Investments /Trading /Media Buyer of the Year & Team of the Year
Outstanding Woman in Advertising
Strategy Leader
Strategic Planner & Strategic Planning Team of the Year
New Business Development Person of the Year & Team of the Year
Talent Management Individual & Team
WOMEN IN ADVERTISING
Women leaders share their open and honest takes on how to turn DE&I ‘opinions’ into action.
LEARNT AT THE OLYMPICS
Publicis Groupe’s Jennifer Fischer on what lies beyond winning.
NEWS & WORK
27 INDUSTRY VIEW
How has the portrayal of gender within regional advertising resonated with the industry?
36 PR ‘DONE RIGHT’
Publsh’s Sagar Chotrani on leveraging global experience for Dubai’s PR industry.
Motivate Media Group
30
PR, EVENTS AND EXPERIENTIAL GUIDE 2024
The comprehensive guide highlights key details and specialisms of the region’s PR, events, and experiential agencies, and the industry viewpoints of their leaders.
57 SAUDI FOCUS
Snap Inc. KSA’s Abdulla Alhammadi on why community is crucial.
58 SOCIAL MEDIA TIPS Netizency unveils news from the digital world.
59 PR GIMMICKS
Gambit’s Alexandra Richards shares useful ways to garner a ention in a blink-and-miss era.
61 MATTER OF FACT Cicero & Bernay MD Tariq Al Sharabi presents news, views, and trends across the spectrum.
65 APPOINTMENTS
Top job movements including new roles, promotions, and more.
66 THE SPIN Mishaps in the world of communications.
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On behalf of our stellar team, here’s our opening statement: This Women in Advertising issue is not tokenism.
“CREATE A CULTURE WHERE
We made a conscious decision not to go ahead with it as a perfunctory practice. We agreed to listen to what women in advertising had to say in their own words, the way they wanted to say it. We asked them about how the needle has moved on diversity, equity, and inclusion (DE&I) within the industry, and welcomed all honest and unfiltered opinions – the great, the good, the bad, and the unfortunate. Why did we do this? It’s because we believe that true empowerment and genuine representation stems from the amplification of authentic voices. We aimed to action this without undermining the complexity and richness within people’s stories, struggles, and successes. The industry spoke loud and clear, and we tuned in.
On one hand, it was incredibly heartening to hear that barriers to growth are crumbling, hurdles to equity are being overcome, and meaningful impact has been experienced across various geographies, including the UAE and Saudi Arabia. On the other hand, women said that although they are feeling more comfortable than ever before within the advertising arena, there are still miles to go before the conversation is done and dusted. If they’re still trying to fit in, then there’s a part of them that doesn’t feel like they belong.
Women leaders have unequivocally called for substance over superficiality. In their words, if mishandled, representation could potentially do more damage than good by placing unprepared talent in the spotlight, which then unintentionally reinforces systemic stereotypes.
Above all, women leaders have echoed the need for more open and honest conversations. They have requested industry consensus on creating a culture where people feel heard and valued, if not celebrated. They have also called for clear, measureable objectives and for agency leadership to be held accountable for achieving them.
Furthermore, amidst their fast-paced, highstakes agency life marred by cutthroat competition, women leaders have not called for a reprieve. Instead, they have asked for allyship in action, rather than mere words.
For those of us who’d like to help, Initiative and Magna CEO Lara Arbid sums it up nicely when she says, “Start from within, reflect on yourself and continuously educate yourself about different perspectives. Listen with empathy and an open mind. Use your voice to influence and challenge discrimination and advocate for equality. Create a safe space for others to speak up. Finally, support the career growth of individuals based on merit and amplify their contributions.”
EMPOWERING SAUDI TALENT AT ATHAR
ANUP OOMMEN
RTA reveals updated guidelines for out of home advertising in Dubai
BPG wins social media and CX mandate for Honda
BPG (Bates PanGulf, part of WPP) has revealed the addition of Honda Motor Co. to its portfolio of clients after coming out on top in a competitive, multi-agency pitch.
BPG has been entrusted with customer experience (CX) and social media content for Honda Middle East and Africa across 13 markets. As part of the mandate, BPG will also offer strategic support on digital assets, creative development, and media as the global mobility company transitions to a new product portfolio that will help achieve its NetZero by 2050 goals.
“Just like our newest client, Honda, we are building on decades of history to embark on a new phase of transformation,” said Avi Bhojani, Group CEO, BPG.
The agency aims to drive consumer engagement at scale
Dubai’s Roads and Transport Authority (RTA), in collaboration with Dubai Municipality and Dubai’s Department of Economy and Tourism, has updated its Dubai Out Of Home Advertising Manual with several changes that will affect out of home (OOH) players in the city.
These updates include improved site planning for advertisements, updated spacing criteria between billboards and intersections, and new procedures for the construction of billboards and commercial signage.
It also includes guidelines for standardising design criteria and aesthetic elements, while introducing specific criteria for innovative elements such as 3D ads, drones, and modern lighting.
To support advertisers in the creative process and in the application of innovative ideas, the manual mentions a variety of permitted geometric and artistic forms. These creative forms will also help inspectors monitor companies’ compliance with advertising regulations in Dubai.
“These updated guidelines, including revised spacing criteria between billboards, ensure audiences have more dedicated visibility and increased performance on each campaign and advertisement, effectively reducing visual clutter in
the city,” James Bicknell, CEO of OOH ad company BackLite Media told Campaign Middle East DOOH advertiser Elevision’s Chief Operating Officer Eamon Sallam said, “The elements related to standardised design criteria and spacing regulations are set to make the most immediate impact on the industry. With the continued proliferation of OOH assets across the country, clutter and poor designs have had a negative impact on the industry.”
The guidelines have also included the addition of new zones in Dubai designated for OOH advertising, as well as the expansion of digital advertising, while prioritising the safety and security of pedestrians and road users. These measures aim to ensure that Dubai maintain its leadership in this industry, the RTA said in its announcement.
The manual classifies all types of OOH advertisements according to the type of advertisement, location, and information delivered to users. It is enriched with images, specific measurements, and dimensions.
