Tag: Agency Leadership Decoded

As part of the Omnicom network, Omnicom Media Group (OMG) Hong Kong plays a key role in delivering end-to-end transformational experiences rooted in data, content, and integrated planning, powered by the Omni open operating system. In a fast-moving and competitive market like Hong Kong, OMG continuously adapts by balancing global expertise with local understanding while staying ahead of shifting consumer behaviours and expectations.

But what does it take to lead an agency holding company to success? And how does an executive’s leadership philosophy shape the culture, client partnerships, and long-term business direction?

To explore these questions, we sat down with Derek Yip, chief operating officer of Omnicom Media Group Hong Kong, for our latest Agency Leadership Decoded interview. In this piece, he shares his leadership approach, insights on navigating the Hong Kong media landscape, and the strategies OMG Hong Kong is adopting to stay ahead of the curve.

Empowering leadership for strategic growth

Derek has been with OMG since 2011, beginning his journey as head of buying at OMD Hong Kong. Over the years, he expanded his expertise across investment and trading roles, eventually taking on the role of COO at OMG Hong Kong in 2023.

As a seasoned leader, Derek’s philosophy centres on empowerment, adaptability, and a relentless focus on value creation. This mindset has helped shape a culture at OMG Hong Kong that values collaboration, innovation, and accountability.

Derek cultivates a culture that values experimentation and rewards calculated risks, which is crucial in a dynamic market like Hong Kong.

“I believe that great leaders don’t create followers—they inspire teams to take ownership, think creatively, and act decisively,” he shared.

On the client side, this philosophy translates into building deep, strategic partnerships rather than transactional relationships. Derek emphasised that the goal is to truly understand each client’s business, anticipate their needs, and deliver solutions that create measurable impact.

“That’s why we are not just vertically growing OMG HK’s business, but also expanding our business horizontally to enrich our offerings in the areas of performance, content, influencers, data, and research through our different specialised business units,” he added.

Derek’s people-first, value-driven mindset also steers OMG’s broader strategy. Whether it’s adopting emerging technologies or building omnichannel campaigns, he ensures the teams remain agile and aligned to client goals.

“By empowering our teams and aligning their strengths with our clients’ goals, we ensure OMG Hong Kong remains a leader in delivering transformative media solutions,” he said.

Balancing global excellence with local cultural depth

Leading an international agency holding company in a culturally unique market requires a nuanced balance of global thinking and local depth. For OMG Hong Kong, this is a constant pursuit—and one that Derek is committed to achieving.

“Balancing global best practices with local relevance is a cornerstone of our success,” he explained. “We achieve this through a dual-lens approach: leveraging the scale and insights of our global network while embedding a deep understanding of Hong Kong’s cultural, economic, and consumer nuances into everything we do.”

On a global level, Derek shares how OMG Hong Kong draws on proven frameworks, such as data-driven targeting, omnichannel integration, and emerging technologies like AI and programmatic advertising, to ensure strategies meet international standards of excellence.

At the same time, OMG places strong emphasis on cultural fluency and market intimacy. The teams are actively working on various customised projects to help clients uncover local insights and capture new opportunities.

“For instance, our Hong Kong video landscape study, which analyses video viewing habits in Hong Kong, has enabled our clients to understand and contextualise shifts in viewer behaviours,” Derek noted.

“Additionally, our customised AI social listening solution empowers clients to process vast amounts of data, resulting in actionable insights that reflect local customer sentiments, thus helping them prioritise their media buys to reach particular demographics. Furthermore, our recent ‘New Hong Kongers’ research assists clients in uncovering new market opportunities. By combining global rigour with local insights, we deliver work that is both world-class and distinctly reflective of Hong Kong,” he further explained.

Agility by design with impact at speed

At OMG Hong Kong, agility—both in mindset and operations—is deeply embedded in the agency holding company’s DNA, a quality Derek sees as vital to thriving in the city’s fast-paced environment. He shared how this agile approach plays out across three key areas of the business.

“For decision-making, we utilise our proprietary tools, such as the Omni open operating system, to analyse media data and empower our teams to respond swiftly,” he said.

When it comes to talent, Derek believes continuous learning and adaptability are foundational.

“Our people are our greatest asset, so we invest in upskilling programmes that cover key topics from presentation to management skillsets. This ensures our teams can respond to evolving demands,” he continued.

As for campaign execution, Derek highlighted OMG’s test-and-learn mindset—launching minimum viable campaigns to gather insights quickly, then scaling what works.

“This keeps us nimble, ensuring we meet client deadlines and exceed consumer expectations in a market that never slows down,” he added.

Navigating tomorrow’s landscape

As the team goes full steam ahead in the second quarter of 2025, Derek sees three major trends that are shaping agencies’ strategies in Hong Kong: AI-powered personalisation, short-form video, and purpose-led marketing.

He’s confident that OMG Hong Kong is well-positioned to harness these trends for its clients.

“We’re leveraging advanced analytics and machine learning to deliver hyper-targeted campaigns that speak directly to individual preferences, whether through dynamic creative optimisation or tailored e-commerce experiences,” Derek highlighted.

When it comes to short-form video, he shared that OMG Content, Omnicom’s partnership, social, and entertainment division, is focused on producing “snackable, high-impact content that cuts through the noise”—a response to the rising popularity of video formats driven by platforms like Instagram Reels and Xiao Hong Shu, which continue to dominate, particularly among Gen Z and millennials.

Derek also stresses that sustainability is no longer a nice-to-have. Purpose-driven marketing is gaining traction as consumers in Hong Kong demand more from the brands they engage with.

“We have collaborated with our client, L’Oréal, to authentically integrate ESG principles into their narratives using our proprietary tool, OMG Impact. This tool enables us to align client media investments with specific ESG goals, reflecting local values such as community and responsibility,” he explained.

“By staying ahead of these trends, we equip our clients with strategies that are both innovative and impactful,” Derek added.

