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As the media industry continues to evolve at a rapid pace, Susan Kingston-Brown, Global Brand President of UM Worldwide, sat down with Neeta Nair of IMPACT at Cannes Lions 2025 to reflect on the shifts she witnessed as a Media Lions juror. From the broadening definition of media to the role of AI in shaping strategy, Susan shared how agencies are adapting to a fast-changing landscape. She also spoke about UM’s approach to strategic differentiation through Brand Patterns, the implications of the proposed IPG–Omnicom merger, and what it will take to build agency models equipped for the next era of tech-led growth.
Edited excerpts
Tell us a little bit about the awarding jury and what was the most different pattern that you really saw this year?
It was such an incredible experience. I’m genuinely inspired and excited. We saw some amazing work, and I can’t wait for people to see who’s won and who’s picked up medals. But it’s not just about the winners. There were nuggets of magic all the way through, and I’d really encourage people to look at the full breadth of work.
There were a few key themes that came out. One of them was the kind of fragmentation we saw, a much broader range of people and clients entering. It wasn’t just three or four people winning everything. We saw a really wide spectrum of work that came up high in the medals.
Did independent agencies also come in?
Yes, a few did. But we don’t actually get to see who’s entered the work. Cannes doesn't reveal the name of the agency to avoid any bias. So, as a jury, we only see the case and the entry itself, not whether it came from a holding company or an independent one. And that’s really useful, because you're judging purely on the idea, not on who submitted it.
But what stood out was the range of works we saw. That linked to another big theme this year: the definition of media has become much more expansive. A few years ago, some of these entries wouldn’t have even been considered Media Lions. But now, media is understood as any touchpoint to communicate: paid, owned, earned. Some were light on paid, some only used paid, but it all fell under the umbrella. It sparked a lot of debate in the room: is this really a Media Lion? And we agreed that the definition is evolving, and that’s exciting.
Another trend we noticed was this idea of “hacking”. Whether it was algorithms, sponsorships, or platforms. Brands were finding clever ways to show up where they technically didn’t belong. Sometimes even creating their own spaces with AI, including hacking or training algorithms as part of the campaign. Some of it was really sophisticated and honestly, very inspiring to see.
I’d like to come to something that’s your baby, the Lodestar UM had launched something called Full Color Media, which helps brands avoid becoming bland. Tell us a little about it.
It’s actually very linked to what we’re seeing here at Cannes. It’s such an exciting time for our industry, especially with the rise of technology and automation through AI. What’s interesting is that most of us now have access to the same technology, the platforms, the algorithms. Whether it’s Google or Facebook, it’s open-source in many ways, so agencies are working with very similar tools.
What ‘Full Color Media’ aims to do is help us take control of those algorithms. It’s about training them intentionally and designing the nuance. First, we identify where a brand can actually be different within its category. Then, we shape strategies and ideas that are built to stand out, not blend in.
The thinking behind ‘Full Color’ is based on a new growth model we developed called ‘Brand Patterns’, in partnership with Oxford University. It was a really extensive piece of research. We analyzed 10,000 brands and found that there’s no single formula. Each brand has its own pattern. So, we built a tool into our planning system to help identify those patterns and define the job to be done. Ultimately, it's about finding the nuance that makes a brand different and then, using creativity to make that difference visible.
From what I understand, that’s before AI comes in. How do you make sure AI is integrated across every function at IPG now?
Yes, absolutely. Especially when it comes to strategy and planning. But AI plays two roles. First, there’s the efficiency side: how we automate and streamline everyday processes so that our people can actually focus on thinking, creating, and solving. That’s the functional use of AI, crunching data, processing information, putting insights at people’s fingertips to spark ideas. It’s about creating headspace so humans can do what only humans can do. AI won’t replace that. And that’s really important to us. We’re continuing to invest heavily in tech and data. One example is ‘Interact’ — a tool we’ve rolled out across every IPG desktop globally. It gives everyone access to the same set of capabilities, so they can focus their energy on thinking, generating ideas, and interrogating briefs. And that’s what really drives the work forward.
Another big thing everyone’s talking about is the IPG–Omnicom merger. How do you think it will help UM’s adoption of technology or accelerate it?
Right, first, it’s important to note that the merger isn’t complete yet. It’s still going through the regulatory process, so we’re operating as two separate organizations. There’s only a very small group of people involved in that process. I’m not one of them, and neither are most of us. So, for now, we’re continuing to invest in and build our product as we always have.
That said, we’re very excited, both internally and among our clients about what the two businesses can potentially do together. It’s not just about combining two entities; it’s about designing something new. The technology stacks are quite complementary. Flywheel and Axiom, for example, have very different datasets and strengths and bringing them together opens up a lot of possibilities. I always joke with clients that we’ll have a “new set of toys” to play with- tools and capabilities that can enhance what we already do.
One thing that’s been made very clear by both John Ren and Philippe, is that the agency brands will remain intact. Their identity, culture, and value to clients won’t be diluted. But if the merger goes through, then from day one, we’ll have new capabilities to tap into. And as we continue to shape what this new organization looks like, I really believe we’ll build something powerful.
While the individual agency brands are important, client conflict is a real concern. How will you make sure every brand continues to feel valued, and that confidentiality is maintained especially between competing clients?
It’s a great question, but honestly, it’s not a new issue. Every holding group, whether it’s Omnicom, IPG, WPP, or Publicis already deals with this. What matters is how strictly you enforce protocols, and that won’t change. We’ll continue maintaining firewalls, absolute confidentiality, and really clear internal guidelines. Of course, with two organizations coming together, there may be more potential conflicts, but the same strict protocols will apply. We also have internal audits to ensure those standards are upheld. So, I don’t think this creates a new challenge, it’s something we already know how to manage.
And then the big one: job cuts. With a merger of this scale, how much of that efficiency will come from reducing headcount?
The two businesses still have to run; the work doesn’t go away. Our brands are designed to stay focused on our clients, and that requires the talent and resources we currently have.
That said, yes, in both organizations, we’ve talked about a $750 million efficiency target. But that’s only about 3% of total operating costs. A lot of those savings will come from areas like real estate, or merging contracts with tech providers. Of course, it’s a concern, both externally and internally. But we have to keep going back to the facts rather than feeding unnecessary speculation or anxiety. The focus is on building something stronger, not just cutting for the sake of it.
What do you think the agency of the future will look like with AI coming in?
AI is already here; we’ve been using it in the business for years now. And it evolves every day. When you put it in the hands of smart people who keep pushing its boundaries, it keeps getting better and that’s what we’re seeing constantly in our work. The agency of the future, to me, is a collective of deeply intelligent thinkers, people who think beyond just media or marketing. We’re increasingly like consultants, really becoming an extension of our clients’ teams.
There’s also tech behind it, tools like Interact, our global platform, which connects our teams, processes, and insights. The continued use of data helps fuel both strategy and creativity. So the agency of the future continues to be closely integrated with clients, hopefully playing a bigger role in driving business growth overall. We already work with clients where growth isn’t just a marketing metric, it’s about shareholder value. One is publicly listed, another is private equity–owned, and in both cases, we use deep econometrics to make sure our investment is aligned with their broader goals. So, if I had to sum it up: the future agency is people at the heart, powered by technology.
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