<?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>Wed, 25 Feb 2026 15:05:53 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[Shocking Study Reveals: Kids See Junk Food Ads Every 4 Minutes Online - Are Influencers to Blame?]]></title> <link>https://www.marketingremotejobs.app/article/shocking-study-reveals-kids-see-junk-food-ads-every-4-minutes-online-are-influencers-to-blame</link> <guid>shocking-study-reveals-kids-see-junk-food-ads-every-4-minutes-online-are-influencers-to-blame</guid> <pubDate>Tue, 24 Feb 2026 09:00:28 GMT</pubDate> <description><![CDATA[## The Alarming Reality of Digital Food Marketing to Children Children are exposed to **unhealthy food marketing every four minutes** while browsing online, according to groundbreaking research from Safefood. Teenagers, in particular, view food-marketing posts from influencers for **five times longer** than traditional paid advertisements. ### The Volume of Exposure The study, titled 'Our Kids' Exposure to Unhealthy Food Marketing Online,' reveals that children see an average of **15 to 19 junk-food marketing posts every hour**. For a child spending two hours daily on social media, this translates to **10,950 unhealthy food-marketing posts annually**. Those engaging for 4.5 hours daily face over **30,000 adverts per year**. ### Health Implications and Parental Awareness Nearly **96% of the nutrient-profiled foods** presented to children fail to meet World Health Organization guidelines for marketing to children. Safefood notes that children often respond to these digital marketing examples with **feelings of hunger or thirst, and with pleasure, enjoyment, or enthusiasm**. Meanwhile, parents are **largely unaware of this high level of exposure**, often believing their children are immune to such marketing effects. ### The Power of Influencer Marketing Teenagers view food marketing posts from influencers for **substantially longer** than other food content—an average of **15 seconds more per post**. They also engage with influencer food-marketing posts much more frequently (**44% of influencer posts compared to 7.5% of paid ads**). ### Research Methodology The study included **screen capture recordings** of 38 children aged 13–17 while they scrolled through social media. Interviews and focus groups were conducted with 175 children aged 4–17 and 49 parents in urban and rural areas around Belfast and Galway. Researchers analyzed social media campaigns of high-sales food brands and held confidential interviews with 15 advertisers, mostly senior executives. ### Key Findings on Advertising Recognition **Young people struggle to spot advertisements**, even when labeled as 'ads.' Many, including older teenagers, do not fully interpret them as commercial persuasion. This challenge is particularly evident in **influencer and native-marketing formats**, where advertising is seamlessly integrated into everyday content, blurring the lines between entertainment and commercial intent. ### Regulatory Landscape and Calls for Action In Ireland, there is currently **no legislation regulating the targeting of children** by unhealthy food marketing online, though the industry operates a voluntary code of conduct. Organizations like the Irish Heart Foundation have called for regulation of digital marketing where children can be directly targeted by junk-food adverts. Ireland restricts broadcast advertising to under-18s of food high in fat, sugar, and salt—but only on TV up to 6pm. ### Expert Insights Safefood Chief Executive Joanne Uí Chrualaoich stated, "This shows for the first time on the island of Ireland the volume of unhealthy food marketing children see online. These findings are concerning, as this daily influence is undermining efforts to foster healthy eating habits and poses a serious threat to children's long-term health." Director of Nutrition at Safefood, Aileen McGloin, added, "Children don't identify this as marketing but rather see it as engaging or fun content from someone that they trust. This is a clear example that the child's interests and interactions online drives the amount of this unhealthy content that they are exposed to." ### Global Context The findings align with similar studies conducted in Australia, Canada, and Mexico, highlighting a **global issue** in digital food marketing to children. ### Study Collaboration This research was conducted by the Open University in conjunction with the University of Galway, the University of Liverpool, University College Dublin, Ulster University, and Deakin University in Australia.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>digitalmarketing</category> <category>childhealth</category> <category>influencermarketing</category> <category>junkfood</category> <category>regulation</category> <enclosure url="https://www.rte.ie/images/001d7a9c-1600.jpg" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[The Collapse of the Middle: How Gap's Identity Crisis Reflects a Broader Fashion Market Shift]]></title> <link>https://www.marketingremotejobs.app/article/the-collapse-of-the-middle-how-gaps-identity-crisis-reflects-a-broader-fashion-market-shift</link> <guid>the-collapse-of-the-middle-how-gaps-identity-crisis-reflects-a-broader-fashion-market-shift</guid> <pubDate>Mon, 23 Feb 2026 17:00:33 GMT</pubDate> <description><![CDATA[From Miles Davis to Anne Hathaway, Gap has mastered the art of borrowing stardust. But the brand's real challenge isn't about being cool—it's structural. **Stuck between Shein's rock-bottom prices and luxury's excess, the middle of the fashion market is collapsing.