Morrison CEO, Amanda Forgione, Joins the Agency Business Podcast to Talk Leadership, Growth, and People-First Culture

Our CEO, Amanda Forgione, was recently featured on the Agency Business podcast, where she joined host Brian Wieser to discuss leadership, talent, flexibility, and the realities facing independent agencies today. In the conversation, Amanda shares how Morrison’s 40-year legacy and people-first culture shape the agency’s approach to growth, talent development, and long-term sustainability—along with her perspective on navigating AI, operating model shifts, and evolving client expectations.

Read the full article and listen to the episode on the Agency Business website.

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Happy Thursday, Agency Business readers. Olivia Morley here with your Agency Business recap for the week. This week, Brian interviewed Amanda Forgione, CEO of Atlanta-based independent agency Morrison.

A few weeks back, after speaking with Dooley Tombras, I wondered whether there was another independent agency CEO with deep family roots in the business. Enter Amanda. Morrison, which has been operating in Atlanta for 40 years and employs fewer than 50 people, was founded by her stepfather, and Amanda has spent much of her career inside the agency after starting out elsewhere. That background informs Morrison’s people-first approach, which emphasizes flexibility, access to senior leadership and long-term sustainability over scale for scale’s sake.

The conversation also touched on how independent agencies are navigating AI, talent development and operating model shifts. Amanda also weighed in on benefits, hiring and retention, making the case that investing in people is not just a cultural choice but a competitive one as agencies adapt to tighter budgets and rising client expectations.

Find the episode on Spotify, Apple Podcasts, or wherever you listen.

“I recorded the first-ever [Morrison] podcast with my stepdad, who started my agency in 1986, and I did my last podcast of the year with my dad, who was a holdco guy his entire career. So we’ve got this whole independent-versus-holdco thing going on in my own family.” — Amanda Forgione, CEO, Morrison.

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Amanda Forgione 0:06
We’re people first, and I think that that got lost a bit in this industry, and there’s no reason why we can’t be people first and then agency people second. It actually makes it work better.

Olivia Morley 0:21
Hey, it’s Olivia. If you own an agency or do comms for one, you probably know that PR intends to get scoped around deliverables, a fixed number of placements, awards, speaking, ops, bylines, and there’s almost never time to step back and think about the bigger picture, how the industry is shifting, why certain stories land, what other agencies are doing, or where your own earned media opportunities actually sit in the market. The gap is something a lot of agency leaders feel, and it’s the reason I’m creating a new kind of PR model. I’ll share more about it later in the episode.

Olivia Morley

Welcome to agency business, the podcast where we talk about, well, agency business through the lens of finance, strategy and leadership.

I’m Brian Wieser, root medicine wall, and I’m Olivia Morley of fusion front media, every week we talk with agency CEOs and industry experts about where the money’s flowing, how models are evolving, what that means to you.

Brian Wieser 1:20
Welcome to the agency business podcast. I’m Brian Wieser from Madison and Wall. There is no Olivia Morley this week, although she’ll be back very, very soon. But joining us today as our very special guest is Amanda Forgione from Morrison in Atlanta, Georgia. Thank you so much for joining us. My first and always the most important question, who are you?

