The agency appeared on The Pitch, the programme’s advertising face-off segment, where agencies were tasked with a deliberately provocative brief: convince Gen Z to bring back drinking culture.

Rather than promoting alcohol itself, Havas Red’s campaign focused on what it argued younger audiences are increasingly losing—spontaneity, shared social experiences, and imperfect moments that become lasting memories.

The campaign, titled A Good Life, follows a conversation between a young adult and their grandfather reflecting on life, regret, and the value of unplanned social moments.

Scenes of nights out, gatherings, and messy human interaction are contrasted against themes now deeply embedded in Gen Z culture: doomscrolling, wellness routines, loneliness, and the pressure to maintain a “perfect” life.

Shane Russell, Chief Executive Officer of Havas Red, said the agency intentionally avoided producing a conventional alcohol advertisement.

“We weren’t interested in making an ad about drinking itself,” Russell said.

“We wanted to create something about spontaneity, shared experiences and the moments people remember for years afterwards. The campaign was really about social culture and human connection more broadly,” he added.

The work reflects wider shifts taking place across Australia’s social and nightlife economy, as younger consumers increasingly drink less frequently than previous generations and spend more time socialising online.

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The organisation has appointed Havas Red Brisbane to lead two integrated national campaigns in 2026 focused on reducing on-farm risks and improving safety awareness ahead of National Farm Safety Week.

The appointment comes at a time when Australia’s farming industry is under growing scrutiny over workplace safety standards, particularly in regional communities where machinery incidents, vehicle accidents, fatigue, and child-related injuries continue to drive disproportionately high fatality rates.

Rather than relying solely on compliance messaging, the campaigns will focus on behavioural change and cultural influence—an approach increasingly adopted across public safety communication in Asia-Pacific, from road safety to mental health awareness.

The work will combine communications strategy, social content, creative storytelling, and stakeholder engagement aimed at farmers, families, and the broader agriculture industry.

For Havas Red Brisbane, the account adds to a growing agribusiness portfolio as agencies compete more aggressively for regional and purpose-led briefs beyond traditional metropolitan consumer brands.

The agency has previously worked with agricultural and food-sector clients including Norco and Nutrafruit.

“Farmsafe Australia plays a critical role in improving safety outcomes for farming communities across the country,” said Nicole Streete, Executive Director at Havas Red Brisbane.

“We’re proud to partner with them on two national campaigns designed to drive meaningful awareness and behavioural change at a time when the industry is facing serious challenges,” Streete said.

“Our experience across agribusiness, combined with a strong integrated offering puts us in a unique position to deliver work that cuts through and connects with regional audiences,” she added.

The campaigns will support National Farm Safety Week, one of the sector’s most prominent annual awareness initiatives.

“National Farm Safety Week continues to be one of the most important opportunities we have as an industry to stop, reflect and reset the standard we want to see on Australian farms,” said Stevi Howdle, Executive Officer at Farmsafe Australia.

“These campaigns matter because they create conversations that reach beyond compliance, into culture, leadership and the everyday decisions that shape what’s considered normal on [the] farm,” Howdle said.

“We’re excited to see the first campaign, ‘Show ’em How It’s Done’, build momentum and engagement across the industry as it comes to life in new and impactful ways during National Farm Safety Week,” she added.

The appointment also reflects the broader evolution of regional communications work in Australia, where agencies are increasingly expected to combine earned media, creator partnerships, community engagement, and digital storytelling within a single campaign structure.

Havas Red operates offices in Brisbane, Sydney, and Melbourne as part of the wider Havas Village network.

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The initiative is designed to support communicators and marketers as generative AI tools increasingly influence how people search for information and evaluate brands. EchoWeave focuses on generative engine optimisation (GEO), a strategy aimed at improving how brands appear and are interpreted by AI systems.

The offering is spearheaded by teams in Australia and the United Kingdom and is powered by the agency network’s proprietary Brand Insights AI platform from Havas. According to the agency, EchoWeave is intended to provide organisations with tools to measure and improve brand visibility as AI becomes a primary gateway for search, comparison and decision-making.

