Tag: Merger

  • Jack in the Box Worldwide and Tidal7 merge to form J7

    Jack in the Box Worldwide and Tidal7 merge to form J7

    MUMBAI:  Independent agencies Jack in the Box Worldwide and Tidal7 have sealed a merger, creating a new entity called J7 that aspires to be a “future-ready” marketing powerhouse. The combined agency will pool strengths in creative storytelling, branding, data intelligence and technology-led marketing to deliver integrated solutions for clients in India and beyond.

    Jack in the Box Worldwide, founded by Roopak Saluja, has built its reputation on social media campaigns, design and consumer research. Tidal7, launched by Venkat Mallik, carved out its niche with data-driven branding, digital analytics and multi-channel creative services. Together, the two outfits aim to position J7 as a partner that can blend cultural insight with measurable business outcomes.

    “This is a major inflection point in Jack in the Box Worldwide’s trajectory,” said Saluja, who will continue as founder and chairman. “By joining forces with Tidal7, we are enhancing our culture of creativity with world-class data intelligence and strategic depth. J7 is not just a new name — it is a manifestation of our shared commitment to solving our clients’ most complex challenges.”

    Mallik, who becomes J7’s founder and chief executive, underlined the agency’s growth ambitions: “We have always believed that the most powerful marketing solutions emerge when brand thinking, creativity and data intelligence work hand-in-hand. With J7, that belief takes on a new dimension. The aim is not just to create campaigns but to build growth ecosystems for clients, empower teams with advanced tools and lead in an AI-driven future.”

    J7 will place particular emphasis on AI-led innovation, new media formats and tech-integrated tools. Plans are under way to expand service offerings, develop industry-specific solutions and pursue growth both within India and overseas.

    Team J7

    The leadership bench will include Farhatnaz Ansari as managing partner, Sivaram Subramaniam as executive creative director and Vikram Srivastava as director of data and strategy. Both agencies’ existing clients will continue to be served without disruption, now aligned under the J7 vision.

    By marrying Jack in the Box Worldwide’s creative flair with Tidal7’s analytical rigour, J7 is betting that the next era of advertising belongs to agencies that can move as fast as technology — and as imaginatively as culture.

  • SES seals Intelsat takeover, creating satellite giant with 120-bird fleet

    SES seals Intelsat takeover, creating satellite giant with 120-bird fleet

    LUXEMBOURG:  Satellite heavyweight SES has wrapped up its acquisition of Intelsat, creating a turbocharged space communications firm with a 120-strong satellite arsenal spanning geostationary (Geo), medium Earth orbit (Meo), and strategic access to low Earth orbit (Leo) assets. The announcement was made on 17 July 2025. 

    The deal instantly boosts SES’s clout in high-growth verticals, with around 60 per cent of revenues now flowing from aviation, maritime, government, and media clients. The expanded fleet includes roughly 90 Geo and nearly 30 Meo satellites, with the new entity operating across a rich spectrum of bands including C, Ku, Ka, military Ka, X, and UHF—enabling tailored, premium-grade connectivity solutions globally.

    “Today, we’re not just merging two companies — we’re creating a stronger company, built for the future. I want to extend a warm welcome to all new employees, customers, and partners,” said SES CEO Adel Al-Saleh. “In this new chapter, we are bringing together a powerful mix of talented people, network infrastructure, spectrum, innovation, and global relationships that will allow us to deliver next-generation connectivity and space-enabled services in smarter and quicker ways.”

    The financials are just as skyward. The merged outfit expects pro forma revenue of €3.7 billion growing at a low- to mid-single digit CAGR between 2024 and 2028. Adjusted EBITDA is pegged at €1.8 billion with mid-single digit growth including synergies, while adjusted free cash flow is set to top €1 billion by 2027–2028 (pre-IRIS2).