Amanda Forgione 1:41
Who am I? Well, yes, let’s get here, from an agency perspective, I am the daughter of four agency folks. I grew up in this business, and I’ll talk all about why I chose it, even though they told me not to. But most importantly, I’m a wife and a mom and a sister and a cousin and a daughter and a friend, and that is sort of a thematic that I try to bring to this crazy agency world. People answer that question that way. That’s a great answer. All right. Well, let’s talk about your professional who you are, and how you’re always saying that the child of four agency people that I’m a biologist, but that’s kind of tricky go on modern, modern family. My parents divorced when I was really young. They both married folks in advertising, and they were both in advertising. So it’s actually really funny. We I have a podcast at Morrison, and I recorded the first ever podcast with my stepdad, who started my agency in 1986 and I did my last podcast of the year with my dad, who was a Holdco guy his entire career. So we’ve got this whole independent versus Holdco thing going on in my own family. But my mom was in PR. My stepmom was an account guy. My dad was an account guy, and my stepdad was pretty much all the things, and started his own agency in 1986 and so we’ve been around 40 years. I’ve been at the agency 25 years, but he wouldn’t hire me out of school. He said, Go bring me something from somewhere else. So I started at J Walter Thompson in media, kind of cut my teeth there, and then came over to Morrison and worked in media, account management ops and now leadership. So I have had the best mentors, because they’re my parents and I could always there’s literally not a thing I’ve experienced until AI that I couldn’t go to them for and say, What would you do? Well, what did happen when you went to them? About AI? I mean, I think it, there’s a little bit of an alignment to when the world wide web came about in the mid 90s. But it’s a different world. It is transcendent. And I think there it’s just such a different business than it was in the 80s and 90s. They’re not giving me guidance. This is a thing where we’re having to figure it out without them. You can trade your own path here. Well, that’s good, but you’ve got, obviously, a very solid, familial foundation about cases here. So for those unfamiliar, maybe just give us some stats and background about your agency and kind of like your Atlanta, obviously. But what else should we know about it? We are in Atlanta. I think there’s a couple things that I like people to know about us. We are a boutique agency. I felt like we’ve always punched above our weight class, and we’ve done that in a few different ways. One, we’re part of both the forays, but also Icom, which is an international, global network of independent agencies, 70 agencies across the US. And these are our sisters and brothers. We work together to serve business globally or to provide support for each other when we don’t have a skill set in house. So I’ve been thinking a lot about this. I think with everything that’s going on in our industry right now, every single agency person is going to say that the model they are in is the right model, right? The big agencies say they’ve got scale and they’ve got process and structure and access to all the tools the mid size agencies are, you know, Goldilocks, and say we’re just right. But I think, like like all agency people, I’m hopeful and optimistic about all the things that it’s really the small agencies. It’s our time to shine the independent, small agencies who are integrated and offer something with access to senior leadership, fueled by technology and partnership. To me, there’s no better place to be, and I’m so excited. So we are full service. One of the things that we offer, that I think no one else does, is in house Talent Recruitment for our clients. So we like to say, What technology do you need? What people do you need? What do you need an agency for? And we’re solving a business problem that isn’t just a communications problem. It’s, How do I survive in a marketing department in 2025 26 where the game has changed, the rules are out the window. It’s a new world, and so we’re able to be really consultative in that way. But you’re also not that small, though, either. This isn’t you’re not like a startup. You obviously got this history, and he, I would class you based on what I’ve seen, you’re kind of close to that midsize agency group too. No, yeah, yeah. I still, I mean, we’re under 50 people, so I feel like that’s small compared to these big, you know, 500 1000 people. I just, I think that is going to be an appropriate size for those big clients that are spending eight figures in media, and that’s their goal is really to reach everyone. I think most brands that fall under that category want access to senior leadership and people who are honest, and I’m not saying that large scale agencies aren’t, but honest about how they get the work done, where they get the work done, when they get the work done and a true partnership approach, I think that’s hard to find in a big agency. No. Would you want to be bigger? In other words, if you could all of a sudden magically have a pathway to becoming 10 exercise, would you want it? Or would you actually have gold thing small or today, I just don’t see the need. We can scale with, like I said, our partnerships and technology and do the work of 10x today. So no, I love the size we are. I mean, the other thing that is so critical to me is growing up in this industry. We worked 6070, 80 hours a week. I’m a mom. That was a struggle for me. And so my whole approach to how we run Morrison is all about elasticity. That’s our ethos. It came about after covid, where it’s like we offer true flexibility, but we also have an elastic mindset for our clients, and we can pivot and be nimble. And I just don’t think you can do that if you’re a big behemoth trying to turn in the middle of the ocean. It’s just hard. I come from a lens of a working mother and supporting working mothers, but it doesn’t matter what your competing priority is, a sick pet, a parent, a partner, whatever it is, we’re people first. And I think that that got lost a bit in this industry, and there’s no reason why we can’t be people first and then agency people second. It actually makes it work better. Okay, well, let’s talk about one of the challenges of size at a certain scale. True, there’s challenge for every size of agency. But let’s just say you decide that AI where you agree there’s not, like, a clear roadmap. Let’s just say you decided all of a sudden, actually, to survive in 12 months time, everybody needs, we need, like, completely different skill set to survive. And maybe one or two other people have what you think are the skills all of a sudden, whereas maybe, if you’re a larger whole CO at least, they have 10 people out of 1000 maybe. And so it’s like, okay, we can fake it till we make it by putting those people front and center and center and everything we do. But if you’re small, you might not have any of those people. Yeah, how do you make sure you’ve got the right people when you’re in absolute size smaller if you need to make a major pivot, how do you how do you find the people you need to do those things where you just need that needle in the haystack to just kind of get to the next stage Totally. I mean, that’s one of the reasons we have in house recruitment. We are all the time in the marketplace. And I mean, as you know right now, there are a ton of good people on the street, yeah, that’s true, a ton. And so we’re in the mix finding out who’s looking what are they looking for, what skill sets.