The launch comes as search and discovery tools increasingly integrate generative AI. Platforms such as Google Search now incorporate AI-powered results, while conversational systems including ChatGPT and Microsoft Copilot are increasingly used as alternatives to traditional search engines.

EchoWeave integrates with Havas Red’s existing capabilities across public relations, social media, influencer marketing and experiential campaigns. The agency said the system is designed to help brands adapt communications strategies for an environment where both human audiences and AI systems shape discovery.

Among its features are tools for analysing brand visibility across multiple AI search models, monitoring visibility trends over time, identifying which sources are cited by AI systems, evaluating existing content for AI relevance, and identifying gaps in topic coverage where brands may be underperforming.

“Generative AI is reshaping how people search, compare and make decisions, and no brand can afford to leave its visibility up to algorithms,” said James Wright, Global CEO, Havas Red. “With EchoWeave, we are giving clients the ability to understand and strengthen how AI systems present their brand. This marks a fundamental evolution in how earned influence is built.”

“Large language models are redefining brand discovery,” said Steve Fontanot, Commercial Managing Director, APAC, Havas Red. “EchoWeave gives communications leaders the clarity and intelligence they need to ensure their strongest stories are understood, trusted and elevated within AI-driven environments.”

“The same question is coming from every CMO and communications leader we speak to: ‘How do we ensure our brand is accurately understood by AI?’” said Rachael Sansom, CEO, Havas Red Europe and U.K. “EchoWeave gives leaders a clear, data-driven path to turn that challenge into a practical plan they can act on today.”

The introduction of EchoWeave forms part of Havas Red’s broader expansion of specialised practices. These include CRed for creator and influencer engagement, Peaks for executive visibility and positioning, Red Impact for corporate impact and sustainability communications, Havas Red Health for health and wellness engagement, Industry by Havas Red for B2B communications, and Red Connect for content marketing.

According to the agency, these practices operate within Havas Red’s merged media model, which integrates earned, social, content and experiential strategies with data-driven storytelling. The model aims to reflect how audiences increasingly discover and interact with brands across multiple digital and AI-mediated channels.

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The new practice formalises the agency’s creator-focused capabilities, reflecting the growing role of influencers and online communities across the customer journey. CRed is designed to integrate with Havas Red’s existing public relations, social, influence and experiential services, offering brands a structured approach to creator collaboration.

According to the agency, CRed will provide adaptive creator strategies aligned with brand values, long-term community programmes, culturally attuned creative development, platform-specific storytelling, reputation and brand safety guidance, and measurement frameworks that combine cultural insights with business metrics.

“CRed reflects how influence truly works today — it is earned through credibility, cultural understanding, and genuine community connection,” said Jos Ortega, chairman and CEO of Havas Ortega. 

“In the Philippines, where creators play an increasingly central role in shaping brand trust, CRed enables our clients to show up with greater relevance, responsibility, and cultural fluency. Our focus is on building partnerships that drive both meaningful engagement and measurable growth,” added Jos.

Moreover, the practice operates within Havas Red’s merged media model, which blends earned, social, content, experiential and data-driven storytelling. 

Havas Red Philippines is part of the wider Havas Red global network spanning 23 markets, combining international resources with local market expertise.

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Sing will lead Havas Red’s Melbourne team, expanding the agency’s integrated national offering across PR, social, influencer and creator content, digital, and experiential work, while collaborating closely with leadership and specialist teams in Sydney, Brisbane, and beyond.

With over 16 years’ experience across in-house and agency roles in corporate communications, public affairs, and marketing, Sing joins from senior positions at Mars Australia and New Zealand, and Kinrise, having previously co-founded Melbourne-based PR and marketing agency Modern Currency.

Shane Russell, CEO of Havas Red Australia, said, “While Havas Red has enjoyed a long and successful history in Melbourne, the past year has been intentionally transformational. Melbourne is home to an outstanding Havas Red team and agency Village, several of our largest, longest-tenured client partnerships, and a slew of newly won clients that are looking to take larger market share. Now is the right time to accelerate our ambitions and we’re thrilled to have Erin at the helm.”

