WPP plc operates as a global creative transformation enterprise, delivering a comprehensive suite of services that include communications strategies, customer experience enhancement, ...
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$0.15 per share
$0.15 per share
Est. EPS $0.00 · Revenue $1.97B
Est. EPS $3.54 · Revenue $13.06B · 2 analysts
EPS £0.09 · Revenue £6.42B
EPS £-1.00 · Revenue £13.55B
EPS £0.20 · Revenue £6.66B
EPS £2.45 · Revenue £14.74B
EPS £0.95 · Revenue £7.23B
EPS £0.50 · Revenue £14.84B
| Metric | Latest | YoYYoY means Year-over-Year. It compares the latest annual value with the previous annual value to show long-term trend strength. | QoQQoQ means Quarter-over-Quarter. It compares the latest quarter with the immediately previous quarter to show short-term momentum changes. |
|---|---|---|---|
| RevenueThe total money that came through the front door from selling things, before paying a single bill. Think of it as the grand total of every credit card swipe from customers. (YoY compares this year to last year's performance, while QoQ compares the current three months to the previous three). | $13.6B | -8.1% | -6.8% |
| Net IncomeThe absolute bottom line. If the company paid every single supplier, employee, banker, and tax collector, this is the actual money left in their pocket at the end of the day. | $-215.0M | -139.7% | +107.4% |
| Gross MarginThe basic markup. If they sell a $100 pair of sneakers, this percentage tells you how much of that price tag is profit right after paying for the rubber and shoelaces, but before paying for things like store rent or TV commercials. | +15.8% | -4.7% | -33.5% |
| Operating MarginThe 'day job' efficiency score. Out of every dollar a customer spends, this shows how many cents the company keeps after making the product AND paying for all the everyday corporate overhead (like salaries, marketing, and keeping the lights on). | +2.8% | -68.6% | +145.7% |
| Net MarginThe final take-home percentage. When you strip away every conceivable cost, tax, and interest payment, this is the exact number of cents the company truly gets to keep from every dollar in sales. | -1.6% | -143.2% | +107.9% |
| Free Cash FlowThe holy grail of corporate cash. It's the spendable, physical money left over after the business pays for its daily operations AND buys the big, expensive upgrades (like new factories or servers) it needs to survive. This is the 'free' money they can use to pay dividends or buy back stock. | $633.0M | -46.0% | -140.9% |
| FCF MarginThe ultimate cash conversion rate. It shows how good the company is at turning regular sales directly into cold, hard, spendable cash. A high percentage means the business is an absolute cash-printing machine. | +4.7% | -41.2% | -143.8% |
| Debt / EquityThe financial risk gauge. It compares how much of the company's empire was built using borrowed money (loans) versus the owners' own money (shareholders). A high number means they are heavily leveraged and playing a riskier game; a low number means they are playing it safe. | 269.0% | +47.2% | +2.6% |
| Current RatioThe 12-month survival check. It simply compares the cash they have right now (plus things they can quickly turn into cash) against the immediate bills they absolutely must pay this year. A score above 1 means they have enough in the wallet to cover the upcoming bills without panicking. | 0.89x | +0.8% | -2.5% |
| Total AssetsThe absolute size of the company's empire. It bundles together absolutely everything of value they own—from the cash in the register and the inventory in the warehouse, to the software patents in the vault and the factories on the ground. | $24.1B | -5.6% | -2.7% |
| Metric | Annual (A vs E) | Annual Surprise | Quarter (A vs E) | Quarter Surprise |
|---|---|---|---|---|
| EPS Surprise | -1.00 vs 4.11 | -124.3% | — | — |
| Revenue Surprise | $13.6B vs $13.6B | -0.2% | $6.4B vs $2.4B | +170.4% |
| Date | Executive | Title | Security | Side | Shares | Price |
|---|---|---|---|---|---|---|
| Sep 1, 2026 | Rose Cindy H | director, officer: Chief Executive Officer | CEO buyout award | D | 88,188 | — |
| Sep 1, 2026 | Rose Cindy H | director, officer: Chief Executive Officer | Ordinary Shares | A | 88,188 | — |
| Sep 1, 2026 | Rose Cindy H | director, officer: Chief Executive Officer | Ordinary Shares | D | 41,532 | — |
| Jun 15, 2026 | Rose Cindy H | director, officer: Chief Executive Officer | CEO buyout award | D | 187,341 | — |
| Jun 15, 2026 | Rose Cindy H | director, officer: Chief Executive Officer | Ordinary Shares | A | 187,341 | — |
