The&Academy, a new apprenticeship scheme for the advertising industry, has been launched by The&Partnership – one of the world’s fastest growing marketing networks, and mSix&Partners – a joint venture media network between The&Partnership and GroupM.

Based at a brand-new Birmingham campus, The&Academy will provide full-time training and work experience to the next generation of diverse talent who might not otherwise have considered careers in the digital and creative industries. [They will learn and apply from Day 1 essential skills for the future in digital, tech and data]. In its first year, the focus is on attracting up to 25 apprentices from Birmingham and the surrounding areas. In future years, The&Academy will expand to North America and Europe.

The&Academy will be delivered by Multiverse, providers of high-quality apprenticeship programmes for diverse future leaders, to establish the first-ever centre of excellence for both media and creative specialists in Birmingham. Partnering with Meta, Google and TikTok will ensure apprentices learn from and work alongside the best media, digital, and creative specialists around.

Johnny Hornby, Chairman and CEO of The&Partnership said: “Great brands are built by bringing together diverse creators and I’m proud that The&Partnership and mSix&Partners will be part of shaping the next generation of digital and creative talent. And of course digital, tech and data are essential skills for the future, not just in advertising but across the economy.”

Jess Burley, Executive Chair at mSix&Partners, said: “The&Academy provides new opportunities for young people from different and diverse backgrounds to access the digital and creative industries in a way that might not have been open to them previously. Our goal is to support them to learn, progress and become the future stars of advertising. We’re excited to be working with amazing partners in Google, Meta and TikTok and Birmingham is the perfect place to start.”

The&Academy aims to solve some of the pressing issues currently facing the advertising industry, as well as the creative industries generally. Over half of global Chief Marketing Officers think a skills shortage is holding the industry back.

During the year-long course, the curriculum will cover the key principles of the media and creative disciplines and incorporate partnerships with some of the biggest names in media and technology.

Recruitment is currently underway with applications open to 18–24-year-olds in Birmingham and the surrounding area.

New training academy launched by mSix&Partners & The&Partnership

But the problem is less a lack of talent and more so the inability of organizations to evolve practices to source and retain that talent. The Great Resignation offers our industry a prime opportunity.

As we collectively reevaluate our purpose and methods of collaboration, let's also reimagine what the agency model looks like and how we integrate talent recruitment and development into our organizations.

Agencies can better source and nurture talent by embracing cross-organizational design, fostering a culture of development — and unlearning ingrained practices that do not serve talented individuals or the organizations that depend on them.

Agencies typically suffer from silos. Individuals kick off their career as assistants in one discipline and, if they advance, it is typically because they stick with that one function until becoming the head of a department. Some never acclimate to the first function and are considered to have failed or quit. Others want to shift later in their careers and find it impossible to do so, potentially triggering a switch to another agency.

Why preserve a structure that prevents cooperation and stifles innovation? Allowing talented individuals to try their hands at multiple disciplines fosters new ideas and improved practices — as it prevents an "it's-always-been-done-this-way" mindset and instead sparks questions that drive creative approaches.

Allowing people to circulate among departments also illuminates transferable skills and traits like perseverance, which may ultimately be more valuable to the individual and organization than mastering a tool or disciplinary workflow.

Agencies should take a page out of medicine's book and let newcomers circulate among departments for their first two years at an organization. Allow people to expose themselves to all parts of a business, figure out what they like, are best at, and what their transferable skills are.

For more senior talent, unlock the ability to switch disciplines by implementing rigorous training programs, routine check-ins, and approaching those new to a discipline with patience.

Solving the talent crisis begins by boosting retention. The discourse surrounding the Great Resignation has often focused on a perceived talent shortage, but agencies cannot compete for talent if they cannot keep it. To that end, organizations need to foster a culture of development by inculcating a focus on self-management and self-understanding and then applying that to management of teams.

When it comes to management, it is easy to fixate on tactical outputs — the seemingly hard skills of using a media platform. Many agency employees advance in their careers because they have been excellent doers and then, when they struggle after becoming managers, are sent to a one-hour training to resolve the problem. This is the organizational issue a focus on self-management should address.

Self-management means understanding how you work and relate to others. It means being reflective and ensuring that your words match up to your actions. It means building trust by reading the room, empathizing with how your coworkers are feeling, and acting in a way to maximize happiness and productivity, which are most often complementary, not in tension.