    A hefty €8 billion contract backlog provides strong revenue visibility, while cost synergies—valued at a net present value of €2.4 billion—are expected to deliver an annual run rate of €370 million, with 70 per cent realised within three years. Savings will come from merged fleets, streamlined ops, and smarter procurement.
    SES, which remains headquartered in Luxembourg and listed on both the Paris and Luxembourg bourses ), will maintain a key base in McLean, Virginia. The firm has set its sights firmly on emerging frontiers including IoT, direct-to-device comms, space situational awareness, quantum key distribution, and inter-satellite data relays. Annual capex (excluding IRIS2) is expected to average €600–650 million through 2028.

    SES has also signalled intent to raise its base dividend once it achieves sub-3x net leverage, expected within 12–18 months.

    Legal and financial advisors on the transaction read like a who’s who: SES leaned on Guggenheim Securities, Morgan Stanley, Deutsche Bank, and legal bigwigs from Gibson Dunn to Hogan Lovells. Intelsat was advised by PJT Partners, with legal counsel from Skadden, Wiley Rein, and Elvinger Hoss Prussen.

    The move solidifies SES’s place among the top tier of global satellite operators—now armed with more firepower, deeper pockets, and sharper intent to lead the new space race.

  • Balaji Telefilms merger proposal for  ALT Digital and Marinating Films with itself gets NCLT sanction

    Balaji Telefilms merger proposal for ALT Digital and Marinating Films with itself gets NCLT sanction

    MUMBAI:  Balaji Telefilms has received the green light from the National Company Law Tribunal (NCLT), Mumbai, for its Composite Scheme of Arrangement that merges its wholly owned subsidiaries — Alt Digital Media Entertainment and Marinating Films — into the parent company. The appointed date for the merger has been set as 1 April 2024.

    The scheme, sanctioned under sections 230–232 of the Companies Act, aims to simplify the group structure, slash redundancies, and boost operating efficiency across its content empire — from streaming platform ALTT to reality show production and IP development.

    According to the tribunal’s order, the merged entity will benefit from economies of scale, unified cash flow management, and enhanced resource optimisation — all under the Balaji banner, which is already listed on NSE and BSE. No shares will be issued, given the transferor companies are fully owned by the transferee.
    The consolidation brings together:

    * Alt Digital, home to subscription-based OTT content under the ALTT brand;
    * Marinating Films, known for unscripted and event IP;
    * and Balaji Telefilms, India’s leading producer of Hindi and regional TV content.

    The merger was approved by shareholders at an April 2025 meeting and has cleared all statutory hurdles, including SEBI, BSE, NSE and tax authorities. The company has also settled creditor objections and responded to pending GST disputes, with all liabilities transferring to Balaji Telefilms post-merger.

    In short, Balaji is scripting a cleaner, leaner, and meaner future — bringing its IP under one tent to better play the platform and profit game. The final step? Filing the certified order with the Registrar of Companies, which will trigger the scheme’s effective date.

    More drama, less duplication — just the way Ekta Kapoor likes it.

  • Omnicom–IPG merger gets greenlight from CCI, ad world braces for a mega shake-up

    Omnicom–IPG merger gets greenlight from CCI, ad world braces for a mega shake-up

    MUMBAI: India’s competition watchdog has given a decisive thumbs-up to one of the biggest shake-ups in adland: Omnicom Group Inc.’s acquisition of sole control over The Interpublic Group of Companies, Inc. (IPG).

    The Competition Commission of India (CCI) has formally approved the merger, clearing the way for New York-based Omnicom to swallow IPG whole. The deal sees EXT Subsidiary Inc.—Omnicom’s Delaware-registered arm created for the transaction— merging with Interpublic group, followed by its vanishing in a legal sleight of hand, with IPG emerging as a wholly owned subsidiary.

    The green light marks a major milestone in the creation of an advertising, media and communications (AMC) colossus that will now tower over rivals in over 100 countries—including India.