Amanda Forgione 9:39
But here’s what I would say, we are three years into. Ai, truly, there’s very few experts. So what we’re doing is training our own people. We’re bringing in the continuing ed, but it’s changing. It’s changing so fast. So what we’re really training is mindset, the understanding of what a prompt does, how to do it, what makes sense, what results you’re looking for and really honing the curiosity mindset versus a technical skill which maybe, or maybe not, won’t change tomorrow, on that,

Speaker 1 10:13
continuing it, or what I mean, what are you finding is working? I mean, I know there’s various spenders out there services that are offering that, but is it? Are you bringing in experts? Do you have programs? What is it that you’re doing

Amanda Forgione 10:24
both, actually? So we bring in experts to give talks internally, or we bring in both the forays and Icom do an amazing job of continuing it. So we have access to those professionals. We can bring them in, but we’re also internally. We’ve got different committees and structures set up where we’re educating each other. So every single week, someone in the agency is bringing back a topic that they’ve done a deep dive on, and is educating the agency every week. We call it a trends and innovation segment. It gives people profile within the agency, but it also allows them to become an expert in something that is so brand new.

Speaker 1 11:02
How much of your time are you spending thinking about those sorts of things, like actually managing for like, a better word, and stewarding the business, versus showing up in front of clients and doing the work? I’m asking this partially because, as I build masks and wall, I’m like, Oh yeah, I can’t actually spend all my time

Amanda Forgione 11:19
with the work I have to manage. Yes, well, I’m spending, I would say, a third of my time is sentenced in the visioning area, where I’m thinking about what this business is going to be like. And honestly, we’re it’s like three months, six months, 12 months, 18. I mean, I do think we’re going through rapid change right now, and so it’s a quarterly exercise for us. I spend a third managing the business, and then I spend a third with clients.

Speaker 1 11:45
Okay? That makes sure that they still know who you are, remember your name, though they won’t forget I

Amanda Forgione 11:51
really do try to spend one on one time with client leadership, whether that’s monthly or quarterly, so that I understand what’s going on in their business, and I can ask the direct question is, how are we doing? I want to know directly from them how our agency is partnering with them so I can immediately fix anything that isn’t working.

Speaker 1 12:11
Now, how do you make decisions about allocations or resources inside your company? What I mean by that is, so, all right, so there’s some cost around training that’s going to be both time and money, time away from clients, time to make sure that people have the knowledge they need, to make sure they’re relevant in the years ahead, but also, presumably, there’s costs for the experts, but you’ve also got to consider making other investments. Maybe it’s like more time traveling to go see clients. What processes do you use to figure out how to spend money

Unknown Speaker 12:39
to drive your distance?

Amanda Forgione 12:40
It’s such a great question, and it’s such a hard one. I I’ve seen every model. We spend a lot of time talking to other CEOs. I’m in two different forums where we bounce ideas off of each other. We’re in a non competitive space, so we can be really candid, and so we share best practices. I would say, from a budgetary standpoint, return on investment for the agency is paramount. What are we investing in and what are we getting for it? Is question we always ask. And then we do annual budgeting and we say, Okay, this is our projected revenue. What do we want to allocate? And then we track that on a monthly basis. So the priorities shift, I mean, they really do. Technology is becoming one of our biggest obviously, employees are our number one, you know, cost center, but we’re, we’re investing in technology. We have to, but that that is a process internally where we really do a deep dive to make sure it’s worth the money and the commitment, especially if it’s an annual commitment, and things are changing so quickly. But how do you

Unknown Speaker 13:40
figure out if it’s not like

Speaker 1 13:41
overextending yourself? In other words, you want to make sure you’ve got a business 1218, 24, months and beyond, and you know, if there was a sudden downturn, how do you position yourselves to make sure that you don’t well, you’re still to withstand it.

