After 16 years at the award-winning media firm WPP, Lindsay Pattison will be stepping down from her role as chief people officer by spring.

Pattison fondly called WPP her “home” in a LinkedIn post confirming the news of her departure, but she emphasised her decision to take a break and reflect on her career journey.

“I’m taking a very intentional break to recharge, and reflect before exploring new opportunities,” she shared. “I’m incredibly grateful to my colleagues and friends across the company.”

Pattison also served as WPP’s chief client officer, a post she held since 2018 before taking on the role of chief people officer in January 2024.

Reflecting on her decision, Pattison said in a company memo: “As many of you have experienced first-hand, I tend to do everything at a hundred miles an hour.

Although that’s taken me a long way, at some point it’s probably sensible to slow down for a bit and take some time to figure out what’s next.”

A force in the media industry

Mark Read, WPP’s chief executive officer, lauded Pattison and called her “a force in our industry,” in his memo to the agency’s leaders.

“Thank you, Lindsay, for everything you have done for WPP, your energy, your high expectations of yourself and others, your sheer hard work and your support for me and the rest of the team,” Read said. “I will certainly miss you and want to put on record my thanks for the support you have given me personally as well as to the company.”

WPP is now on the lookout for a new global chief people officer. The firm, which employs 111,000 people, aims to have a successor in place before Pattison’s departure.

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This transition marks the fourth change in WPP’s top HR leadership in just six years, proving the demands of the role.

However, discussions with Read about stepping back had been ongoing since last year, Pattison said.

The people leader was keen to ensure strategic priorities were in motion before making her exit. These included reinforcing WPP’s office-based culture through a four-day return-to-office mandate, enhancing AI capabilities via WPP Open, and fostering greater diversity in hiring – initiatives she described as “not only reflecting our values but simply good for business”.

Pattison’s stellar leadership

Pattison played a pivotal role in shaping WPP’s media agencies. She joined in 2009 as the first UK CEO of Maxus, growing the agency from a 30-person operation with about US$50.7 million in billings to a 200-strong team handling $380 million by 2014.

That same year, Maxus clinched Media Week’s Media Agency of the Year award.

Later in 2014, she stepped up as global CEO of Maxus, guiding it through its eventual merger with MEC to form Wavemaker.

Her tenure at WPP has been defined by her high-energy leadership style, a relentless drive for results, and an unwavering commitment to talent development.

Between 2012 and 2015, she was vice chair of the World Economic Forum’s Future of Media Global Agenda Council, then became president of Women in Advertising & Communication London in 2014. WACL advocates for the advancement of women in the advertising and media industry.

Pattison is also a board member of a variety of organisations, such as the Rugby World Cup 2025, where she is an independent non-executive board director, and purpose-driven firms such as Planet First Partners and Waldencast.

Her departure from WPP comes at a time of significant structural change at the agency. The company has recently undergone major internal mergers, consolidating operations to form VML and Burson in an effort to streamline its business.

Amid these strategic shifts, WPP is expected to report a modest revenue decline when it releases its annual results on 27 February, Campaign Asia reported.

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A new kind of power move

Pattison’s decision to step back offers key lessons on leadership, career longevity, and personal wellbeing. It’s a new kind of power move.

For one, strategic pauses boost long-term success. High-performing leaders recognise that taking a break is a strategy to recharge and return stronger.

Self-reflection also fuels growth. Stepping away from the daily grind allows for reassessment, helping leaders align their next move with their evolving values and ambitions. After all, sustainable leadership – regardless of how well people perform – requires rest and moments of reflection.

In contrast, constant high-speed decision-making can lead to burnout. Hence, knowing when to slow down is a hallmark of effective, long-term leadership.

Overall, legacy matters more than tenure. Pattison ensured her key initiatives were in motion before departing, proving that true leadership is about lasting impact, not just time served. Her efforts to reinforce office-based collaboration, AI integration, and DEI show that a leader’s influence extends beyond their tenure.

Her move reminds us that the best leaders don’t just work hard – they also know when to pause, reflect, and prepare for the next challenge.