** ## The Golden Era of Gap In 1993, Gap ran the iconic 'Who Wore Khakis' campaign featuring black-and-white archival images of legends like Miles Davis, James Dean, and Amelia Earhart—none of whom actually wore Gap khakis. The implicit message was devastatingly confident: **the greatest people of the 20th century wore these trousers. You can too.** At its peak, Gap had that cultural fluency. By the late 90s, the 'Khaki Swing' ad had the whole country doing the Lindy Hop. Spike Lee shot campaigns, Sarah Jessica Parker danced in denim, and in 1999, Gap Inc posted net earnings of $1.1bn on revenues of $11.6bn—a margin of nearly 10%. ## The Slow Decline Then, slowly and then all at once, Gap fell away. **Discount codes proliferated, outlet stores multiplied, and 40% off signs became permanent fixtures.** Twenty years of discounting trained customers to wait, crushed perceived value, and destroyed margin. Last year, with four brands instead of one, Gap Inc generated $15bn in sales and $844m in profit—a margin of 5.6%. In real terms, the company is 30% smaller than at its peak. ## The Premiumization Gamble In 2024, new CEO Richard Dickson hired red-carpet couturier Zac Posen as creative director. What followed was clever celebrity marketing: - Anne Hathaway wore a custom Posen-designed GapStudio shirtdress to a Bulgari event—it sold out in six hours at $158 - Timothee Chalamet wore a full GapStudio denim suit to the Academy Awards—retail version sold out within days - Da'Vine Joy Randolph went to the Met Gala in custom GapStudio couture denim - Gwyneth Paltrow and daughter Apple fronted the fall 2025 campaign, generating $1m in media impact value Comparable sales rose 4% for the Gap brand in Q2, then 5% across the group in Q3. But here's the reality: **celebrity sell-outs on a $248 shirtdress do not move the needle on a $15bn business.** GapStudio is in 10 stores while the core brand is in 900. Posen himself acknowledged in an interview that "some of the looks we produce are not produced" and "it's OK to have moments that are just moments of inspiration." When the creative director describes his work as aspirational moments rather than a business strategy, that's telling. ## The Structural Problem **Gap is not doing anything unusual—it's doing exactly what every brand in the middle of the fashion market is doing.** At the bottom: Shein sells jeans for $12, Primark for $10. Fast fashion has made the value tier a race with no floor. At the top: Luxury has lost the plot. Gucci charges $800 for jeans, Balenciaga $1,200, Louis Vuitton $1,500. According to the BoF-McKinsey State of Fashion 2026 report, luxury prices rose 61% on average between 2019 and 2025. Every mid-tier brand has spotted customers moving away from luxury's excess and sees it as an opportunity: - Zara shoots campaigns with Vogue photographers and reopened flagships in "elevated formats" - H&M launched H&M Premium and H&M Studio sub-brands - Cos staged a full runway show at New York Fashion Week - Uniqlo hired Clare Waight Keller (ex-Givenchy) as creative director - Mid-market brands raised prices by over 50% in Europe in AW25 versus 2024 ## The Collective Failure **When everyone stands on tiptoe, nobody looks any taller.** The entire middle tier is simultaneously attempting to escape downward pressure by trading up, which means the territory they're racing toward is already crowded before any of them arrive. Gap isn't premiumizing into white space—it's premiumizing into a traffic jam. 'Who Wore Khakis' worked in 1993 because it was different. It had savoir faire—the instinctive confidence of a brand that understood exactly what it was. GapStudio works at the margins because Posen is talented and celebrity moments still carry surprise. But **a few well-dressed actors at awards ceremonies is not a brand strategy**, especially when Zara, H&M, Uniqlo and Cos are all doing variations of exactly the same thing. The question isn't whether GapStudio can sell out a shirtdress for $150. It's whether Gap can find a position so distinctly its own that every other brand scrambling upmarket looks an also-ran by comparison. That's how Miles Davis looked on that folding chair in 1993: not trying, not competing, not premiumizing. Just being, completely and unmistakably, himself. Gap used to know how to do that. The hard question is whether, 30 years and a mountain of discount codes later, it can do it again.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>brandpositioning</category> <category>fashionmarketing</category> <category>retailstrategy</category> <category>marketanalysis</category> <category>premiumization</category> <enclosure url="https://thedrum-media.imgix.net/thedrum-user-assets-prod/s3/images/original/miles.jpg?w=1280&ar=default&fit=crop&crop=faces&auto=format" length="0" type="image/jpg"/> </item> <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[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[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[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[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> </channel> </rss>