In its official statement, Dubai’s RTA also mentioned that the manual underscores its collaborative efforts with its partners to streamline government systems and procedures, aligning them with the aspirations of the UAE leadership and the objectives of the Dubai Urban Plan 2040.
“Expanding dedicated OOH zones and digital advertising opportunities is particularly exciting, offering advertisers greater potential for impact and return on investment,” Bicknell said.
A billboard on Sheikh Zayed Road, Dubai.
Cannes Lions owner Ascential to acquire Effie’s commercial assets
Ascential, the owner of Cannes Lions and WARC, has entered into an agreement to acquire the commercial assets of Effie, the award show that recognises marketing effectiveness.
Effie will join the Lions Division, which focuses on creative marketing.
“The coming together of Lions and Effie is a powerful testament to the fact that effectiveness and creativity in marketing are inextricably linked,” said Ascential CEO Philip Thomas.
Thomas added, “This historic partnership will complement the insights and intelligence on marketing and creative effectiveness Lions already offers via WARC, The Work, and Contagious, providing marketing leaders worldwide with the data and evidence they need to make the case for creative marketing that matters.”
Ascential will also embark on a long-term partnership with the not-for-profit organisation Effie Worldwide Inc, which will be transformed into a new global foundation, The Effie Lions Foundation. The new foundation will be dedicated to educating new talent and offering training for all marketing students, including those under-represented in the marketing community.
“The creation of The Effie Lions Foundation will educate and inspire
our industry, and broaden the opportunities available to everyone to build a career in creativity and marketing,” said Thomas.
The Foundation will also provide a home for Lions’ existing not-forprofit initiatives and provide access to some of the Lions Division digital products.
Effie will continue to be led by Traci Alford, President and CEO, Effie Worldwide.
Alford said, “We are excited to join Lions with such a complementary,
ALSULAIMAN LIKEA
The social media campaign for the Swedish furniture brand in Bahrain aims to playfully integrate Ikea’s products into well-known idioms, sparking conversation and inviting viewers to reimagine how Ikea fits into their own homes.
The campaign was designed with the aim of triggering curiosity and encouraging participation by using familiar phrases in unexpected ways. This was done in an effort to inspire shoppers to live better by bringing Ikea closer to people’s lives. The social media posts are currently running on Ikea Bahrain’s Instagram account. They feature the pun in various common scenarios
yet distinct, portfolio of brands.
“Closer collaboration between Effie, as the definitive marketing effectiveness benchmark globally, and the Lions brands is an exciting prospect for the industry as our ability to share insights and find synergies in our data will help to dissect the role creativity plays in driving marketing effectiveness overall,” she added.
The acquisition and the foundation partnership, are yet to be approved by regulatory authorities.
The GenX Media and Dubit bring Roblox media solutions to MENA
Dubai-based metaverse ad tech agency
The GenX Media has partnered with UK company Dubit to launch a new range of immersive media products and services on the online gaming platform Roblox for the MENA and APAC regions. The partnership with The GenX Media allows MENA and APAC brands and agencies to work directly with the UK-based studio, accessing cutting-edge Roblox marketing expertise with measurable results.
Dubit has previously built immersive Roblox campaigns for brands such as Adidas, Unilever and H&M. Its work has covered one-off virtual activations within games and merchandise lines.
“There’s a world of opportunity for brands on Roblox that is still largely untapped,” said Andrew Douthwaite, Chief Commercial Officer, Dubit.
“Roblox provides a unique platform for brands to engage with younger audiences in an evolving social media landscape,” said Ravi Dutt, Co-founder, The GenX Media. With more than 300 million monthly active users, the gaming giant is increasingly featuring on media budgets for brands looking to target younger audiences in an immersive environment.
UBER THE RIGHT CHOICE FOR A TAXI
The latest campaign from ride hailing service Uber aims to change the public perception it has in Turkey. To do this, the brand and its partner agency on the project mined insights that the Turkish population had a notable fondness for television shows.
The discovery sparked a creative idea to turn the advert into a mini sitcom that featured a husband and wife who could never agree on anything, except for their choice of transport: an Uber ride. The overall concept aimed to show that even a couple with differing opinions can come together on their choice of transportation, thus showcasing how the Uber brand can bring people closer.
Use the QR to view this work on Campaign’s website.
Use the QR code to view this work on Campaign’s website.
Momentum Dubai wins creative mandate for Ellington Properties
Momentum Dubai, part of the MCN group, has been chosen as a creative agency partner to support design-led real estate developer Ellington Properties. Within its ambit of services, Momentum Dubai will craft strategies, campaigns, and experiences with the aim of elevating Ellington Properties’ brand presence in the UAE.
Commenting on the partnership, Elie Naaman, Co-Founder and CEO, Ellington Properties, said, “We are excited to work with Momentum, marking a significant milestone for the business as we continue to innovate the real estate experience in the UAE. Through this collaboration, we aim to bring unparalleled creativity and engagement to
our projects, enhancing the way we connect with our customers, their homes, and communities.” Momentum Dubai has previously created globally celebrated campaigns, most recently winning nine MMA MENA Smarties awards, including the Advertiser of the Year for its work on Miral Destination’s Yas Island in collaboration with Initiative as well as Weber Shandwick.
Raphael Nassoura, General Manager of Momentum Dubai, said, “We’re delighted to announce our partnership with Ellington Properties, a collaboration we’ve eagerly anticipated. We can’t wait to see the innovative
The project aimed to transcend traditional advertising, with a deep dive into the rich and vibrant culture of Saudi football. To develop the campaign, the agency immersed itself into the heart of Saudi football culture, studying the match-day rituals, belief systems, and deeply ingrained traditions of Al Nassr fans. The result is a narrative that doesn’t simply promote a product; it instils a profound sense of pride and evokes powerful emotions, both within the local community and beyond. The ad spot stands as an evocative film, with urban-style editing, meticulously crafted to capture the very essence of Al Nassr FC and its supporters.
and creative contributions our combined efforts will bring to the UAE’s real estate market.” Ellington Properties’ design-led ethos aims to unite people in artfully crafted properties, enhancing well-being, improving quality of life, and nurturing creativity. It’s recent projects including Mercer House in Uptown Dubai, Ellington Beach House on Palm Jumeirah, One River Point in Business Bay, Art Bay in Dubai’s Al Jaddaf area, and Cala del Mar in Marjan Island, Ras Al Khaimah prioritise artistry across design and architecture. Momentum Dubai has been tasked with further elevating Ellington’s brand and engagement in the market.