    Both Omnicom and IPG have long had a robust presence in India, vying for dominance in marketing communications and media buying. With the merger officially sanctioned, expect ripples—if not tsunamis—across client portfolios, agency turf wars, and talent poaching strategies.

    Omnicom brings to the table a vast arsenal of brand advertising, CRM, media planning, PR and specialty comms across more than 70 nations. IPG counters with an 80-brand empire powered by 57,400 employees delivering everything from creative and data to experiential marketing.

    The merger has got the go-ahead in 10 of the 20 global markets it has a presence in, according to reports. And it will have a smaller market share in India than WPP Media. 
     

    The CCI website only has a partial copy of the merger  application uploaded while its clearance document has yet to be put up. 

    As the global titans fuse, the industry braces for impact—and reinvention.

  • Charter & Cox to merge to create largest cable TV & broadband provider in the US

    Charter & Cox to merge to create largest cable TV & broadband provider in the US

    MUMBAI: In a mega-merger straight out of a business blockbuster, Charter Communications and Cox Communications have inked a definitive agreement to combine their businesses, creating an industry giant in mobile, broadband, and video entertainment. As part of the agreement,  Charter Communications will buy the privately held rival Cox for $21.9 billion.

    The deal values Cox Communications at a cool $34.5 billion, calculated using Charter’s 2025 estimated adjusted EBITDA multiple.

    Under this arrangement, Charter will snap up Cox’s commercial fibre, managed IT, and cloud businesses, while Cox’s residential cable will be folded into Charter Holdings, a subsidiary of Charter. The merger, which still needs regulatory and shareholder approval, will see Cox Enterprises pocket $4 billion in cash, $6 billion in convertible preferred units, and 33.6 million common units in Charter’s partnership.

    The merger will  create the largest US cable TV and broadband provider with around 38 million subscribers, surpassing market leader Comcast. Industry observers may recollect that Charter had last year agreed to acquire cable TV billionaire John Malone’s Liberty Broadband, which will now have an indirect interest in Cox, following the merger’s clearance.

    The Cox family, which has been in the cable business since 1962, is handing over the reins to Charter but keeping a significant seat at the table. Cox Enterprises, will own approximately 23 per cent of the combined entity and its CEO Alex Taylor will become chairman of Charter’s board, while Chris Winfrey  will continue as president & CEO of the combined company.

    “We’re honored that the Cox family has entrusted us with its impressive legacy and are excited by the opportunity to benefit from the terrific operating history and community leadership of Cox,” said Winfrey. “Cox and Charter have been innovators in connectivity and entertainment services – with decades of work and hundreds of billions of dollars invested to build, upgrade, and expand our complementary regional networks to provide high-quality internet, video, voice and mobile services. This combination will augment our ability to innovate and provide high-quality, competitively priced products, delivered with outstanding customer service, to millions of homes and businesses. We will continue to deliver high-value products that save American families money, and we’ll onshore jobs from overseas to create new, good-paying careers for US employees that come with great benefits, career training and advancement, and retirement and ownership opportunities.” 

    “Our family has always believed that investing for the long-term and staying committed to the best interests of our customers, employees and communities is the best recipe for success,” said Taylor. “In Charter, we’ve found the right partner at the right time and in the right position to take this commitment to a higher level than ever before, delivering an incredible outcome for our customers, employees, suppliers and the local communities we serve.”

    In a patriotic move, the combined company is pledging to bring customer service jobs back to the US, with all employees earning a starting wage of at least $20 per hour, alongside industry-leading benefits. Cox customers will also be treated to Charter’s famed 100 per cent US-based customer support, fast technician dispatches, and transparent pricing—no more surprise fees.

    The consumer-facing brand across Cox’s territories will become Spectrum, while the combined company will eventually rebrand as Cox Communications, maintaining its headquarters in Stamford, Connecticut, and a significant presence in Atlanta, Georgia.

