Tag: Agency Leadership Decoded

In an industry flooded with noise, UM is that rare signal: clear, confident, and powered by what it calls its secret weapon—heart. Whether they’re launching bold ideas into new markets or helping legacy brands find fresh relevance, UM operates on a philosophy that’s as human as it is high-impact: breakthrough work begins with breakthrough people.

With roots deep in insight and eyes fixed firmly on innovation, UM crafts campaigns that don’t just reach people, but resonate. This is especially important when talking about in the Asia-Pacific context, including Malaysia–a region that thrives in the balance between cultural diversity and continued advancement in the digital economy.

For our latest Agency Leadership Decoded series, MARKETECH APAC recently spoke with Sue-Anne Lim, chief executive officer at UM Malaysia, to unpack the guiding philosophies, cultural shifts, and strategic milestones that have shaped UM’s next chapter—one that’s rewriting the rules of what it means to lead an agency in a post-pandemic, AI-charged world.

Leadership built on trust, seasons, and clarity

Lim’s approach to leadership isn’t just tactical—it’s deeply philosophical. She describes authenticity as the foundation of her leadership style, especially in high-pressure environments like media and advertising.

“In a high-pressured environment like ours, trust isn’t a luxury, it’s a necessity,” Lim shares. “Authentic relationships create safe spaces. And only in safe spaces can people make mistakes, learn, and grow. This creates the kind of culture that fuels personal accountability and team resilience.”

She further explains her guiding principle: the 4 Seasons. “I believe in what I call the ‘4 Seasons Principle,’ which gives people and challenges time to evolve. Every season brings about change—be it in dynamics, outlook, or energy. Leadership is about withstanding that cycle, giving space for growth and changes, and staying the course while aligning everyone to a shared ambition.”

But for Lim, strong leadership also requires strategic courage. “You will not please everyone, and that’s okay. What matters is clarity of purpose. If we are clear about who we are, what we value, and the business outcomes we want to drive, people will either align, or they’ll move on. That too is progress.”

Building a culture of heartworkers

At UM, cultural identity is more than an HR initiative—it’s the backbone of the agency’s success. Lim spearheaded the introduction of Heartworker as the agency’s cultural DNA. It’s a term that encapsulates more than effort—it signals intent, care, and commitment.

“We created ‘Heartworker’ as our identity. It’s not a label; it’s a standard,” she explains. “In this high-stakes, multi-stakeholder business, you don’t survive by talent alone. You survive because you care enough to go the extra mile—for the work, the client, and each other.”

In addition to cultural alignment, Lim places high value on personal connection. “I spend time with every team member to give and receive feedback,” she says. “To remind them that the best place to work is the one where you decide to make a difference.”

This people-first philosophy is paired with a strong sense of ambition. UM Malaysia’s internal rallying cry is Breakthrough—a vision for both clients and employees. “Whether it’s helping brands move beyond stagnation or enabling our people to achieve something life-changing that they couldn’t anywhere else,” Lim says, “we want UM to be the place where real progress happens.”

From trust-building to operational reinvention

Stepping into her role as CEO came with expected challenges—but Lim tackled them with empathy and intent. “The toughest part of stepping into a new leadership role is earning trust. This goes both ways. People don’t know your intent, and you don’t yet know their rhythm. Chemistry is not a given; it must be built.”

To address this, she met with everyone at every level of the agency. “I made it a priority to meet everyone—from our most junior staff to my right-hand team—so that we can co-author our way forward.”

One of her first moves was redefining UM’s identity with the Heartworker ethos, then aligning it to a modernized operating model. “We have the tools,” Lim notes, “we just needed to make sure we’re using them like a world-class kitchen, serving consistently excellent work.”

She also led a strategic reset to prepare UM for future growth. “This reset required us to detail where growth will come from in the next three years. We know the spaces to play in, and we have a gameplan to diversify our capabilities to match these new revenue streams.”

Real milestones, real progress

Under Lim’s leadership, UM Malaysia has achieved results that are both measurable and meaningful. In just six months, the agency reached a remarkable 87% conversion rate—a clear indicator of client trust and internal alignment.

“That’s a testament to client trust and team tenacity,” Lim emphasizes. “It’s not something we take for granted, and we know we must keep earning it every day.”

But growth at UM is also about legacy-building. One of the agency’s proudest accomplishments is the launch of PRISM, a proprietary media school created in-house. “It’s built on a dual philosophy: half old-school media discipline, half future-facing innovation,” she explains. “Run by seasoned media professionals and digital futurists, PRISM is our way of building talent for tomorrow, while respecting the fundamentals that still matter today.”