Featuring the renowned Egyptian rapper and trap artist Wegz, the campaign aimed to position the Galaxy A Series as the top choice in its category. The spot starts with Wegz on a call discussing the campaign brief. He seems frustrated over the specifications he needs to include, because certain words like “category” don’t fit with something he would naturally say. Wegz then launches into a hard-style rap that embodies the Galaxy A Series’ features. With urban visuals and audio, the spot highlights the features of the phone with key aspects highlighted in blown-out text throughout the video. The spot was designed with the aim of showcasing Samsung’s leadership in the market.
Agency Them Again Production house NaF+
Agency DDB Egypt Production house Good
AL NASSR FC LEGENDS OF NAJD
I WENT TO THE OLYMPICS AND ALL I GOT YOU IS THIS ARTICLE
Publicis
Groupe’s Jennifer Fischer
talks about what lies beyond winning on the world’s biggest stage.
Iflew to Paris while Parisians were fleeing the city in a mass exodus. Between terrorist threats, the dissolution of the Assembly, the Seine’s water quality and global politics, it did not feel like a great start for a celebration of peace, friendship, respect, and excellence.
Yet, Paris 2024 managed to turn grumpiness into inspiration. Here are some thoughts and questions that I’ll take from the Olympics back to the office. And if you read till the end, I’ll tell you about saving a weasel with terrorist ambitions.
TOGETHERNESS IS MAGICAL
The Olympic Games have dozens of sporting competitions taking place every day. Yet, it is first and foremost the biggest shared experience in the world.
Yet this game was brilliant; they gave it their all. Japan took the lead, Kenya fought to come back, they aced, they passed, they spiked, they blocked, and they sacrificed themselves. They cried at the end when Japan won. The audience was there throughout. We cheered, sang, clapped. Everybody cared about this moment: about showing up and doing right by each other, about being true to the aspiration of excellence. This made the moment meaningful to all involved.
The question to reflect on back in the office is: How can we consistently show up for each other with grit and perseverance?
WINNING WHILE RESPECTING COMPETITORS
More than 10,000 athletes from 204 countries in 32 sports participated.
They slept on similar cardboard beds at the Olympic Village and tried the same chocolate muffins. Visitors from around the world took the same metros and shared the same uncomfortable seats in stadiums.
Billions of people watched the same opening ceremony, feeling alternately wowed and amused, and cheered together for the same games.
This collective experience simply made us feel good. It was a boost of oxytocin and dopamine. It made people nicer on the streets of Paris. It reminded us of all the best of humanity, of what we can do when we are united.
The question to reflect on back in the office is: How can we embrace the Olympic spirit in our company culture?
SHOWING UP MATTERS
France lost both basketball finals – in the men’s and women’s categories – against Team USA. Yet the feeling was not one of failure because of how epic the battle was. Everyone showed up. And showing up matters even when it’s not a final, and even when you’re doing it for others rather than for yourself.
With the randomness of draws in ticket sales, we ended up watching a women’s volleyball game: Japan versus Kenya. Both teams were playing their last game in the Olympics and were already eliminated. There were no stakes for them in this game.
There were some exceptional performances in Paris. Arshad Nadeem winning the first-ever individual Olympics gold medal for Pakistan in the javelin throw. Djokovic crowning his career and collapsing in tears after winning his first Olympic title. Leon Marchand bringing France to a standstill every time he swam and winning four gold medals. Simone Biles taking gymnastics by storm and unlocking her seventh medal at the Olympics.
All of this was inspiring. Yet, a moment that stayed with us was when Biles and Jordan Chiles, who were both on the podium in the Olympic women’s gymnastics floor exercise, bowed to the Brazilian gold medalist Rebeca Andrade. Like many athletes at the Olympics, Andrade came from a poor background – with seven siblings and a single mother who used to clean houses to pay for her daughter’s gymnastics lessons. That moment was a true lesson in respect and sportsmanship.
The question to reflect on back in the office is: How can we be more sportsmanlike in our industry?
Maybe, reflecting on all these amazing stories, what inspires me the most is how these athletes are always pushing themselves.
It’s not enough to have won once to be on top of your game. They are constantly reinventing themselves and reinventing how the game is played. They are not satisfied with the status quo. And that’s a great mindset to come back with in September.
“IT’S NOT ENOUGH TO HAVE WON ONCE TO BE ON TOP OF YOUR GAME.”
And now for the weasel story. The apartment that we were staying at was just across from the Bois de Vincennes, which is Paris’ largest public park. One night, my husband came back home, telling me that he and a friend saved a weasel. The animal seemed dazed and was in the middle of the road. So, they stopped traffic and allowed the poor creature to make its way back to safety.
The next day, we read the headline: “Mystery solved: it was a weasel that severed the fibre optics cables of the Vincennes Fan Zone”.
By Jennifer Fischer, Chief Innovation & Growth Officer, Publicis Groupe
WOMEN IN ADVERTISING 2024
participation of men and women are not just reflections of cultural norms, they have become catalysts for change. Just as the saying goes, “Culture is to humans as water is to fish”, we often swim in strong currents of societal norms without realising their pull. It’s only when someone spots a shark in the water that we start to identify the implicit bias or stereotypes that have gone unattended.
Today, the diversity, equity, and inclusion (DE&I) narrative has created many such eye-opening conversations within the industry. In the following pages, we welcome you to delve into the insights of industry leaders, who call a spade a spade. They have come to a consensus that while significant strides have been made, there’s still a long way to go. The industry faces the challenge of not just acknowledging the gaps but actively addressing them. The hope is to herald a future where DE&I is so ingrained in our culture that the changes we request today are foregone conclusions.
