metric. When your target demographic actively chooses to diversify away from a particular platform, maintaining outsized presence there isn’t strategic patience, it’s strategic blindness. ## The Industry Narrative That Obscured Reality Marketing industry coverage throughout 2024 and into early 2025 largely missed the story. Trade publications focused on X’s technical changes, Musk’s controversial decisions, and advertiser concerns about brand safety. These were legitimate angles, but they distracted from the more fundamental shift: the platform’s demographic transformation was rendering it increasingly complex for brands targeting younger consumers. Growing **dissatisfaction with X** led many to migrate to alternative platforms, with users seeking more stability, platforms that better reflected their values, and improved engagement tools. Some voices insisted X remained essential for real-time news and cultural conversation. Others argued that all social platforms experience demographic shifts, and brands simply need to adjust their content strategy. A third group suggested that Gen Z’s platform diversification was temporary, a reaction to specific controversies that would normalize over time. What I’ve found analyzing consumer behavior data is that when demographic segments diversify their platform presence, they rarely consolidate back. The switching costs are low, the alternatives are abundant, and the reasons for diversification typically intensify rather than resolve. Yet the marketing industry’s coverage created an impression that X’s challenges were primarily about advertiser comfort rather than audience composition. This media distortion had real consequences. It gave brand teams permission to maintain status quo strategies, to delay difficult conversations about resource reallocation, to prioritize platforms based on historical importance rather than current relevance. The result was a growing disconnect between where marketing dollars flowed and where target audiences actually spent their time. The distortion also affected how the industry interpreted Gen Z’s platform preferences. Rather than recognizing their platform diversification as a clear signal about values alignment and content environment preferences, some analysts framed it as fickle platform-hopping or attention span issues. This misreading allowed brands to avoid confronting the more challenging question: if your audience is willing to significantly reduce their presence on a platform they’d used for years, what does that say about their relationship with your brand’s presence there? The essential insight isn’t about X specifically. It’s about what becomes visible when we stop measuring what’s easy to measure and start tracking what actually matters: > When a demographic quietly diversifies away from a platform, they’re not just changing apps, they’re voting with the scarcest resource they have: their attention. The brands that recognize this early gain years of advantage over competitors still optimizing for yesterday’s landscape. Gen Z’s platform diversification from X represents a case study in reading consumer signals that don’t announce themselves. There was no press release, no dramatic moment, just millions of individual decisions that added up to a demographic transformation. The brands that noticed early began shifting resources to Threads, Bluesky, and other emerging spaces throughout 2024. Those that waited for definitive proof continued investing in reach that no longer reached their target audience as effectively. ## Rewriting the Playbook for Platform Strategy The path forward requires changing how brand teams evaluate platform presence. Instead of asking “What’s our engagement rate?” or “How many impressions did we generate?”, the more revealing questions are: “Who exactly are we reaching?” and “Is this audience aligned with our strategic priorities?” For brands targeting Gen Z, the answer regarding X became increasingly clear throughout 2024 and into 2025: the platform’s audience composition was undergoing significant transformation. This doesn’t make X worthless, it maintains value for reaching certain demographics, for certain B2B applications, for real-time news engagement. But treating it as the primary channel for Gen Z connection means potentially misallocating resources that could build presence on platforms where this demographic concentrates their attention. The practical implications extend beyond platform choice. They touch how brand teams structure their social media strategies, how they allocate budget, how they define success metrics, and how quickly they respond to demographic shifts. Organizations that built flexibility into their platform mix adapted smoothly. Those that treated platform presence as permanent infrastructure struggled. What makes this moment particularly instructive is its broader applicability. Gen Z’s quiet platform diversification from X won’t be the last time a demographic segment shifts their attention away from an established platform. The lesson isn’t specific to one platform or one demographic, it’s about developing organizational capability to notice and respond to subtle signals before they become obvious trends. The brands that will thrive are those that stop confusing platform presence with platform relevance, that recognize departure as data, and that understand attention is earned in spaces people choose to inhabit, not commandeered where they used to be. The question facing marketing leaders in 2025 isn’t whether to maintain X presence, it’s whether their decision-making systems can detect the next quiet exodus before their competitors do.