    Spectrum customers can expect access to advanced wifi, Spectrum Mobile with mobile speed boost, and the Spectrum TV app, all under a simplified pricing model. For business customers, Charter’s robust portfolio of business telecom services, including Segra and RapidScale, will become part of the combined offering.
    The merger isn’t just about size—it’s about smarts. With more network muscle, the new entity will ramp up investments in mobile, video, and AI tools while taking the fight to big tech in advertising and content distribution.

    The deal is expected to generate $500 million in annual cost savings within three years, thanks to streamlined operations and better buying power. But it’s not just about the bottom line—Charter will establish a $50 million foundation to support community leadership in Cox’s territories and launch an employee relief fund to help staff in times of crisis.

    The combined company will carry Cox’s $12 billion in debt but expects higher cash flow and better investment returns over time, with a new leverage target of 3.5x to 4.0x. Industry observers may recollect that Charter had last year agreed to acquire cable TV billionaire John Malone’s Liberty Broadband, which will now have an indirect interest in Cox, following the merger. 

    It’s a blockbuster telecom tale where two rivals become allies, customers win, and big tech finally faces a serious challenger.

  • Tata Play & Airtel Digital TV to Merge in Share Swap Deal – Economic Times report

    Tata Play & Airtel Digital TV to Merge in Share Swap Deal – Economic Times report

    MUMBAI — A major consolidation is underway in India’s television distribution landscape as Tata Play and Airtel Digital TV prepare to merge through a share swap, according to a report by The Economic Times.

    The deal will see Airtel holding over 50 per cent of the combined entity, effectively consolidating India’s direct-to-home (DTH) sector as viewers increasingly shift towards digital streaming platforms.

    Tata Play, formerly known as Tata Sky, is India’s largest DTH provider and was previously a joint venture with Rupert Murdoch’s News Corp, which was later acquired by Disney in 2019. Through this merger, Airtel will gain access to Tata Play’s 19 million subscribers, bolstering its strategy to bundle telecom, broadband, and DTH services.

    The merger follows the 2016 consolidation of Dish TV and Videocon d2h, and comes amid Reliance Industries and Disney combining Star India and Viacom18 to form JioStar, now India’s largest media company with Rs 26,000 crore revenue in FY24.

    First reported by The Economic Times on 8 October 2024, the agreement is expected to be formalised soon. Airtel is likely to control 52-55 per cent of the new entity, while Tata Play’s shareholders, including Disney, will retain 45-48 per cent. Tata Sons is reportedly seeking two board seats, while Airtel’s management is expected to lead operations.

    “This will be a non-binding agreement,” an executive familiar with the deal told the newspaper. “Both parties have been engaged for months and are expected to resolve outstanding issues quickly.”

    Both companies are valued at between Rs 6,000-7,000 crore each. Airtel Digital TV operates under Bharti Telemedia Ltd, a wholly owned subsidiary of Bharti Airtel. Tata Sons owns 70 per cent of Tata Play after acquiring Temasek Holding’s 10 per cent stake in April 2024 for Rs 835 crore, valuing Tata Play at $1 billion, down from its pre-pandemic $3 billion.

    Disney is expected to maintain its stake in the merged entity. As of September 2024, the two DTH providers had a combined 35 million subscribers, generating over Rs 7,000 crore in revenue in FY24. Tata Play also serves 500,000 broadband customers.

  • JioStar launches JioHotstar platform, merging JioCinema and Disney+ Hotstar

    JioStar launches JioHotstar platform, merging JioCinema and Disney+ Hotstar

    MUMBAI: It’s a giga merger. Two of India’s leading brands fusing into one.

    Can the branding, the logo, and brand ident  that emerge be any less?

    The brands in question are; Jio and Disney+Hotstar, both very well-known of their own accord. One a leader in providing mobile telephony services which runs a streaming platform called JioCinema; the other a leader in streaming, the best in its class. Both have tremendous recall value and have customers running into hundreds of millions.What you get when you open up to JioHotstar

    A tough ask for any one to find a solution that would do justice when they unite – where the sum of the united two will be greater than the sum of both as individuals .