Redefining leadership in the age of disruption

Asked what advice she would offer the next generation of advertising leaders, Lim pulls no punches.

“Don’t say, ‘It’s just business.’ Because once you do, you’ve given yourself permission to disconnect from doing what is right,” she says. “Leadership isn’t about ego or authority, it’s about accountability. Be the one who stays back to fix the problem. Be the one who takes responsibility when it’s messy. That’s how trust is built. That’s how culture is shaped.”

Lim adds that agility, self-awareness, and hands-on problem-solving are no longer optional. “Advertising is not what it used to be. The pace of disruption is monthly, and the demands are shifting constantly. Future leaders must embody agility, embrace lifelong learning, and have the courage to do what is difficult.”

She leaves with a final call to action: “Be very focused on creating value. And when in trouble, roll up your sleeves. Nothing builds credibility more than leading by example.”

***

With its fearless embrace of culture, clarity, and care, Universal McCann Malaysia—under Sue-Anne Lim’s leadership—isn’t just responding to disruption. It’s defining what breakthrough looks like in the modern marketing era. And it’s doing so with heart, every step of the way.

In Asia’s fast-evolving communications landscape, there’s no single formula for agency leadership. What’s needed is a rare blend of adaptability, optimism, and entrepreneurial drive—qualities that help leaders thrive amid shifting market dynamics and rising client expectations.

For David Ko, managing director of Ruder Finn Interactive Asia (RFI Asia)—the regional innovation and digital arm of Ruder Finn—that mindset defines his approach. It’s a leadership style equally grounded in navigating the cultural complexities of local markets and confronting the seismic changes reshaping the global agency model.

In this edition of Agency Leadership Decoded, MARKETECH APAC speaks with Ko about navigating cultural complexity, empowering teams, and why the agency model, in the face of AI and client transformation, must reinvent itself or risk extinction.

From founder to network leader: scaling agility with structure

Before joining the Ruder Finn network, Ko had built Daylight Partnership into a standout digital agency. When it was acquired, the shift from founder to regional leader marked more than just a change in title—it became an opportunity to scale his impact without losing the entrepreneurial edge that defined his leadership.

“Transitioning taught me the value of blending entrepreneurial agility with the resources and structure of a larger organisation,” he said. “As a founder, you learn to move fast, take risks, and wear many hats. The biggest lesson? Culture is everything. You need to preserve the innovative spirit that made your company successful, even as you leverage the reach of a global network.”

That experience also gave Ko perspective on the contrasts between running a boutique firm and leading within a large agency ecosystem—especially at a time when rapid technological shifts are rewriting the rules of the industry.

“For the first time in history I believe the agency model is under serious threat, and whether our industry survives very much depends on how well we can adapt and thrive,” he said.

Against this backdrop, Ko’s leadership focuses on trust, empowerment, and innovation from within.

“I focus on building trust, encouraging initiative, and ensuring our people have the freedom to innovate. This optimism and belief in our team’s potential, combined with a practical approach to problem-solving, have allowed us to deliver strategic counsel that’s both locally relevant and globally competitive,” he added.

Leading across cultures through autonomy, mentorship, and empowerment

Operating in Asia’s fragmented landscape means no two markets—and no two teams—are the same. For Ko, effective regional leadership begins with cultural respect and clarity but is ultimately built on trust, autonomy, and shared purpose.

“It starts with recognising that each market has its own way of working, and every team member brings something unique to the table,” he shared. “I’m a strong believer in developing talent from within and giving people the autonomy to lead in their own style.”

At RFI Asia, empowerment isn’t just about handing out responsibilities—it’s about creating the right conditions for people to take ownership, take risks, and thrive. Ko avoids micromanagement in favour of mentorship, fostering an environment where ideas can flow freely and individuals are encouraged to grow into their strengths.

“In practice, empowerment at RFI Asia means identifying each person’s strengths and giving them opportunities to lead projects, experiment with new ideas, and learn from failure without fear,” he said.

That commitment extends to investing in training, supporting cross-market collaboration, and championing initiative at all levels. “I make it a point to be a cheerleader—if someone wants to try something new or take on more responsibility, I’ll back them up.”

The result is a team that’s united by purpose but flexible in approach—capable of delivering for clients across diverse markets, while building a culture of trust and continuous growth from within.