Thriving in the face of growing competition 

When asked about the biggest challenges and opportunities for agencies in Hong Kong, Derek acknowledged the increasingly competitive nature of the marketing landscape. While this presents clear hurdles, he also sees it as a catalyst for game-changing opportunities.

“The biggest challenge for agencies in Hong Kong will be navigating economic uncertainty and intensified competition. With global brands eyeing the Greater Bay Area (GBA) and local players upping their game, differentiation will be tougher than ever,” he noted.

Still, Derek believes that the rise of regional opportunities and emerging technologies paints a promising picture for the future.

“The GBA’s growth offers a chance to scale campaigns regionally, while advancements in tech, like immersive AR/VR experiences or blockchain for transparency, can redefine how we engage audiences,” he explained.

For the next generation of agency leaders, Derek offers practical guidance: “First, master data—it’s the currency of modern marketing, and those who can turn insights into action will win. Second, stay curious and adaptable; the tools and platforms we use today won’t be the same in five years, so embrace change. Finally, focus on purpose—build teams and campaigns that inspire, not just sell.”

As OMG Hong Kong expands its capabilities and embraces innovation, Derek’s leadership ensures the agency isn’t just keeping pace with change but actively shaping what’s next, continuing to transform experiences.

For agencies to thrive in the current industry, keeping pace amidst the digital marketing industry’s perpetual state of flux is not enough. The industry, always transforming, demands marketers that are not merely reactive to changes, but ones with a forward-thinking approach.

As they remain at the lead of brand communication, agencies need agility, understanding the evolution of technologies and driving them towards innovation. To truly thrive, agency leaders must become visionaries, staying ahead of future trends. 

At the helm of JOLT Digital’s APAC team, Jason Tan, general manager, shows the importance of being proactive at an agency in his role. In MARKETECH APAC’s latest Agency Leadership Decoded interview, Jason discusses his talent-centric leadership philosophy and his team’s tech innovation as a competitive edge in the industry.

Future-proofing talents

Jason’s leadership philosophy is deeply rooted in empowering a team. He sees his role, along with the leadership team, as the provider of tools, training, and guidance to the agency’s workforce. This leaves all team members in charge of unlocking their personal growth.

“As a leader, I am driven by the belief that People Power Growth. Agencies are defined by our talent and we are invested in the constant upskilling and mentorship of team JOLT,” Jason said.

Accountability is also at the centre of JOLT’s operations. As the team propels the agency to become game-changing, they are consistently challenging norms while holding each other responsible for delivering excellence.

“The most successful teams have the muscle memory to consistently deliver high performance so I strive to create a culture of excellence for the whole agency,” Jason said.

With Jason as the lead, the agency also developed ‘JOLT Academy,’ an internal training program built around the core pillars of technical training, media planning fundamentals, and ‘work that works.’

“I believe the talent of the future needs to be T-shaped, possessing broad professional knowledge and in-depth technical capabilities. This creates value for JOLT and also sustainable career growth for each team member,” he said.

Jason’s ‘People Power Growth’ philosophy also includes the agency’s relationships with clients and partners. For him, nurturing these relationships is crucial to continuing JOLT’s growth.

“We also started our fortnightly Lunch & Learn Wednesdays to encourage closer collaboration with media partners and to keep an active pulse of the best solutions in the market,” he shared.

Tech innovation as a competitive edge

Throughout the years, JOLT has been focused on refining its digital solutions through emerging technologies.

At the forefront of its strategy is JOLT’s J-CAL, the agency’s budget allocation tool. Jason shared that they have refreshed the tool to include more markets and data points. 

“I believe the agency that wins the future is one that combines talent and tech seamlessly. Our focus on developing the best digital solutions and grooming the best media talent has been the foundation of JOLT’s success,” he said.

JOLT’s technological innovation proved useful when it encountered challenges in meeting its clients’ needs better. Jason shares how the team realised that the J-CAL itself is insufficient in helping clients execute campaigns.

“I tasked our head of programmatic to look at building a solution that could answer clients’ needs and add more offerings so we could bring a unique technology vs. what other indie agencies currently offer,” he shared.

This led to the creation of the agency’s proprietary DSP, JOLT Command Centre, which is behind its creative strategy.

Reflecting on the agency’s achievements, Jason said, “Beyond the strong year of new business wins, JOLT also won at the MARKETECH APAC Marketing Technology Awards 2024 which is a testament to how our strategy is paying off.”

‘Embrace the dissonance’

The marketing landscape today, more dynamic than ever, may be challenging to be in. However, for Jason, traversing the fast-paced environment also comes with excitement.

Leaving advice for other aspiring leaders, Jason encourages them to “embrace the dissonance” that comes with abrupt shifts in the industry. They must be open to “relinquishing control.”

Recognising how younger media specialists possess deep knowledge, technical capabilities, and enthusiasm, Jason shares how this can be boosted as an asset to the company.

“Our first task as leaders is to mould this raw energy into a functioning team while recognising that the leadership that the younger generation values is different,” he said.

“For young leaders looking to rise in the ranks, invest your time and resources in understanding the synergies between different practices, platforms and technologies. The leader of the future will be someone who can articulate a clear vision of data and tech, and with a strategy to translate this vision into tangible revenue,” Jason concluded.

Jason’s approach to agency leadership underscores being a visionary, anticipating needs to go beyond reacting to issues once they come. As marketing and technology continue to converge, riding the turbulence or rapid change is not enough. Proactive agencies and leaders must help shape it, paving the way for sustainable growth.

Australia remains one of the biggest markets globally for many industries, including in marketing and advertising. Alongside New Zealand, these markets contribute to a growing industry scene where brands and B2B firms flourish thanks to an abundance of agencies helping these companies to thrive in the ANZ market and reach more potential clients and consumers.

This is exactly what Dentsu Creative and Merkle does–with the former helping brands to reach consumers through engaging campaigns and marketing initiatives, with the latter helping firms to utilise the power of data and analytics to improve customer experience (CX) and digital transformation. The big question is: how does a sole leader for both of these practices hold up in a competitive market much like ANZ?

