April, 2026.- In the dynamic 2026 advertising ecosystem, agility and real integration have become the highest-valued currencies. Matthias Brüll, CEO of Mediaplus Group, has taken a decisive step by appointing Thomas Le Thierry as Global Chief Growth Officer, a strategic move designed to orchestrate international expansion from an independent network structure. For Brüll, the goal is clear: to shift from a model primarily led by the German market to one where more than 50% of the business is generated outside its borders by 2030. This transformation seeks not only scale but operational consistency that allows clients to navigate the complexity of multiple markets without the bureaucracy of traditional holding groups. In an AI-driven world, Mediaplus’s proposition is built on the “House of Communication,” where data, media, and creativity converge into a single narrative for the consumer.
In this exclusive interview with Roastbrief, Thomas Le Thierry breaks down how his vast experience at networks like Dentsu and Havas, combined with his entrepreneurial spirit, prepares him to lead this “golden age” of independent solutions. Le Thierry argues that integration today is more valuable than ever; from the user’s perspective, a lack of coherence across touchpoints is a breach in their purchasing decision. For Thomas, winning multi-market pitches is not about volume, but about identifying “what’s next,” much like the moment he predicted the Olympics would become social. Discover how Mediaplus is using its independence as a competitive advantage of speed and boldness to build global brands that resonate locally, proving that when alignment is clear and virtuous, the sky is the limit.
For Matthias Brüll:
- You’ve created a new Global Chief Growth Officer role to accelerate international growth. What gap in Mediaplus’s capabilities did this role exist to fill, and why was now the right time to make this investment?
The decision to introduce this role is closely linked to how Mediaplus Group is evolving. Growth today is increasingly driven by multi-market opportunities, where clients expect seamless collaboration across regions and disciplines.
Historically, our strength has been rooted in strong local markets, with Germany as a key driver. What we needed was a dedicated global layer to orchestrate complex, cross-market pitches and to scale international business systematically.
This new role is designed to bring focus, consistency and speed to our global new business opportunities. The timing is right because the opportunity is now clearly shifting towards international assignments, and we are in a position to capture that at scale.
- The appointment reflects a shift from a “primarily Germany-led model toward a more globally coordinated approach.” What does this shift mean for how Mediaplus operates day-to-day?
To start with, it doesn’t mean moving away from strong local leadership — that remains a core strength of Mediaplus. What changes is how we connect these markets.
In practice, it’s about a more coordinated approach to international clients and multi-market pitches, with clear ownership and alignment across teams. We are leveraging a matrix structure that brings together the strongest capabilities from different markets while maintaining local accountability and steering activities centrally.
Day-to-day, this results in faster decision-making, more consistent delivery and a strong focus on opportunities that span multiple regions.
- What specific qualities, experiences, and relationships does Thomas bring that make him the right person to lead this next phase of international expansion?
First, he brings deep international experience, having led global and regional businesses across different markets and client categories. Second, he has a strong track record in new business, including managing complex, multi-market pitches at scale. And third, he understands both network dynamics and client expectations in depth.
Beyond that, he brings a very entrepreneurial mindset, which fits well with our culture as an independent, partner-led agency group.
- How does Mediaplus’s independence become a competitive advantage in multi-market pitches against global holding company networks?
Independence gives us a structural advantage in how we operate. We are not constrained by complex hierarchies, which allows us to move faster and tailor solutions more precisely to client needs.
It also means we can make decisions quickly and with a long-term perspective, without having to align across multiple layers or external stakeholders. That speed is particularly important in multi-market pitches.
- Looking ahead 2-3 years, what does Mediaplus look like with this new global growth engine in place? What’s the ambition for the network’s international footprint and reputation?
In the next 2–3 years, we aim to significantly strengthen our position as a truly international network, with a clear focus on global assignments and a stronger footprint across key markets. Recent steps like our joint venture in Singapore are a good example of how we are systematically expanding our presence where it matters.
With the new growth setup in place, we expect to increase both the scale and the quality of our international business, while continuing to build on the strength of our local markets.
This shift is already visible: while around 85% of our business was driven by German accounts in 2019, that share has decreased to 65% today. Our ambition is to have more than 50% of our business generated outside Germany by 2030. If we execute this well, Mediaplus will be well positioned as a globally competitive independent network — particularly for complex, cross-market challenges. And that’s something I would be very excited to see.