Tech-enabled storytelling: beyond good content

With AI, immersive platforms, and dark social channels redefining how people interact with content, Ko sees the future of storytelling as deeply personalised and experience-led.

“Tech-enabled storytelling is no longer just about formats—it’s about creating experiences that are personal, interactive, and memorable,” he explained. “AI lets us tailor content in real time, but the difference between ‘good content’ and truly immersive storytelling is emotional resonance.”

According to Ko, what makes stories stick isn’t just technology—it’s originality and authenticity. At RFI Asia, that means crafting ideas that can live across multiple ecosystems—while staying anchored in human insight.

“Immersive stories invite the audience to become part of the narrative, not just observers. “It’s about using tech to deepen engagement, not distract from the message,” he emphasised. 

Agency evolution: consultative, cross-disciplinary, and client-first

As clients in Asia demand more strategic value at faster speeds, Ko believes agency networks must evolve beyond traditional service delivery to become truly consultative and tech-empowered.

“Clients want partners who can move fast, offer actionable insights, and deliver integrated solutions across markets,” he said. “That means investing in AI, data analytics, and cross-disciplinary teams—but also doubling down on local creativity.”

While in-housing and AI pose undeniable challenges to the traditional agency model, Ko is optimistic about the future—provided agencies adapt with purpose.

“The qualities that make agencies indispensable haven’t changed: fresh perspectives, diverse skill sets, scalability, and industry best practices,” he said. “At the end of the day, clients want partners who are in it with them—not just to deliver, but to co-create.”

Despite what he describes as a looming “tsunami” in the form of AI and business transformation, Ko remains confident in the resilience of people-led agencies—especially those willing to evolve.

Creating brand impact in Indonesia isn’t just about being bold—it’s about being in sync. Sync with shifting cultural signals, digital behaviours, and the pace at which new expectations emerge.

Cheil Indonesia operates at this intersection. With an integrated model built on data, creativity, and technology, the agency delivers connected brand experiences that are not only agile and relevant but also measurably effective. Grounded in local nuance and backed by a global network, Cheil Indonesia is redefining how brands stay culturally sharp and future-ready.

In this edition of Agency Leadership Decoded, MARKETECH APAC sat down with Joo Hwan Kim, CEO of Cheil Indonesia, to uncover how he’s guiding the agency through a digitally driven era—fuelling Gen-Z-led innovation, embracing AI-powered marketing, and championing a culture where purpose and performance go hand in hand.

A culture built on creativity, collaboration, and purpose

Transitioning into the Indonesian market after more than a decade in India, Kim knew that leading effectively would mean blending Cheil’s global mission with local sensitivity.

“My leadership philosophy revolves around cultivating a culture where creativity, collaboration, and purpose thrive. In a market as dynamic as Indonesia, balancing freedom and flexibility with a cohesive, shared vision is vital,” Kim said. 

At Cheil Indonesia, that shared vision is reflected in its integrated model—where data, creative, and technology teams work together from start to finish. “This structure empowers the team to stay ahead of trends, adapt to challenges, and deliver measurable value that resonates deeply with both clients and consumers,” he added. 

For Kim, that synergy is the engine behind effective storytelling and performance. 

“Data uncovers insights into consumer behaviour and market trends… Creativity transforms these insights into engaging narratives, while technology enables seamless execution and delivers measurable results,” he explained.

Kim highlighted that this synergy runs through every stage of the agency’s workflow—from initial strategy to final execution—enabling them “to design brand experiences that not only meet but consistently exceed client expectations, driving meaningful and measurable outcomes.”

“Ultimately, our vision is to position Cheil Indonesia as the leading integrated, data-driven performance agency, recognised for its unmatched ability to deliver impactful engagement,” he said. 

Fuelling Gen-Z creativity and culture from within

A distinct hallmark of Cheil Indonesia is its Gen-Z-driven energy, something Kim sees as key to the agency’s agility and relevance.

“It fosters bold thinking, inclusivity, and a willingness to challenge traditional norms, driving us to create ideas and campaigns that resonate with today’s hyper-personalised audiences,” Kim shared. 

“This mindset energises every aspect of our work, from brainstorming innovative concepts to executing campaigns that connect meaningfully with diverse consumer groups,” he added. 

Internally, Kim shared that the agency has built a culture where collaboration and experimentation thrive. “We actively promote Employee Generated Content (EGC). By empowering employees as authentic brand ambassadors, we not only showcase our culture and values but also enhance our connection with clients and consumers alike.”