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>genz</category> <category>socialmedia</category> <category>platformstrategy</category> <category>marketingmetrics</category> <category>audienceengagement</category> <enclosure url="https://dmnews.com/wp-content/uploads/2026/02/genz-2.png" length="0" type="image/png"/> </item> <item> <title><![CDATA[Unraveling Liquid Death's AI-Generated Olympics Ad Mystery: Why Brands Are Turning Skepticism into Strategy]]></title> <link>https://www.marketingremotejobs.app/article/unraveling-liquid-deaths-ai-generated-olympics-ad-mystery-why-brands-are-turning-skepticism-into-strategy</link> <guid>unraveling-liquid-deaths-ai-generated-olympics-ad-mystery-why-brands-are-turning-skepticism-into-strategy</guid> <pubDate>Fri, 20 Feb 2026 17:00:28 GMT</pubDate> <description><![CDATA[## The Viral Mystery That Shook Social Media Liquid Death's mysterious **AI-generated Olympics ad** sparked widespread confusion and debate across social media platforms. Viewers were left questioning whether the commercial was a genuine piece of marketing or merely an **AI-induced hallucination**. This uncertainty wasn't accidental—it was a deliberate part of Liquid Death's strategy to engage audiences in a new way. ## A Calculated Campaign to Lampoon AI Technology Contrary to initial speculation, the ad is not only real but represents a **strategic move** by Liquid Death. The brand intentionally used AI to create content that would **critique and satirize** the very technology it employed. By generating an ad that left **zero trace online**, Liquid Death played into growing public skepticism about AI's role in marketing and media. ## Why Brands Are Embracing AI Skepticism This campaign highlights a broader trend where brands are leveraging **audience distrust** of AI as a marketing tool. Instead of hiding their use of artificial intelligence, companies like Liquid Death are **openly incorporating** it in ways that acknowledge and even mock its limitations. This approach allows brands to: - Connect with consumers who are wary of AI-generated content - Create **viral moments** through mystery and controversy - Position themselves as **transparent and self-aware** in their marketing practices ## The Impact on Social Media and Brand Perception The ad's disappearance from online platforms fueled speculation and discussion, demonstrating how **controlled ambiguity** can drive engagement. By leaving no digital footprint, Liquid Death forced audiences to rely on **word-of-mouth and social sharing**, amplifying the campaign's reach through organic conversation rather than traditional advertising channels. ## What This Means for Future Marketing Strategies Liquid Death's approach suggests that **embracing skepticism** rather than avoiding it can be an effective marketing strategy. As AI becomes more prevalent in content creation, brands that acknowledge its imperfections while creatively employing it may find **greater authenticity** with audiences increasingly concerned about artificial intelligence's role in their media consumption.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>ai</category> <category>marketingstrategy</category> <category>brandengagement</category> <category>viralmarketing</category> <category>socialmedia</category> <enclosure url="https://cloudfront-us-east-1.images.arcpublishing.com/crain/ZETZ6S7Y5ZG53IOVRW4ZZNFLTM.png" length="0" type="image/png"/> </item> <item> <title><![CDATA[From Side Hustle to $80M Empire: How One Dad Built a Creator Agency with Just a Laptop]]></title> <link>https://www.marketingremotejobs.app/article/from-side-hustle-to-80m-empire-how-one-dad-built-a-creator-agency-with-just-a-laptop</link> <guid>from-side-hustle-to-80m-empire-how-one-dad-built-a-creator-agency-with-just-a-laptop</guid> <pubDate>Fri, 20 Feb 2026 09:00:25 GMT</pubDate> <description>< *Image Credit: Trend. Ted Raad.* ## Key Resources and Early Challenges The most helpful paid resource was hiring an **executive coach**, who provided guidance on hiring, time management, and financial decisions. However, Raad admits he waited too long to hire, trying to do everything himself to stay lean. "Hiring earlier would have saved time, stress, and burnout," he notes. Once he brought on strong team members, the business changed quickly. ## Navigating the 24/7 Nature of Creator Business One of the most challenging aspects of this business is that there's **no 9 to 5 schedule**. "You are always on—early mornings, late nights, weekends," Raad explains. "You are serving creators and brands constantly. You are never really the boss. You work for your clients, and you have to be confident enough to guide them while always acting in their best interest." Early on, Raad took on too many creators without enough internal support, which slowed communication and affected quality. He owned the mistake, had honest conversations with clients, and changed operations. This experience led to Trend maintaining **one of the lowest talent-to-manager ratios in the industry**. ## Growth Trajectory and Current Operations It took about six months to see consistent monthly revenue, largely due to 60 to 90 day payment terms. Early growth was rapid at around **200% year over year**. Today, growth is more consistent at 20% to 25% annually, with a focus on reinvesting in the team and long-term stability. Trend has grown into a multi-division company with offices in Nashville and Houston, representing more than **130 creator