Tag: Ajit Varghese

  • Madison logs into digital future with Vivek Das as chief digital officer

    Madison logs into digital future with Vivek Das as chief digital officer

    MUMBAI: When the digital world calls, Madison Media answers with a double click and its newest hire is set to hit refresh on the agency’s future. Madison Media, part of Madison World, has roped in Vivek Das as chief digital officer, a role in which he will report to Ajit Varghese, partner and group CEO, Madison Media and OOH. With more than 20 years of experience spanning entrepreneurship, integrated media, and digital transformation, Das is no stranger to reshaping how brands connect with audiences.

    Most recently, he was on the India leadership team at Essencemedia.com, where he helmed Google India and Southeast Asia WPP’s second-largest account globally. His résumé also features leadership stints at Mindshare and VML (formerly Wunderman), besides a CEO turn at Foxymoron. Beyond the boardroom, he mentors LGBTQIA+ professionals and startup founders, reflecting a commitment to inclusivity and new-age entrepreneurship.

    Welcoming him aboard, Varghese noted, “Vivek joins us at a pivotal time… At Madison, we are building an AI-first planning framework and embedding digital-first thinking into everything we do. His rich experience makes him the perfect leader to accelerate this journey.”

    Das added his own perspective: “I am thrilled to join Madison at a time of great opportunity and change… In the era of platforms, LLMs, and Artificial Intelligence, I look forward to strengthening Madison’s leadership in new media and enhancing the value we bring to clients and the industry.”

    For Madison, this appointment isn’t just about filling a role, it’s about future-proofing its position in a market where AI, creativity, and consumer-first strategies are rewriting the playbook

  • Revolving doors keep spinning in television as executives flee for calmer pastures

    Revolving doors keep spinning in television as executives flee for calmer pastures

    MUMBAI: The Indian media and entertainment business is experiencing something of a convulsion. At the heart of the storm sits television, a medium once considered impregnable, now rattled by both economic pressures and shifting consumption patterns. Senior and mid-level executives are walking out of plush offices at an unprecedented rate, turning resignation letters into the industry’s hottest commodity. The revolving doors at general entertainment channels, factual broadcasters and news networks have scarcely stopped spinning.

    Take the case of Rahul Kanwal, who after more than 16 years of high-profile editorial leadership quit India Today TV to join NDTV, in a move that shocked newsroom insiders. Or Ajit Varghese, the revenue chief at JioStar, who traded the corporate heft of a giant for partnership status at Madison, Sam Balsara’s three-and-a-half-decade-old agency. Meanwhile, Ashish Sehgal, a towering presence at Zee Entertainment for two decades and long seen as a confidant of Subhash Chandra and Punit Goenka bowed out just last week, a departure many in the industry still consider unimaginable.

    The Indian entertainment industry has been undergoing a leadership shake-up, particularly at Sony Pictures Networks India (SPNI). Veteran executive Neeraj Vyas exited after decades with the broadcaster to pursue entrepreneurial ambitions, signalling a personal pivot. Leena Lele Dutta, who oversaw the Kids and Animation business, is also stepping down, with Ambesh Tiwari set to replace her—a move that reflects SPNI’s portfolio restructuring. At the same time, the network bolstered its programming muscle by onboarding Nimisha Pandey as Programming Head at Sony SAB, underlining a renewed focus on fresh content creation.

    At Zee Media, a similar churn has unfolded. Manish Kalra and Archana Anand departed from Zee5 amid the platform’s ongoing strategy reset, while Mona Jain, Chief Revenue Officer, stepped down in August, citing industry-wide advertising pressures. Leadership realignment continued with Karan Abhishek Singh taking over as CEO, succeeding Abhay Ojha. These shifts highlight both the turbulence caused by stalled merger talks and the urgent need for sharper digital and ad revenue strategies.

    The news broadcasting sector has also witnessed high-profile exits. Avinash Pandey, CEO of ABP Network, resigned after more than two decades, stating personal reasons and the desire for a new professional chapter, with Sumanta Datta stepping in as his successor. MK Anand, CEO of Times Network, retired after leading the group through market headwinds, paving the way for Varun Kohli, who joined as COO to drive growth. Meanwhile, industry veteran Bobby Pawar shifted gears by joining News18 Studio as a creative consultant, reflecting the increasing importance of branded storytelling and creative content partnerships in newsrooms.