He added, “Clients are looking for dynamic agency partners–those with the strategic capability to understand perspectives from both sides of the fence, and across a multitude of verticals and capabilities. Erin brings those unique perspectives and experience to the table for our clients and growing Melbourne team, which has increased to more than 20 people this past year.”

Sing commented, “Havas Red has a clear point of view on the role of earned, a strong mix of clients, and a collaborative culture that encourages integrated thinking and outcomes. The Melbourne team had a very positive 2025 and this year is shaping up even stronger. I’m excited to help shape the next chapter as we continue to broaden the work we deliver.”

Havas Red’s Melbourne clients span consumer, healthcare, and corporate sectors, including Toyota Motor Corporation Australia, L’Oréal, Tangerine, Make-A-Wish, Siemens Healthineers, Village Roadshow, Findex, Thermomix, UCB, and Chiesi. 

The agency is also deeply embedded in Melbourne’s cultural and sporting calendar, activating brands at the Melbourne Cup Carnival, AFL Grand Final, NBL, and A-League events.

“Having most recently worked client side, I can bring a level of strategic and commercial understanding of client expectations, operations, and pressures, and translate that into a stronger agency-client partnership,” Sing emphasised.

Sing follows Nicole Streete, who was appointed executive director, Brisbane in October 2025, as Havas Red continues to strengthen leadership across its national network of 90+ staff.

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The nationwide restriction is scheduled to come into force on December 10, 2025, shifting most of the compliance burden to technology firms and social platforms.

Under the new rules, anyone aged 16 or younger will no longer be permitted to create or maintain accounts on major services such as YouTube, X, Facebook, Instagram, TikTok, Snapchat, Reddit, Twitch, Threads, and Kick.

As government leaders push the proposal forward, marketers are bracing for the ripple effects across digital behaviour, online safety, and the broader media ecosystem. 

With that in mind, MARKETECH APAC spoke exclusively with Nathan Powell, chief product and strategy officer at Fabulate; Stuart Hood, executive director of social & content at Havas Red; Alex Robinson, head of social, creative and content, Australia at TEAM LEWIS; as well as WiredCo.’s Steph Edwards, head of social content & creative, and David Kennedy, managing director & partner, to discuss how brands can adapt to this new regulation and explore alternative ways marketers can connect genuinely to these younger audiences.

Social media ban: justified or not?

When asked whether the social media ban was justified, there are mixed reactions from the marketing leaders regarding this. Some argued that the ban itself comes with good intentions for younger audiences, while others argue that the ban only means people will move to other unregulated channels.

For TEAM LEWIS’ Alex, the ban is justified, and that this move isn’t merely to restrict the younger audiences but rather a ‘delay’ until the right time they can use it responsibly.

“I’m a parent of two kids, one 11 and one 8, so this has a very real effect on my life, and I think the ban is a good call. It’s not really a ban in the usual sense, it’s a delay. The same way we delay driving, alcohol or anything designed for adults. Giving kids a bit more time before they enter these platforms is a positive,” he said.

Meanwhile, Havas Red’s Stuart notes that this ban ensures their kids are protected from whatever harm might come their way, and with the rise of online bullying, the ban is necessary to protect younger social media users.

“Unfortunately, we’ve seen many cases with those under (and we’d also add, over 16) being directly targeted, picked on and negatively affected across social media. Online bullying has had a huge impact on Aussie kids and this is a good step in the right direction to help curb the negative side of social,” he said.

On the other hand, WiredCo.’s Steph and David note that while they believe that Australia’s social ban comes from a well-intentioned place, aiming to create a safer digital environment for young people, the practical reality is more complex. They also added that restricting access rarely eliminates behavior, it simply displaces it.

“While we’d agree that reducing exposure to harmful content is important, enforcing age limits at scale is difficult and likely will drive young people toward other online spaces,” they said.

