Andrea NagelAs brands recalibrate as a result of leaner teams and mounting pressure from economic uncertainty, a renewed investment in creative leadership, storytelling, and data-driven marketing is taking center stage. At the same time, hiring has become a high-risk, high-reward game where speed and precision are everything. In this conversation, industry leader Lisa Marie Ringus, EVP of Global Client Strategy and Growth at 24 Seven, unpacks the forces redefining talent, creativity, and growth in a volatile market.
CEW: Here we are in 2026, and we’re observing a significant number of layoffs. And, among those who remain employed, many individuals are now taking on the responsibilities of multiple roles. What trends are you currently seeing in the market?
Lisa Marie Ringus: All of that and more. I’ve never seen the market face this many challenges and this level of uncertainty. Organizations are flexing and reacting to the climate in different ways. Some brands are in high-growth mode, some are downsizing, and others are rightsizing. Another major trend we’re seeing is the number of highly tenured women in the industry who suddenly find themselves out of work, which is a significant challenge.
That said, there are also some positive shifts. One of the biggest trends is a renewed emphasis on creativity. For probably the last 10 years, we haven’t seen many senior creative hires across the industry, but now brands are investing again in creative leadership — heads of creative, art direction, and content.
Brands want more control over storytelling and content creation, which is why many are bringing creative functions in-house instead of relying entirely on agencies. Creative roles today also require a new skill set, including AI integration, video, and fast-moving storytelling. Static creative isn’t enough anymore.
We’re also seeing demand for brand marketing leaders with strong institutional pedigree. Brands want people who understand storytelling, but who also bring experience from larger, structured organizations. Even smaller brands are looking for that expertise because those leaders bring discipline, process, and strategic thinking.
CEW: Because of the increase in storytelling and content creation, are you seeing more demand for creative marketing roles and creative art direction?
LMR: Yes, We’re seeing demand across creative art direction, content leadership, and heads of creativity. Brands are investing in leadership roles that can guide storytelling and manage content creation across channels.
CEW: A significant portion of this can be attributed to the discipline these leaders bring — prioritizing thoughtful analysis and informed decision-making rather than relying on trial-and-error approaches.
LMR: Exactly. That discipline and structure are incredibly valuable. In the past, fast-paced, DTC-focused, brands in high-growth mode, or start-up brands often said they didn’t necessarily need candidates from larger strategics. There was a concern about a lack of lean team operations experience, and hands-on day-to-day execution was often in question. But that mindset has shifted significantly. Now brands want that structure and operational rigor.
CEW: For the past several years, the hiring and interview process has become increasingly rigorous. What factors are driving this trend?
LMR: It really comes down to pressure. Brands are under enormous pressure to make the right hire because they often feel like they only have one shot.
The challenge is that lengthy hiring processes work against them. Teams become stretched, and opportunities can be lost because speed matters. While headlines talk about high unemployment, top talent in areas like digital, data and analytics, marketing, and creative are still in high demand.
We regularly see candidates evaluating multiple offers at once. While companies may feel they can take their time because the talent pool is larger, the most highly skilled, in-demand candidates are still very much in the driver’s seat.
CEW: How do 24 Seven’s recent acquisitions support brands navigate these challenges?
LMR: They allow us to support brands beyond hiring. We’ve acquired three agencies, Futureman, SketchDeck, and Markacy and have brought them under one roof as the collective, 24 Seven Agencies. Futureman focuses on strategic design and innovation, experiential campaigns, and large-scale content creation across channels. SketchDeck operates more like an in-house production engine, producing high-quality creative output quickly and at scale. And Markacy focuses on the analytics behind paid media performance, using AI-driven insights to optimize marketing strategies.
Together, these capabilities allow us to meet brands where they are — whether they need talent, creative execution, marketing performance expertise, or strategic digital support.
CEW: Are there particular companies that are benefiting most from these services?
LMR: In the beauty industry specifically, we’re seeing tremendous interest in Markacy’s capabilities. Brands are very focused on improving digital ad performance and understanding where they should invest their marketing dollars.
Performance marketing and analytics have become a top priority for many companies.
CEW: Are these primarily small or mid-sized brands?
LMR: It’s across the board. Any brand that is looking to directly link media spend to ROI for optimization and incremental customer acquisition is ripe for Markacy’s insight and expertise.
CEW: What are you seeing on the international hiring front?
LMR: We are helping more brands set up their first employee abroad, in addition to growing existing international teams. This includes brands expanding internationally across Europe, the Middle East, and Asia-Pacific. Many companies don’t yet have legal entities set up in those regions, so we help them navigate the hiring process, employment laws, and contracts.
International expansion is becoming increasingly common, driven both by cost considerations and global retail growth.
CEW: Let’s talk about 24 Seven’s connection with CEW. Where do you see opportunities for career growth and development for members?
LMR: I’ve spent more than 20 years in the industry and have been a CEW board member for over a decade. In times of uncertainty, organizations often evolve, and we’re seeing that evolution with CEW right now.
CEW plays an important role in supporting career development through industry insights, mentorship, and professional connections. I’ve always believed professionals need to take ownership of their own learning and development, and CEW is one of the best ways to do that.
Because of that belief, 24 Seven has made a commitment: whenever we place a candidate in a full-time role with one of our clients, we cover the cost of their first year of CEW membership.
We want new hires to begin their roles with immediate access to industry knowledge, mentorship, and networking. Removing that barrier allows them to feel connected and supported from day one.
CEW: Can you share one or two insights from 24 Seven’s latest job market report?
LMR: The fundamentals of what talent wants haven’t changed. The key pillars remain salary, benefits, organizational culture, and career growth opportunities. As we note in our 2026 Salary Guide, where the market is shifting is in the disconnect between expectations and experience. While most employees expect compensation to increase, satisfaction with pay remains notably lower, creating a gap that can drive retention risk. And while employers are perceived to hold more leverage, many are still struggling to move quickly enough to secure top talent. That tension — between rising expectations, cautious in-demand candidates, and slower hiring processes is shaping a more deliberate, but still highly competitive, job market.