This logic also applies to leadership. Just as you cannot be a manager without first effectively managing yourself, you cannot be a leader without understanding why and how you want to lead. What motivates you? What motivates others? How do you play to your strengths as a leader and become proactive about your blind spots?

To agency leaders focused on the old way of doing things, these questions might seem abstract. But they are the sorts of questions that lead to cultures of support and empathy, which are also cultures of productivity, happiness, and high retention.

Unlearn Practices That Don't Serve Talent or Agencies

The practices that have gotten the advertising industry to the moment of the Great Resignation are the same ones that continue to exacerbate retention and recruitment challenges. We need to identify and unlearn these practices if we are to make strides toward better sourcing and retaining talent.

Chief among these practices is advertising's always-on mentality, one of incessant availability to coworkers and clients. This is especially pervasive at the senior level, as those who tend to climb advertising's ranks are the ones who conform and reinforce this unsustainable aspect of agency culture.

Fostering the impression that answering emails at 9 p.m. equates to hard work — and walking away from the inbox at the end of the conventional workday translates to a lack of effort — is not only harmful to employees. It also gives clients the impression that always-on availability is precisely what they should demand from agencies, inspiring the same burnout that reinforces the never-ending search for talent.

In addition to ending the premium on always-on availability, agencies should fight back against the idea that employees should have the answer to every question.

Many organizations do not feel comfortable going to clients and changing their minds, as if reacting differently to new information is a sign of incompetence, not optimization and honesty. If the pandemic taught us anything as an industry, it is that we cannot speak about every issue with absolute certainty. Evolution is to be celebrated, not discouraged.

Advertising insiders know that the technologies and tools available to us are increasingly ceasing to be differentiators. Most agencies use the same tools; the question is how talented individuals at agencies use those tools and synthesize information.

If talent is an agency's greatest asset, leaders must act like it. We must craft organizations that inspire innovation, foster development, and reward curiosity. This is how we emerge stronger on the other side of COVID-19 and the Great Resignation.

How Ad Agencies Can Better Source and Nurture Talent 

Businesses should not be afraid to create an environment where people want to be, not have to be.

 of employees in the sales, media and marketing sector are considering changing jobs in 2022 and 

 are contemplating leaving the advertising industry altogether due to discrimination or lack of inclusion.

The pandemic and ongoing cost-of-living crisis mean people are reflecting on how they work and, crucially, how work fits into their lives. They are increasingly asking 

“How does this role fit with my values and lifestyle?”,

“Is this job improving my overall way of life?”

As senior leaders in the advertising industry we need to be taking these questions seriously – and introduce actionable solutions that let people live their best lives – in order to retain and entice the best talent in the era of “the great resignation”.

So, what can the media and advertising industry do to keep hold of its people and allow them to thrive? It comes down to being the most important place in their career by creating a workplace that moves with the times.

Most companies and agencies now offer some form of hybrid working, with the 

 currently the most popular. But, as employee expectations around flexibility increase with no sign of a decrease in productivity, we need to make sure policies are clearly communicated and we are pushing the boundaries of what we offer as industry.

The first step is creating clear guidelines, so employees feel empowered to take full advantage of hybrid working. Being vague will only lead to confusion.

The second is to outline and deliver a detailed vision of how flexible working will look in the future to alleviate concerns around reverting back to the pre-pandemic structure that people have largely rejected.

The third is to be brave and go beyond hybrid working. Offering things like the ability to work abroad for part of the year, or a relocation policy (and taking on the complexities that come with that) shows current and potential recruits you’re serious about flexible working at a time when 

 factor in the ability to work from home when looking for jobs.

Align with the working population’s values

Does your business have clear ethical, moral and environmental values that are easy to find and are making a real impact? Salary may be the biggest motivating factor when people think about changing jobs but today’s workforce increasingly wants to see that the company they work for aligns with their own values.

, while millennials responding to another said they were 

 to work somewhere that was proven to be environmentally conscious. And over half of respondents to a 

 said they would stay with a “responsible employer” longer.

That’s not to say we should be paying people less! But organisations should be implementing effective corporate social responsibility policies and transparent KPIs on important societal issues like sustainability, inclusion, and equality that are shaping our present and future. Doing so can create a bond with employees who can feel proud of where they work.

Develop your people, develop your business

Hands up if you learned a new skill during one of the lockdowns. It was time on the DuoLingo app for me! That desire to learn and develop is alive and well for employees who have had time to reflect and are attracted to opportunities for personal growth provided through effective learning and development.