To learn more about this, we recently sat down with Kirsty Muddle, CEO of Dentsu Creative ANZ and CEO of practices & products for ANZ at Merkle to learn more about her balanced agency leadership, and how she strives to always make marketing and technology work together through their own initiatives.

Understanding personal leadership philosophy

For Kirsty, her leadership philosophy as both leading Dentsu Creative and Merkle in ANZ is building a foundation of authenticity, empowerment, and continuous learning. Among those key traits include leading by example, learning from failure, and setting boundaries.

“So many leaders get this wrong, when it should be so simple. I believe in showing up, being human, and making myself available for my team. Leadership isn’t just about setting the direction, it’s also about setting the tone for collaboration, trust, and accountability,” she stated.

In terms of learning from failures, she added, “We all fail! So let’s not shy away from it. Instead, embrace and encourage a culture of taking risks and failing fast. Some of the best ideas come from pushing boundaries.”

With a focus on bringing modern creativity to life, Kirsty finds innovative ways to help clients grow their brands and form deeper, more meaningful connections with their customers. She also leads a team of passionate people across creative, strategy, production, earned attention, digital experience, entertainment, public relations, content, social media, Indigenous affairs, and government relations.

Keeping the team engaged

When asked about her way of creating initiatives to keep the agency’s talents engaged, Kirsty stated that creative and entrepreneurial thinking comes when their teams collaborate and unlock the broader dentsu community in order to solve client problems.

“We place a lot of emphasis and importance on creating a culture that values transparency, fosters innovative thinking, and has the right structures in place to enable cross-functional collaboration,” she said.

Some of those initiatives include ‘10 at 10’ where short, hyper-focused updates are done where the team covers the most important things for the week, and ‘Hour of Power’ which are longer, monthly deep dives where the team shares knowledge from key projects, hear from clients, and showcase big ideas or interesting work from across the network.

Moreover, they also do pitch recap sessions to spark inspiration and have open discussions on where the team and its talents can pivot next time.

Navigating industry challenges

Kirsty remarks that no two days are the same in the marketing and creative scene–and that she loves these changes amidst constant evolution. First, she recognises market pressures, noting that the industry faces tighter budgets and increased client expectations. However, she sees this as an opportunity for them to be more efficient.

“This presents an opportunity to think about efficiencies within our business and ensure we’re focusing on value-driven solutions to ensure we’re creating an impact, even in a tough market,” she explained.

Part of the challenge they’re also navigating is innovating their business, stating, “Connecting our teams around client needs has created new opportunities for collaboration across the group. This shift has allowed our people to work across more diverse projects, engage with different clients, and has opened the door to learn from other inspiring people within the global dentsu network.”

Connected to that as well is their goal of continuously refining their product offering, making sure that they clearly define what success looks like. Given that they work in the B2B scene–an industry that is growing whilst most other budgets are under pressure–it is an area that they specialise in from market understanding and consumer dynamics to deliver in tech, media, and creative.

“This has given us the foundation to ensure our creative teams are delivering tier-one work for our tier-one clients, and our CX capabilities are deeply ingrained throughout the business,” she added.

On the other hand, while technically not a challenge, Kirsty also notes that technological advancements are an area that they all have had to learn about and adopt quickly, such as the use of ‘Agentic AI’.

“We are in a productivity lull as a nation, people need time back to focus on the things that are critical yet we still have cumbersome methods and multiplicity that compounds on our time. At dentsu, we’re not just leaning in, we want to be a leader in this space and find meaningful innovation that creates business value and drives impact for our clients and ourselves,” she further noted.

Reflection of milestones and what lies ahead

While Dentsu Creative is just two years old, Kirsty remarked how far their practice has reached, given the multiple services they are able to provide to their clients, especially in the B2B space.

“We have brought together capabilities across Brand, PR, Social, Government Relations, Experience & Connected Commerce and Content Supply Chain to deliver what clients need now, but we’re also geared for the future,” she said.

She added, “We have now diversified our work with clients like NBN and AMEX, delivering E2E Creative solutions for them, and seeing businesses like online retailer The Iconic grow with accelerated velocity as a result of this type of thinking. It’s been a big and hugely rewarding 2 years – and we’re just getting started.”

When asked on her leadership advice in terms of inspiring future leaders in the marketing industry, she summarised it into four key points: 

  • Build a team of resilient and adaptive marketers, so you can remain agile. 
  • Maintain an open mindset. Things move quickly; it’s our job to anticipate what our clients need next. 
  • Celebrate both the wins and the losses. 
  • The best ideas can come from anywhere, so keep your eyes and ears open.

“Our industry is dynamic and demanding but filled with opportunity. Great leaders are those who listen, adapt, and remain curious,” she concluded.

***

Successful marketing agencies play a crucial role in delivering effective B2B solutions, helping businesses connect with their target audiences and drive growth. They craft data-driven strategies, create compelling content, and leverage digital channels to enhance brand visibility and engagement. 

By understanding industry dynamics, optimising campaigns, and fostering meaningful client relationships, these agencies enable businesses to navigate competitive markets with confidence and agility. Through innovation and strategic execution, they empower companies to build credibility, generate leads, and achieve long-term success in an ever-evolving business landscape.

As a public relations network under Publicis Groupe, MSL has strived to make its clients stand out publicly through enhanced capabilities in creative and unique earned-first storytelling, strategic stakeholder engagement and sophisticated influencer marketing. In an era where corporate reputation is important to stand out from polarising consumer viewpoints, services like those from MSL help brands navigate changing narratives and insights from the masses.

With such a task in mind, how does an agency like MSL continuously meet the ever-changing expectations of the industry, and how do its talents also evolve alongside it?

To answer these questions, we recently sat down with Margaret Key, chief executive officer at MSL APAC for our latest Agency Leadership Decoded interview, as she shares her guiding principles of leadership and her outlook on MSL’s growth in the region.

