Chief Executive Officer: Euro RSCG Discovery
CHICAGO, June 3, 2010 – Euro RSCG Discovery, the data and analytics arm of Euro RSCG Worldwide, has welcomed industry veteran Clive Maclean to the
agency as its chief executive officer. Maclean will assume his new role immediately, replacing CEO Zain Raj.
Maclean joins Euro RSCG Discovery on the heels of a period of impressive growth. The agency has become one of the fastest growing in the Euro RSCG
network and has seen the likes of IBM, Biogen and Blockbuster join its roster over the past year. Maclean has been tasked with continuing to drive
growth and to deliver clients a unified offering in line with the agency’s digital at the core model.
Most recently, Maclean worked with Naked, Engauge and Whittmanhart via his consultancy Clive Maclean Consulting. Prior to that, Maclean served as North
American president of The Marketing Store where he worked with the likes of McDonald’s, Coca Cola and Allstate. Before joining The Marketing Store,
Maclean ran Kestenbaum Consulting, part of WPP’s Wunderman. He’s also served as president of FCB Direct in Chicago as well as Leo Burnett Interactive in
South Africa, where he’s originally from.
“Euro RSCG Discovery has experienced tremendous growth over the past several years and has gained momentum across the U.S. as one of the leading
integrated data and analytics companies. “We’re very excited to be able to bring in somebody who has a track record of driving growth for some of the
nation’s leading marketers. Clive not only understands the importance of the role of data and analytics, but he’s a leader in the digital space –
something crucial to the success of every single one of our clients.”
Additional Information About Clive:
Born in Rhodesia (Southern Africa) I grew up on the ‘Dark Continent’ where I commenced my career on the client side after leaving high school. Working and studying part time I earned my undergraduate degree in commerce and went on to complete my MBA.
My early years were spent in the marketing departments of companies like Federated Insurance, Swiss Reinsurance, Commercial Union and Standard Bank. At the age of 26, I was responsible for running the in-house advertising and marketing agency for Standard bank (MDR), the largest banking institution in Southern Africa.
President, Response Marketing
In 1986 and at the age of 27 I decided to take the risk of starting my own direct response marketing agency. I Established Response Marketing, an agency that specialized in highly creative direct marketing, primarily in support of clients in the financial services industry. It grew from a start up with only three staff members to being one of the most prestigious and successful direct marketing agencies in Southern Africa.
President, Grey Response Marketing
In 1988 I sold a 45% equity stake to Grey advertising. Grey Direct had recently failed and closed its doors which left a need for a specialist direct response agency to support their client roster. Upon finding after the sale that there was in fact no business forthcoming from the advertising clients I subsequently decided to buy the 45% back again in 1990.
In 1991 I made the decision to sell 100% of Response Marketing to DMB&B and as a result became a shareholder and Board member of DMB&B South Africa. The agency continued to grow and by December 1994 it had developed into a fully integrated advertising and marketing agency with over 300 people and revenue of R60 million. Selected accomplishments include: With the assistance of key additional business partners we developed agency capabilities that included brand advertising, promotions, interactive marketing, public relations, direct and event marketing.
In addition I founded the very first Interactive/Digital agency capability in South Africa.
The agency became the largest and most successful fully integrated agency in the Southern Hemisphere. Our client roster included the who’s who of blue chip clients across a broad range of categories (Coca Cola, Unilever, Mercedes Benz etc.)
President, Leo Burnett Interactive
In 1994 with a government of National Unity imminent in South Africa, many of the US Agency Holding Companies started to look towards the country to re-establish a presence. That year a deal was signed to sell 100% of the agency to Leo Burnett and accordingly the name was changed to Leo Burnett, South Africa. I continued in the Role as President of the Direct and Interactive group and member of the Leo Burnett Board of Directors, and Holding’s Board through to November 1996.During this period the agency continued to maintain its growth trajectory and leading position within the industry.
In 1996 my family and I made the decision to move to the USA to take on a new and exciting opportunity.
EVP, CM Partners
Reporting to the Founder and Chairman, my mandate was to build both the reputation and fiscal performance of the agency in order to take it to a sale within a five year window. I acquired an equity stake in the agency and set about developing a new 5 year strategic plan that included significant re-positioning and restructuring. Our creative reputation grew quickly and we were able to achieve many early new client wins. (Sears, Galileo, Good Year, Midas, YesMail.com, John Deere etc) Agency revenue increased 64% in two years with an associated profit margin that exceeded industry averages.
Strategic use of public relations support was a key tool in reinforcing our successes within our prime target markets. By design, we ended up on the radar screens of the top six advertising agency/direct-marketing companies in the US.
President, FCB Direct, Chicago
On the occasion of the sale of CM Partners Inc. to True North, I assumed the role of President. My first priority was to merge the two distinct entities of FCB and C.M. into one cohesive office. This task was accomplished with minimal loss of staff and disruption to the ongoing business.
A year after the acquisition I found myself frustrated with the lack of understanding of our business and its role within the overall communications mix, as well as inadequate financial and operating systems support. I therefore decided to pay the $500,000 early termination fee that was included in my employment contract.
President, US Agency Services, The Marketing Store
Selected accomplishments include:
Grew the agency from $9 million in revenue and just 32 people to over $20 million and 100 plus people in less than 4 years
Added a cadre of large top shelf client companies to the agency client roster across a broad range of categories. These included companies like: Coca Cola, Allstate Insurance, ConAgra, Verizon Wireless, Devry University, Miller Brewing and Alberto Culver
During this period broadened the agency’s capabilities from just sales promotion to include competitive offerings in Direct Marketing/CRM, Interactive and Mobile Marketing, Experiential Marketing and specialist Hispanic and African American Marketing. These new capabilities were responsible for fueling the agency growth and client diversification.
Helped propagate an environment that valued ideas and creativity no matter where they came from and encouraged every team member to strive to be part of “The Best Idea Company in the World”. In both 2005/6 the Chicago office won more industry creative awards each year than all our other network offices combined.
President, North America Agency Services, The Marketing Store
Reporting to the Global Agency President and responsible for (the whole NA agency business that included both the Chicago and Toronto Offices, over 250 staff and combined revenues of $36 million plus. Accountable for the combined P&L of both offices and responsible for integrating them into a unified ‘North American’ capability, that would in turn be both more competitive and fuel increased revenue growth over the next 3-5 years. In addition the professional development of our top talent and quality of the creative work was a very high priority.
Integrated what had been two separate new business initiatives across the two offices into one more efficient and effective joint strategy/initiative. This reduced the overall new business cost and more effectively leveraged the combined capabilities of the two offices. In turn leading to us winning a broader range of assignments from both existing and new clients.
Through a best practices study of office resources and capabilities we were able to assess resource and capabilities needs required to support ongoing business needs across both offices and significantly reduce the need for freelance help through sharing of office resources and increased utilization rates among existing staff.
By rolling up the individual offices P&L into one combined P&L we were able to bring down the walls and effectively integrate our internal support functions and share best practices in areas like studio, project management, database management and analytics.
Most importantly I was able to take two independent offices that had historically been fiercely competitive with each other and turn them into an effective integrated regional business that supported clients across both sides of Canadian/US border.