Who’s in charge at Juul, IgnitionOne’s rise and fall, and how to get a job at Netflix

Hello! It’s been a busy week on the advertising front here. The weekly Advertising & Media Insider newsletter will take a break until January 8. Before we pause for the holidays, here’s a rundown of what’s occupied us this past week.New to this newsletter? Sign up for your own here.We’re fascinated by Juul Labs, the…

Who’s in charge at Juul, IgnitionOne’s rise and fall, and how to get a job at Netflix

Hello! It’s been a busy week on the advertising front here. The weekly Advertising & Media Insider newsletter will take a break until January 8. Before we pause for the holidays, here’s a rundown of what’s occupied us this past week.New to this newsletter? Sign up for your own here.We’re fascinated by Juul Labs, the $15 billion vaping startup that formed on the premise of helping adults kick the cigarette habit and is now facing federal investigations and lawsuits accusing it of trying to get kids hooked on nicotine. Juul is regrouping with a new CEO and executive bench as it plots its next steps.Tanya Dua, who has been tracking the company’s moves, has rounded up a list of who’s running Juul now, and it’s a who’s who of former regulators, tobacco and alcohol executives, and crisis communications experts — just the kind of people a company like Juul needs to fix its tarnished image.These are the 23 key people at Juul Labs who are charged with navigating the company through regulatory scrutiny and federal investigationsHere’s Tanya’s earlier coverage of Juul’s layoffs:Juul just laid off 650 workers after federal investigations rocked the company. Workers who were affected describe how it was handled and what they saw leading up to it. Next, Lauren Johnson brought us the definitive read on IgnitionOne, a pioneering digital ad firm that ended up selling in a fire sale. Here are the main takeaways from her reporting:The company relied too much on one client, Publicis Media.Management was too personally invested in the company, limiting its ability to adapt to changing market demands. “It was a culture of fe
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