Spotify’s New “Skip Ahead” Button Is a Wake-Up Call for Every Brand

What everyone is getting wrong about Spotify’s proposed update.

Spotify is quietly testing a feature that should have every marketer paying attention.

It’s called “Skip Ahead.”

For select Premium users, Spotify is testing a button that allows listeners to jump past podcast advertising, sponsorship messages and promotional segments with a single tap.

Listeners have always been able to skip ads. What Spotify is changing is the friction.

Instead of repeatedly hitting the 15-second-forward button, listeners may soon be able to bypass an entire advertising segment instantly. Podnews reports that fewer than 10% of podcast ad breaks are currently skipped in practice, suggesting that simply making skipping easier could meaningfully change listener behavior.

As a podcast publisher myself, Spotify is only 8% of my audience but 8 years ago it was 1%. The platform has increasingly invested into its podcast tools such as Spotify Creators, formerly known as Anchor which allows out team to publish video or audio podcasts to all podcast platforms (Apple, Google, Spotify, Podcaster, etc.) using an RSS feed.

I’m assuming it will be able to decipher the ads using it’s AI segmenting tool which helps users skip to specific parts of hour long conversations based on what they’re looking for.

So I think there’s a much bigger business lesson here…

Attention Is Becoming Permission-Based

For decades, advertising largely worked by interrupting people.

Commercial television interrupted your show.

Radio interrupted your music.

Websites interrupted your reading.

Social media interrupted your feed.

And podcast advertising interrupted your conversation.

But technology keeps giving consumers more control.

Ad blockers. Streaming subscriptions. DVRs. Skip buttons. Premium memberships. Algorithms.

The direction is pretty clear:

Consumers increasingly decide what deserves their attention.

That changes what great marketing looks like.

The brands that win in this environment won’t simply be the ones that can buy the most impressions. They’ll be the ones that can create something audiences consider worth hearing.

The Real Problem Isn’t the Skip Button

Spotify’s experiment has generated understandable concern within the podcast industry.

According to Forbes and Podnews, the feature is being tested among Premium subscribers in select markets, including the United States and United Kingdom. Spotify says the experiment is intended to make podcast listening more intuitive and potentially keep listeners engaged longer.

There is also an important controversy.

The new button reportedly allows listeners to skip advertising sold by publishers and podcast networks, while advertising sold directly through Spotify is treated differently. That has created concerns about Spotify potentially creating two classes of advertising inside the same ecosystem.

That debate matters.

But marketers and advertisers should also ask themselves a harder question:

If someone could skip your message, would they?

Because that is increasingly the marketing environment every company is entering.

Stop Buying Attention. Start Earning It.

After interviewing CEOs for more than a decade, I’ve seen the companies that build the strongest brands do something differently.

They educate.

They tell stories.

They teach customers something.

They have leaders with a point of view.

They communicate the problem they exist to solve instead of constantly talking about the product they’re trying to sell.

That distinction is becoming increasingly important.

A generic 30-second commercial is easy to skip.

A CEO telling a story about why industry change is needed hits different.

An educational conversation is different.

A compelling podcast is different.

People don’t avoid marketing because they hate businesses.

They avoid marketing because most marketing isn’t valuable to them.

This Could Actually Make Podcast Advertising Better

There is another possibility worth considering.

Maybe easier ad skipping forces advertisers and creators to get better.

Podnews notes that some podcasts now open with extremely long advertising blocks—sometimes stretching beyond eight minutes. That may generate short-term inventory, but it risks training audiences to skip advertising altogether.

If platforms begin giving consumers more control, advertisers will have to rethink what belongs inside those moments.

Host-read endorsements may need to become more authentic.

Brands may need to become more selective about the audiences they sponsor.

Podcast hosts may need to work with fewer advertisers they actually believe in.

Companies may need to stop treating podcasts as another place to run commercials and instead treat them as places to build trust.

That could ultimately be healthy for the medium.

The Bigger Leadership Lesson

Spotify has enormous influence over podcast distribution. Podnews estimates the platform accounts for more than a quarter of global podcast downloads, which means even a limited product experiment has the potential to influence the broader industry.

Whether Skip Ahead becomes permanent isn’t really the point.