On a stronger note, Fabulate’s Nathan had a stronger opinion on the ban, stating that the ban simply won’t work, citing a recent survey where 67% of voters support the ban, yet only 35% believe social platforms can enforce it.

“Blocking under 16s from platforms like Instagram, TikTok, Snapchat or YouTube is being framed as a bold act of protection. But in reality this is a policy that photographs well yet performs poorly…People like the idea of protecting young people, but they also recognise that a ban does not change behaviour. It simply moves it,” he explained.

Will this deter future marketing campaigns for younger audiences?

While there is uncertainty on whether this social media ban will deter marketers from creating campaigns that resonate with younger audiences, marketers agree that brands can create new ways to engage with these demographics.

According to Nathan, direct targeting becomes harder, but cultural relevance becomes far more important. Moreover, teens have always moved faster than policymakers, and they will continue to find new digital spaces to occupy.

“For the very small number of campaigns aimed at younger cohorts, the reality is that teens will still be influenced by what they see on their parents’ accounts anyway. Parents have always been part of the influence ecosystem, and this policy simply formalises what was already happening in practice,” he said.

Meanwhile, Stuart stated that while the young users can still view content without logging in, they won’t receive personalised feeds or interact with posts, which means engagement and conversion rates in some areas will drop significantly.

“We expect to see those brands who lean into a youth audience to struggle initially, especially those in fashion, gaming, entertainment, and FMCG to a lesser degree, which rely heavily on viral campaigns and teen influencers. Many brands will need to adapt and look to activations, school partnerships, and family-oriented campaigns to maintain relevance, with this audience,” he explained.

This was similarly echoed by Alex, stating that this social media ban doesn’t “kill” youth marketing–and that kids aren’t disappearing, they’re just in different places.

“Yes, we won’t have as much data on the under-16s usage on these banned channels, so content strategies will need to adjust. But marketers have survived far bigger shifts, this is just the next one and the smartest ones will find ways to not just adapt, but thrive,” he said.

The continued quest of parents as gatekeepers

With the ban in place, all marketers agreed that the parents will become the new ‘gatekeepers’ for campaigns that will target their young children. While it is commonly understood that parents have the obligation to keep their children safe from the negative side of the internet, marketers agree that moving forward, previous teen-centric campaigns will transition to more family-centric ones.

“For brands, this reinforces the need for a broad audience strategy: teens will continue to drive culture and trends, but parents ultimately make many of the key decisions across categories like technology, entertainment, fashion and lifestyle. And reaching both groups effectively doesn’t come from hyper-targeting, it comes from compelling creative storytelling,” both Steph and David said.

Meanwhile, Stuart highlighted four key adjustments on this: positioning products as family-friendly and safe, using trust-building content, leveraging parent-focused channels, and tapping into values-driven marketing.

“This is an opportunity to build long-term loyalty with families, which can influence purchasing decisions well beyond the teen years,” he stated.

For Alex, this means that brands should focus more on targeting more of their campaigns towards both children and their parents, noting this shift needed following the ban.

“Brands will need to speak to both sides. Give kids the fun, the identity, and the creativity they want. And give parents the reassurance they need. Safety. Learning. Confidence. Wellbeing. Value for money. This isn’t a massive change, it’s just a shift in how you tell the story. Make it something parents feel good about endorsing and something kids feel proud to use or have,” he explained.

This is also something that Nathan expanded, where he mentioned that parents are not just gatekeepers in a moral sense; they are becoming algorithmic gatekeepers. Their choices influence which platforms remain part of family life and, by extension, which brand messages their children will still be exposed to.

“When we map this against how teenagers actually consume content, the picture becomes even clearer. A ban does not eliminate exposure to branded content; it simply changes where that exposure takes place. Teens will continue to encounter brand messages through the content that surfaces on their parents’ accounts, through shared devices and family screens and through older siblings’ feeds. This is why the fear that brands will suddenly “lose” an entire generation is misplaced. Teens will keep seeing branded content, just not always on their own accounts,” he explained.