    One simple possibility was calling it JioHotstar.  Quite simple right?

    And that’s what JioStar, the joint venture formed by the merger of Viacom18 and Star India,  decided upon. The  birth of JioHotstar  will see the demise of both JioCinema and Disney+ Hotstar.

    It will have a reach of 500 million users and will offer 300,000 hours of content including films and shows from major Hollywood studios including Disney, NBCUniversal Peacock, Warner Bros. Discovery HBO, and Paramount, alongside Indian entertainment across 10 languages.

    “At the core of JioHotstar is a powerful vision—to make premium entertainment truly accessible to all Indians,” said  Jiostar chief executive digital Kiran Mani. The platform will offer free content to all viewers, with premium subscription plans starting at Rs 149.
    The Three Merry Men

    Jiostar chief executive entertainment Kevin Vaz emphasised the platform’s commitment to digital-first content, while sports chief executive Sanjog Gupta highlighted its enhanced sports viewing features, including ultra-HD 4K streaming and AI-powered insights. JioHotstar will also have a new segment called Sparks which India’s digital content creators can call their home.

    There was some debate in media circles on what the back end of the new service will be. Would it be the JioCinema one or would it be Disney+ Hotstar’s? At the time of writing, folks within JioStar had confirmed to indiantelevision.com that it was indeed Hotstar’s tech stack that was being used to power the JioHotstar app as it proved to be more superior on several fronts. The main ones being: ability to handle high concurrency of users, serve high end, high quality 4K videos,  even at low bandwidths, the tech innovations in terms of vertical video and interactivity that it supported. AI-powered insights, real-time stats overlays, multi-angle viewing and range of ‘culture’ and ‘special interest’ feeds — ensuring fans enjoy deeper, more immersive access to the sports they love.

    The logo itself is a standout and can have several interpretations. Here’s two: a star doing a Swan Lake like dance;  a heavenly body arms open wide ready to embrace one and all. Clearly, for those who have been so used to seeing the Disney Star and existing JioCinema logos, it  will take some getting used to. The font for the brandname is sans serif, which fits well with the star burst.

    JioHotstar’s new brand identity  created and developed by venture3 embodies its vision for boundless entertainment. The Big Bang’ symbolises the dawn of a new era, while the Ripples radiate outward, representing energy, transformation, and innovation. The background colours are tetradic (psychedelic) with bright pinks, mauves , indigos and blues being thrown in for good measure and are eyecatching and hypnotic. Step one of the battle to attract viewers won! And the tagline carries with it a lot of promise: Infinite possibilities begin here!  SparksExisting JioCinema and Disney+ Hotstar subscribers will be able to transition seamlessly to the new platform.

    The service will stream major sporting events including ICC tournaments, IPL, WPL, Premier League and Wimbledon, alongside entertainment content in multiple Indian languages.

  • Deepti Sampat  has transitioned to  Air India following Vistara merger

    Deepti Sampat has transitioned to Air India following Vistara merger

    MUMBAI:  Deepti Sampat has officially transitioned to the role of vice president marketing  at Air India, following  the merger of Vistara and Air India. Her shift to Air India took place in November, but because this was not reported earlier, we are posting it now.

    Having spent over five years at Vistara as VP-marketing, , Sampat reflects on her journey, expressing gratitude to her colleagues and the customers who supported the airline, helping build it into a strong brand within Indian aviation. She earlier  has had stints with Oberoi group, tripadvisor, Expedia, Talent Edge, and finally Vistara. In various roles.  

    Sampat’s rich educational background includes an MBA in marketing from the Indian Institute of Planning and Management, and a certificate in business strategy from the University of Virginia Darden School of Business. Her career trajectory spans multiple senior marketing roles, showcasing her expertise in driving brand strategy and customer experience in highly competitive markets.