    The exits stretch beyond individual cases. Varun Kohli, who lasted barely a year as chief executive of Times Now, is gone. Aditya Raj Kaul, a stalwart of TV9, has crossed over to NDTV. At Warner Bros Discovery, Uttam Pal Singh, who spearheaded kids’ programming, resigned suddenly earlier this year, followed by Azmat Jagmat, another senior name. And in a particularly symbolic shift, Sanjog Gupta, head of sports at JioStar, has left to take up what one insider calls “a less bruising role” at the International Cricket Conference.

    What explains this exodus? A cocktail of pressures, say industry watchers. “Some of the folks are being let go on account of job redundancies,” observes one long-time media consultant. The wave of mergers and acquisitions JioStar’s consolidation, Zee’s attempted tie-ups, and the global reorganisations at Warner Bros Discovery has created overlapping functions. Where there are two people for one chair, one has to go.

    But redundancies only partly explain the malaise. The sharper truth, argue observers, lies in economics. Television revenues are under siege. Ad growth has slowed dramatically, with TAM Media data showing a 10 per cent decline in the first half of the year. Broadcasters, desperate to offset the slide, are demanding steeper targets from revenue heads and programming chiefs. “The expectations are unreasonable,” says another insider. “Advertisers are spoiled for choice, streaming platforms are eating into budgets, and yet top managements are chasing revenue hikes that are simply not possible. The stress is unbearable.”

    Increments, too, have dried up. Senior executives accustomed to annual rises and bonuses now find themselves fighting merely to hold ground. Worse still, broadcasters have been launching streaming services of their own almost all advertising-driven which has only spread resources thinner and pushed teams into even more brutal competition for a shrinking pool of ad dollars.

    Not all departures are sackings; some are voluntary retreats. As one industry observer puts it: “Executives are not just quitting jobs, they’re choosing health over hypertension. The rat race is too costly.” Indeed, several departures from Sanjog Gupta’s exit to ICC, to executives slipping into agencies or advisory roles bear the hallmark of a search for relative calm.

    Macro forces are compounding the gloom. With Russia’s war in Ukraine dragging on, Israel and Palestine locked in fresh conflict, and US president Donald Trump slapping stiff tariffs on Indian goods, global instability is feeding into local advertising budgets. Brands, particularly multinationals, are cautious, trimming campaigns and deferring big spends. “Belt-tightening will only intensify in the second half of the year,” warns a veteran media planner. “Blood baths are going to continue. Expect more resignations, more forced exits. The churn is far from over.”

    For now, television in India is still a business of scale: hundreds of millions watch every day, advertising still contributes the lion’s share of broadcaster revenues, and regional channels continue to proliferate. But for the men and women running the show, the glamour has dimmed. The executive suite, once the ultimate perch, has become a revolving door. And the more it spins, the less likely it seems to stop anytime soon.

     

  • Mahesh Shetty: the unassuming low profile deal maker at JioStar Entertainment

    Mahesh Shetty: the unassuming low profile deal maker at JioStar Entertainment

    MUMBAI: In a media industry obsessed with the limelight, Mahesh Shetty remains an anomaly. No splashy interviews, no endless conference panels, no constant social media updates. Instead, a man who lets numbers and results do the talking. Now, as he takes charge of revenue at JioStar Entertainment, succeeding Ajit Varghese who departs for Madison, Shetty is poised to script the next big chapter of his career.

    For industry insiders, this move feels less like a surprise and more like a natural progression. Over nearly three decades, Shetty has quietly built a résumé that stretches across the most competitive corners of Indian business: FMCG, radio, broadcast television, live events, and OTT streaming. Each stint has added another layer to his arsenal, sharpening a leadership style best described as calm, precise, and relentlessly focused on outcomes.

    When Shetty joined Viacom18 in April 2019, he was already regarded as a heavy hitter in sales and monetisation. Over the next five years, he transformed revenue operations, straddling linear television, Jiocinema, Viacom18 Live, and the Consumer Products and Licensing divisions. But it was the December 2024 merger with Disney Star that truly tested his mettle.

