The advertising industry thrives on innovation, creativity, and fresh perspectives. But in its pursuit of the next big idea, the industry risks sidelining one of its most valuable assets—experience. In a sector where the value of intellectual property is built through years of learning, problem-solving, and strategic thinking, overlooking seasoned professionals is not just an oversight; it's a major loss.
At its core, advertising is about investing in people. Agencies spend significant time, effort, and resources developing talent, yet many fail to retain that investment over the long term. It makes little sense to nurture professionals, only to lose them just as they reach the pinnacle of their expertise. Young professionals, with their enthusiasm and boldness, bring new energy to the industry. However, it takes years of experience to develop the foresight to hit the targets no one else can see—the kind of insight that truly sets great businesses apart.
The industry’s obsession with youth
Churn is a significant challenge in advertising, and with every wave of departures, the industry scrambles to replace talent, often with younger, less experienced hires. The result? A cycle where the knowledge and expertise built over decades are continuously lost, diluting the industry’s intellectual capital.
A 2024 survey conducted by Australia’s Experience Advocacy Taskforce (EAT) in partnership with Advertising Industry Careers (AIC) revealed that over half (51.54%) of industry exits occur between the ages of 45-54. Alarmingly, signs of age-related exits start as early as age 35. Additionally, the survey also found that nearly 70% of those who entered the industry as "Young Guns" between the ages of 18 and 24 have left prematurely.
A 2024 survey conducted by Australia’s Experience Advocacy Taskforce (EAT) in partnership with Advertising Industry Careers (AIC) revealed that over half (51.54%) of industry exits occur between the ages of 45-54. Alarmingly, signs of age-related exits start as early as age 35. Additionally, the survey also found that nearly 70% of those who entered the industry as "Young Guns" between the ages of 18 and 24 have left prematurely.
Advertising’s obsession with newness is not inherently wrong. However, when the balance tips too far, the industry loses the depth of knowledge and leadership that experienced professionals bring. Respondents of EAT’s survey overwhelmingly cited age discrimination (68.46%) and a youth-oriented culture (60.77%) as primary reasons for their premature departure. To maintain balance, agencies must rethink how they structure career progression. Custom-built career programs and streamlined processes that remove outdated, manual tasks will allow professionals at all levels to focus on high-value work, ensuring that experience and expertise remain at the heart of the industry.
The power of reinvention
A long career in advertising is not just about accumulating years—it’s about evolving. Depth of experience is built over time, but its value is fully realised when professionals are willing to reinvent themselves, embrace change, and take risks.
Personal reinvention often requires stepping back to move forward. A mid-career pivot can open new doors, providing the versatility needed to stay relevant in a constantly evolving industry. Success in advertising is not just about tenure; it’s about adaptability, learning from past experiences, and applying that knowledge to solve new challenges. However, many seasoned professionals are finding it increasingly difficult to secure new opportunities. One survey respondent aged 50-54 stated, “I applied for 200+ jobs but didn’t get one interview”. The challenge isn’t ability but a systemic age bias that prevents experienced professionals from re-entering the workforce.
Personal reinvention often requires stepping back to move forward. A mid-career pivot can open new doors, providing the versatility needed to stay relevant in a constantly evolving industry. Success in advertising is not just about tenure; it’s about adaptability, learning from past experiences, and applying that knowledge to solve new challenges. However, many seasoned professionals are finding it increasingly difficult to secure new opportunities. One survey respondent aged 50-54 stated, “I applied for 200+ jobs but didn’t get one interview”. The challenge isn’t ability but a systemic age bias that prevents experienced professionals from re-entering the workforce.
Driving transformation through experience
One of the most significant contributions experienced professionals can make is leading transformation within the industry. Over the past four years, IPG Mediabrands has undergone a major transformation, centred on Robotic Process Automation (RPA). This initiative has revolutionised the operation, removing many manual processes, freeing up time for more strategic work.
The impact of such transformation cannot be overstated. By leveraging experience to drive meaningful change, industry leaders can create a more efficient and fulfilling work environment, ultimately increasing the intellectual value of every employee.
The impact of such transformation cannot be overstated. By leveraging experience to drive meaningful change, industry leaders can create a more efficient and fulfilling work environment, ultimately increasing the intellectual value of every employee.
Editor’s note: Across the industry, seasoned professionals aren’t just being overlooked—they’re being erased. This isn’t just a talent drain; it’s a loss of leadership, experience, and perspective that agencies can’t afford. At Campaign, we’re calling it out. Through our coverage, we’re exposing age bias in agencies and demanding change. But just as importantly, we’re celebrating those who prove that talent, creativity, and impact don’t fade with age. That’s why our 50 Over 50 Awards matter. Experience isn’t a liability—it’s an asset. It’s time the industry stopped treating it otherwise. |
Balancing youth and experience
Looking ahead, the industry must embrace a new era of technology-driven transformation while ensuring that experience remains central to its evolution. The challenge lies in selecting the right innovations—those that enhance efficiency without devaluing the human expertise that makes advertising truly powerful. By creating efficiencies, time is created, and that time needs to be invested in the retention of experience, as that will deliver businesses and their clients improved IP delivery and value.
Of course, having more experienced talent working on your business raises the issue that clients must be willing to pay more for the products and services provided by agencies. I would argue that while experience may cost more on paper, it delivers better results. A notable statistic supporting this is that the Temkin Group found 86% of buyers are willing to pay more for a great customer experience. Additionally, companies that prioritise customer experience can expect significant financial returns. For instance, organisations earning $1 billion annually can anticipate an additional $700 million in revenue within three years of investing in customer experience.
This substantial increase highlights how experience-driven approaches can not only enhance client satisfaction but also contribute to a company's bottom line.
The future of advertising will not be defined solely by new ideas, nor will it be defined by technology being put in the hands of the inexperienced, but by the ability to merge fresh perspectives with experienced, seasoned insight. Agencies that recognise the value of experience, create pathways for career longevity, and invest in continuous learning will be the ones that thrive.
Addressing ageism in advertising is not just about fairness—it’s about preserving the industry’s intellectual capital. The industry must act decisively to eliminate age bias in hiring and implement structured career pathways for experienced professionals. In the wise words of Greg Graham, Founder of the Experience Advocacy Taskforce, “With a razor-sharp focus, we can ensure the industry's long-term health by stopping this 'silent exit' of talent. It’s vital to eliminate age bias in hiring; look for new ways to recruit and retain experienced talent by offering greater support for experienced employees; and most importantly, making the retention of experienced staff a measure of success.”
By putting experience back in the spotlight, the industry can create a more sustainable, balanced, and innovative future.
Geoff Clarke is the chief operating officer at IPG Mediabrands Australia
Source: Campaign Asia-Pacific