    Her tenure at Vistara was marked by numerous accolades.As she embarks on this new chapter at Air India, Sampat aims to leverage her extensive experience to enhance marketing initiatives and further elevate the airline’s service standards in the Indian aviation sector.

    This new appointment emphasises Air India’s commitment to strengthening its brand identity while integrating the values and services of Vistara into its operations.

  • Disney to take 70 per cent stake in Fubo via Hulu + Live TV merger

    Disney to take 70 per cent stake in Fubo via Hulu + Live TV merger

    MUMBAI: In the enchanted realm of acquisitions, The Walt Disney Company has long been the master storyteller, weaving tales of strategic mergers and blockbuster stakes. With 20 acquisitions averaging $8.71 billion each, Disney has shaped industries and redefined entertainment. Its canvas stretches across four countries, with key brushstrokes in India and the United States. But as the curtain rises on 2025, the entertainment giant pens its boldest chapter yet.

    Disney is acquiring a 70 per cent majority stake in Fubo, the sports-centric streaming platform, and merging it with Hulu + Live TV. This landmark merger will create a new public entity under the Fubo name, poised to challenge the virtual MVPD throne. The deal not only fortifies Disney’s streaming empire but also redraws the map for how audiences consume live sports and entertainment.

    Stay tuned—Disney’s magical kingdom of streaming just got a lot more competitive

    From L to R: Disney executive vice president and head of corporate development Justin Warbrooke; Fubo co-founder & CEO David Gandler

    The combined platform will bring together 6.2 million subscribers across North America, offering a robust catalogue of live sports, entertainment, and broadcast content. The current Fubo leadership team, led by co-founder and CEO David Gandler, will manage the merged operations.

    Speaking on the merger, Gandler said, “We are thrilled to collaborate with Disney to create a consumer-first streaming company that combines the strengths of the Fubo and Hulu + Live TV brands. This combination enables us to deliver on our promise to provide consumers with greater choice and flexibility. Additionally, this agreement allows us to scale effectively, strengthens Fubo’s balance sheet, and positions us for positive cash flow.”

    Disney executive vice president and head of corporate development Justin Warbrooke added, “This combination will allow both Hulu + Live TV and Fubo to enhance and expand their virtual MVPD offerings, providing consumers with even more choice and flexibility. We have confidence in the Fubo management team and their ability to grow the business, delivering high-quality offerings that serve subscribers with the content they want and offering great value.”

    The deal also resolves the litigation between Fubo and Disney, Fox, and Warner Bros Discovery (WBD). As part of the settlement, the three media firms will pay $220 million to Fubo. Disney will also extend a $145 million term loan to Fubo in 2026.

    The agreement includes a new carriage deal allowing Fubo to create a “sports and broadcast” service featuring Disney-owned properties such as ABC, ESPN, ESPN2, ESPNU, SECN, ACCN, and ESPN+.

    Upon regulatory and shareholder approvals, the merged entity will be governed by a board of directors, with Disney appointing the majority. Gandler will retain his role as CEO and serve on the board.

    The companies aim to leverage synergies through flexible programming, innovative offerings, and enhanced marketing strategies, setting a new benchmark in the streaming industry.

    With this merger, Disney and Fubo seek to deliver  value to subscribers by combining Hulu + Live TV’s expansive content portfolio with Fubo’s sports-centric programming. This merger also strengthens Fubo’s balance sheet and positions the platform for sustainable cash flow and operational growth.

    The first ball in this high-stakes streaming game is expected to roll once all approvals are finalised, opening a new chapter in virtual MVPD offerings.

  • Omnicom group to acquire Interpublic group; definitive agreement signed

    Omnicom group to acquire Interpublic group; definitive agreement signed

    MUMBAI: The merger did happen. Just as Wall Street Journal had predicted. 