In 2021, when Campaign Middle East first released its MENA Power List, the absence of women sparked a critical conversation. This omission wasn’t just an oversight; it reflected a deeper systemic issue – a ‘funnel
effect’ where women were not only filtered out of higher echelons, but also quelled in environments not designed to accommodate their needs. Since then, the needle has definitely moved, but a sense of equity and normalcy hasn’t quite settled in. As Rasha Rteil, Managing Director of Hearts & Science, said, “Trying to fit in is not belonging.”
While we drive towards progress, we need to accept that the milestones along the way look quite different across different regions, as Elda Choucair, CEO of Omnicom Media Group shares. Shaped by the region’s cultural context, women’s empowerment here will, and should, differ from Western benchmarks. But that doesn’t diminish its significance; in fact, it makes the miles travelled here even more noteworthy.
Here’s the clincher: The ‘empowerment’ KPI must not reinforce stereotyping – where women are expected to achieve it all on a supposedly even playing field. This ‘superwoman’ narrative, while inspiring to some, can also be limiting. Yes, we need to put an end to clichés and prejudicial tropes, but not at the expense of creating new ones. We’re being challenged to rethink the status quo and imagine a future where DE&I is cemented into the foundations of the advertising industry, not a billboard advertised as an afterthought.
How has diversity and inclusion improved on the ground within the industry?
I definitely see more female leaders across the industry today, and that is great. However, true DE&I goes beyond just balancing the numbers. It’s achieved by creating a sense of empowerment – for everyone. It’s about cultivating an environment where every voice, regardless of race, gender, or age, feels empowered to express opinions fearlessly, to recognise and demand their worth, to say no without repercussions, and to challenge the status quo.
What steps would you advise to prevent ‘DE&I washing’ within the industry?
We must prioritise substance over superficiality. Initiatives should stem from genuine commitment rather than obligation. Representation alone, if mishandled, can do more damage than good. Placing unprepared, underrepresented talent in the spotlight can unintentionally reinforce stereotypes and create flawed role models.
Can you share some personal habits or routines that have helped you embrace your authenticity and express yourself?
It’s easy to feel an undercurrent of pressure to conform or to silence parts of yourself when you fear criticism or judgement. So, as a leader, it’s my mission to create an environment where everyone, including myself, can express themselves authentically. An environment not riddled with criticism or led by fear, but one where diversity of thought and individuality are celebrated.
How do you build an inclusive environment, and what is the mindset you foster at work?
Question the soil before questioning the seed: Before blaming an individual’s capabilities or efforts, I always consider whether the right support, environment, and processes were in place to enable that person to thrive. This principle helps us foster empathy, deliver tough feedback constructively, and better understand and solve for the root challenges.
Embrace failures as learning opportunities: I’ve made it a point to get comfortable with setbacks – treating them as invaluable learning opportunities. It also allows space for trial and error.
Embrace adaptability without conformity: While we strive to be adaptable, we never let that pressure force us to shrink ourselves just to fit into a room or compromise on our core values.
What were some pivotal points in your career that contributed to your success within advertising?
The first pivotal point in my life that contributed to my success in advertising was leaving home at the age of 16 to go and study in Singapore on a fully funded scholarship (#humblebrag). It cultivated
my resilience, empathy, and adaptability, three qualities that are foundational to finding success (and joy) in advertising.
The second was, at a rather early stage of my career, being made responsible for starting a practice – social media. It entailed building capabilities, winning business, maintaining clients, ideating, managing teams, and media buying. Looking back, that role acted as a mini ad-land MBA.
The third was choosing to join Publicis Groupe (no, this article was not vetted by my boss). There is nothing as energising as being in an environment where talented people come together to achieve audacious goals.
“Harness the diversity and expertise of everyone in the room to unearth the best solutions.”
Can you share a particularly memorable campaign or project that you’ve worked on and its impact on the brand?
Two months into joining Publicis Groupe, I was handed the reins to strategically lead a really big pitch with a client that had been with the incumbent for over a decade. This daunting responsibility was definitely a memorable one. We poured our hearts and minds into it, and our efforts paid off when we won the pitch. The real standout moment? During our induction meeting, the client specifically called out our strategic work as a key factor in their decision-making process. It was a powerful reminder of the impact we can make when we are able to bring our best selves to the table.
What allyship message would you share with your colleagues in the industry?
Be the leader who harnesses the diversity and expertise of everyone in the room to unearth the best solutions. Cultivate a culture where collaboration and collective success are not just encouraged but celebrated. Build opportunities for all, ensuring there’s a safety net for those inevitable tough times. True allyship is about lifting each other up and making sure no one stands alone in the face of challenges.
If there’s one barrier you would break down, what would it be and why?
If there’s one barrier I would break down, it’s the silos that exist among agencies in our region. We must unite and work together to tackle the industry-wide challenges that plague us.
What words of wisdom would you share with women new to the industry and/or the region?
Be coachable. Be passionate. And find mentors from within and outside your organisation – they will help you see your spark and help it shine brightly. Invest time and energy in your personal development. You are responsible for your growth. Always prioritise your mental and physical health, as it significantly affects your career growth and work performance. Remember, not everyone will like you, and that’s perfectly fine – you’re here because you deserve to be. Finally, get comfortable with trade-offs; they’re inevitable.
Aakriti
The advertising industry in Saudi Arabia is undergoing a profound transformation, reflecting the broader economic and social changes within the Kingdom. As part of the Vision 2030 initiative, Saudi Arabia is not just diversifying its economy but is also fostering a thriving creative sector where advertising plays a pivotal role. This transformation is driven by the collective efforts of society, where talents are being nurtured, and a unified vision is guiding us toward a shared goal.
In recent years, the Saudi advertising sector has witnessed remarkable growth, with the market size estimated at SAR 11 billion across various media channels, including television, newspapers, and other media platforms. This expansion mirrors the Kingdom’s broader strategy to reduce its reliance on oil revenues and cultivate a knowledge-based economy. Creativity and innovation are becoming key pillars of this new economic landscape, and the results are evident in the campaigns and initiatives emerging from our industry.
