Peter McGuinness

As Impossible’s CEO, I’m responsible for advancing our mission to positively impact people and the planet by making delicious nutritious meat from plants with a fraction of the environmental footprint of meat made from animals. I oversee all aspects of the business – from early and late stage research & development and manufacturing to supply chain logistics, sales & marketing. We achieved record sales in 2022 and have seen incredible growth across retail and food service.

With a… Show more

As Impossible’s CEO, I’m responsible for advancing our mission to positively impact people and the planet by making delicious nutritious meat from plants with a fraction of the environmental footprint of meat made from animals. I oversee all aspects of the business – from early and late stage research & development and manufacturing to supply chain logistics, sales & marketing. We achieved record sales in 2022 and have seen incredible growth across retail and food service.

With a relentless focus on making our products more approachable, available, and accessible – and by educating consumers on the connection between climate change and what’s on their plates – we’re bringing the plant-based revolution to the masses. Show less

I joined DDB Inc. to transform the 100-year-old iconic headquarters office and restore it to its rightful position of confidence, momentum, and growth. The new management team, modernized offering, upgraded workforce, and redesigned office space were instrumental in reversing a 5-year decline as both the top and bottom line experienced double-digit growth.

We were successful in stabilizing and growing business within all accounts, including McDonald’s, Diageo, Capital One, Safeway… Show more

I joined DDB Inc. to transform the 100-year-old iconic headquarters office and restore it to its rightful position of confidence, momentum, and growth. The new management team, modernized offering, upgraded workforce, and redesigned office space were instrumental in reversing a 5-year decline as both the top and bottom line experienced double-digit growth.

We were successful in stabilizing and growing business within all accounts, including McDonald’s, Diageo, Capital One, Safeway, PepsiCo, State Farm, and Mars Wrigley. Notable outcomes:

• +10% top-line growth in a flat industry
• +25% bottom-line growth to a 36% margin, propelling the organization to one of the highest performing units in the system
• 15 Effies and 20 Cannes Lions, the industry’s most prestigious and coveted awards Show less

In 2008, I was challenged to transform an advertising agency that had been in decline for nearly a decade. My 3-year turnaround strategy involved building a modern offering, bringing in a new management team, revamping the agency’s identity, and achieving significant new business wins. Results were significant:

• Outpaced the competition with a 70% close rate on new business – double the industry average
• Grew top-line 50% in an industry that was in decline due to the recession
•… Show more

In 2008, I was challenged to transform an advertising agency that had been in decline for nearly a decade. My 3-year turnaround strategy involved building a modern offering, bringing in a new management team, revamping the agency’s identity, and achieving significant new business wins. Results were significant:

• Outpaced the competition with a 70% close rate on new business – double the industry average
• Grew top-line 50% in an industry that was in decline due to the recession
• Gained attention for strong momentum with recognition as the #1 Agency Stand Out (Ad Age and Adweed) and #1 Agency to Watch (Ad Age)
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Working out of the London office, I led 38 operating units across EMEA to fuel growth and solidify the competitive offering.

Contributions include developing the 3-year strategic growth plan, adding digital competency in the region, restructuring legacy operations, and managing accounts such as Nestle, Unilever, American Express, Nokia, Intel, and Microsoft. I served on the worldwide board that shaped quarterly and annual business decisions, as well as the future direction of the… Show more

Working out of the London office, I led 38 operating units across EMEA to fuel growth and solidify the competitive offering.

Contributions include developing the 3-year strategic growth plan, adding digital competency in the region, restructuring legacy operations, and managing accounts such as Nestle, Unilever, American Express, Nokia, Intel, and Microsoft. I served on the worldwide board that shaped quarterly and annual business decisions, as well as the future direction of the company.
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Following a college internship, I joined McCann Worldgroup as an Assistant Account Executive in the media department. Over the next 10+ years, I quickly rose through the ranks to become the company’s youngest VP, SVP, and EVP and served on the New York office operating board and global management board.

With full responsibility for growth plans and P&L, I led two of the largest accounts—Mastercard and Unilever—and played a key role in landing new accounts with Gateway, Black & Decker… Show more

Following a college internship, I joined McCann Worldgroup as an Assistant Account Executive in the media department. Over the next 10+ years, I quickly rose through the ranks to become the company’s youngest VP, SVP, and EVP and served on the New York office operating board and global management board.

With full responsibility for growth plans and P&L, I led two of the largest accounts—Mastercard and Unilever—and played a key role in landing new accounts with Gateway, Black & Decker, Rubbermaid, Lowes, and Avis.
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