Understanding her leadership philosophy

As the leader of MSL in the APAC region, Margaret understands that she carries a very strong sense of responsibility for their network, their clients and their teams.  She firmly believes that leadership is not defined by title or position but by the ability to inspire, guide and elevate others towards a common goal or shared purpose.

“At the core of my approach are trust and accountability – fundamental principles that create an environment where teams feel empowered to take ownership, think independently, and drive meaningful outcomes. I want our leaders and teams to feel comfortable talking to me, telling me things they enjoy about their work but also equally, what they don’t enjoy.  

She further notes that she is fortunate that her professional experiences have also touched her at a personal level by expanding her community, her growth mindset and how she views the world.  

“As such, I look at what I do as important to contributing–both professionally and personally,” she added.

Margaret admits that when she first started her stint at MSL, she observed how Publicis was already very far into consolidation under the country model, which made it a challenge to demonstrate the power of the MSL network.

“As the only PR agency, MSL was thus not well understood for what it did and how it fit into the Groupe as well as the value PR can bring in part of the proposition to clients,” she notes.

To navigate this particular challenge, Margaret explained that instead of trying to push for understanding, she spent more time with their MSL leaders, trying to appreciate how they were working at the local level, what challenges they faced and where they saw opportunities in the country and across the region.  This then allowed her to present back to the MSL and Groupe leadership on their ‘shared’ challenges and opportunities.

“By looking to how we could evolve together, we naturally leaned more into each other and that has made all the difference, internally as well as externally, showcasing more collaborative work across the region,” she stated.

Initiatives for women empowerment

One of the initiatives within MSL that Margaret has taken part of is the launch of the Women’s Forum Asia Barometer–which she spearheaded. Said strategic initiative is designed to uncover the untapped economic potential of women across key markets, including Australia, China, Japan, and Korea.

Moreover, this report also highlighted critical workplace challenges and persistent gender disparities in labour force participation, reinforcing the urgency for actionable solutions. 

For instance, in its latest report for 2024, it highlighted how 1 in 3 women have already realised they were paid less than male colleagues with equal competence. Moreover, around 1 in 3 women have also realised that a male colleague had been promoted or chosen for promotion over them, even though she was more competent. 

“I strongly believe that empowering women with data-driven insights is essential — not only to advance gender equality but also to drive sustainable economic growth across the region,” Margaret stated.

Aside from the Women’s Forum Asia Barometer, she also led the formation of the MSL APAC EXCO team, where over 50% of leadership positions are held by women. 

“This initiative reflects my dedication to championing diversity within the Groupe, fostering a leadership culture that is equitable, representative, and built for long-term impact,” she added.

Navigating milestones and what lies ahead

Reflecting on MSL APAC’s trajectory from five years ago, she has stated that the firm has achieved significant transformation, where half of their top clients now span multiple markets, with most clients generating significant revenue, and their largest client reaching a substantial annualised amount. Such growth has positioned MSL APAC as one of the fastest-growing regions within the MSL global network.

“The robust MSL network enabled local offices to tap into broader ideas and strategies, leveraging regional insights to benefit local clients and support their growth beyond borders. This success underscores the power of strategic leadership, operational excellence, and a unified vision for growth and innovation,” she explained.

When asked on her advice for future professionals in this industry, Margaret said that as a service industry, the future of leaders in this industry must be agile and reflect the changes that clients commonly face. 

She added that there has never been a more dynamic time than now when one considers the speed of change across technology, innovation, media consumption and consumer sentiment. Moreover, consumers are more discerning, demanding and less trusting of companies and brands–adding to evolving challenges for industry leaders to explain to their clients.

“Our clients look to us for guidance, best practice and stewardship.  The future leaders of marketing communications must be informed and focused on the journey but most importantly, the output as defined by business outcomes. They must also be able to transcend the traditional siloes of communication disciplines,” she concluded.

***

Successful public relations leaders understand the power of storytelling and the importance of maintaining credibility. They navigate complex communication landscapes with transparency and agility, ensuring that messages align with both brand values and public expectations. By cultivating strong relationships, leveraging digital platforms, and proactively managing crises, they help organisations build lasting trust and influence in an increasingly interconnected world.

For over a century, Grey has been at the forefront of delivering famously effective creative solutions. The agency’s presence in Hong Kong continues this legacy, with a deep focus on bold creativity, strategic execution, and a commitment to delivering impactful results for clients.

In our latest Agency Leadership Decoded interview series, Duffy Lau, managing director of Grey Hong Kong, shares how he embraces a transformational leadership approach to spark fresh ideas and push creative boundaries.

A culture of collaboration and adaptability

Duffy has been with Grey for over a decade, starting as an associate account director for Greater China before taking on senior roles at Grey Hong Kong, eventually stepping into his current position as managing director.

At the heart of Duffy’s leadership philosophy is teamwork and clear communication—both essential to fostering a thriving creative environment. For him, leadership is not just about navigating new challenges but also about setting a strong foundation for sustained success.

Duffy believes in ensuring that every team member has a seat at the table, where ideas are openly exchanged and refined.

“There’s a seat at the table for people to be heard and share their thoughts; this is where impactful ideas are born from a diverse set of talented people!” he shares.

In a fast-paced and ever-evolving creative industry, Duffy also emphasises the importance of being agile and flexible—whether tackling new trends or overcoming long-standing challenges. 

“As no single solution applies to all problems, it’s important to be adaptable,” he states.

By thinking strategically and maintaining an open mind, Duffy ensures that Grey Hong Kong delivers unique and well-thought-out solutions that provide real value to clients.

Strategy meets execution: Making creativity tangible

Grey Hong Kong’s approach to creativity is rooted in balancing breakthrough ideas with strategic execution. Duffy believes that exceptional creative work goes beyond presentations and concepts—it requires a meticulous process that integrates ideation, craft, production, and strategy execution.

