And then I guess just a question around, kind of, AI which was maybe everyone’s question back in January or February. How much of an investment priority is that for you guys internally? Because protecting margins and margin expansion is something people obviously want and expect from IPG. But I’m sure you’re also keeping your eye on the long game here and not wanting to miss anything as it relates to investing in tech and talent on the particularly on the AI front? Thanks.
Philippe Krakowsky: On your first question, I think that across the industry over the last year or more, in fact, you’ve seen folks call out that the more “the traditional consumer advertising” portion of all of our businesses is under some stress as you put it. So within IAC, you’ve got our health care business, which we spoke about. You got FCB, which again, I think we did speak to how they’ve leaned into incorporating data and precision thinking, sort of, an audience-led approach and married it up to a very, very creative offering. And so for us, the rest of what is in that grouping is a McCann, which is on that same path. And then a group of kind of a portfolio of U.S. independent agencies where we do, again, I think, need to look a bit as sort of part of the answer that I shared with David around what does scale look like?
How are we clear about centers of excellence? How do we get complementary skill sets working together? And what’s a simpler way for clients to engage there and for us just to be kind of have a flying formation for that grouping? So I think IAC definitely needs — not unique to us, right? As you called it out, that’s a part of the business where I think everybody is thinking about what the right way to integrate that. When you take creativity and is part of an integrated offering, it’s definitely much more powerful. And then on the AI question, it is an investment priority. It has been for some time, as I said to you, because whether it’s inside of Mediabrands or at Acxiom, there’s quite a bit we’ve been doing there and ways in which AI is going to make it possible for us to get more done for clients or work smarter and take a lot of processes we have.
So from an efficiency point of view, it’s clearly going to be a boon. But we also think it’s going to open up opportunities to — there’s so much demand for content at this point, given how many channels there are and how complex the consumer journey is across this incredibly fragmented tech ecosystem that we still see opportunities to also have it be a revenue generator. So as I said, we’ve got a task force that has a handful of the top leaders from across the group. And that’s probably going to then become something that gets leadership at the center here, and we prioritize investment that way.
Ben Swinburne: Thanks a lot.
Philippe Krakowsky: Thank you.
Operator: And the next question is from Michael Nathanson with MoffettNathanson. You may go ahead.
Michael Nathanson: Thanks,. Hey, good morning, Philippe. How are you?
Philippe Krakowsky: All right.
Michael Nathanson: Okay. So this is a long-running Q&A we’ve been having. I guess when you get…
Philippe Krakowsky: I might know what the question is?
Michael Nathanson: Okay. Exactly. When you look at Media, Data & Engagement and backing away R/GA and Huge, just taking it out, we’re used to you guys growing top of the leaderboard. And this year is going to struggle, we know that. But I wonder if we look at some of your competitors, those who bought data assets and those that have not, look at what’s happening under your hood, what do you think about the strategic pivot that you made? What is slowing down maybe the growth ex those digital specialist assets? And is this something that you think strategically is on the wrong foot or is just execution? Because we see other companies just growing faster. And I know your comps are hard, but I wonder like what do you think about the decisions you made to get here is just basically a tough year that bounces back next year.