For Thomas Le Thierry:
- You described being drawn to Mediaplus for “the spirit, the model and the timing.” Can you elaborate on each? What specifically about the culture, the integrated operating model, and the market moment made this the right move? (Suggestion based on your quote)
In terms of spirit, it feels like joining not just a business, but a family with a clear strategic vision and the determination to bring that vision to life over the long term. Matthias (CEO of Mediaplus) and Florian (CEO of Serviceplan Group) have been incredibly inspiring from our very first conversations in that regard.
In terms of model, Mediaplus — and Serviceplan Group as a whole — has been integrated by design from the start. Bringing together insight and creativity, media and data at scale under one House of Communication is fundamental to how the group operates.
And in terms of timing, we are entering what I would describe as a golden age for independent communication solutions. Data and technology have disrupted the industry like never before. At the same time, many large holding groups are still constrained by complex legacy models. Clients today are looking for more agile and effective solutions – ones that deliver real business results, without the overhead and complexity of traditional structures.
- Your career spans leadership at Dentsu Media (CEO EMEA), Global President at Vizeum, and founding your own consultancy. How does that mix of network scale and entrepreneurial independence prepare you for this role at Mediaplus?
Media is an endlessly fast-changing and fast-moving industry. The entrepreneurial spirit, energy, and relentless appetite are key to succeeding. It’s essential, actually. This is especially true in the growth space. Growth is not just about new clients; it is also, and equally importantly, about building long-term relationships with existing ones, upselling and cross-selling agency services that are suited to our clients’ challenges and opportunities.
Looking at the business with fresh eyes every day is key. Thinking out of the box, and putting a business model behind every idea so it becomes true innovation, is what clients expect from us. Entrepreneurs have this at their core. Media is also more global and scaled than it has ever been before. We need to build our ambition at that level.
What I have contributed to at Dentsu, and more recently at Havas, has always been wide-remit and large-scope projects. Both the scale and the entrepreneurial mindset will be central to the way we approach growth going forward at Mediaplus.
- You noted that Mediaplus’s integrated way of working is something that becomes even more relevant as AI reshapes how we work. How does integration become more valuable in an AI-driven world, not less?
Integration is a good question. When you look at it from the client or the agency point of view, this is something we try to create and build our solutions around, and we see it as an edge. Let’s think about it slightly differently — from the consumer point of view.
For Mrs Smith, who is going to acquire a new car, the very fact that, from the brand she loves and is about to trust, CRM, PR, media, sponsorship, CTV, and social are not one single, unique, fully integrated narrative is a real breach in her decision journey. She cannot understand that the configuration she has made online for a given model (let’s say choosing blue as a colour for her interior) is not integrated into the next piece of advertising she is going to be exposed to.
It’s not easy to deliver, but it’s our job. We must create conversations with end consumers on their terms, relevant to who they are and what they like. AI will massively help to deliver this at scale, so every Mrs Smith is recognised for what she likes and rejects. She will engage with the brands that get it.
- What’s your playbook for winning complex, cross-market pitches? What differentiates a winning pitch in this space?
Pitches are about ideas. Taking a brief and building a solution that is a combination of existing and new assets so we create a business advantage through media. It’s about as simple as this — and as complicated also.
I remember pitching for a large car manufacturer in the US more than a decade ago. The brief was: “How would you, as our agency, approach the Olympics next year?” We were in 2011. We came with a simple answer: for the first time in history, the Olympics in 2012 will be social. We were the only agency to see that opportunity at the time. And that was a game changer, of course.
We won the pitch on the back of a few stories like this one. Pitching is about understanding what’s new and what’s next, and finding for your clients unique opportunities to help them grow their business and build their brands.
- What are the most significant opportunities you’re seeing for Mediaplus in international markets right now? Where is client demand strongest, and what capabilities are clients seeking that they aren’t finding elsewhere?
I would say scale. Mediaplus has patiently built all the assets to now fast-track and be in the left lane for a while. The network, the digital solutions, the tool suite, the business model, the quality of the teams, the long-term vision of the executive leadership, the operational approach to AI, and how automation enriches the entire value chain — from insights to creative ideas, activation, and measurement.
It reminds me of the golden age of agencies I have worked at. When the alignment is so clear and virtuous, the sky is the limit. Clients want to work with successful agencies, and the latest wins and RECMA releases placing us in pole position give us incredible momentum.