People are more likely to seek new opportunities if they feel their career is stagnating, so making them feel wanted – consulting them on what type of training they want rather than offering generic learning opportunities – will be more important than ever moving forward. Plus, as well as improving engagement and job satisfaction, a more skilled workforce can only be a good thing for the employer themselves.

Make sure every job in every department has a career roadmap with outlined learning and development expectations so people know they are making strides on their own journey. Things like inspiration funds set aside for people to learn new skills and empowering senior staff to develop their own training where they can impart their knowledge to the wider organisation can go a long way to helping people feel appreciated by the company.

The media and advertising industry is starting to shake off the rise and grind stereotype, and just in time. People are looking for a workplace that supports their wellbeing, career path, lifestyle and values. The future of work is pointing towards being able to deliver results while helping people live their best lives.

Businesses should not be afraid to go beyond the expected norms to stand out from the crowd and create an environment where people want to be, not have to be. Just a few years ago, the idea of working from home for most of the week would have been almost unthinkable, and only when you had a doctor’s appointment, or the plumber was coming to fix your sink. Now it is the norm for many.

Focusing on people’s expectations and priorities to retain and maintain talent doesn’t have to mean sacrificing business success. Far from it. Doing so can tap into an individual’s potential and help them thrive at, and away from, work.

How to create a work environment that helps people live their best lives

mSix&Partners, a joint venture between The&Partnership and GroupM, today announced the appointment of Kim Sivillo as its new North America CEO. Former mSix&Partners CEO, Americas, Belinda Smith, will now serve as Global DEI advisor across The&Partnership Group.

In her new role, Sivillo reports directly to Global CEO, Jack Swayne and takes responsibility for leading all North American agency operations, strategy, growth and client success.

“Kim’s appointment is a giant win for mSix&Partners and our clients,” said Swayne. “For more than 20 years, Kim has grown business, shaped culture, nurtured teams and innovated on behalf of world-class brands. Her leadership on clients, purpose and inclusivity are exactly what we were looking for as we apply our multidisciplinary approach to go further and faster in building great brands.”

Smith’s work for The&Partnership Group is being delivered under the banner of her new DEI consultancy, The Second Arrow.

“We are delighted to continue our relationship with Belinda,” said Founder and Chair of The&Partnership, Johnny Hornby. “Her success advancing DEI across the global marketing industry and efforts on our behalf is indisputable.”

“I am honored and excited to lead and grow the impressive team and clientele that mSix&Partners has established in the region,” said Sivillo. “The work the agency is doing to drive true success for clients like David Yurman and WSJ has set the bar high.  I am committed to working closely with the team to ensure we raise it even higher.”


During Sivillo’s tenure at Assembly Global, she served in several key roles including President of Media Investment, Chief Client Officer and Chief Operating Officer. Across these posts, she led all business operations, took command of the growth of its retail, luxury, financial services, politics, pharma and travel client engagements and was instrumental in the merging of Assembly and ForwardPMX.  As President of Media investment, Sivillo oversaw a diverse team responsible for $3 Billion in annual media spend across digital and traditional channels. Sivillo’s experience and leadership was particularly valuable during the pandemic when client and agency teams were under even greater pressure and needed steady and solid guidance. During this time, Sivillo developed, implemented and enforced new ways of working across departments to ensure improved efficiency, scale and a better client and employee experience.


At Dentsu (iProspect), Sivillo oversaw more than half of the agency’s clients across four offices, a book of business in excess of $100 Million in revenue and large segments of the agency’s luxury, retail, B2B, beauty, technology, DTC and pharma business.  She also built and managed high-performing account teams and delivered  impressive new business growth across clients such as Microsoft, the LVMH portfolio of brands, P&G, Diageo and others.


At mSix&Partners, Sivillo takes responsibility for 100+ employees, 26 clients and $300 million in billings.

Kim Sivillo named CEO of mSix&Partners, NA; Belinda Smith to launch DE&I consultancy

mSix&Partners has promoted Aaron Quirk to chief executive, EMEA, and Victoria Bickle to UK managing director, completing the media agency’s senior leadership team.

The appointments follow Jack Swayne’s promotion to global chief executive and Jess Burley’s appointment as executive chair. Quirk and Bickle will start with immediate effect.

Both are new roles for mSix&Partners, a joint venture between The & Partnership and GroupM. The agency rebranded from M/Six earlier this year to better reflect its ownership structure.