“It’s not only about creating fancy PowerPoints; the idea, the craft, production, and strategy execution—everything must come together well. We revisit the work output at every major step, and only when the highest standards are met are we happy with the work,” he explains.

For Duffy, following the process is key, as Grey remains committed to its legacy of delivering famously effective creative solutions to clients. The goal is for their famously effective work to speak for itself and resonate positively with audiences.

“Our clients are always our priority; excellent creative work in tandem with effective results is a win for both—the client and the agency,” he adds. 

Duffy ensures that Grey Hong Kong’s creative philosophy is reflected in its standout campaigns, such as the Hong Kong Tourism Board’s ‘Postmas Trees’ and Lee Kum Kee’s ‘So F_king Delicious.’

With ‘So F_king Delicious,’ Duffy encouraged the team to approach the campaign with a social-first mindset, ensuring it resonated within the digital landscape. ‘Postmas Trees,’ on the other hand, showcased the power of execution and strategic media placement, allowing the campaign to break through the festive noise.

He explains, “We can only succeed in the social media space by being bold and pushing our creative boundaries to ideate the sharpest sayings relevant to the context.”

The agency also built on the momentum of the Hong Kong Science and Technology Park’s (HKSTP) ‘Keep Up’ campaign with the follow-up ‘IYKYK’ initiative. This effort brought audiences closer to the innovations nurtured by HKSTP, reinforcing the brand’s role as a driving force in Hong Kong’s technology scene.

And there’s more to come. Duffy teases an exciting campaign for HSBC’s 160th Anniversary, promising show-stopping creative work that will be unveiled soon.

Nurturing talent and driving creative excellence

When asked about the biggest challenge faced in the industry, Duffy pointed to “attracting the best [talent] and making them feel they belong.”

Duffy recognises that the creative industry is a talent-driven business, where attracting and retaining top-tier talent is a constant challenge. His solution? Fostering an environment of transparency, trust, and ownership.

“The management team in my office has remained unchanged for over five years; sharing problems and finding solutions together is the only way to keep people united and striving for the same goals—much like a large family,” he says.

By prioritising a culture of belonging and empowerment, Duffy ensures that Grey Hong Kong remains a space where creative minds thrive and push the boundaries of possibility.

The fearless pursuit of unforgettable ideas

Making a lasting impact in the highly competitive and cluttered creative industry is no easy feat. Agencies compete fiercely to stand out, continuously pushing creative boundaries and refining their strategies to captivate audiences.

For Duffy, fearless creativity is the key to standing out in an increasingly cluttered market. He encourages his team to step out of their comfort zones, take bold risks, and focus on crafting ideas that leave a lasting impact.

“All learnings, including things that didn’t work out, lead to growth. It’s okay to do fewer but more significant things,” he advises.

“You need to be fearless, bold, and single-minded to be heard above the noise. Don’t do the same creative over and over again. Originate big ideas and do valuable, impactful work that is unforgettable,” he added.

Through his leadership, Duffy Lau continues to shape Grey Hong Kong as a powerhouse of creative excellence, where bold thinking, strategic execution, and a collaborative culture come together to deliver work that speaks for itself and drives real results.

McCann Worldgroup has significantly contributed to brands’ success throughout its decades of providing solutions as a creative agency. With its global network, the company’s capabilities are spread across countries, yet its team in Southeast Asia (SEA) stands out through its work.

Having offices in key markets such as Singapore, Thailand, Indonesia, and the Philippines, McCann Worldgroup’s presence in SEA is significant. Still, the agency continues to expand its capabilities to cater to its broad range of clients.

Maintaining this creative momentum has its tricks and tactics, but in MARKETECH APAC’s Agency Leadership Decoded, Nick Handel, president at McCann Worldgroup SEA, shares his strategies to foster a culture of creativity in the agency while it persists through challenges in the industry.

Unveiling the drivers of creativity

Nick has been leading McCann Worldgroup SEA for four years. Throughout his leadership, he has prioritised how the agency promotes creativity, ensuring it is recognised and rewarded within the team.

To sustain the agency’s creative momentum, Nick fosters his three key drivers of creativity: conscious inclusion, collaboration, and client fitness.

“Conscious Inclusion is a philosophy which promotes consistent practices and deliberate actions to foster an inclusive culture. It is through conscious inclusion that we create meaningful experiences for our people and teams, drive better business practices with our vendors and clients, and ultimately, unleash the creative power of our people and our work,” Nick explains.

As Nick shares, collaboration is another crucial aspect that flourishes when different skills and expertise come together effectively.

“We want to create a more integrated and open workplace where the sharing of ideas, skills and efforts isn’t just encouraged but is an intrinsic part of our DNA. Where anyone in McCann Worldgroup Southeast Asia – whether they are part of McCann, MRM or CRAFT – can draw from a common well of talent and tools, no matter where they may sit or which logo may appear on their business card,” he said.

According to him, tangible marks of creativity can only be seen if they align with their client’s needs. While these needs evolve, Nick shares how the agency constantly ensures their relationship with clients moves forward.

“In an industry sometimes characterised by its short-termism, we’re proud to count eight clients who have been with us for more than a decade. I’d like to think that constantly assessing our client fitness and our restless search for “what’s next”, has played no small part in that achievement,” he said.

An eye within the agency, the other beyond

Throughout his leadership, Nick has set distinct initiatives to make the agency more effective. In these strategies, he looks both within the agency for the welfare of its employees and outside of it, taking a broader view of its position in the industry.

Citing one of the initiatives for employees, he said, “To create a shared sense of belonging, we launched ‘Day For Meaning’, an annual event where we pause all regular business for one day so that all employees can find the time to create solutions to remove barriers to inclusion.”

He added, “In response to the pressures of modern agency life, we also introduced an innovative annual leave policy. Called ‘Time Well Taken’, the policy allows all full-time staff to take as much additional paid leave as they need, subject to the approval of their managers.”