    Handed responsibility for a formidable empire of 90‑plus TV channels and JioHotstar, Shetty got to work without fanfare. While the spotlight stayed firmly on content deals and boardroom machinations, he was busy engineering the rise of the Large Client Sales (LCS) portfolio. Under his watch, LCS swelled until it accounted for over 80 per cent of JioStar’s entertainment revenues, an achievement industry peers describe as “quietly spectacular.”

    Unlike many of his contemporaries, Shetty has never been a fixture on the media circuit. A quick Youtube search throws up barely two interviews in decades of leadership. For him, visibility isn’t the goal revenue is. Colleagues often describe his style as understated but laser‑focused: the kind of leader who invests in people and processes rather than profiles.

    And yet, in boardrooms and client meetings, his presence is anything but muted. Those who have negotiated with him speak of a professional who can combine charm with steely precision, moving effortlessly from big‑picture strategy to the finest of details.

    At JioStar Entertainment, Shetty now steps into the role at a pivotal moment. He continues to oversee LCS while expanding his remit to drive topline performance across verticals. Reporting directly to him are trusted lieutenants Anuradha Mathu Agrawal, Srijith Jagdish, Shubhra Sethi, and Kingshuk Mitra. The wider reporting structure remains unchanged, a signal of stability even amidst transition.

    But the challenges ahead are anything but routine. India’s entertainment market is in flux, with digital consumption soaring, advertisers demanding sharper ROI, and post‑cookie targeting reshaping the playbook. JioStar itself is betting aggressively on original content, hybrid monetisation models, and cutting‑edge audience intelligence. For Shetty, this means crafting not just a revenue plan but a reinvention of value creation in India’s content economy.

    Part of what makes Shetty uniquely suited to the task is the breadth of his experience. Before Viacom18, he spent 12 years with Radio Mirchi, rising to the role of COO, where he built some of radio’s most successful monetisation strategies. Before that, he logged more than a decade at Pepsico India, beginning as an assistant marketing manager in 1995 after earning his B.Com and MBA in Marketing. There, he cut his teeth in senior sales and marketing roles heading marketing for Gujarat, and later serving as GM for National On‑Premise Sales.

    This mix of FMCG discipline, radio agility, broadcast heft, and OTT dynamism has forged a leader uniquely comfortable navigating JioStar’s complex entertainment revenue landscape. From regional advertisers looking to tap India’s heartland, to global partnerships eyeing scale and reach, Shetty has seen and sold it all.

    For JioStar, the stakes could not be higher. With platforms like JioHotstar pushing for scale and viewership habits fragmenting across screens, Shetty’s challenge will be to stay ahead of the curve: innovating in ad formats, deepening client relationships, and ensuring measurement keeps pace with expectations of accountability.

    If the past is any indication, he won’t be chasing headlines or soundbites while doing it. But in boardrooms and balance sheets, his impact will be impossible to ignore.

    For now, all eyes are on Mahesh Shetty not because he craves the spotlight, but because he knows exactly how to deliver when it matters most.

  • Vikram Sakhuja to take up executive director position at Madison Media based in New Delhi

    Vikram Sakhuja to take up executive director position at Madison Media based in New Delhi

    MUMBAI: With Ajit Varghese heading back to Madison Media, this time as partner and group CEO of Madison Media & OOH, questions were being asked about the role of long-serving group CEO Vikram Sakhuja. The suspense was laid to rest a short while ago when Madison promoter Sam Balsara confirmed that Sakhuja will continue as executive director, focusing on building organisational capability from New Delhi.

    Meanwhile Balsara is quite confident about Varghese’s appointment as the agency’s leader. “Ajit has all the credentials to steer an agency like Madison into the future,” he  said, citing Varghese’s stints at Madison, GroupM, a digital publisher, and most recently JioStar. Like Sakhuja, Varghese will hold a stake in the business.

    Calling it a “homecoming”, Varghese said he was returning with a renewed mission. “The world of media is transforming at lightning speed, and Madison is uniquely poised to lead with its client-first thinking, independent spirit, and deep talent,” he said.