Quirk was previously worldwide chief client officer at the agency, and in his new role will be responsible for driving growth across the 22 EMEA markets in which the agency operates and leading 400 employees.

Before joining mSix&Partners, Quirk was WPP’s global leader for HSBC.

Quirk said: “The opportunity to lead this team of passionate MSix talent, partnering with some of the most diverse and inspiring client brands to accelerate our agency further and faster across EMEA, is a truly exciting prospect.”

Bickle was previously UK chief client officer and in her new role will be responsible for driving ongoing growth and delivery of the UK market strategy, being responsible for 275 employees.

Before mSix&Partners, Bickle was managing partner at UM.

She said: “I am excited to take the UK agency through this next period of growth, partnering with our clients on their transformative journeys and continuing to create an open culture in the workplace to ensure MSix & Partners remains the most important place in our people’s careers.”

Swayne said he was “incredibly pleased” to see the pair in these new roles, and added: “We’re building on momentum through our unique partnership model, which will see us go further and faster in delivering great work for clients and a strong culture for our people.”

The agency’s clients include Toyota, Discovery, Puma, TalkTalk and Vitality.

mSix&Partners fills out senior leadership team

In this overview, our Head of Data Strategy, Dylan Mouratsing, gives our latest perspective on the market, and how mSix are responding.

Please click the link below to read our whitepaper

The Future of Identity in 2022

As we continue to face a changing economic outlook, mSix&Partners Strategy and Diversity Lead Jean Sarhadar examines how consumers are redefining brand values and reflects on the importance of serving customers with cost effective solutions.

How brands can best respond to the rising cost-of-living

mSix&Partners Head of Paid Social, Michael Dumaurier, explores the more traditional benefits on taking a multi-platform approach and how diversifying paid social spend can increase reach and lower costs.

Spend Diversification within Paid Social

Last month, m/SIX, the joint media venture between GroupM and The & Partnership, unveiled a new name and full rebrand. Under the newmoniker mSix&Partners and the updated tagline “Further, Faster”, the agency has its sights set on global growth.

In 2021, the organization was among the fastest-growing UK media agencies — it saw a reported 53% lift in media billings. It counts majorglobal brands including Discovery, Puma, Toyota, the Wall Street Journal and David Yurman among its clients.

Though it’s gained significant traction in Europe, the agency has remained relatively under-the-radar across the Atlantic. The agency hopesto change that. “There's not a company [around] that's going to say that the US isn't a priority — it's just a massive marketplace,” says NadalieDias, who has served as the agency’s chief strategy officer since last summer. “We are trying to double-down and grow our Canadian effortsas well, because there are a lot of great brands based in Canada and we've got a really strong team there. [We’re] really looking to grow ourfootprint.”

The recent rebrand could help the WPP-owned agency grow awareness and connect with potential new clients in North America. Theorganization is focused on positioning itself as a different kind of agency. For one, says Dias, it’s operating at a unique intersection: “It’s often not something that people see — an independent shop partnering with one of the big five. We like to call it ‘independent at scale.’ You get all the benefits of working with a big agency, but you actually know everyone's name and you are getting a lot of hands-on contact from theleadership, which is often more attributed to smaller, boutique agencies.”

In line with this mission, mSix&Partners is hyper-focused on developing true partnerships — rather than serving clients in a sheerly delegatorycapacity. Dias argues that this is a critical moment in time to reestablish a focus on partnership-based relationships. “Over the last year,there's been so much backlash between how clients work with agencies, and people [have been] leaving the agency world in droves. There's fundamentally been a breakdown between that really important relationship. Clients started to think about their agencies asexecution arms versus advisors and partners. And you saw that reflected back in the work, because it wasn't as strong. What’s been socritical to us is cultivating that partnership and having it be a central point for us."

In support of this focus, MSix&Partners is seeking out clients that are in what Dias calls a “pivotal state” of growth. “Oftentimes, when you're going through some sort of change — whether it's perspective in your business or a need to overcome this new barrier — when you're doing it with someone else, that experience bonds you, because usually it's quite challenging. There's this connectivity that's formed between the two entities that work on something together. [We’re] looking for those types of clients — and it doesn't always have to be something massive; it could just be that they're pivoting, and they're looking for someone to go on that journey with them.”

Tackling the demise of identity in advertising 

Within the partnership-based framework that grounds MSix&Partners’ approach to business development is a special focus on helping to future-proof clients’ businesses. For a media agency, one of the most pressing challenges MSix&Partners is facing today is helping clients navigate cookie depreciation and the shift away from identity-based ad targeting and measurement. 