This growth is largely driven by Saudi Arabia’s youthful, tech-savvy population, which makes up a significant portion of the 33 million internet users in the Kingdom. The shift towards digital platforms has not only expanded the reach of advertising campaigns but has also opened new avenues for creative expression, enabling brands to engage with audiences in increasingly dynamic and personalised ways.
Our culture is at the heart of this evolution, with individuals from diverse backgrounds coming together to build a thriving culture that fosters creativity and innovation. With women representing half of our society and playing a vital role in the creative economy, the discussion should now focus on the collective achievements we are witnessing across the industry. The focus has shifted from whether certain groups are involved to the tangible achievements we are witnessing across the industry. Every member of society contributes to building a vibrant industry that resonates both locally and globally.
The growing participation of Saudi society in this transformation is evident in the numbers. As of 2023, 37 per cent of the workforce was made up of women, surpassing the Vision 2030 target of 30 per cent. This reflects the broader trend in the advertising industry, where individuals are leading some of the most innovative and culturally resonant campaigns. By blending traditional values with modern branding techniques, these efforts have helped Saudi brands gain prominence both locally and on the international stage.
The collaborative involvement of both female and male talent at every level of the creative process is a catalyst for innovation, resulting in campaigns that are not only cutting-edge but also deeply connected to the cultural fabric of the Kingdom. By bringing diverse perspectives to the table, our society is crafting work that resonates with a wide range of audiences, both within Saudi Arabia and on the global stage.
COLLABORATION
CATALYSES SUCCESS
Abeer Alessa, Co-founder and CEO, The Bold Group
One of the most compelling aspects of this evolution is how we, as a society, are leveraging our platforms to tell stories that are authentic and relatable, yet universally appealing. This approach has significantly elevated Saudi Arabia’s advertising industry, with the quality and creativity of its campaigns increasingly recognised on the global stage.
As Saudi Arabia’s advertising industry continues to flourish, the contributions of society will undoubtedly remain central to its success. The achievements of today’s leaders and innovators are laying the groundwork for a future where creativity, innovation, and cultural authenticity define Saudi brands.
We take immense pride at The Bold Group in being part of this vibrant and evolving industry. Our experiences affirm that when diverse perspectives are embraced, the results are nothing short of extraordinary. The future of advertising in Saudi Arabia is bright,
“The collaborative involvement of both female and male talents at every level of the creative process is a catalyst for innovation.”
fueled by the creativity, passion, and dedication of all those contributing to this dynamic sector.
In this new era, the success of Saudi Arabia’s advertising industry will be defined by its ability to harness the full spectrum of talent available. As the Kingdom continues to rise on the global stage, the collective contributions of society, including the impactful participation of women, will remain a vital part of its ongoing narrative of growth and innovation.
THE ELUSIVE FINISH LINE
Elda Choucair, CEO, Omnicom Media Group MENA
There is a unique phenomenon called the ‘overview effect’ which strikes astronauts in space when they look out and see planet Earth, the tiny fragile ball of life. It is an unexpected and even overwhelming emotion, and an increased sense of connection to other people and the Earth as a whole. It is a cognitive shift, an instant dissatisfaction with the state of the world, of what separates and divides us. When we reach this mindset, we can stop talking about DE&I.
Imagine looking down from space, flying closer to planet Earth, imagine seeing people in clusters. The first thing you would see is two clusters, male and female with approximately four billion of each. That’s why gender is the most dominant DE&I topic.
The closer you fly in, the more the differences we will see. No two individuals are identical; societal structures perpetuate inequalities in
countless ways. Consequently, DE&I is an ongoing process of learning, adaptation, and progress, rather than a fixed destination.
A moving target
Earlier this year, I attended the Unstereotype Alliance Global Summit convened by UN Women, held at the impressive UN headquarters in New York. I had the opportunity to listen to some of the industry’s leading executives from around the world. I realised that the fight towards equity and inclusion is a moving target.
For two days, we listened to some of the most active executives who are globally renowned experts. Brilliant minds such as Madeline Di Nonno, the CEO and President of the Geena Davis Institute, who has been doing research on female appearance and representation on screen through movies, series, animation and gaming for more than 20 years, as well as Andrew Stephen, Deputy Dean at Said Business School, University of Oxford, who studies the Business Case for Progressive Marketing … and many others who will tell you we are improving slowly but surely with a lot more to be done. A participant from Africa reminded us how relative this topic is as she explained how her aspirations for African women are by far more basic as women have inadequate access to education and healthcare and limited economic opportunities.
Are we measuring what we want to change?
If we can’t measure it, we won’t change it. The subtle yet immense power of portrayal in media, advertising, and entertainment begs the question: How are we researching on-screen content?
Cannes Lions collaborated with the Geena Davis Institute ahead of this year’s festival to report and recommend to brands how they can create advertising and content that is more representative and therefore more effective.
The five key recommendations were on: Gender – rethinking the roles depicted in advertising.
Race – challenging the cliches. Disability – shifting beyond tokenism. Age – depicting dynamism. Body type – showing what you see.
I found the recommendations especially relevant for us in our region on gender, age and disability. Of all the campaigns analysed, the percentage of prominent female characters jumped from 33.9 per cent in 2006 to 43.7 per cent in 2023. A positive trend with room for improvement. In our region, while there is no research done to measure the participation of female vs male, we have a lot more barriers to
break, especially with the roles of female vs male depicted and represented. In the MENA region, more fathers want to be active, engaged parents, equal partners, who respect their tradition and values while balancing the demands of a modern life where the woman is also an active contributor to the household income. Are we portraying those men proportionately in media, entertainment, and advertising?
On disability, a dramatic shift is needed especially when more than 1.3 billion people fall on the disability spectrum, whether they face physical, cognitive difference or communication barriers. The percentage represented in ads is less than 1.4 per cent in 2023, dropping from 4.3 per cent in 2022. In age, between 2019 and 2023, people who
“DE&I is an ongoing process of learning, adaptation, and progress rather than a xed destination.”
are 60 years of age and older saw a promising rise from 7 per cent in 2019 to 12.3 per cent in 2023.