Building on its client fitness, the agency continued implementing its agency integration model, ‘Open Architecture,’ which groups employees into multi-specialist teams instead of placing them within discipline-driven departments. To further ensure good relationships with clients, the agency engaged in a third-party client satisfaction survey, allowing them to see improvement opportunities.

Last year, McCann Worldgroup SEA also introduced something new to the industry. 

“To ensure the agency is ahead of the curve in new and emerging flavours of creativity, we launched three new service offerings: McCann Content Studios, a culture-first editorial and entertainment studio dedicated to creating content, experiences, and conversations that resonate with today’s fast-paced social landscape,” Nick said.

Besides the studio, McCann Worldgroup also worked on a production automation platform powered by artificial intelligence (AI) called ‘XD’ and ‘Hedy,’ a delivery centre specialising in integrating content, commerce, and CRM platforms. The agency also commissions its own research that helps brands and businesses in the region.

Challenges as stepping stones

For Nick, the fast-paced nature of marketing technologies and AI came as both a challenge and an opportunity for McCann Worldgroup. Despite the difficulties in remaining on top of these technologies, the agency continued to leverage them in its operations, helping them achieve new heights and even contributing to their remarkable industry awards.

“We also became the first network to partner with [Ai]magination, the world’s leading AI creative studio. The partnership will grant the agency early and preferred access to [Ai]magination capabilities for real-time content creation and asset support for brand campaigns,” Nick shared.

For other leaders in the industry, Nick leaves the advice of never being too big for small things, as other leaders inspired him to be.

“We’re in an industry that often talks about the importance of big ideas. And whilst this is undeniably true, I think it’s important also for leaders to have the humility to resolve the seemingly small things which, like a stone in the shoe, can have a disproportionate impact on someone’s motivation. As in most service industries, details matter,” he said.

Interestingly, Nick also encourages them to “never eat lunch alone.” 

“Marketing is very much a people business. Its leaders need to be open and approachable – even if (like me) they may often be guilty of dining ‘al desko,’” Nick concluded.

Nick’s leadership at McCann Worldgroup SEA has redefined creativity as a core value. Through his beliefs as a leader, Nick has shaped the agency’s trajectory as a leader of its own kind, helping the individuals within it achieve success with creativity made tangible for its clients. With a focus on collaboration and client fitness, Nick contributes to how McCann Worldgroup is shaping the creative industry in the region and beyond.

Naga DDB Tribal, a Malaysian creative agency part of the DDB Worldwide collective, has long offered its clients marketing and branding services focusing on creativity and innovation. Given how the agency’s vision is deeply rooted in the parent group’s quest for interaction, it’s no wonder that many of its works for clients like CelcomDigi, KFC, The Exchange, SP Setia, Prudential and Unilever thrive in making sure brands make an ‘instant connection’ with their customers.

With such a proposition, how does Naga DDB Tribal continue evolving in a continuously changing market, and how can the agency’s talents grow in creativity and innovation?

In our latest Agency Leadership Decoded, we recently spoke with Farrah Harith-McPherson, chief growth officer at Naga DDB Tribal, to learn more about her leadership style and why it is essential to continue empowering talents, especially women, to make their voices heard and create an impact in the industry.

Making a team feel supported and valued

In her current role, Farrah shares that her leadership philosophy revolves around fostering a culture of collaboration, empowerment, and continuous growth. For her, this philosophy means leading by example—with empathy, authenticity, and a relentless focus on making a positive impact.

“I believe that the best ideas and solutions come from a team that feels supported, inspired, and valued. To me, leadership isn’t about directing—it’s about enabling. I focus on creating an environment where each individual can thrive, encouraging autonomy while providing the tools, guidance, and resources they need to succeed,” she said.

Farrah also explains that she emphasises clarity and purpose in everything they do, adding that for a team to thrive truly, they need to understand the ‘why’ behind their goals. 

“My role is to align our efforts with a shared vision while remaining adaptable to the ever-evolving needs of our clients and the industry,” she added.

Creating initiatives to foster growth

Given her goal of creating an environment where talents are moulded to become talented and inclusive, she says that her initiatives within the agency are intended to motivate and engage the agency’s talents.

“At Naga DDB Tribal, I’ve had the privilege of driving and supporting several unique initiatives designed to foster growth, collaboration, and a sense of belonging,” she said.

One of the key initiatives she championed is the ‘She Speaks Power’ initiative, a platform that empowers our team—especially women—to share ideas, voice their aspirations, and build confidence. The initiative is led by Hajar Yusuf, the agency’s head of digital and social, and includes various activities driven by the team.

For Farrah, this has strengthened camaraderie and inspired meaningful conversations and actions within Naga DDB Tribal. 

Another initiative she highlighted was rebooting their training program and co-creating the ‘Naga Adcademy.’ This program, led by the agency’s strategy team, developed a comprehensive calendar of training activities designed to inspire creativity, build skills, and foster closer collaboration across departments and industry partners.

In addition to these main initiatives, Farrah also supports the team’s initiatives for social events and activities. 

“Whether it’s lobbying management support or helping them bring their ideas to life, I see these moments as opportunities to strengthen our bond as a team,” she said.

She also highlights that any of its initiatives, whether it’s its ‘She Spins Power’ (a spin class taught by one of its own strategists) initiative or a 5km run to raise money for Cancer Research, all aim to foster a close relationship while having fun.

“Ultimately, my role is to empower the team, giving them the freedom and support to take ownership of initiatives they’re passionate about. By doing so, our aim is to create an environment where everyone feels they belong and can make a meaningful impact,” she stated.

Navigating the challenges of agency leadership

In terms of challenges in her leadership, Farrah says that one of the biggest challenges she faced was maintaining team engagement and morale in the face of industry pressures.

“Advertising is both incredibly dynamic and taxing as an industry. While it has its rewarding moments, it also comes with uncertainty and the risk of burnout. Keeping the team inspired, motivated, and aligned has required consistent effort and intentional leadership,” she said.