To support these efforts, the agency has made two new leadership appointments. Etienne DeLisle, who previously held an executive post at Starcom — a Publicis Groupe-owned media agency — has been named managing director of media planning. Ashley Tsai, who formerly headed North American analytics engagement for petcare at Mars, has become head of insights. 

DeLisle’s and Tsai’s team will work closely to help clients tap into deeper data insights and improve their marketing strategies and media mixes — while gearing up for a privacy-centric future. “A lot of my focus is going to be on future-proofing our clients’ business… I’m working closely with [Tsai] to make sure that we're enriching our clients’ first-party datasets so that we're able to utilize that to activate across as many of our channels as possible,” says DeLisle. 

Plus, as cookie deprecation complicates not only targeting but also media measurement (particularly in the world of streaming and connected television [CTV]), DeLisle’s team will focus on optimizing clients’ cross-channel measurement methods. “For some channels, like CTV specifically, brands [tend to] look at it just from a reach and impressions perspective. But we’re able to bring into some of our proprietary tools and look at how CTV is impacting site traffic that we can then attribute to e-commerce sales,” he says. In essence, he explains, there’s a major opportunity for the team to implement dual KPIs across channels. “It's [a matter of] drilling down into the connectivity between all the different channels that we have running across the various brands.” 

Analytics is the other side of the coin. “[We’re] redefining what analytics means — which is asking the right questions and figuring out solutions to them, versus just analyzing data,” says Dias. 

Amid the demise of identity, the team is trying to bring media and creative in closer synchronicity for clients across the board. But more broadly, the analytics arm of MSix&Partners is assessing how to link quantitative data with qualitative observations to help clients achieve the best results. “Some clients are very big on one side and not the other, and vice versa,” says Tsai, the new head of insights. “What I would love to do is really bring these two things together, so we can… understand what works when it comes to media buying, tactics and creative messaging, as well as the ‘why'."

A renaissance for creative and media strategies 

Dias, for one, is excited about the possibilities of a new paradigm for advertising. “I really love identity deprecation. I'm probably a party of one,” she jokes. “The reason why I love it is because we've gotten kind of lazy. We were like, ‘We're going to target all these people, and it's going to be incredible. "And we got so fixated on how we were going to do something, we've 4 completely abandoned why we're doing it. And this is why so many consumers hate advertising, because they're like, ‘This is awful. It's not a great experience for me. I don't like the interaction that I'm having."

”By moving away from identity-based approaches, she explains, products, services and the creative that promotes them will have to stand on their own. She says that it’s forcing brands to reevaluate the reasons behind their strategies and why and how they want to connect with audiences. “It nicely aligns [with where we’re at] culturally,” she says. “Everyone who's [been at] home for two years is thinking about like, ‘What is important to me, and what is my purpose?’ That's the exact same question that we're asking ourselves right now when we think about marketing.” 

And she’s hopeful for what will come of the change. “I'm hoping it will cause a renaissance in great creative and really strong media strategies that sort of push the dial forward.” MSix&Partners, for one, is not only investing more deeply in data and analytics but is exploring different strategies, including influencer marketing, which Dias says “feels more authentic” than identity-based targeting. 

Dias is confident that the agency’s guiding values and people-first ethos will position it for success at this critical juncture. “Historically, there's been such a focus on the ‘how’... and making sure that we have the pragmatic skills to do something is always wonderful. But I would argue that agencies got overly reliant on their toolkit, and forgot about who's operating those tools,” she says. “A lot of organizations say that they're people-first. But we actually live and breathe that. We genuinely believe [that our] three core values — [being] brave, adaptive and inclusive — help differentiate us because we're actually looking for people that embody those values. Our people are what makes us unique, because they're constantly challenging the status quo and utilizing that perspective to bring it back to their clients.”

Inside mSix&Partners’ North America expansion plans

The global media network mSix&Partners – a joint venture between The&Partnership and WPP – has been awarded CPD (Continuous Professional Development) Platinum Accreditation by the IPA (the Institute of Practitioners in Advertising) after demonstrating a genuine and sustained culture of learning and development over four years.

Already a recipient of IPA’s Gold Accreditation for each of the past four years, mSix&Partners now joins a select group of agencies to gain platinum status after further significant investment in its people over the past 12 months. The result is a sense of safety and belonging in the agency, alongside new learning and development initiatives to ensure mSix&Partners represents the most important place in a person’s career.