Nathan also noted that rather than reshaping the industry, the ban simply adds another layer of conversation between parents and their children about what is appropriate online. 

“It does not meaningfully change how creator marketing works, how social algorithms function or how brands plan their campaigns,” he said.

What’s next for influencer marketing–post ban?

For Steph and David, although new regulations may disrupt traditional influencer marketing, they note that teen creators will continue to find ways to exert influence, often through parent-run or family accounts, alternate platforms, or by migrating into smaller, closed communities such as private messaging apps and invite-only groups.

“For brands, this means that relying solely on public-feed influencers will no longer be enough, especially when creators under 16 may face restrictions or reduced visibility. Instead, brands will need to embrace micro-communities, private-group outreach, parent-aware messaging and carefully managed influencer collaborations that feel authentic within these more contained environments,” they said.

Meanwhile, Alex states that while younger creators will lose some visibility and you’ll definitely see agencies exploring workarounds, the bigger change is in who brands will rely on.

“The key thing here is this: kids won’t have accounts, but that doesn’t stop them from seeing content. They’ll still encounter creators through YouTube, gaming platforms, streaming platforms, shared devices at home, school laptops, outdoor ads, and culture in general. Influence leaks into every channel. It doesn’t sit inside one app. That’s why older creators, family creators and passion-based creators will still matter,” he explained.

Speaking of these changes, Stuart noted of the following shifts that brands can take on their influencer marketing strategies following the ban rollout:

• Shift to adult or family influencers: Brands will collaborate with influencers who appeal to both parents and older teens (16–18), creating multi-generational campaigns.
• Rise of “parent influencers”: Parenting and family lifestyle creators will become key ambassadors for products aimed at younger audiences.
• Content strategy overhaul: Messaging will move from “relatable teen content” to family-oriented narratives or aspirational content for older teens.
• Potential migration of creators: Some young influencers are already considering relocating overseas to maintain their careers, which could reduce local influencer diversity, but this comes with a whole set of new challenges, not least their schooling

Lastly for Nathan, he states that the instinctive reaction is to assume the ban will disrupt creator marketing, particularly for categories that have historically used teen creators. But when we look at the actual data, the scale of the issue becomes far smaller than the noise surrounding it.

He then added that the overwhelming majority of creator marketing simply does not target people under sixteen, and the audiences that brands care about are largely unaffected.

“Cultural relevance remains the true currency of influence, and creators over eighteen who speak fluently to youth culture will continue to bridge the gap effortlessly. If anything, the policy reinforces a trend already underway: brands will lean more heavily into adult creators with strong teen followings and into cultural formats that transcend age brackets,” he concluded.

***

As Australia prepares to implement the under-16 social media ban, marketers face a future where long-standing digital playbooks will no longer apply. Reaching young audiences will demand a shift toward alternative channels, more responsible data practices, and stronger collaboration with parents, schools, and youth-focused organisations. 

While the policy raises uncertainties, it also opens the door for brands to rethink how they build trust, creativity, and relevance in an environment where direct access to younger users is no longer guaranteed. The next phase of youth marketing in Australia will belong to those prepared to adapt early — and ethically — to a very different digital landscape.

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The report highlights trends expected to redefine communications across the region.

One key trend is the growing importance of crisis readiness, which is becoming a core competency for communicators as geopolitical tensions, climate volatility, and economic uncertainty continue to impact APAC markets.

Synthetic research is also emerging as a standard practice, with AI-driven audience simulations accelerating campaign planning and stress-testing, allowing brands to respond quickly to APAC’s fragmented consumer landscape.

In markets where trust is fragile and misinformation is widespread, transparency and authenticity have become critical brand values. Brands that demonstrate these qualities are more likely to win consumer loyalty.

Boldness has also become a new benchmark. From experiential activations in Australia to influencer-led campaigns across Southeast Asia, brands are increasingly pushing creative boundaries to cut through content fatigue.

