In a rare dual-leadership move for the Indian advertising sector, IPG Mediabrands India has undergone a strategic leadership transition aimed at consolidating its position in the market, ahead of the anticipated acquisition by Omnicom Group.
Shashi Sinha, the longstanding CEO and a pivotal figure in the agency, has been elevated to Executive Chairman’s role. Simultaneously, Amardeep Singh, CEO of Interactive Avenues—the group’s digital powerhouse—takes charge as the new CEO of IPG Mediabrands India.
The two leaders will jointly helm the company for the next three years, a first-of-its-kind leadership structure in Indian advertising, signalling a future-focused, stability-driven strategy as the group prepares for its next phase of growth.
Sinha, credited with launching India’s first media agency Lodestar in 1990, has played a central role in shaping IPG Mediabrands’ operations since becoming its India CEO in 2012. On the other hand, Singh, who founded Interactive Avenues—which was later acquired by IPG Mediabrands—scaled the agency 13x over the last 13 years, reinforcing its dominance in digital marketing.
The joint leadership model reflects IPG’s strategic intent to sustain momentum and maximise synergies, especially at a time of accelerated digital transformation and consolidation in the advertising industry.
IPG Mediabrands India’s portfolio includes agencies such as Lodestar UM, Initiative, Interactive Avenues, Rapport, Ansible, and Magna Global. The network serves over 400 top brands, manages 1,500+ professionals across 21 offices in 7 cities, and contributes to nearly 20% of India’s advertising expenditure (AdEx), according to the agency’s LinkedIn page. An additional 1,500 experts work out of the group’s Global Capability Centre in Pune.
‘It’s not about splitting power but about amplifying strengths’
At the helm of IPG Mediabrands’ India leadership are Shashi Sinha and Amardeep Singh. Together, they will co-lead the organisation for the next three years— potentially a first-of-its-kind model in Indian advertising. This co-leadership model, rarely seen in the industry, appears to be a bold move in times of flux, considering the size of the Network. In an exclusive interview, the two stalwarts shared their opinion on the merger, their stance on sharing the reins and much more.
Singh acknowledges the weight of stepping into Sinha’s shoes but is equally confident about their collaborative roadmap. “Shashi is a legend in Indian advertising. I look forward to learning from him, leaning on him, and growing into the role in a steady, thoughtful way.”
And Sinha, ever the enabler, echoes that sentiment with calm assurance, “It’s a three-year plan. We’ve planned it this way to ensure business continuity, client confidence, and a smooth transition. There’s no ego here—just a shared commitment to the company and the people who’ve built it.”
The twin elevations are basically a joint partnership. “We will work together for the next three years,” Sinha shares. Though he quickly adds, “We’ve been working together since 2006”.
“Amardeep had started Interactive Avenues that year, and we began collaborating informally for clients like Intel and Microsoft,” recalls Sinha. This synergy soon led to the formation of Reprise, a global agency where IPG held a 15% stake and Interactive Avenues owned 49%, setting the stage for a deeper alignment. “We’re all old-timers in this company,” Sinha quips, highlighting the deep-rooted camaraderie and mutual trust that has evolved over time.
Singh, who co-founded Interactive Avenues with four other partners, shares, “Sequoia was an investor in our company for seven years—and we were the only digital agency they ever invested in.” Over time, three of the original five co-founders exited the business. When Sequoia was looking to exit, IPG Mediabrands stepped in as a natural partner. “That’s how we became part of the Group in 2013,” says Singh, describing the transition as a seamless evolution rather than a disruption.
The move not only solidified Interactive Avenues’ place within the IPG Mediabrands ecosystem but also reinforced the group’s leadership in digital-first solutions in India.
“Also, the way Shashi allowed us to function independently while supporting us whenever needed really helped us build the company. In terms of scale, we’ve grown nearly 13 times since 2013. That kind of growth wouldn’t have been possible without the collaboration and trust we share. We’ve always worked together with a strong sense of comfort and alignment,” Singh explains.
Balancing continuity with change
This joint leadership structure comes at a pivotal time. There is a need for business continuity especially due to the uncertainty in the markets and at the same time the IPG group is heading towards potential acquisition by Omnicom group globally. How would the leader duo tackle the two sets of challenges?
Shashi Sinha quips, “There’s an ongoing need to ensure continuity—clients, teams, and business partners expect that—but we must also prepare for what’s next. The Omnicom conversation is ongoing, and it’s important that the business stays grounded while we evolve.”
Singh brings a future-facing lens to the transition. “The market is transforming rapidly,” he said. “My role is to build on the legacy while doubling down on data, tech, and performance marketing. Together, Shashi and I bring two sides of the same coin—experience and transformation.”
Why co-leadership, and why now?
Joint leadership is rare in this industry, but as Sinha puts it, “This isn’t about splitting power—it’s about amplifying strengths. We have complementary skills, and this transition was designed to reflect that.”
Singh added: “Our clients expect agility, innovation, and clarity. This co-leadership gives us the bandwidth to handle both day-to-day execution and long-term transformation without trade-offs.”
While both leaders will steer strategy together, they’ve carved out specific operational lanes. “I’ll continue to mentor the leadership and ensure institutional memory is preserved,” said Sinha, when asked how responsibilities will be divided. “Amardeep will take the reins of execution, bringing his sharp digital and data instincts to the table.”
Singh explained: “Shashi will continue guiding our clients and people at a strategic level while I will focus on day-to-day operations and future growth. In high-stakes decisions, we’ll collaborate closely—that’s the strength of this model.”
Message to Clients: We’re Steady and Scalable
Clients are watching this transition closely, especially in an era marked by tighter ROI expectations and volatile media landscapes. What message do you want to convey to all those brands who you serve?
“This change doesn’t mean instability,” Singh assured. “If anything, it gives clients more strategic continuity and deeper integration across touchpoints.”
Sinha agreed. “We’re not doing this for optics. It’s a pragmatic model meant to anchor the business during a transformative time.”
“Mediabrands is doubling down on innovation. We’ve embedded AI across planning and performance layers,” Singh shared. “And our Global Capability Centre in Pune is already running sophisticated automation for global accounts.”
Personal transition, collective bet on future
For Sinha, who launched India’s first media agency Lodestar in 1990 and has led Mediabrands since 2012, the moment is reflective. “It’s emotional, of course. But I’ve always believed in building institutions. This is the natural next step.”
Singh, meanwhile, sees it as a generational responsibility. “We’re entering a new era—not just as a company, but as an industry. It’s a privilege to lead this change from the front.”