By encouraging participation across all levels, Cheil ensures its teams are attuned to the trends shaping Indonesia’s ever-evolving marketing landscape—especially those influenced by younger, digital-native audiences.

Local-first, globally inspired

As a representative agency for Korean brands and culture, Cheil Indonesia is uniquely positioned to tap into the country’s K-culture wave—but Kim underscores that cultural relevance is always a local game.

“Our ideal strategy is ‘glocalization’—thinking globally but acting locally. By combining the best cases from our global network with deep local insights, we create campaigns that are innovative, culturally relevant, and resonate with the unique dynamics of the Indonesian market,” he explained. 

This is especially critical when navigating the behaviours of Gen Z, who, as Kim puts it, “change at nano speed.” Balancing global best practices with a culturally sensitive lens is how Cheil creates lasting impact in an increasingly crowded space.

Harnessing AI for personalisation—without losing the human touch

AI and automation are reshaping how marketers operate—and Cheil Indonesia is embracing these tools to deliver smarter campaigns.

“These tools enable brands to connect with the right audience at the right time, delivering tailored messages and offers that align precisely with consumer intent,” said Kim.

However, he’s quick to stress that technology alone isn’t enough. “While AI is a powerful enabler, creativity remains irreplaceable. Authentic connections require a human touch—an emotional resonance that only human creativity can achieve.”

Kim shared that Cheil Indonesia uses generative AI for ideation, client presentations, and data-driven strategy development. The agency also encourages team members to gain certifications in Gen AI to build long-term capability. 

“These innovations align perfectly with our mission of creating connected experiences that matter, ensuring that we deliver impactful and meaningful interactions,” Kim added. 

Adaptability as a leadership cornerstone

For Kim, one of the defining lessons of his transition to Indonesia has been the power of shared vision and adaptability.

“Indonesia’s vibrant, diverse market has taught me to appreciate the nuances of cultural differences while staying anchored in Cheil’s global values,” he reflected. 

That outlook drives his leadership approach: “We encourage collaboration across teams and invest in continuous learning, believing that creativity is nurtured, not innate. I always urge our people to embrace unfamiliarity and actively seek diverse experiences.”

Above all, Kim believes that staying curious and agile is key.

“The marketing world is ever-changing, and staying static is not an option. This is why I emphasise the importance of staying curious, taking calculated risks, and learning from both successes and failures.”

As Cheil Indonesia continues to grow, that commitment to learning, adaptability, and human-led creativity will be what sets it apart.

“Cheil Indonesia thrives on this culture of agility and openness, which drives us to create impactful, connected experiences that matter,” he concluded.

As the advertising industry becomes more complex, creativity that disrupts has become more than welcome. The media landscape, filled with various messages and expressions, has necessitated that agencies be exceedingly unique. Breaking conventions, not an easy feat, has become a need.

Amidst this reality, TBWA\Santiago Mangada Puno (TBWA\SMP) has placed disruptive creativity at its core, building a culture that allows bold ideas to thrive. While not easy, the agency aims to constantly break norms in its work.

In MARKETECH APAC’s latest Agency Leadership Decoded, Paolo Broma, chief marketing officer at TBWA\SMP, reveals how the agency maintains its relevance through its relentless commitment to openness to new concepts. Through the exclusive interview, Paolo shares how he plans to elevate TBWA\SMP’s work through his leadership mindset while embracing new technologies to innovate its strategies. 

Embodying ‘radical openness’ to bold ideas

For agencies such as TBWA\SMP, ingenuity is paramount to success. As Paolo steps in to lead the marketing efforts of the agency, his goal is to build a space where the team’s bold ideas can thrive. He aims to build the conditions to enable the team to execute their ideas well. 

To ensure this, Paolo emphasises the importance of receptiveness to new concepts. At TBWA, it is expected of people to constantly defy conventions and “prototype the unexpected.”

“One principle I always return to is radical openness — a mindset that my mentor, our Chief Creative Officer Melvin Mangada, consistently advocates for. It’s about embracing collaboration, encouraging diverse and even conflicting perspectives, and maintaining a constant radar for cultural, technological, and market shifts,” he said.

Embodying openness also means embracing new technologies for Paolo, which has become part of his operations. Needing to process huge quantities of information, he shares how AI deep research has been helpful.

“Personally, I stay deeply attuned to emerging knowledge — across technology, culture, and behavioural shifts… I see this as a key part of disruptive creativity: connecting seemingly unrelated dots to surface ideas and opportunities that feel both fresh and inevitable,” he said.

