Virgin Group Chief Executive Josh Bayliss said he regularly watches TikTok to keep abreast of trends among younger consumers, arguing that social platforms are now a core part of business intelligence for brands that serve Gen Z and millennials.
Watching culture, not just content
Bayliss, who is 53, told Fortune that he does not use the service primarily to create content or to raise his own profile. Instead, he treats TikTok as a continuous stream of cultural data that helps the conglomerate anticipate what younger audiences care about and where opportunities may emerge across its businesses.
"The zeitgeist is not people in their 50s like me," Bayliss said. "The zeitgeist is 20-something year olds who are shaping the culture that we have an obligation to serve."
Bayliss’s comments underscore a shift in how senior executives approach brand strategy: rather than relying solely on internal research or delegating cultural interpretation to junior staff, some leaders now consume social-media feeds directly to sense-shift in real time. With more than 49.5 million Gen Z users on TikTok alone, Bayliss emphasized the speed at which viral moments can influence buying decisions and public sentiment.
Implications across a diversified business
Virgin Group operates across multiple sectors, and Bayliss framed his use of TikTok as relevant to that entire portfolio. He mentioned the group's presence in industries that compete for younger customers, including air travel, fitness, hospitality, telecommunications and commercial space tourism.
- Airlines: consumer preferences can shift rapidly around pricing, sustainability and experience.
- Fitness and hospitality: trends in lifestyle and wellness are often amplified on social platforms.
- Telecommunications and space tourism: cutting-edge narratives and youth interest can drive long-term demand.
Bayliss argued companies have a responsibility to listen continuously to these audiences because their values—on social justice, inclusion and the environment—shape purchasing decisions and brand expectations.
Why executives are tuning in
Brands increasingly use social platforms not just to market but to interact directly with consumers and to spot shifts that could affect product lines, messaging or corporate policies. Bayliss contrasted his approach with other chief executives who appear on their companies’ social channels; his focus is on observation rather than participation.
Industry observers say this approach helps leaders spot emerging narratives and manage reputational risk before issues escalate. For conglomerates with diverse operations, a rapid cultural read can inform decisions spanning product development, partnerships and communications.
| Item | Detail |
|---|---|
| Bayliss’s age | 53 |
| Gen Z users on TikTok | 49.5 million |
| Virgin business areas cited | Airline, gym chain, hotel group, telecommunications, commercial space tourism |
For executives, the challenge is twofold: maintaining an authentic grasp of fast-moving culture without misreading transient fads, and translating what they learn into credible corporate action. Bayliss framed the work in moral as well as commercial terms, saying companies must stay engaged with younger consumers who now drive cultural norms.
As companies across sectors evaluate how to allocate marketing and product-development resources, the behavior of leaders like Bayliss signals a broader acceptance that social platforms are valuable listening posts. Whether that translates into concrete strategic shifts will depend on each company’s industry and customer base—but the move toward daily, executive-level attention to social media is clear.
For business leaders weighing how to monitor rapidly changing public sentiment, Bayliss’s position is simple: keep the volume turned up and listen.