She admits that continuing the momentum is always challenging, especially when external factors add pressure. To navigate this, she has learned the importance of being present and authentic with the team. 

“By showing up, listening, and addressing challenges together, we can foster an environment where everyone feels supported and valued. I’ve come to understand that it’s not just about talk or even about creating programs for the team —it’s about showing care in the small, everyday moments,” she added.

Moreover, she also states that while she doesn’t claim to have all the answers to solve these challenges, she still believes that being open and approachable, even when facing uncertainty, creates a foundation of trust within the agency collective. 

“Leadership, for me, is about walking alongside the team and working through challenges together. It’s a journey of learning and adapting, and I’m grateful for a team that rises to the occasion, time and time again,” she added.

Milestones reinforcing agency beyond traditional boundaries

Farrah shared that one of the milestones she takes the most pride in during her leadership at Naga DDB Tribal is the impact of ‘She Speaks Power.’ She highlighted how this initiative has been a transformative force within the agency and the broader community it has touched.

“‘She Speaks Power’ was born out of the belief in the power of shared learning, mentorship, and celebrating entrepreneurship. Internally, it has had a profound effect on our team, fostering a culture of collaboration, confidence, and inclusivity. The activities and programs under this initiative have provided our team with opportunities to lead, innovate, and build meaningful connections with one another while having fun,” she explained.

She also expressed how the external impact of these initiatives has been deeply gratifying, highlighting how mentorship programs like IMPACT have significantly played a crucial role in supporting female founders and entrepreneurs in overcoming the challenges of building their businesses. 

“These efforts have reinforced Naga DDB Tribal’s reputation as an agency that goes beyond traditional boundaries, one that values purpose and creates a positive ripple effect within the industry and beyond,” she said.

Farrah also added, “‘She Speaks Power’ is a testament to what can be achieved when we embrace the spirit of entrepreneurship and the power of community. I am proud to see how it continues to inspire and uplift, and I am grateful to my team for really making this initiative work. We are entering into our third year, and I couldn’t be prouder.”

Leading with authenticity

In terms of advice for future industry leaders, Farrah emphasised the importance of leading authentically and fostering a collaborative spirit as key aspects of effective leadership in the marketing industry. 

She also pointed out how easy it can be to get swept up in trends or adopt leadership styles that may not align with one’s true self.

“True inspiration comes from being yourself—sharing your values, staying grounded, and showing up with sincerity in every interaction. People respond to authenticity because it builds trust, which is the foundation of any strong team or relationship,” she said.

Farrah also highlights the significance of fostering a culture of collaboration, explaining that leadership is not about having all the answers or working in isolation.

“Leadership isn’t about having all the answers or doing it alone—it’s about creating an environment where ideas flow freely, people feel empowered, and everyone works toward a shared goal. At Naga DDB Tribal, I’ve seen the magic that happens when we tap into our collective strengths and work as a team,” she said.

Lastly, she said leaders can inspire others to adopt the same approach, creating a ripple effect that fosters positive transformation within teams and organisations.

“Leadership is about lifting others as you grow. For me, this means championing people’s potential, celebrating their wins, and giving them the space and confidence to shine. When you lead with empathy and purpose, you inspire others to do the same, creating a ripple effect that can transform teams and organisations,” she concluded.

***

Effective leadership in the marketing industry requires a balance of inspiration, adaptability, and vision. Leaders must cultivate creativity, encourage collaboration, and embrace diverse perspectives to drive innovation. By staying ahead of emerging trends and setting a clear direction, they empower their teams to craft impactful campaigns that connect with audiences and stand out in a dynamic landscape.

With its long-rooted history of making a meaningful difference to brands and people, HAVAS has cultivated a culture of agility and perfect synergy within its so-called ‘Havas Villages’ to provide clients with tailor-made solutions supporting their positive transformation. 

At its Malaysian operations, HAVAS has done significant work for its clients, blending creativity, PR, media, events, CX, and social expertise. Clients include 100PLUS, Domino’s Pizza, Sanofi, and several Reckitt brands.

With an agency tracing its roots to the original French agency founded in 1835, how do its Malaysian operations keep up with the ever-changing local landscape? And how does its leadership play a role in maintaining stability in the local advertising industry?

For our latest Agency Leadership Decoded, we spoke with Nizwani Shahar, chief executive officer at HAVAS Malaysia, to understand her leadership style within the agency, what initiatives they are implementing to boost creativity and productivity among their employees, and her advice for industry leaders navigating the ever-changing landscape of marketing and advertising.

Bearing a ‘creativity with purpose’ philosophy

A key aspect of her leadership within the agency is bearing in mind the ‘creativity with purpose’ philosophy. For Nizwani, leadership isn’t just about managing outcomes; it’s also about building a foundation where people feel inspired to do their best work and grow along the way.

“I believe creativity is our superpower, but it thrives best in an environment of trust, inclusivity, and shared vision,” she stated.

She also shares that as a leader, she aims to cultivate a culture where everyone feels empowered to think big, take risks, and collaborate openly. 

“Leadership, to me, also means leading by example—listening actively, being accessible, and adapting to the ever-evolving needs of the team and the industry,” she added.

Initiative with people at the centre of everything

True to HAVAS’ commitment to building a diverse, inclusive, and equitable workplace, Nizwani stated that its initiatives are rooted in the mission that people are always at the centre of everything.

A good example of the agency’s local initiative is its free French lessons for all Havas Malaysia employees. For Nizwani, the initiative helps employees learn a new language and better understand HAVAS’ French roots.

“A first of its kind in Malaysia, we pay homage to our French roots by tying up with Alliance Française Kuala Lumpur to provide free French lessons at the agency once a week,” she said.

Another initiative they have is focusing on career growth and mentorship through structured programs where senior team members guide younger talent, fostering a learning culture within the agency.

“This not only helps develop skills but strengthens bonds across the team. By investing in their growth, passions, and well-being, we create a motivated team that produces meaningfully different work for clients,” she explained.