    Madison Media, India’s largest homegrown communications agency, is ranked the world’s fourth-largest independent media agency by Recma. It manages media planning and buying for marquee clients including Marico, Asian Paints, Titan, TVS, Godrej Properties, Pidilite, Ceat, and the BJP. Through its 11 units, Madison World served some 500 advertisers last year.

  • Ajit Varghese heads back to Madison as partner and CEO

    Ajit Varghese heads back to Madison as partner and CEO

    MUMBAI: Ajit Varghese is set to return to the world of advertising, taking the reins at Sam Balsara’s Madison as partner and chief executive officer. The move marks a homecoming for Varghese, who cut his teeth at the agency before a globe-spanning career across media and tech.

    Varghese had only recently been chief revenue officer at Jiostar, the Reliance–Disney joint venture, a role he held for seven months. Before that he led ad sales for the Walt Disney Company in India (2023–24) and served as chief commercial officer at ShareChat and Moj (2020–22), where he drove a 7x revenue surge and helped turbocharge growth in Bharat-focused social media and short video.

    His longest stint was at WPP, where he rose from managing director of Maxus South Asia to global president of Wavemaker, overseeing 3,000 staff across 50 markets. Along the way, he delivered double-digit bottom-line growth, launched new digital and data-driven practices, and notched a string of industry awards.

    Varghese began his career at Madison in 1999, climbing to chief operating officer before leaving in 2006. Back then, he helped Coca-Cola triple its media budget in India and added marquee clients such as McDonald’s, Asian Paints, and Axis Bank.

    His return signals Madison’s intent to sharpen its edge in a market that is once again in flux.

  • Ajit Varghese exits JioStar less than a year into top revenue role

    Ajit Varghese exits JioStar less than a year into top revenue role

    MUMBAI: Ajit Varghese has quit as head of revenue, entertainment and international at JioStar, the Reliance–Disney joint venture created in November 2024. His departure, confirmed via an internal memo, comes under a year after he was brought in to drive monetisation across television, digital and overseas businesses.

    Mahesh Shetty, currently head of  revenue for the 90 plus channels and JioHotstar for large client universe which acounts for more than 80 per cent of the platform’s income will take charge of the entertainment revenue mandate. A Viacom18 alumnus, Shetty has more than 20 years’ experience in media sales, including a stint as head of network sales.

    Varghese, a veteran with over three decades in advertising and media, joined Disney Star in January 2023 to head network sales before moving to JioStar. He earlier led monetisation at ShareChat and Moj, and spent over a decade at WPP, where he rose to global president of Wavemaker.

    He was recently awarded with an Indian Telly Award for his performance as head of revenue. 
    Industry watchers are now keenly awaiting Varghese’s next move, given his track record of steering businesses through transformation across agencies, broadcasters and digital platforms.

  • JioStar reignites the Kyunki effect, locks in eight big-brand sponsors

    JioStar reignites the Kyunki effect, locks in eight big-brand sponsors

    MUMBAI: The much-anticipated return of Kyunki Saas Bhi Kabhi Bahu Thi has sent waves of excitement across living rooms and boardrooms. Ahead of its July 29 premiere, eight marquee brands have already signed on, betting big on the enduring cultural clout of the daily prime-time juggernaut.

    On Star Plus, Tide+, Kalyan Jewellers, and Maruti Suzuki India co-present the show, with Fortune Soyabean Oil, Colgate, and Smart Bazaar joining as co-powered sponsors. Over on JioHotstar, Kalyan Jewellers and Maruti Suzuki return as co-presenters, alongside Fortune Chakki Fresh Atta, UTI Mutual Fund, and Smart Bazaar, bringing the brand tally to a powerful eight across platforms.

    The advertiser playbook spans everything from TV integrations and graphic placements to JioHotstar’s arsenal of branded feature trays, pause ads, co-branded vignettes, and even interactive quizzes, ensuring visibility from screen to stream.

    “The return of Kyunki is a full-spectrum media moment. The show is a multi-generational IP which brings together a powerful blend of nostalgia, reach and cultural depth, which helps connect family members together, each finding their own story in the same narrative. Very few properties offer that kind of intergenerational resonance today, and Kyunki delivers on that with precision.We’re thrilled to see such strong interest from brands who recognise the long-term value this property offers across both TV and digital,” said JioStar head of revenue, entertainment & international, Ajit Varghese.