Part of Paolo’s responsibility in his role is overseeing TBWA\SMP’s PR business unit. More than helping brands tell their stories, he also aims to increase visibility and amplify the agency as a “brand in its own right.”

“We’re working on sharpening how we show up in platforms like LinkedIn and earned media — ensuring our leaders, work, and provocations are visible to both prospective clients and talent,” he shared.

While contributing to the wider industry through substantial thought leadership, the agency is also working on innovation projects internally to create value propositions.

“Beyond being seen as able to adapt to the latest technological developments and societal shifts, I think it is imperative for my organisation to be seen as a catalyst of change, as an agile and potent partner that can lead clients to more disruptive and groundbreaking work,” he said.

Notable milestones

Having been around since 2001, TBWA\SMP has garnered recognition for its creativity in working with well-known clients. Looking back on the agency’s notable achievements, Paolo reflects on the impact of each milestone.

“One early milestone was the launch of How’s Everything, our in-house film production unit — the first of its kind in the local industry. It closed the gap between idea and execution, deepened brand intimacy, and dramatically improved lead times and cost efficiency,” Paolo shared.

He also highlighted the agency’s annual internal hackathon called ‘OOMPH,’ where they fund the business ideas of their youngest team members. “It’s a way to remove traditional hierarchies and foster entrepreneurialism from within. It’s not just symbolic — several of the winning ideas have actually made it into the market,” he said.

“We also launched DLAB, our digital innovation and web production unit — a highly experimental space that actively partners with AI specialists and data scientists. It’s where we test what’s next, and it’s already influencing live campaigns,” he explained.

He added, “Together, these initiatives have deepened our capabilities, enhanced our agility, and redefined what being a ‘full-service agency’ can mean in a world shaped by constant disruption.”

Mastering ‘systems thinking’

Similar to the challenges faced by other agencies, TBWA\SMP also has to maintain its relevance amid shifts in client expectations and digital tools.

“One response has been to create agile teams that cut across data, PR, production and tech — breaking down silos to deliver integrated solutions.  Radical openness at work!” Paolo said.

“We’ve also made a conscious effort to upskill our talent and collaborate with specialists from new disciplines — AI engineers, data scientists, coders — creating a culture of experimentation that keeps us adaptive and inventive,” he added.

Navigating challenges and heading towards success needs leadership that masters “systems thinking.” For Paolo, this mindset is an important aspect of leadership, going beyond measuring campaign effectiveness.

“You need to understand the interplay between culture, talent, commerce, and technology — and use that understanding to build scalable, solutions, be it solutions for the client or the agency,” he said.

He added, “I also believe in building with both intuition and intelligence — human and artificial. I’m not embarrassed to say I’ve become reliant on AI — not dependent, which implies helplessness — but deliberately co-piloting with it. It has made me sharper, faster, and more reflective.”

Finally, leaving advice for future leaders in the industry, Paolo said, “Don’t gatekeep creativity. Make room for other voices — especially those with different backgrounds, skills, and perspectives.”

As an agency fuelled by bold ideas and creativity, TBWA\SMP builds a solid foundation with “radical openness” as a culture more than a belief. Moving with the aim of disrupting the industry with bold ideas, the agency is setting new standards, allowing creativity to thrive through innovation and collaboration.

In Indonesia’s high-stakes marketing arena, agility isn’t optional—it’s everything.

From navigating hyperlocal nuances to staying ahead of digital shifts, brands need more than just media buying—they need partners who can decode complexity and deliver results with speed and purpose.

Omnicom Media Group (OMG) Indonesia stands at the forefront of this challenge. As part of the global Omnicom network, the agency blends creative, data-driven, and tech-enabled solutions through the Omni open operating system to help brands win in one of Southeast Asia’s most dynamic markets.

For our latest Agency Leadership Decoded feature, MARKETECH APAC sat down with Rohan Mahajan, chief operating officer – media and creative services at OMG Indonesia, to uncover how he leads with purpose, cultivates adaptive talent, and drives the agency’s success in Indonesia’s fast-evolving media and marketing landscape.

A culture built on action and accountability

When asked about how his leadership philosophy drives the agency’s culture and results, Rohan puts it simply: “My leadership philosophy is rooted in a ‘Let’s get things done’ mindset—respond fast, act with purpose, and always put service first.”

