As a digital media agency specialising in taking a human approach to connecting brands with people across all channels, M&C Saatchi Performance’s approach has been driven by their approach involving meticulous media planning and buying across digital channels such as search & social, retail & commerce media, influencer marketing, amongst others. In Indonesia, the agency is currently working with clients such as IKEA, JULO, and JobStreet by SEEK–focusing on channel-driven campaigns.
For our latest Agency Leadership Decoded interview, we sat down with Nachiket Desai, country director at M&C Saatchi Performance Indonesia on understanding how it feels like leading an agency whose mission is to cater to the ever-changing media needs of Indonesians, and carrying the message of surviving and thriving.
Leading agencies with a ‘top-down’ approach
It is worth noting that Nachiket has been with M&C Saatchi Performance since 2018 back in India before transitioning to Indonesia a year later. For him, being able to work in fast-moving markets like the aforementioned two allowed him to observe the fact that despite significant shifts in workforce expectations, personal ambition, and career progression, a traditional hierarchy-driven mindset persists.
For him, this collaborative approach often still guides thinking and execution in his own leadership style.
“In my leadership tenure and with all the fantastic local talent that we have managed to attract to our team, I’ve focused on two key pillars: empowerment and accountability. By fostering an environment where individuals have the space to make mistakes and learn, we create room for growth,” he explained.
Nachiket also says that it is important to cultivate a culture where ideas are discussed freely and decisions are made collaboratively, even if it means challenging the status quo. Moreover, this approach helps develop a healthier and more engaged team.
Some of the initiatives Nachiket shared in order to help engage teams include having anonymous internal surveys to ensure an open dialogue and identify areas for improvement, a flexible hybrid office policy that promotes work-life balance, as well as conducting ‘stay interviews’ (instead of only exit interviews) to address potential issues early on.
Moreover, Nachiket highly encourages involvement of key team members in revenue planning and projections, giving them a sense of ownership, as well as being available as a consulting figure, offering support in difficult situations. There is also regular quarterly training focused on both hard and soft skills, as well as providing access to Mental Health partners so employees can schedule an appointment with a mental health professional at their discretion.
“As a service-based company, our people are our greatest asset. It’s essential everyone feels valued and believes they are in the right environment for growth.
Observing change and gaining retention
Over the past six years of leading the agency, Nachiket has noted significant changes—from the pre-COVID boom to global shifts, economic tightening, and the rapid rise of AI–but there’s always one constant factor evident, and that’s change.
For them at M&C Saatchi Performance, they have embraced the mantra of adapting not just to survive but to thrive.
“Being a nimble, independent agency has allowed us to make quick decisions at critical moments, helping us navigate these shifts successfully. Additionally, we’ve expanded our service offering, transitioning from a specialist mobile agency to one managing end-to-end media strategy, execution, and data for some of the region’s largest traditional brands,” he said.
Nachiket also stated that a major indicator of their success is their high retention rates—both in terms of employees and clients. For them, year-on-year growth is only sustainable when the foundation is strong.
“Many of our team members, who started as interns between 2019 and 2020, have grown into managerial roles. These individuals have played a pivotal role in shaping a culture centred around curiosity, learning, and fun,” he added.
Reflecting where they started–and advice on leadership
Nachiket also reflected on his early days with the agency, noting how much they have come a long way to win clients like IKEA, JULO, and JobStreet in recent months.
“When I first moved to Jakarta in 2019, we were a small team of four, taking client calls from cafes and figuring things out as we went. We’ve come a long way since then. That scrappy spirit has fueled our growth; today, we’re a team of nearly 100 people,” he said.
He also added, “Along the way, we’ve had the privilege to work with some of Indonesia’s and the region’s most prestigious brands. While we are always striving for more, it’s been a rewarding journey to reflect on what we’ve achieved so far.”
When asked for his advice on leadership, he focused simply on two words: enable and empower.
“When a group works together with a shared sense of attachment and purpose, the results are exponentially greater than what any individual high performer could achieve on their own,” he concluded.