To achieve the highest level of accreditation by the IPA, mSix&Partners clearly demonstrated its commitment to reinforcing CPD at the heart of the agency. It did this by showing evidence of an embedded CPD culture and its role in driving business success, making development opportunities available to every employee, introducing comprehensive induction and appraisal programmes, and achieving at least 24 hours of development activity per person annually.

To enable this achievement, mSix&Partners has invested heavily in helping its senior leadership team to become trainers within the organisation to successfully deliver specialised training for teams and individuals across the company to support internal growth opportunities. Meeting the criteria for achieving CPD Platinum Accreditation has allowed mSix&Partners to upskill staff and drive engagement, therefore reducing employee churn and increase employee satisfaction, while simultaneously maintaining and improving client satisfaction.

Hali Khan, People Director at mSix&Partners, said: “CPD culture is embedded in everything we do as an agency. It’s incredibly rewarding to see the commitment we make to the professional development of every one of our employees – from new graduates to our senior leadership team – being recognised by the IPA by receiving Platinum Accreditation.”

Victoria Bickle, mSix&Partners UK Managing Director, said: “This accreditation is proof that we are going further, faster in creating a comprehensive programme that ensures our people’s skills match client needs, agency goals, and their own career ambitions. Dedicating time and resources to helping our teams achieve their career goals and grow as people and professionals has allowed us to retain incredible talent. And, with our talented team workingto an exceptional level, we have also seen tangible business results. New skills and knowledge are extensively used to win new business, achieve organic client growth, and help clients reach new levels of success.”

mSix&Partners awarded IPA CPD Platinum Accreditation

mSix&Partners Strategy Director, Joseph Kidd, explores how Netflix is launching lower-cost, ad supported streaming plans and if other SVOD suppliers will follow suit and adapt to different contexts in advertising.

Adapting your Brand to Context

mSix&Partners, GroupM’s youngest outcome-based agency, today announces the elevation of Subhamay Mukhopadhyay as Managing Partner, India. Mukhopadhyay will be taking the baton from Saket Sinha who will take on the role of Chief Growth Officer, mSix&Partners APAC and will be based out of Singapore office.

Subhamay will be responsible to accelerate the business growth of mSix&Partners in India and the clients through its integrated marketing solutions. Media and commerce, measurement and technology are among the areas he will expand mSix&Partner's capabilities.

Amin Lakhani, CEO – Mindshare South Asia said, “Currently serving as the Head of Mindshare West, he has built an exemplary cross-functional team and worked on numerous clients in multiple sectors. Among Subho's many achievements is his expertise in integrated media strategy and excellent client relationships. He’s delivered multiple award-winning campaigns in India as well as across the globe. Subho has played a significant role in growing the agency in India and I am confident that his vision will build on mSix&Partners legacy in the country. It's inspiring to see Subho become a leader among the ranks to create a future-fit agency. I am confident he will push the agency to new heights with his expertise and leadership."

He added, “I would also like to take this opportunity to thank Saket Sinha, under whose leadership, mSix&Partners has become the fastest-growing agency building a rich roster of clients and challenger brands.”

Subhamay Mukhopadhyay, Managing Partner, mSix&Partners India said, “There couldn’t be any better time to take charge of mSix&Partners. ‘Agility’ and ‘Entrepreneurial’ spirit of this youngest agency of GroupM provides the best opportunity to partner with the existing and new-age businesses. Top priorities for us will be to deliver ‘client delight’ by strengthening & building a sustainable relationship, attracting ‘quality talents’ to drive business & brand solutions and curate ‘be-spoke products & solutions with a clear focus on Data, Tech and Content. I’m excited to embark on this journey and scale-up mSix&Partners in India to the next level.”

Having spent more than two decades in the media, Subhamay is a seasoned media professional. He joined the ‘Purple Family’ 16 years ago as a Media Manager and worked on some renowned brands across categories in key markets like Delhi, Bangalore and Mumbai. GSK, Castrol, Star Network, Nike, Lenovo, IBM, Madura Garments, Kellogg’s, ICICI Group, Idea, UltraTech, JSW Group, Lifestyle, UB, USL (currently Diageo), LVMH, Pharmeasy, Upstox are few key clients he worked closely in their growth journey and delivered more than 150 outstanding award-winning works along with his team.

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