However, depicting them in active, dynamic roles is key to debunk ageism stereotypes. More than 10 per cent of the world population is above the age of 65, which is double what it was in 1974, and is expected to further double by 2050. How are we including them in media, today and tomorrow?
In our region, too, if we don’t measure it, we can’t change it. Targets, goals, and trackers must be put in place and when the opportunity arises to share results, we should share openly and publicly so we can all learn from each other and improve one another.
One challenge in portraying modern roles is navigating cultural and religious sensitivities. To effectively balance tradition and progress, we must selectively adopt beneficial aspects of the past while embracing contemporary values. Advertising and media can play a crucial role in this process by showcasing how traditions can coexist with modern aspirations.
Let’s measure, learn, and lead the way towards a more equitable world.
How has diversity and inclusion improved on the ground within the industry?
I am tired of seeing DE&I being misrepresented. We miss the equality factor in the acronym far too often. In our region, women make up a large percentage of the industry, and more often than not I see men out of work struggling to get offered a job. For a long time, women have been brainwashed into wanting a senior role in companies, having a family, and the notion of having it all at the same time. I want women to hear this statement: Give yourself permission to slow down; career succession does not always equate to happiness. We are living in a painful time when women are facing more health issues because we are juggling so many roles at the cost of the things that matter to us the most. Women need to get in touch with their femininity and balance out the yin and yang.
What steps would you advise to prevent ‘DE&I washing’ within the industry?
There are far too many labels being thrown around here. DE&I started from a place to support people who are facing injustice, but in our industry and our region specifically it begs the questions: Are we creating problems that don’t exist? Are you choosing to look at life through rose-tinted glasses? We are distracted from issues that do need our support. There’s no DE&I if there’s no humanity left in us. While people are facing the worst humanitarian crisis today, we should be educating clients on campaigns that can truly make a difference.
What would an ideal world in the coming years look like?
The world is craving for a minimal and more simple way of living. We are inundated with content, news, and a hedonistic lifestyle that’s truly not giving us the peace of mind we crave. This is also being seen with consumers and influencers. We have
‘DROP THE SUCCESS ARCHETYPE’
“Stop fawning, say no, and draw the line. We talk about not having a chair at the table. We must be assertive and start bringing a chair to the table.”
Asiya Ali, Founder and MD, MKV Digital
to ask ourselves: How are we connecting on a human level?
In my ideal world, the industry is helping build that future to slow down and find peace.
Can you share some personal habits or routines that have helped you embrace your authenticity and express yourself?
Instead of pushing for hybrid hours, learn the art of signing out and setting boundaries for no access after 6pm. Work should start at 9am and end at 6pm, and you should have the freedom to do whatever you want after 6pm.
Connect spiritually so you have more control over your emotions and life –rather than depending on your employer to sign you up on a mental health app, which you will never probably use.
Sleep early – it’s the best recovery.
Have a hobby outside of work – loving your job is great, but find a passion that fuels you outside of work that is only yours. For me, that’s horse riding.
Can you share a particularly memorable campaign or project that you’ve worked on and its impact on the brand?
We were working on an iron deficiency campaign targeted at women and were tasked with surveying influencers on the condition.
Lo and behold, all the women we spoke to had iron deficiency. It gave me a pause to realise that there has to be more to life, and we have to adjust what we are prioritising.
Do you think the advertising industry needs new, more relatable mentors? Why?
Today, I feel like everyone is trying to become a mentor and create a celebrity status on LinkedIn as an activity to stroke their ego.
We don’t need new corporate mentors; we need to work on trusting our gut as women, having more positivity, and getting comfortable with not knowing what the future holds.
What allyship message would you share with your colleagues in the industry?
There is more pressure on women now than ever before to be visible, network (outside their comfort zone), and do more to be as successful. We need to drop this archetype fast.
We are currently creating an industry that will lack diversity of opinions and thoughts if we keep pushing the notion that there is only one linear way to succeed. We also need to stop using speedy career progression and Top-30 lists as a measure of happiness.
If there’s one barrier you would break down, what would it be and why?
I have two. Women must set boundaries. Stop fawning, say no, and draw the line. We talk about not having a chair at the table. We must be assertive and start bringing a chair to the table. Take more risks and don’t take everything so personally. If the table seems full, find a new table or make your own table and let people come to you.
How have you found the strength, resilience, and courage to take on the world?
During this past year, I have been dealing with cancer. I’m facing it with the resilience I learnt in my professional life. I firmly believe that the film industry has taught me how to adapt and survive.
Drawing parallels to producing a movie or a commercial with the most demanding clients, problematic budgets, and tough directors, life has taught me that with just a bit of hard work, it will all eventually settle down.
For instance, through my career I’ve been involved in various encounters that required planning, problem solving, and ego management skills. This genuinely shaped my character and developed me to become the woman I am today.
Over the past year, I have been navigating my life between Camouflage Productions and my health, and I happily succeeded in fulfilling all my duties and responsibilities towards my clients, company, and employees. The passion and dedication I hold for my craft and clients drove me to succeed in my last shoot, making sure that everything was in place and, thus, repaying the trust they placed in me.
During this time, I was also honoured as a Global Power Leader in this year’s edition of the Global Business Conclave at the House of Lords in the UK Parliament. I was also selected as a jury member for Berlin Commercial. Nothing is impossible, even in the hardest of times.
Currently, I have decided to put Camouflage on hold and shift my full focus to my health and family. I have been humbled by the emotional support of my clients, friends, and colleagues. Their wishes and words have been overwhelmingly warm and mean the world to me.
I always repeat the phrase, nothing is impossible. This has been the slogan of every shoot I produced.
What steps would you advise to prevent ‘DE&I washing’ within the industry?