Another platform will introduce another feature.

Consumer behavior will keep changing.

Algorithms will change.

Distribution will change.

Advertising models will change.

But trust will continue to matter.

Business leaders shouldn’t build brands around their ability to interrupt the market.

They should build brands that educate the market via long-form content.

That’s why CEOs increasingly need to think like educators, publishers and storytellers—not simply advertisers.

Your company has knowledge.

Your customers have stories.

Your employees have expertise.

Your CEO has a perspective.

Turn those assets into content worth consuming.

Because we’re moving toward a world where consumers will increasingly have a button that says skip.

The opportunity is to become the brand they don’t want to skip.

It’s Me Now

The music was still echoing from the main stage at Unite 2025 when Julie (former CEO) leaned over and told me she was going to make the announcement.

I remember where I was standing. Slightly off to the side. Close enough to feel the energy of the room, far enough not to be the center of it.

“I’m going to announce you as CEO today.”

My first reaction wasn’t pride.

It was resistance.

Not because I didn’t believe I could do it. And not because I hadn’t dreamed of it. When I was 20 years old, I wrote down a goal: CEO before 30. I had structured my early life around that ambition.

And here it was.

But as the applause built and my name carried across the room, my stomach tightened.

We weren’t ready.

The title felt premature — not for me, but for the vision.

Because every promotion I’ve ever received, starting from when I was an intern, followed the same pattern. I either turned it down or negotiated it differently. Not for a bigger title. Not for visibility. But to redirect resources. Hire someone else. Strengthen the team. Build capacity instead of hierarchy.

Titles never motivated me.

Building did.

So when I stepped into the CEO role, it wasn’t triumph I felt.

It was responsibility.


The Question That Changed Everything

Instead of immediately casting a grand vision, I started with a question:

What is a Real Leader?

Not what sounds good on a website.

Not what looks impressive in a press release.

But what does it actually mean — in practice — for the CEOs we serve?

If I’m a member, can I see myself in this vision?
If I’m a prospect, does this platform elevate me — or just feature me?
If I’m a customer, am I growing because of this ecosystem?

So I listened.

To founders. To operators. To speakers. To those quietly building movements without recognition.

And what they told me shifted everything.

They didn’t want to just attend events.

They wanted to speak on stages.

They didn’t want to join a network.

They wanted to build their own.

They didn’t want to consume content.

They wanted to create it.

And slowly, it became clear:

If we weren’t careful, we were unintentionally keeping them small.

We had built a respected stage. A strong community. Meaningful connections.

But it still centered us.

If leadership is truly about service, then the model had to evolve.


From One Stage to Many

That realization changed our direction.

We are no longer building one central stage.

We are building multiple stages.

If our members want to grow their audience, we need to help them create a consistent communications plan to reach millions of leaders, not just our community. 

If they need the tools to track their progress, our SaaS contributor platform gives them one simplified system to host their best links, track analytics, and generate leads tied directly to their mission.

If they want to host events and grow their own communities, we partner, support, and amplify.

We are not trying to build one global unite event.

We are trying to unite the globe — one leader-driven event at a time.

Because progress does not scale through centralization.

It scales through multiplication.


The Reckoning

Here’s what I know now that I didn’t understand at 20:

Leadership is not about becoming the leader.

It’s about creating other leaders.

It’s not about your stage.

It’s about how many stages exist because of you.

It’s not about your reputation.

It’s about the credibility you help others build.

Anyone can organize a team toward a goal.

But a Real Leader is someone who thinks beyond themselves.

Someone who asks, How do I empower others?

How do I build systems strong enough that others can lead without me at the center?

That’s what Julie did.

And when she announced me as CEO at Unite 2025, I felt the weight of that shift.

It’s me now.

And my job is not to be the loudest voice in the room.

My job is to build rooms where others find theirs.

If in five years Real Leaders becomes the ultimate stage for CEOs driving change, it won’t be because we perfected a flagship event.

It will be because thousands of leaders built their own movements — with stronger infrastructure, clearer media, better tools, and deeper confidence.

The measure of my leadership will not be how visible I am.

It will be how many leaders emerge because we built the systems to support them.

That is what Real Leadership is.

And that is the future we’re building.