    Produced by Balaji Telefilms, the reboot marks 25 years since the show’s debut, bringing back Smriti Irani’s iconic Tulsi and Amar Upadhyay’s Mihir while introducing a new generation to the Virani universe. With a seven-day-a-week schedule and a dual-platform strategy marrying Star Plus’s reach with JioHotstar’s precision targeting, Kyunki is set to be 2025’s tentpole event for viewers and advertisers alike.

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  • JioStar rolls out the red carpet for brands with its CTV playbook

    JioStar rolls out the red carpet for brands with its CTV playbook

    MUMBAI: JioStar Entertainment is turning up the volume on India’s Connected TV (CTV) revolution with the launch of its first-ever CTV Playbook — a glossy, data-rich guide to decoding the premium, couch-loving consumer.

    At a time when the nation’s living rooms are morphing into digital-first, high-attention arenas, the playbook unpacks how brands can ride the CTV wave to deliver deeper stories, smarter targeting, and sharper results. Built in partnership with research giant Ipsos, the report combines national survey insights with platform analytics from June 2025 to offer a panoramic view of India’s CTV surge.

    At the heart of the playbook is the R.A.C.E. framework — Reach, Attention, Connection, and Effectiveness — a four-step mantra that helps brands move beyond vanity metrics into full-funnel firepower. Think targeted storytelling that doesn’t just get seen, but remembered and acted on.

    Watch time on JioHotstar’s CTV platform has exploded by 85 per cent, with 40 per cent of all streaming now happening on the big screen. Average daily CTV viewing stands at over 100 minutes — that’s 1.5x more than mobile. What’s more, co-viewing on JioHotstar clocks in at a staggering 3.1x, with 70 per cent of users watching with family and 66 per cent doing so together.

    And it’s not just quantity, but quality. The report reveals 90 per cent of CTV viewers come from affluent homes, 81 per cent are NCCS AB, and over 60 per cent live in India’s top 8 metros. In short, CTV is where the money is — and where the marketing should be.

    The content ecosystem packs a punch too: 22,000+ titles across 19 languages, 250+ originals, 7,000+ global hits from 10+ international studios. Impressively, 91 per cent of JioHotstar Specials’ CTV viewers are paid subscribers — that’s 50 per cent higher than the platform average.

    “Connected TV is no longer just a screen—it’s becoming the new center of gravity in India’s digital households. With co-viewing at 3.1X, 90 per cent of audiences being affluent, and an 85 per cent surge in watch time, the scale and quality of engagement on JioHotstar’s CTV platform is unmatched. This Playbook is a strategic response to this shift—built to help marketers harness the full-funnel potential of big-screen storytelling. From lean-in attention to measurable business outcomes, CTV offers an unmatched canvas for brands to move beyond impressions to impact. At JioStar, we’re excited to lead the charge in shaping this premium, intent-rich space into a high-performance marketing platform for the future”, said JioStar head of revenue, entertainment & international, Ajit Varghese.

    “The shift toward CTV within the digital ecosystem is a behavioural shift in how families consume, co-view, and even co-decide. Our research with JioHotstar supports what the data shows: CTV audiences are more premium, and more likely to recall and act on brand messaging delivered in a big-screen environment,” said Ipsos managing director – research, Jyoti Malladi.

    Regional storytelling is having its moment too. While Hindi and English dominate, regional languages especially Malayalam are breaking barriers, with over 80 per cent of Malayalam CTV viewers coming from outside the community.

    With the living room now centre stage for digital India, JioStar’s playbook gives advertisers the cues they need to own it, encouraging marketers to #ThinkCTVThinkJioHotstar.

    jiostar

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  • Agencies must connect, not just communicate, say industry leaders at Goafest 2025

    Agencies must connect, not just communicate, say industry leaders at Goafest 2025

    MUMBAI: Goafest 2025’s marquee session, ‘Ignite The Shift’, powered by Hindustan Times and Amar Ujala, staged a spirited conversation on marketing’s evolving ecosystem. The panel, titled “Merging Boundaries: From Placement to Partnership”, brought together five sharp minds—Google India director – marketing partners Satya Raghavan, Starcom India CEO Rathi Gangappa, JioStar head of revenue, entertainment & international Ajit Varghese, Tata Commercial Vehicles CMO Shubhranshu Singh, and moderator Omnicom Media Group India group CEO Kartik Sharma—for a high-voltage discussion on what defines partnership, performance, and brand-building in 2025.