    Omnicom  and The Interpublic group today announced their boards have unanimously approved a definitive agreement pursuant to which Omnicom will acquire Interpublic in a stock-for-stock transaction. The combined company will bring together the industry’s deepest bench of marketing talent, and the broadest and most innovative services and products, driven by the most advanced sales and marketing platform. Together, the companies will expand their capacity to create comprehensive full-funnel solutions that deliver better outcomes for the world’s most sophisticated clients.

    Under the terms of the agreement, Interpublic shareholders will receive 0.344 Omnicom shares for each share of Interpublic common stock they own. Following the close of the transaction, Omnicom shareholders will own 60.6 per cent of the combined company and Interpublic shareholders will own 39.4 per cent, on a fully diluted basis. The transaction is expected to generate annual cost synergies of $750 million.

    The new Omnicom will have over 100,000 expert practitioners. The company will deliver end-to-end services across media, precision marketing, CRM, data, digital commerce, advertising, healthcare, public relations and branding.

    “This strategic acquisition creates significant value for both sets of shareholders by combining world-class, highly complementary data and technology platforms enabling new offerings to better serve our clients and drive growth,” said Omnicom chairman & CEO John Wren. “Through this combination, we are poised to accelerate innovation and harness the significant opportunities created by new technologies in this era of exponential change. Now is the perfect time to bring together our technologies, capabilities, talent and geographic footprints to bring clients superior, data-driven outcomes. We are excited to welcome Philippe and the entire Interpublic team to the Omnicom family.”

    “This combination represents a tremendous strategic opportunity for our stakeholders, amplifying our investments in platform capabilities and talent as part of a more expansive network,” said Interpublic CEO Philippe Krakowsky. “Our two companies have highly complementary offerings, geographic presence and cultures. We also share a foundational belief in the power of ideas, enabled by technology and data. By joining Omnicom, we are creating a uniquely comprehensive portfolio of services that will make us the most powerful marketing and sales partner in a world that’s changing at speed. We look forward to working with John and the entire Omnicom team.”

    Transaction Highlights
    * Highly complementary assets create an unmatched portfolio of services 
    and products that expands client opportunities for each company on day one
    * Omnicom and Interpublic share highly complementary cultures and core values including a foundational belief in the power of ideas enabled by technology and data
    * Creates an industry leading identity solution with the most comprehensive understanding of consumer behaviors and transactions, enabling us to deliver superior outcomes for our clients at scale and speed
    * Advances our ability to continually innovate and develop new products and services, providing higher ROI on marketing spend
    * Significant free cash flow provides greater capacity for internal investments and acquisitions.

    Leadership & Governance

    John Wren will remain chairman & CEO of Omnicom. Phil Angelastro will remain EVP & CFO of Omnicom. Philippe Krakowsky and Daryl Simm will serve as co-Presidents and COOs of Omnicom. Krakowsky will also be co-Chair of the integration committee post-merger. Three current members of the Interpublic board of directors, including Philippe Krakowsky, will be welcomed to the Omnicom board of directors.

    Transaction Details and Financial Profile

    The transaction is expected to generate $750 million in annual cost synergies and be accretive to adjusted earnings per share for both Omnicom and Interpublic shareholders. Omnicom will have an attractive pro forma financial profile:
    * Combined 2023 revenue of $25.6 billion, Adjusted EBITA of $3.9 billion and free cash flow of $3.3 billion
    * Combined 2023 revenue of 57 per cent US and 43 per cent nternational
    * Strong balance sheet, commitment to investment grade rating with combined debt to EBITDA ratio of 2.1x before the benefit of synergies
    * Omnicom will continue its practice for use of free cash flow: dividends, acquisitions and share repurchases
    * Both Omnicom and Interpublic will maintain their current quarterly dividend through the closing of the transaction

    The stock-for-stock transaction is expected to be tax-free to both Omnicom and Interpublic shareholders and is expected to close in the second half of 2025, subject to Omnicom and Interpublic shareholder approvals, required regulatory approvals, and other customary conditions.

    The combined company will retain the Omnicom name and trade under the OMC ticker symbol on the New York stock exchange.