Mumbai: Global advertising major WPP is reportedly evaluating the sale of its public relations division, Burson, in what could mark the first significant divestment under its ongoing restructuring programme.
According to a report by The Times, WPP has appointed Goldman Sachs to assess strategic options for Burson, including a potential sale. The move reflects a broader effort by the holding company to simplify operations and sharpen its strategic focus following a period of underwhelming performance.
Burson, which was created in 2024 through the merger of BCW and Hill & Knowlton, has faced headwinds in recent months. The agency reported a 6% decline in revenue for the full year 2025, amid a slowdown in client discretionary spending, particularly across European markets.
The potential divestment would further scale back WPP’s presence in the PR segment, following its earlier decision to offload a majority stake in FGS Global to private equity firm KKR. Burson currently employs around 6,000 professionals worldwide and operates as a key component within WPP’s communications portfolio.
The review aligns with CEO Cindy Rose’s broader turnaround agenda since taking charge in September. Rose has been steering the company towards a leaner, more integrated structure, with a focus on cost discipline and restoring growth momentum.
As part of this transformation, WPP recently repositioned Burson under its WPP Creative division, alongside networks such as VML, Ogilvy, AKQA, Landor, and Design Bridge and Partners. The company is also transitioning away from its traditional holding company model to a simplified framework built around four core divisions: WPP Media, WPP Creative, WPP Production, and WPP Enterprise Solutions.
Central to this shift is WPP’s “Elevate28” strategy, which targets up to £500 million in cost savings by 2028, while also identifying non-core assets for potential divestment. The restructuring aims to stabilise the business in the near term before returning to sustainable organic growth.
Despite the developments, WPP declined to comment on the reported review.
Internally, Burson’s leadership has sought to reposition the agency as a modern, forward-looking entity rather than a legacy operation. Framing its identity post-merger, leadership has indicated that the firm sees itself as a relatively new organisation, distancing from its historical roots and emphasising a fresh start in a rapidly evolving communications landscape.