Operator: Good morning, everyone, and thank you for joining WPP 2026 Interim Results Call. My name is Desmond, and I'll be coordinating your call today. I'll now hand over to Thomas Singlehurst to begin. Please go ahead. Thomas Singlehurst: Thank you, Desmond. Good morning, and welcome to WPP's 2026 Interim Results. I'm Tom Singlehurst, Head of Investor Relations, and I'm joined today by Cindy Rose, CEO; and Joanne Wilson, CFO. Before we get started, please take a moment to review the important cautionary statement on Slide 2. Let me also quickly take you through our agenda. We'll start with an overview of key messages as well as an update on strategic progress from Cindy. Joanne will then review the H1 numbers in more detail. We will then open up the lines for Q&A. And with that, I'll hand over the call to Cindy. Cindy Rose Quackenbush: Good morning, everyone. Thank you so much for joining us today. When we reported our 2025 full year results back in February, I laid out in detail our Elevate28 strategy. I made a commitment that we would be transparent about our progress along the way, forthcoming with lead indicators of our momentum and disciplined in how we measure success. Today, I'll share an update on where we are against the plan and why I'm encouraged by the steady improvements we're delivering across the company. Then I'll hand over to Joanne, who will take you through the financial detail. Before I start, I'd like to pay a personal tribute to Paul Richardson, who recently passed away. Paul served as WPP's Group Finance Director for 22 years until he retired from the company in 2019. He joined WPP in 1993 as Group Treasurer and over nearly 3 decades, played a central role in helping to build WPP into the global company it is today. I know many of you will have fond memories of working alongside Paul and will have also known him personally. Our thoughts are with his family at this time. Coming back to where we are today, the headline is that we're on track with where we said we would be, stabilizing the business and delivering on our ambitions with clear evidence of progress across all leading indicators. As part of Elevate28, we aligned on a new company purpose to be the trusted growth partner for the world's leading brands. And to fulfill this new purpose, we announced 4 strategic objectives: to deliver superior growth for clients to become a simpler, more integrated company to unlock the advantage of WPP Open, our agentic marketing platform and to create firm financial foundations for the future. We also outlined a detailed execution plan that spans 3 distinct phases. The priority in 2026 has been to stabilize the business, make the structural changes needed and strengthen our execution. The next phase is to build on these foundations, returning the company to growth sometime during 2027. And the third phase will be accelerating our growth so we can win our share of a growing market from 2028 and beyond. The building blocks of the …
| Name | Title | Compensation | Gender | Year Born | Status |
|---|---|---|---|---|---|
Cindy Rose Quackenbush | Group CEO & Director | GBP 10,891,675 | Female | 1966 | Active |
Rosemary Joanne Wilson | Chief Financial Officer & Director | GBP 1,443,885 | Female | 1975 | Active |
Christian Juhl | President of Corporate Development | — | Male | — | Active |
Dominic Shine | Chief Information Officer | — | Male | — | Active |
Mark Taylor | Chief People Officer | — | Male | — | Active |
Michael Frohlich | Chief Marketing & Corporate Affairs Officer | — | Male | — | Active |
Stephan Pretorius | Chief Technology Officer | — | Male | — | Active |
Thomas A. Singlehurst | Group Investor Relations Director | — | Male | — | Active |
Andrea Harris | Group Chief Counsel | — | Female | 1967 | Active |
Devika Bulchandani | Chief Operating Officer | — | Female | — | Active |
A new legal filing says Sony hired investigators to probe WPP's media rebate practices. Sony's review said that WPP ran a "global crime scheme" and improperly withheld rebates, the filing alleges.
PHILADELPHIA, Aug. 11, 2026 (GLOBE NEWSWIRE) -- CMI Media Group, a leading global healthcare media strategy, planning, innovation and buying agency and part of WPP (NYSE: WPP), today announced the formal launch of its Rare Disease Center of Excellence (COE). Designed to bridge the gap between niche boutique shops and large-scale media agencies, the Rare Disease COE delivers micro-precision audience strategy, tailored data integration, and high-touch execution tailored specifically to complex, low-incidence therapies.
WPP (NYSE: WPP) reported a 4.7% like-for-like decline in revenue less pass-through costs for the first half of 2026, while management pointed to improving quarterly trends, new-business momentum and progress on its Elevate28 restructuring plan. Chief Executive Officer Cindy Rose said the company is in the stabilization phase of its three-year strategy, which is intended to
WPP Plc (WPP) shows improving leading indicators, with new business wins and client retention pointing to revenue stabilization. Debt concerns are materially reduced, supported by disposals, strong liquidity, and no imminent refinancing needs, with investment-grade credit intact. WPP remains in revenue decline while peers like Omnicom grow, justifying a valuation discount despite operational improvements. But the current discount is maybe harsh.
WPP NYSE: WPP reported a 4.7% like-for-like decline in revenue less pass-through costs for the first half of 2026, while management pointed to improving quarterly trends, new-business momentum and progress on its Elevate28 restructuring plan.
