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CMI Media Group and Compas has long held itself up as the industry’s preeminent data-driven media agency, In 2023, it made a concerted push to, as CEO of Compas Jim Woodland puts it, “bring the right technology to life.”

As any number of media and creative agencies can attest, that is easier said than done. CMI Media Group and Compas pulled it off by doing what few companies in the middle of a hot streak are willing to do: shake things up.

“We came into 2023 on the back of a decade-plus of significant growth. We realized that we wanted to allow the agency to digest all of that and ensure that we were on solid footing for the next step,” Woodland explains.

He points to the adoption of generative AI as a key driver of company-wide efficiencies. “It has freed our people to do much more strategic — and I would say more interesting — work,” Woodland continues.

CMI Media Group and Compas saw revenue surge by nearly 14% during 2023, to $267.6 million from $235.1 million the year prior. Head count grew in tandem, with the organization jumping from 966 full-timers at the start of the year to 1,029 at the end of it. Key hires included EVP, group client director Danielle Koffer, previously chief client officer at WPP sibling firm Mindshare.

As for the work itself, Woodland and Susan Dorfman, president and CEO of CMI Media Group, point to the launch of a Tagrisso ad for AstraZeneca during the American Society of Clinical Oncology’s annual meeting as a particularly successful engagement. Other client mainstays include Bristol Myers Squibb, AbbVie and Johnson & Johnson.

Dorfman attributes some of the growth to the agency’s investment in “omnipresence,” including the development of a SaaS version of CMI’s next-best-action decision-making technology.

“Not only are we bringing tools and data to market for use for our clients as a managed service, but we’ve also made the decision to empower our clients that want to run these things on their own through self-service solutions,” she explains.

As it continues to grow, CMI Media Group and Compas has looked abroad. “We’ve now placed employees outside the U.S. and are planning campaigns that will reach HCPs in over two dozen countries and on three continents,” Woodland says.

But the familiar challenge of talent acquisition persists. As the company pushes toward 1,200 people this year, Dorfman is intent on making sure it doesn’t just hire for the sake of hiring. “That will always be what keeps us up at night,” she says.

Another of the company’s unique features is also a bit of a double-edged sword: While many other organizations in the space have returned to in-person or hybrid work schedules, CMI Media Group has stayed true to its flexible work arrangement policy.

“It creates a challenge to ensure that there’s a steady level of connectedness and cohesiveness,” Woodland explains. “But it’s still benefiting our people, which is ultimately what’s most important, because that’s how we get the best work for our clients.” 

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Work we wish we did

CeraVe’s first Super Bowl campaign took an earned-first approach with its groundbreaking use of influencers, including Michael Cera“Ve” himself. We loved the freshness of creating social buzz that resulted in significant media coverage leading up to the Super Bowl. The ad is funny without being comical, and is one of the smartest uses of celebrity we have ever seen. It has what all marketers want: memorability, outcome-driven results, cultural and personal relevance — and increased sales. — Dorfman

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