Another notable trend is the shift of consumers toward private digital spaces, such as WeChat groups, Discord, and Telegram. This demonstrates the rising importance of closed communities, where brands can focus on authentic engagement within niche groups rather than broad public feeds.

The report cites APAC examples of boldness and innovation, including Wise’s “Fleece Free FX” activation at Bondi Beach in Australia. The surreal pop-up featured live sheep and theatrical stunts to dramatise hidden bank fees, showing how bold ideas can turn brand truths into cultural conversation.

Havas Red also highlights dialect-first content trends in Southeast Asia. From Cebuano hashtags in the Philippines to regional dialect humour on TikTok in Indonesia, brands are embracing lo-fi, creator-led storytelling to resonate authentically with local audiences.

The use of closed community strategies is gaining traction, with brands investing in WeChat and Telegram micro-groups to foster intimacy and loyalty within fandoms, moving beyond mass posting to meaningful participation.

Finally, the report points to a major shift in discoverability. Brands are moving from traditional SEO to Generative Engine Optimisation (GEO) to remain visible in AI-driven environments. At the same time, raw, creator-led storytelling and intentional influence from niche voices are challenging legacy media dominance across APAC.

Steve Fontanot, commercial managing director APAC at HAVAS Red, said, “The Asia-Pacific region is wonderfully diverse, with a lot of contrasts – hyper-connected yet privacy-conscious, tech-driven yet deeply human.”

He continued, “Our 2026 predictions show that success will come to brands that embrace bold creativity, invest in trust and adapt to technologies like generative AI without losing cultural nuance and human intelligence. Now in its ninth year, this report from Havas Red brings together the brightest minds in our global network, and we’re pleased to share it once again with the world.” 

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Fadeyev joins the Melbourne-based office following the retirement of Patrick Lyons, a long-standing figure in Australian automotive communications who spent eight years with Havas Red.

With nearly 20 years of experience in strategic communications, corporate affairs, brand activations, and sponsorships, Fadeyev is recognised for building media relationships and delivering measurable outcomes. Her previous work includes campaigns such as Renault F1’s return to Formula 1 and the Nissan Patrol Warrior launch with Premcar.

“Emily’s appointment further strengthens our automotive practice,” said Steve Fontanot, commercial managing director for Havas Red, Asia-Pacific. 

“Her leadership will drive communications for our long-standing partnership with Toyota and Lexus, two of the world’s most dynamic automotive brands. Emily is a highly respected voice in the industry with a track record in strategic communications. We’re thrilled to welcome her to Havas Red, which includes 30 of the most talented automotive specialists in the industry,” Steve added.

Additionally, Steve remarked his gratitude to Lyons, “I’d also like to take the opportunity to thank Patrick for his passion, professionalism, and dedication to excellence, which have set the benchmark for automotive communications for an impressive four decades. His partnership and friendship have been invaluable, and we wish him a happy retirement in sunny Queensland with his wonderful wife, Fran.”

Fadeyev also commented on her new role, “I’m thrilled to join Havas Red at such a pivotal time. The opportunity to lead communications for two iconic brands, and build on the legacy of someone like Patrick, is both humbling and energising.”

Her appointment is expected to continue Havas Red’s focus on automotive communications across strategy, media relations, and brand campaigns in the Australian market.

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HAVAS Red, the global PR micro-network of Havas N.V., now operates in 21 markets worldwide. It boasts a broad portfolio of high-profile clients, including Toyota, Lexus, adidas, Booking.com, and UNICEF, among others.

Meanwhile, H/Advisors serves as Havas N.V.’s global strategic advisory network. Over the past two years, the group has expanded its footprint across 21 markets with 1,500 experts, solidifying its leadership in public affairs, crisis and transformation advisory, as well as corporate and financial communications. The network has grown through acquisitions in markets such as Australia, Singapore, Dubai, and Portugal, and recently established a Brussels office to serve as its central public affairs hub.