    Opening the session with nostalgic candour, Sharma remarked, “Media was once a business of placement; now it’s a business of partnership”. He added that today’s agencies juggle multiple hats—from storytellers and influencers to data miners and tech integrators.

    Gangappa drove the point home: “It’s no longer innovate or die—it’s connect or die”. She called on agencies to shift from delivering solutions to forging seamless partnerships. “Partnerships today are about connecting the dots—storytelling, media, commerce, influence, even loyalty—and doing it all with intelligence and empathy”.

    Varghese reinforced that clients today demand more, “Agencies now invest in first-party data and tech stacks, stitching solutions across OTT, mobile, and CTV”. From integration to insight, agencies, he said, must become navigators across a complex media map. “Clients expect segmentation, measurement, and execution to be interlinked. When they demand precision, we bend backwards”.

    Raghavan added flair with an Avengers analogy. “The agency is literally the CMO’s superpower”, he joked. “In today’s marketing universe, consumers flit between universes—Youtube, search, Shorts, and shopping. Pinpointing them with the right message at the right moment is the challenge—and technology is the bridge”.

    Singh brought it back to brand belief, “Separating performance from brand-building is a disservice”. He warned against the trap of short-termism. “If everything is dictated by last-click logic, brands lose soul. Media must also create scale and salience”.

    The panel echoed a shared frustration with how measurement obsession has stifled creativity. Singh recalled, “We’ve become a business of attribution. But not everything valuable is measurable”. Raghavan nodded, saying that AI should empower creativity, not constrain it. “We’re now designing better razors, not just machines that shave you”.

    As the session closed, Sharma fired a rapid question: “What are you doing today that would’ve sounded crazy five years ago?”

    Raghavan shared that Google India had built an internal martech platform just for partner enablement. Varghese said he uses AI to ideate around obscure marketing days like “World Menstrual Hygiene Day”. Singh, meanwhile, said it’s time to rename the agency itself. “The term ‘media agency’ no longer fits. We’re something more”.

  • Star power gets smart as JioStarverse charts influencer ROI galaxy

    Star power gets smart as JioStarverse charts influencer ROI galaxy

    MUMBAI: Who said stardom can’t be strategic? JioStar is flipping the influencer playbook with the launch of JioStarverse, a savvy, data-fuelled marketing platform designed to help brands navigate the ever-expanding creator cosmos with precision and measurable returns.

    Gone are the days when follower counts and vanity metrics ruled the roost. In today’s ROI-obsessed marketing world, it’s all about reach and relevance and JioStarverse is stepping in as the ultimate GPS. Backed by AI smarts and powered by Qoruz, the platform promises to decode the complex creator economy with a heady mix of audience intelligence, real-time tracking and campaign performance analytics.

    “The influencer marketing landscape has moved far beyond just reach and impressions. Today, marketers are looking for authenticity, brand relevance and a clear link to business impact. Our aim with JioStarverse, is to deliver exactly that. The platform’s AI-led insights, precision targeting and campaign optimisation capabilities align perfectly with our goal of offering smarter, scalable, and accountable influencer solutions to brands. JioStar is home to iconic characters who are influencers both on and off screens, and this association gives us better visibility into our deep talent pool, allowing us to design more informed, impactful, and brand-relevant campaigns,” said JioStar head of revenue entertainment and international Ajit Varghese.”

    With a constellation of over 500 JioStar talents from digital darlings to screen sensations the platform enables brands and agencies to zero in on the right influencer fit, monitor content engagement live, and pull campaign insights that actually inform the next move. Whether the goal is to spark conversation or conversions, JioStarverse claims to turn influence into impact.

    For marketers chasing more than just likes and shares, this might be the launch that finally brings influencer marketing down to earth and makes it truly worth the investment.