Accelerating decarbonization across the farming supply chain

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Cost of living. Trade tariffs. Global instability. Budget cuts. Too much choice. Not enough time. None of this is new. What is new is that global, household-name brands – the kind we assumed were too big to fail – are collapsing in real time. Condé Nast. Hollywood studios. News empires. Entire media legacies are on life support.

Vanity Fair, HBO, ESPN, CNN, Warner Bros, Paramount – you name it – are all in existential crisis. These are brands loved by millions, even billions. But their fame? It’s no longer enough. In today’s brutal, post-digital age, all it buys you is a bit more time.

The battleground for brands is no longer relevance, it’s necessity. So, legacy brands are scrambling – desperately bundling, merging, cutting, consolidating – trying to shape their products and services into something worth paying for. Because they’re now dealing with an audience raised on a diet of free content, who expect quality for nothing.

Of course, we can be nostalgic. Sunday papers, glossy magazines, big-budget shoots, bottomless tea. That ritual meant something. But that era is over. It’s irrelevant to a generation who’ve never bought a magazine and never watched live TV.

For companies with audacious goals, bold ideas and brazen self-belief.We’re not spectators, and we’re not for everyone. We challenge thinking. Raise expectations. And focus relentlessly on what drives results.

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We ran Kato’s entire talent strategy as one joined-up effort, with the same process and the same bar for every role.

We covered five functions: Sales, Engineering, Customer Success, Marketing and Finance.

Every hire came through the same sourcing pipelines and was assessed against the same standard. Each one also understood how their role fitted with the others. That added up to 15 hires in 2025 and 6 more in the first half of 2026.