As part of the joint venture, Mark Worthington, managing director and co-founder of Singapore-based H/Advisors Klareco, has been appointed as managing director of HAVAS Red in Singapore. The new role will see him lead the newly integrated team, which includes H/Advisors Klareco’s PR specialists. Worthington will also remain at the helm of H/Advisors Klareco alongside CEO and co-founder Ang Shih Huei.

Kenny Yap, who previously led HAVAS Red Singapore since 2017, transitioned into the role of CEO at HAVAS Play Singapore in April 2025. He will continue supporting existing clients in his new capacity.

“Launching HAVAS Red in India, Japan, Greece and Africa over the last couple of years has been a significant milestone for us, opening doors to very exciting markets. The time is right to further expand our team in Singapore, where our colleagues are already delivering groundbreaking work with iconic clients,” said James Wright, Global of HAVAS Red and Global Chairman of the HAVAS PR Network. “As part of the HAVAS Red Network, clients have access to borderless insights and thinking, to fuel creative campaigns and initiatives, that build lasting customer relationships and help grow their business.”

“Asia is an important growth market for H/Advisors and Havas and this collaboration with HAVAS Red will enable us to widen and deepen our presence in its fast-growing markets,” said Stephane Fouks, executive chairman for H/Advisors and executive vice-president at Havas.

Worthington added, “Bringing our teams together will enable us to be an even more powerful and integrated partner to clients in Singapore and across the region, on everything from social media to experiential to media relations.”

Meanwhile, Rana Barua, group CEO at Havas India, Southeast and North Asia, commented, “Enhancing our capabilities across the region, and particularly in Singapore, is central to our One Asia strategy. By broadening our reach and engaging with one of the world’s most dynamic and progressive audiences, we are reinforcing our commitment to creating meaningful connections and delivering impactful narratives.”

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This strategic move marks a significant step in elevating Havas Red Philippines’ position, delivering dynamic solutions, and fostering meaningful connections for clients. 

Under Pastor’s leadership, Havas Red aims to push the boundaries of creativity and innovation while maintaining its commitment to excellence. The agency plans to adapt to the evolving media landscape, leverage digital advancements, and integrate data-driven insights to craft more effective communication strategies. 

At a time when public relations is crucial in shaping public perception and fostering brand loyalty, this leadership transition positions Havas Red for sustained success.

Guided by Pastor’s leadership, a key priority will be strengthening Havas Red’s digital presence, acknowledging the increasing influence of online platforms in consumer engagement. The team will focus on integrating social media strategies, content marketing, and influencer collaborations into its services. This comprehensive approach will not only expand brand visibility but also strengthen connections between brands and their audiences.

Moreover, Havas Red will align its strategies with contemporary values emphasising social responsibility and authenticity. Modern consumers seek brands that reflect their values and make positive contributions to society. Through authentic storytelling and brand transparency, Havas Red aims to build lasting trust and loyalty among consumers. 

Speaking on Alex’s appointment, Jos Ortega, chairman and CEO at Havas Ortega Group, said, “With over two decades of experience in public relations, corporate communications, and media, Alex Pastor has a proven ability to navigate complex challenges and develop impactful strategies that engage diverse audiences.”

He added, “With distinct PR offerings such as SWAY Influencer Marketing, Red Impact Sustainability, and PEAKS Executive Branding, along with a strong new business pipeline, I believe Alex will propel the Havas Red brand to its next phase of growth in the Philippines.”

Meanwhile, Jay Lim, chief operating officer at Havas Media Network Philippines, commented, “In line with these strategic goals, Alex Pastor will also focus on expanding Havas Red’s client portfolio, exploring opportunities across key industries such as technology, healthcare, and sustainability to develop tailored communication strategies that address sector-specific needs.”

The appointment of Alex Pastor highlights Havas Ortega’s commitment to enhancing its PR capabilities through innovation, collaboration, digital transformation, and authenticity. With this strategic leadership shift, Havas Red is well-positioned to navigate the evolving market landscape in the Philippines and redefine excellence in public relations. As the agency continues to set new industry benchmarks and drive impactful brand communications, the future looks promising.

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