It is very important to maintain the right level of ethics and integrity in any workspace to prevent any DE&I washing. While it is very attractive to have a diverse team on the surface, it is important to offer the right amount of support, mentorship, and attention. It is paramount for people to feel understood regardless of
their backgrounds or genders. With open conversations and understanding, diversity in the workspace can create its own standalone culture, shaping up the identity of the company and the quality of work it produces.
What would an ideal world in the coming years look like?
More nurtured talent and more adventures to explore with progression of the global industry. I would love to see more daring and original creative concepts. I’d also like to see a standard of filmmaking across the industry that resonates with high-quality work, regardless of the budget.
How in your opinion can collaborative campaigns – and their visible, tangible impact – further the cause for DE&I in the industry?
The industry in the UAE has taken huge strides and made a concerted effort to move towards DE&I, especially over the past decade, though I still think there will always be room for improvement. Our industry relies on big international campaigns, and interacting with the international community will always improve our understanding of global
cultures. Our market is on a very promising trajectory, and interacting with all these international productions from global markets will teach us something new, add to our professional understanding, and enhance our experiences, whether we gain it on a commercial or a feature film set.
If there’s one barrier you would break down, what would it be and why?
It is no secret that the Middle East is a male-dominated region. However, I can testify that huge progressive steps have been taken – particularly in the UAE – to address this gender gap across all aspects of life.
As a woman, I am able to achieve what any man within the industry has been able to achieve – both within my career and as an owner of my own company. Gender inequality was always a barrier and breaking it makes me proud. I would also take this opportunity to recognise and celebrate all the other great women who have helped shape the regional industry.
There are many women who have opened their own production houses and others who have climbed to even greater heights. My achievement is simply being one of them.
What words of wisdom would you share with women new to the industry and/or the Middle East region?
Embrace your womanhood, be yourself, be receptive to your surroundings, work hard, stay strong, and always fight for your dream. No hard work will ever go unnoticed.
Our market is already loaded with great mentors that have been resilient. Like all other industries, there is a new generation working up the production and creative ladders, who have learnt from their own experiences and are being mentored by great professionals.
We should not let any constraints stand in the way of the quality we aspire to produce. We should always remember our younger enthusiastic selves when we first held a camera and dreamt of making a film.
Never compromise on what made you fall in love with cinema. Always look for the best story to tell in the best way. Every aspect of every film is important, and we need to give it all our attention and care.
NOTHING IS IMPOSSIBLE
CULTURE OF EMPATHY
Darine ElKaissi, Managing Director, Mindshare KSA
What is one barrier you would break down?
I would break down the judgmental culture that perpetuates the idea that individuals who choose to prioritise their careers or personal lives are somehow less worthy. This ‘either/or’ mentality forces people to make impossible choices, shattering their sense of self-worth. Similarly, people with special needs, from different backgrounds, or those with disabilities face judgment and bias, often being perceived as less capable or less deserving. By breaking down such barriers, we can create a more inclusive and accepting environment where individuals can thrive, free from stereotypes.
How has diversity and inclusion improved on the ground within the industry?
I think we have made remarkable progress in promoting diversity and inclusion within our industry. I was one of the first female employees in my office in Riyadh and one of the first few women to present in a client office for a governmental entity (which required a special permit).
It was a daunting experience, but it paved the way for others to follow in my footsteps. Fast-forward to today, and it’s encouraging to see more diversity in
Iworkplaces across our industry. There is now a 43 per cent representation of women in creative and leadership roles. There is consistent hiring of talent from diverse backgrounds, including expats, locals, and people with disabilities, more inclusive advertising campaigns, and more initiatives promoting diversity and inclusion.
What would an ideal world in the coming years look like?
What were some pivotal points in your career that contributed to your success within advertising?
As an industry, and as a society, we talk a lot about equity, inclusivity, and sustainability – things we’re striving to improve, and ultimately achieve, every day. In an ideal world, we wouldn’t have to talk about them so much.
How can collaborative campaigns further the cause for DE&I in the industry?
By showcasing diverse perspectives and stories, increasing representation and inclusivity, and promoting a culture of empathy and understanding, collaborative campaigns can challenge stereotypes and biases, and promote authentic representation of underrepresented groups.
What allyship message would you share with your colleagues in the industry?
I can’t emphasise enough the importance of empathy, fostering a good, strong culture of belonging, and dedication to equality. Make sure you are building equality into your business’s long-term plans, and not just focusing on the short-term gains.
From tackling challenging client projects to collaborating with supportive mentors and managers, I’ve been fortunate to have had a string of opportunities that pushed me to prove myself and strive for equal opportunities. I’ve also always been driven by a desire to prove that, through hard work and dedication, you can unlock equal opportunities. A highlight of my journey was being part of the country-level transformation projects. This experience not only refined my skills but also granted me a profound understanding of the industry’s inner workings.
Can you share some personal habits or routines that have helped you embrace your authenticity and express yourself?
To embrace my authenticity and express myself, I prioritise understanding what truly matters to me by evaluating my goals and experiences to ensure they align with the person I want to be.
Over the years, I’ve learned to establish clear boundaries and focus on what truly resonates with me, while also being respectful and open to different views.
What words of wisdom would you share with women new to the industry and/or the Middle East region?
I would ask women to embrace their uniqueness, don’t be afraid to be yourself and celebrate your strengths. As a woman in the industry, you bring value and innovation, and your adaptability and productivity are key assets.
DE&I SHOULDN’T STOP AT ‘D’
Dina Saadeh, Managing Director, Blue Barracuda
don’t believe that hiring for the best talent and hiring for diversity are opposing behaviours.
Every day, I look at the faces around the table with me at Blue Barracuda and I see diversity in gender, age, ethnicity, and even neurodiversity. But this isn’t because we have a quota or a checklist to hire against.
Today, working in Dubai, in a multicultural society, in an agency that collaborates with clients across all sectors – each with its own objectives, target audience, category codes, and tonality, not to mention varying language needs – how could we require anything other than diversity in perspective and thinking?
It’s hard for me to believe that hiring the right people for the right jobs doesn’t lead to diversity. Maybe this sounds too utopian, or maybe I’ll be accused of being naive, or even too politically correct. But in the case of Blue Barracuda, if we want to build a team that makes for good business, diversity makes sense. And it happens without even trying.