Amanda Forgione 13:56
We are slow to hire and slow to fire. And I think that not immediately jumping to the I have to have another headcount conversation is a shift for the industry, but it’s, it’s the one we’re making where we say, let’s take a step back. We’ve got a need. Is this a person? Is this tech? Is this a partner? What are the ways we can solve this creatively, so that we are protecting our own entity and making sure that, you know, the advertising business goes like this, right every single day. Oh, no one can see me. I’m going up and down, up and down like a roller coaster, and you’ve got to ride the middle line. You can’t be freaking out when things are terrible, and you can’t be elated when things are amazing, because you are one day away from business change at any given moment, good or bad, and so we’re just very conservative about any of the decisions we make that are big capital expenses. So, I mean, I would just say we’re decisive, and we make decisions quick, but we’re thorough about our investigation.

Speaker 1 14:57
I guess you’re highlighting one of the reasons why it feels like managed services, ad tech providers, I think it may be well positioned as partners. I wonder if there’s others, but maybe, could you talk about how you decide? I don’t know if you work with any of them, but I guess I’ve seen how some of these programmatic third parties end up building their business, in part because it means you you can kind of sort of outsource that, kind of oversee it. And I mean, is that a thing that you guys do, or are there other examples of that where you can kind of manage that by outsourcing some parts of the work?

Amanda Forgione 15:27
Yes, we absolutely can and do, especially in the media world, but at the end of the day, our clients are hiring us, and it’s our responsibility to deliver so I’m very careful about who we partner with and what we give away versus what we’re doing hands on keyboard. Our people are very tied to the work, even if we are relying on a third party, DSP or a managed service. From a media perspective, we’re tied to it very tightly. I just don’t feel and we talk about it all the time, like, when do we let the robots do the work? And my answer is, never alone, ever. There might be ways where we automate with an agent. From a media perspective, I think that’s coming. Our teams are human beings. Can never take their eye off the ball, because AI makes mistakes, things go wrong, and they don’t it. Doesn’t understand context and culture and the way that a human does so, yes, we do leverage it, but we’re very, very tied to it.

Speaker 1 16:25
But how similar is this or different? Is it relative to, say, production, I don’t know how much of on the creative side, how much production work do you actually do, versus outsourcing that like you, the big ideas, the strategic piece of it, is arguably the part that an agency is best serviced to provide, not that you can’t apply a lot of creativity into the production, but eventually that’s outsourced anyways. Is it similar? Different thoughts?

Amanda Forgione 16:49
Probably similar. Yes, I totally agree. Strategy is where it’s at. It is the place we are investing the most from a talent perspective. It’s the thing that AI won’t be able to do. So, yes, we outsource any kind of large scale production where we’re on, on a shoot with a director, a DP, all of that. That’s, those are partners. And it’s, it is a similar model. I would say. One thing I think that’s interesting about technology and production is when we say, Okay, we’ve got this idea. It’s amazing. You have x budget. Let’s talk about the ways this can be produced, right? Like, is this a shoot with real actors? Are we leveraging AI for this idea? What does that do to the idea, if we don’t produce it with human beings? I think that is a very rich and interesting conversation for agencies to be having. And by the way that strategy work that fuels whatever the idea is is still done by us and always

Speaker 1 17:45
will be. Well, what answers do you normally get these days on that questions?

Amanda Forgione 17:50
Here’s what I’ll say is happening to us from a client perspective, with AI before they ask us a question, they ask chatgpt or Claude or perplexity, whatever their LLM of choice is, and they bring to us what that answer was. I use chat GBT, it told me this, what do you think? And so we’ve said internally, if you’re not also doing that before, you bring something to a client to understand. Let’s get that baseline, non bespoke answer out of the way, that’s just the lowest common denominator answer. But you have to know what it is, because our clients already know. You know you talk about being a defensive driver and anticipating other drivers on the road. We have to be defensive marketers. Our clients are super savvy, and if we want to be able to say as an agency that we drive value that they can’t find anywhere else, then we better be better every time

Unknown Speaker 18:45
with those clients that you’re working with

Speaker 1 18:48
and or the budgets you’re competing for with, maybe clients where you, I think, have a small piece of a much bigger budget. Do you get a sense that AI is impacting the absolute budgets at all, or is it where we’ve certainly argued, in general, that the budgets are there, but now you’ve got to figure out how to do more or add more value because of all the automation and the cost cutting that can follow from it, and then you’ve got to find any service to offer. What are your observations on this?