clients**. The agency has expanded with Trend Social (brand division), Trend Elevate, and Trend Athletes, creating additional opportunities for both creators and brands. ## What Makes This Business Rewarding Raad enjoys finding new opportunities for creators beyond traditional brand deals, helping them build additional income through **podcasts, investing in brands, media opportunities, or projects that extend beyond social platforms**. He's most proud of building a company that reflects his values while staying grounded in family and faith. "Trend started as a simple idea and has grown into a thriving business," Raad says. "What matters most to me is creating a culture where people feel genuinely supported and where our success drives real impact in the community." ## Actionable Business Advice Raad's best piece of advice: "Be realistic before you start. Understand what revenue actually looks like and how long it takes to get there. Once you commit, **go all in**. Not part-time effort, full commitment. Mentors help later, but early success comes from knowing your daily role and executing consistently."]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>influencermarketing</category> <category>sidehustle</category> <category>entrepreneurship</category> <category>creatoragency</category> <category>businessgrowth</category> <enclosure url="https://www.entrepreneur.com/wp-content/uploads/sites/2/2026/02/Ted-Raad_Press-Photo-1.jpg?resize=1024,599" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[Does Agency Brand Matter? The Surprising Truth About Marketing Partnerships]]></title> <link>https://www.marketingremotejobs.app/article/does-agency-brand-matter-the-surprising-truth-about-marketing-partnerships</link> <guid>does-agency-brand-matter-the-surprising-truth-about-marketing-partnerships</guid> <pubDate>Thu, 19 Feb 2026 17:00:28 GMT</pubDate> <description>< ### The Core Question At the heart of this discussion is whether marketers should prioritize **agency brand reputation** or focus more on the **specific team and individuals** who will actually service their account. Balaji's perspective suggests that the actual people doing the work matter more than the agency's overall brand identity. ### Industry Perspectives Marketing leaders and agency executives are divided on this issue. Some argue that **agency brand credibility** provides important reassurance and resources, while others believe that **individual talent and chemistry** with the client team are far more critical to success. ### The Changing Agency Landscape This debate comes at a time when the agency world is undergoing significant transformation. With increasing specialization, remote work capabilities, and project-based engagements, the traditional agency-client relationship model is being reexamined. ### What Really Drives Results? Proponents of focusing on specific teams point to several advantages: - **Direct relationship** with the actual practitioners - **Consistent team composition** throughout the engagement - **Specialized expertise** that matches specific client needs - **Better cultural fit** between client and agency teams ### The Counterargument Those who emphasize agency brand highlight: - **Resource depth** and backup capabilities - **Proven methodologies** and processes - **Industry reputation** and credibility - **Long-term stability** and continuity ### Practical Implications for Marketers For marketing professionals making agency selection decisions, this debate raises important questions about evaluation criteria. Should RFPs focus more on **individual team members' experience** rather than agency case studies? How much weight should be given to **agency infrastructure** versus **personal chemistry**? ### The Future of Agency Partnerships As marketing becomes more specialized and data-driven, the emphasis may shift toward **specific capabilities and expertise** rather than broad agency reputation. This could lead to more modular agency relationships where clients assemble teams from multiple specialized providers. ### Key Considerations When evaluating agency partnerships, marketers might consider: 1. **Transparency** about who will actually work on the account 2. **Team stability** and continuity plans 3. **Specialized expertise** relevant to specific challenges 4. **Cultural alignment** between client and agency teams 5. **Flexibility** in team composition as needs evolve]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>agency</category> <category>marketing</category> <category>strategy</category> <category>partnership</category> <category>cmo</category> <enclosure url="https://cached.imagescaler.hbpl.co.uk/resize/scaleHeight/815/cached.offlinehbpl.hbpl.co.uk/news/OMC/MixCollage-18-Feb-2026-11-21-AM-2735.jpg" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[Omnicom's Post-Merger Shock: $900M Loss, 1000s of Jobs Cut, and a $5B Buyback Plan Unveiled]]></title> <link>https://www.marketingremotejobs.app/article/omnicoms-post-merger-shock-900m-loss-1000s-of-jobs-cut-and-a-5b-buyback-plan-unveiled</link> <guid>omnicoms-post-merger-shock-900m-loss-1000s-of-jobs-cut-and-a-5b-buyback-plan-unveiled</guid> <pubDate>Thu, 19 Feb 2026 09:00:26 GMT</pubDate> <description><![CDATA[**Omnicom has released its first financial results since merging with IPG, revealing a turbulent landscape of losses, job cuts, and aggressive cost-saving measures.