Building a strong team amidst industry evolution

In terms of challenges, Nizwani shared that one of the ongoing challenges has been ensuring they stay relevant in a rapidly evolving industry. From her perspective, the advertising landscape demands that they innovate continuously while staying true to the creative roots that define them.

“To address this, we’ve worked to diversify our capabilities while ensuring all work is anchored in creativity. Whether it’s digital, activation, or brand experiences, our focus remains on producing work that is both impactful and meaningful to audiences,” she stated.

Another challenge for them has been talent retention in a competitive market. To combat this, their strategy has been aimed at creating an environment that people want to be part of a place where they can grow, be recognised, and collaborate with some of the best minds in the business. For Nizwani, building this culture has been instrumental in their success.

With such a strategy in mind, she explains that one of her most significant milestones has been building a team of some of Malaysia’s most talented and creative minds.

“It’s not just their calibre but their humility and collaborative spirit that truly set them apart. This combination has helped us deliver outstanding work for clients and cemented our reputation as an ideas-first agency,” she said.

She also said that they have seen significant growth in client partnerships, with major brands trusting them to help them navigate complex and dynamic markets. 

“This speaks to the strength of our work and the relationships we’ve built. Ultimately, the most impactful milestone has been creating an agency culture rooted in creativity, trust, and humility—a foundation that sets us up for continued success,” she added.

Leadership led by creativity and evolution

When asked about her topmost advice about inspiring future advertising industry leaders, she said leaders should stay anchored to creativity while embracing evolution. While the advertising industry constantly changes, the ability to think creatively and solve problems with purpose will always be at its core.

“Future leaders should also recognise that their greatest asset is their people. Inspire them, empower them, and create a culture where they can thrive,” she said.

She also quipped that leadership isn’t about having all the answers—it’s about asking the right questions, being open to ideas, and building trust. 

“Remember that humility is a strength. Listen, learn, and never stop growing. When leaders lead with humility and purpose, they inspire teams to achieve great things together,” she concluded.

***

Leaders in this field must inspire creativity, foster collaboration, and adapt to emerging trends while maintaining a clear vision for success. By setting the tone for innovation, encouraging diverse perspectives, and staying attuned to market shifts, effective leaders empower their teams to deliver impactful campaigns that resonate with audiences. 

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.

Formed from the unification of two prominent creative agencies within the industry – Wunderman Thompson and VMLY&R, VML has established itself as an agency equipped to support clients on creative brand strategies and transformation initiatives, all powered by deep data, marketing technology, and platform expertise. With this in mind, it takes a special type of leadership to ensure that all these capabilities are met and delivered proficiently.

For Samir Gupte, CEO of VML Indonesia, leading this agency is built on an approach that focuses on a culture of transparency, respect, an environment that motivates everyone to do better, and a leader that leads by doing and supporting at the same time. 

Making internal improvements

Elaborating more on his leadership philosophy, Samir says that the biggest barriers to growth are mostly ‘internal’, citing that the pain points are not so much about the work itself, but about the peripheral issues.

Whether it is interpersonal dynamics, clarity on what every individual or team needs to achieve, or making hard processes easier, Samir explains that his focus is ensuring that all those internal hurdles are reshaped to help people to do their best.

“We cannot possibly control or manage what happens in people’s lives outside the office. But what we can do is create a culture where people love to come to work to create the work they love. They need to be happy with what they are creating or contributing to,” he added.

Visualising and organising goals

One of the unique initiatives implemented by Samir to keep the team engaged is a ‘Vision’ workshop with their leadership team, which breaks down their goals and ambitions into a concrete, tangible and measurable road map which could be tracked every month.

Samir also shares that VML Indonesia has a ‘Rising’ Leadership Team initiative that prepares team members to become future leaders of VML Indonesia, bi-monthly town halls for progress updates where they discuss key issues, celebrate wins, and welcome new joiners.

Furthermore, Samir mentions that VML Indonesia focuses greatly on training by creating a ‘Business 101’ session to strengthen the business orientation for the team, open dialogues in the office with a special channel for people to ask questions and address concerns, and a ‘regional leadership development programme to provide larger exposure, and to learn from the other leaders within the region, which can be shared with the wider teams.

Prioritising quality execution

Talking about the challenges faced by VML Indonesia, Samir mentioned the rise of smaller agencies which positioned themselves as the ‘cheaper & faster’ alternative. “A lot of execution work did shift to these smaller local agencies, but we did not want to compete against these,” he explained.

However, Samir said that sticking to their quality of offering allowed for them to thrive within the current landscape where clients are now looking for business solutions that go beyond basic communication and execution.

“In the increased competitive scenario, clients want to know how to make their brands meaningful, differentiated and relevant to their audiences. Through VML’s offering connecting Brand Experience, Customer Experience and Commerce, we have been able to drive sustainable growth for their brands and in turn our business,” Samir mentioned.

Driving creative success

Reflecting on their approach, Samir shares that VML Indonesia has seen some great changes internally. There is now a stronger sense of ownership with everyone seeing a clear vision for the company and their roles as well as a positive and collaborative atmosphere in the workplace that promotes transparency, more meaningful conversations, and initiatives that really resonate with the team.

Through these improvements, VML Indonesia has acquired significant achievements during the last six months, being the first Indonesian agency to secure a Grand Prix award and the only agency from Indonesia to win a Cannes Lion for 2024. The Indonesian team also led and won an ASEAN-level pitch which was spread across eight markets, and their six month attrition rate has significantly decreased this year and well below the average of the industry in Indonesia.

Talking about how he approaches his way of leading, Samir shared, “First, if a person feels more confident and better about themself after interacting with you, and is inspired to do better, you have done your job. Second, not all conversations or meetings start well- but make sure to end all conversations on a positive note. Whether it is a difficult conversation or a critical feedback, focus on the positive impact that you want to achieve. Lastly, focus on the problem that you want to solve, not on the person or the situation.”