Amanda Forgione 19:17
Yes, I agree with the latter. I would also say I think budgets are smaller, and I don’t think that has anything to do with AI. Honestly, I think budgets are smaller. There is an expectation to do more with less, and we’ve got to be more creative than ever before in how we get that work done. So I would like to say the thinking part costs what it costs, because that’s human beings doing the same work we’ve always been doing, being curious, thinking outside of a normal approach, the execution or production of ideas. That’s where we really can become more efficient.

Olivia Morley 19:56
Hey, again, it’s Olivia. I mentioned the new model I’m building. It’s a subscription PR service designed to give agencies one hour of strategic thinking every week. I anchor each session in a prepared briefing on what’s happening across the agency world, the news, the trends, the narratives, and we use that to identify where your earn media opportunities really are. It’s flexible. If you want to use the time to workshop a pitch release angle or just take space to talk through positioning, we can ship the session. It’s strategic, consistent, and fits cleanly alongside whatever PR resources you already have.

Speaker 1 20:27
If you’re listening to this, odds are you care about how agencies make money and where they’re heading.

Olivia Morley 20:31
There’s more in our agency business newsletter, Episode recaps and deeper context and exclusive takes on the week’s biggest agency business news.

Unknown Speaker 20:40
You can sign up at agency business.substack.com,

Unknown Speaker 20:43
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Speaker 1 20:53
All right, well, let’s move on to some news of the week, and Amanda will get your points of view on a few of these things, maybe the very first thing, Army, Comm, a lot of news still coming out. I mean, we’re seeing endless amounts of reporting and hopefully more to come on, some of the managerial changes around the world, structural changes, so much still to come on that front. But I think something that got a lot of headlines and attention relates to their should we say, lesser benefits in comparison to inner public, the fact that they they’re going to be generous and allow for holiday week between Christmas news this year, but not next year. So, you know, that’s a huge change in terms of the expectation of employees who, many of whom maybe are so grateful to have a job, I don’t know. Maybe they’re not. What are your thoughts about, if not this? Specifically, how do you figure out the right level of benefits to offer versus not any thoughts on this topic?

Amanda Forgione 21:57
Yes, I have so many thoughts on this topic, as I mentioned earlier, we have what I consider to be an incredible benefits package. And so when I read what the new Omnicom packages compared to IPG, I hate it for the folks who had what I consider to be a stellar package to what they’re going to now, it feels a very much of a reversal back to pre covid times, the before times. And this is what really helps me feel confident about the model of the future. If you worked for IPG and you had unlimited PTO, you had an amazing 401 K match, you had the week between Christmas and New Year’s whatever it is remote work, total flexibility there. You can have all of that by being an independent contractor. You can have all of that by charging more for your particular services. Total flexibility in your schedule. Maybe you’re investing in some sort of RIA instead of a 401 K on your own, but you have the ability to partner with all kinds of different agencies, pick the brands and the people you want to work with. I mean, if not now, when, like, this is the spur forward. So, I mean, I hate it. I have a family member. I won’t out this person who is in the middle of the transition going from one to the other. It’s tough. It’s a tough transition, especially that 401 K piece that really feels unfortunate.

Speaker 1 23:25
But from a if we could dehumanize it for a moment, but and just look at purely from an employee, the math on this would you expect over a multi year period of time, what produces a better financial return. Is it that you get lower employee churn? I mean, what is your experience when you have better benefits? Do you notice an impact on employee churn, on the cost of recruitment, on all those things, or is this, in other words, is this a short sighted move, financially speaking, or is it actually a given, what their financial goals are, the right choice, put the humans a part of it aside.

Amanda Forgione 24:04
I mean, human beings aside. Business only sure bottom line padding is great for if that’s your goal, and that’s what their goal is at this point. I mean, they’re businesses, they’re no longer agencies. They’re financial businesses. Or to me, it’s a different animal than an agency. What I believe is that happy employees do better work, stay longer and ultimately drive an agency culturally in a way, and that’s to me, it just depends on what your goal is. I’m in this business because I love this industry, and I want people who work in it to be happy. So that’s why the benefits package, to me,

Unknown Speaker 24:43
is critical. Sounds like very human choice.