** ### **A Net Loss and Soaring Costs** In the December quarter, Omnicom posted revenue of **$5.5 billion** but faced a **net loss of $900 million**. For the full year, revenue reached **$17.3 billion** with a net loss of **$54.5 million**. Operating costs surged by **$2.9 billion** to **$6.5 billion**, driven by transaction fees, restructuring charges, and asset disposal losses tied to the IPG deal. ### **Job Losses and Executive Bonuses** The integration has led to **thousands of job losses globally**, while senior executives are set to share **$80 million in bonuses**, including **$49 million for former IPG CEO Philippe Krakowsky**. Employee compensation expenses rose **28.6%** to **$4 billion**, largely due to the acquisition. ### **Doubled Cost Savings and Strategic Shifts** Omnicom has **doubled its cost synergy target to $1.5 billion**, with **$900 million expected in 2026**. The company plans to divest or shut down non-core or underperforming businesses, aiming to generate **$2.5 billion**. CEO John Wren emphasized simplifying the portfolio to focus on growth and profitability. ### **Share Buyback and Future Outlook** A **$5 billion share buyback program** has been authorized, including a **$2.5 billion accelerated repurchase**. Wren stated these moves are catalysts to transform business performance, leveraging the merged entity's scale as the world's largest advertising group with **100,000 employees** and projected annual revenue of **$25.6 billion**.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>omnicom</category> <category>ipg</category> <category>merger</category> <category>advertising</category> <category>earnings</category> <enclosure url="https://www.bandt.com.au/information/uploads/2026/02/omnicon-boss.jpg" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[The 30 Under 30 People's Choice Race Is On Fire – Who Will Claim Victory?]]></title> <link>https://www.marketingremotejobs.app/article/the-30-under-30-peoples-choice-race-is-on-fire-who-will-claim-victory</link> <guid>the-30-under-30-peoples-choice-race-is-on-fire-who-will-claim-victory</guid> <pubDate>Wed, 18 Feb 2026 09:00:45 GMT</pubDate> <description>< *Join more than 30,000 advertising industry experts and get all the latest advertising and media news direct to your inbox from B&T.*]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>30under30</category> <category>marketingawards</category> <category>industryinsights</category> <category>advertising</category> <category>peoplechoice</category> <enclosure url="https://www.bandt.com.au/information/uploads/2026/02/Marketing-professionals-race-for-the-trophy-750x500.png" length="0" type="image/png"/> </item> <item> <title><![CDATA[Reddit's Rising Influence: How Fashion Brands Can Navigate Negative Feedback and Protect Their Reputation]]></title> <link>https://www.marketingremotejobs.app/article/reddits-rising-influence-how-fashion-brands-can-navigate-negative-feedback-and-protect-their-reputation</link> <guid>reddits-rising-influence-how-fashion-brands-can-navigate-negative-feedback-and-protect-their-reputation</guid> <pubDate>Wed, 18 Feb 2026 17:00:33 GMT</pubDate> <description>< *During times when Reddit is dominating Google search, the best brands are listening or engaging with customers looking to vent.* (BoF Studios) ## Why Reddit Matters More Than Ever Reddit has evolved from a niche forum to a **major influence** on how brands are perceived online. The platform's content now directly impacts what appears in search engine results and what AI assistants like chatbots recommend to users. This means that **negative discussions** on Reddit can significantly damage a brand's digital footprint. ## Strategies for Effective Engagement When Reddit turns against your brand, the worst response is to ignore it. Instead, fashion companies should: - **Monitor conversations** regularly to stay aware of public sentiment - **Engage authentically** with users who have legitimate concerns - **Address issues transparently** rather than trying to suppress criticism - **Use feedback constructively** to improve products and services ## Case Studies and Industry Context The article references how Saint Laurent has more than doubled sales in five years under CEO Francesca Bellettini and designer Anthony Vaccarello, demonstrating that strong leadership can drive growth even in challenging environments. Meanwhile, Kering's stock has rebounded by almost a quarter since appointing a new CEO, showing how **strategic changes** can restore investor confidence. ## The Financial Implications Kering's first-half recurring operating income fell 39 percent to €969 million, though this was slightly better than analysts' expectations of €934.9 million. The company's CFO noted that U.S. tariffs on EU goods are "totally manageable," and the group has implemented price increases while considering further "measured" adjustments in the autumn. ## Key Takeaways for Marketing Professionals 1. **Reddit is no longer optional** for brand monitoring 2. **Authentic engagement** beats defensive posturing 3. **Negative feedback** can provide valuable insights for improvement 4. **Transparency builds trust** even in difficult situations 5. **Proactive reputation management** is essential in today's digital landscape]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>reddit</category> <category>brandreputation</category> <category>socialmedia</category> <category>marketingstrategy</category> <category>fashion</category> <enclosure url="https://img.businessoffashion.com/resizer/v2/KADN6WMK2BA2LPSRVXFLNKODB4.png?smart=true&auth=d81b1b7c3bec2b2de757cf7712bc2021ac54bb563020f78e277d01df8dfd78e2&width=1200&height=630" length="0" type="image/png"/> </item> </channel> </rss>