At OMG Indonesia, this mindset translates into a collaborative and deeply client-focused culture. “More than just an agency, OMG Indonesia is a trusted partner for our clients, who are eager to collaborate and turn to us to help them navigate the complex media landscape,” he adds.

Having been with the agency for nearly a decade, Rohan believes that performance stems from more than just execution—it requires a deep understanding of client needs and challenges.

“I encourage teams to always deep-dive into client problems to develop a better grasp of the various challenges and opportunities,” Rohan explains. “This not only creates a culture of accountability, where driving results isn’t just a goal—it’s the standard to help our clients achieve their business ambitions.”

Staying ahead in Indonesia’s digital and diverse market

With Indonesia’s fast-paced digital evolution and diverse consumer landscape, adaptability is essential to maintaining OMG Indonesia’s competitive edge.

“Indonesia is a dynamic market—with its diverse consumer base and rapid digital adoption, there’s tremendous opportunity for both OMG and our clients,” Rohan shares. “To stay agile and innovative, we invest in rigorous training programmes and drive continuous learning through regional workstreams that promote knowledge exchange and best practices.”

This culture of learning and collaboration doesn’t just keep the team attuned to emerging trends—it ensures that every strategy is grounded in local relevance.

“It also helps upskill our talent, who are truly the backbone of OMG Indonesia’s success,” he adds.

Rohan further highlights the media holding company’s commitment to a test-and-learn mindset.

“We partner with all major platforms to equip our people with the latest tools and insights. Rotating our performance teams across different verticals keeps the work fresh, enhances retention, and builds well-rounded, adaptive talent.”

Transforming storytelling and planning for new consumer behaviours

OMG Indonesia is also evolving the way it crafts media strategies and narratives to stay in step with rising consumer expectations around digital commerce, influencer marketing, and hyperlocal engagement.

“Indonesians today expect content that’s not only personalised but also culturally relevant and rooted in community and convenience,” says Rohan.

To meet this demand, OMG Indonesia has embedded commerce signals into its planning process, leveraging data from platforms like TikTok Shop and Tokopedia.

“With our Omni open operating system, we can integrate first-party client data with real-time behavioural and transactional insights,” Rohan explains. “This enables smarter, more dynamic storytelling that adapts in real time to how consumers behave and shop.”

In the influencer space, OMG Indonesia is also shifting away from broad, macro-led approaches in favour of community-powered influence. “We’re working more with niche creators who are deeply embedded in local and passion-based ecosystems,” he notes.

OMG Indonesia’s hyperlocal approach is another key differentiator. “We deploy geo-specific creative variants and regional media mixes informed by local market intelligence,” says Rohan. “We’ve built internal playbooks specifically for targeting secondary cities, where digital adoption is accelerating—ensuring brand relevance scales far beyond Jakarta.”

Future-ready teams for Indonesia’s shifting media ecosystem

Looking toward the future, Rohan highlights the importance of building adaptable and digitally savvy talent.

“We prioritise building a team that is agile, adaptable, and future-ready,” he says. “As AI becomes mainstream, we focus on developing smarter talent who can integrate automation into everyday workflows, enhancing both performance and planning speed.”

With new media behaviours taking shape, Rohan emphasises how OMG Indonesia is investing in capabilities across data fluency, content strategy, commerce media, and platform-specific skills.

“We are also nurturing skills in audience segmentation, performance storytelling, retail media planning, and geo-targeted activation. Our approach is to blend strategic thinking with hands-on platform mastery, enabling teams to drive impact from planning to execution.”

So what does the future hold for Indonesia’s media and marketing landscape? For Rohan, the convergence of commerce, content, and community is at the heart of what’s next.

“As platforms like Grab, Gojek, Traveloka, Shopee, and Lazada evolve into media ecosystems, Indonesia’s marketing landscape is shifting toward a tighter integration of commerce, content, and community,” he observes. “For brands, this means planning for conversion from the first touchpoint—often within the same app.”

“AI is accelerating personalisation, while rising data privacy expectations demand more responsible marketing practices,” he added.

To prepare for these shifts, Rohan says OMG Indonesia is focused on building connected commerce strategies, expanding AI and data capabilities, and adopting modular content frameworks. “We are also upskilling talent to think in full-funnel journeys and act with greater agility—helping our clients not just keep pace with change but lead it.”

“Additionally, we collaborate closely with platforms to stay ahead of product innovation and ensure our clients benefit from early access and insights. As the landscape grows more dynamic, adaptability and experimentation will be key to unlocking growth,” he concluded.

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.