Amanda Forgione 24:47
I know, I know right in this day and age, how dare I? But to me, it’s like, what’s the point? Like, where? What are we doing if we’re not happy in our jobs? And I happen to think advertising is the best industry in the world, because where else can you sit around and think about crazy ideas and get paid for it. It’s amazing. So, I mean, if you’re struggling to pay your bills or health care is an issue, or you’re missing your kids recital, or fill in the blank thing like, to what end like, it’s not worth it.

Speaker 1 25:17
Absolutely, all right. Next item, I thought this was significant, the IBM media account, basically MWP media resigning it kind of significant among accounts. And we don’t normally care that much about individual accounts, but when you’ve had one for that long, has been that consolidated. Is that even if it’s not a show, if it’s a show, but it was, it’s still kind of significant, but more significantly to just basically say, Yeah, we’re not gonna repitch it. Any thoughts on that sort of arrangement that you’ve seen in elsewhere is on your own place. How I

Amanda Forgione 25:49
wish that a client putting something, a business up for RFP would come to me as the incumbent and say, we’ve loved it. It’s been a great relationship. Don’t participate. Like, don’t be the incumbent in the pitch, like how I wish. And maybe that happened here. Maybe we don’t know the truth, and they were told you’re not going to win it. Save the money, the time, the angst, the effort, the tears, the sweat.

Speaker 1 26:13
And my guess is they probably knew that. I have no actual knowledge here, but my guess is that they anticipate this was just another cost cutting exercise they’re going to be asked to do something they wouldn’t want to do. Wouldn’t want to do so that when the agency deciding we’re not even gonna bother,

Amanda Forgione 26:26
yeah, mature decision, hard decision. Been in that boat before. Hate having to make it. Here’s what I would say. You have a good gut if you’re gonna win or not, and you know what the reasons for that RFP is. And so, yeah, I applaud them. Don’t pitch it if. Now, the hardest decision to make as a business leader is the impact of the employees. By making that decision knowing you’re losing it, knowing you’re going to have to have layoffs because of it, that’s the worst decision. But when you know you’re going to lose it anyway, you’re just basically dealing with the inevitable

Speaker 1 27:00
when that happens. So I guess that would you agree that that does also create opportunity to hopefully pass along the employees to whoever wins the account and make referrals and all that

Amanda Forgione 27:11
absolutely and hopefully that happens here. I understand they retained the creative piece, so that’ll that’ll be an interesting thing to navigate as time goes on.

Speaker 1 27:21
Last item note that Edelman’s had a very significant number of senior, senior hires over there as the PR agency industry is really, really, not just Adelman, but all PR has really been struggling and avoid the new appointment. Menardo dinardis came out of call portfolio card to go be their COO and a few other really notable hires at the top. I guess the bigger question I have for you is, any observations on PR in general? Because it’s one thing we’ve been hypothesizing here at agency business, is that the influencers in general are capturing all the PR budgets. We don’t know if that’s actually correct or not, but PR and communications in general appears to be going through a bit of a negative moment. Any thoughts on PR in general?

Amanda Forgione 28:10
I actually disagree that PR is not an important part of the mix

Speaker 1 28:16
anymore, unimportant, just where the business is weak. It’s weak everywhere.

Amanda Forgione 28:20
But here’s why I think it’s it’s going to come back. The way that the llms read content, whether it’s PR social answer first responses, and the way that they’re going to rely on that for what they return as an answer is critical. So I actually think we’re in a period of maybe a downtrough in budgets. It’s going to come back because that content is new. It’s original. A press release is newsworthy. Those are the things that the llms are going to care about. And I do believe it will come back and it will come back strong.

Speaker 1 29:00
Okay, well, yeah, I haven’t refined my thinking, but I don’t disagree those things. And clearly, when they’re making bets on really senior big talent at Edelman, they clearly believe that that there’s upside opportunity there as well.

Amanda Forgione 29:12
Yeah, and I think the strategy hires are the most important right now, those people and being able to think critically, ask the right questions, a curious mindset. Those are the pieces of talent we really need right now, and I would argue that most agency people fit that bill. But I applaud those strategic hires. I also applaud the senior women who are being promoted. I love that. I think that there’s a true lack of female leadership in this industry, and I love seeing something like that happen.

Speaker 1 29:46
Yeah, well, I think it’s very good over there, and maybe a bit of a contrast with some of what we actually Omnicom, with their senior appointments.

Speaker 2 29:54
All right. Well, I think that’s about it for this week’s episode of agency business. Amanda, thank you so much for joining