I’d guess this is true of many agencies based here.
But, often, conversations about DE&I stop at D. Diversity alone isn’t the whole picture.
Equity and inclusivity are areas where we all –across the region – need to put in more effort.
I try to make it a priority to focus on these aspects. I look at our company culture and policies to gauge if everyone on my (diverse) team is benefiting and feeling included. Here, I’m looking
beyond the standard markers of diversity: race, age and gender. The topic of DE&I is obviously more complex than demographics. I consider the impact of our expectations and practices on parents and non-parents; on those who live near the office and those who aren’t able to do so; on the big extroverted personalities and those who are quieter. I even include Gen Z as a consideration.
The workplace and workspace are evolving. As an older millennial, I can’t deny the transformation of how we work, where we work, and what we expect from work, brought about by technology, the pandemic, generational influences, and a heightened commitment to diversity.
Even before Gen Z began to enter the workforce, we anticipated their impact on the workplace. They joined while hybrid work models and DE&I initiatives were gaining traction, and have shifted traditional norms.
And it’s true, many of us in the generations that have preceded theirs are known to grumble and complain about the changes they’re driving.
I’m very curious as to what the workplace of the future will look like. I don’t think we’ve scratched the surface of the changes that will take place to fully embrace and incorporate DE&I.
We have a lot of work to do to get there, and we’re happily doing it. But we need the voices of everyone around the table. So, I say to those who are just starting out: claim your seat and don’t be quiet. The workplace of the future is shaped by the perspectives of all.
How has diversity and inclusion improved on the ground within the industry?
DE&I has become a top priority across industries, including advertising and media. In Qatar, significant strides in gender equality have led to women taking key leadership roles in agencies and on the client side, enhancing business performance through diverse strengths and perspectives.
Simultaneously, clients are increasingly demanding diverse teams and content, pushing agencies to prioritise DE&I.
Companies are setting measurable goals and publicly reporting on them, promoting transparency, accountability, and continuous improvement.
What steps would you advise to prevent ‘DE&I washing’ within the industry?
To ensure genuine progress, DE&I must be deeply embedded in an organisation’s culture, not just treated as a passing trend. This requires sustained commitment and actionable strategies:
Set clear, measurable goals: Establish and monitor objectives for hiring, training, and promotions, aiming to achieve balanced gender ratios and a diverse team across nationalities, age groups, and special needs.
Promote transparency and accountability: Regularly report on DE&I initiatives and maintain open dialogues.
Foster community engagement: Build partnerships and collaborate with diverse communities.
What would an ideal world in the coming years look like?
In an ideal world, business ethics would be prioritised over mere victories, shifting from cut-throat competition to win-win solutions where competition fosters innovation, not division.
Leadership would uphold integrity, transparency, and responsibility, embedding these values into every decision.
A competitive spirit would drive creativity and innovation for societal benefit, not just market dominance.
Companies would adopt a long-term vision, balancing short-term gains with sustainable growth and resilience, while prioritising work-life balance as well as overall well-being.
What were some pivotal points in your career that contributed to your success within advertising?
My journey has been shaped by several pivotal moments that profoundly redirected my career. Moving from Lebanon in 2002 instilled independence, courage, and adaptability, helping me thrive in a new culture and the dynamic media industry. Transitioning from interior design to advertising, starting in client servicing, and moving into media in 2010, broadened my perspective and blended creativity with strategy. My tenure with UM, especially in
telecommunications and sports, has been particularly rewarding, providing valuable learning experiences and driving my passion and growth in the industry.
Can you share some personal habits or routines that have helped you embrace your authenticity and express yourself?
“Let’s channel competition into motivation, not division.”
Determination and positivity have guided my career, helping me navigate uncertainties with confidence and turn every experience into a learning opportunity. By staying true to my goals and facing challenges with optimism, even the toughest obstacles have become invaluable lessons. This mindset has built resilience and fuelled personal and professional growth. I embrace every moment, adapt to change, and view each step, no matter how small, as progress.
Can you share a particularly memorable campaign or project that you’ve worked on and its impact on the brand?
Throughout my career, I’ve been fortunate to work on many memorable campaigns that provided unique connections and invaluable learning experiences.
FOSTERING
Three projects stand out: rebranding a telecom operator in Qatar, an award-winning campaign for a telecom company during the 2022 FIFA World Cup, and the 2015 World Men’s Handball Championship in Qatar.
These projects transformed brand identities, brought innovation, and strengthened client relationships, significantly affecting my professional journey.
How in your opinion can collaborative campaigns, and their visible, tangible impact, further the cause for DE&I in the industry?
Collaborative campaigns are a powerful way to advance DE&I in our industry. By uniting organisations, we can pool resources and reach, making a tangible impact.
These partnerships combine diverse talents and technologies, enhancing campaign quality and effectiveness. They also bring varied insights, creating more nuanced and inclusive content.
Such initiatives build alliances beyond individual organisations, affecting broader society and driving immediate DE&I progress, while laying the groundwork for long-term cultural change and sustainable industry advancement.
If there’s one barrier you would break down, what would it be and why?
COLLABORATIVE CULTURE
Hanan
Tabsh, Managing Director – Lower Gulf, UM
The advertising industry is now caught up in complex technologies and metrics, often overshadowing simple, creative ideas. In the past, ads entertained and inspired with grand concepts from major brands. Today, however, consumers increasingly use technology to block ads, indicating a shift away from the engagement that once defined our industry. We need to refocus on creating compelling, authentic content that resonates with people, rekindling the magic of storytelling and the emotional connection great advertising can create.
What words of wisdom would you share with women new to the industry and/or the Middle East region?
Embrace the fast-paced nature of advertising as a growth opportunity. While balancing family and career can be challenging, this dynamic environment can spark passion and energy, helping you craft a fulfilling lifestyle. With a focus on DE&I, seize the chance to lead, showcase your capabilities, and support each other to foster a sustainable DE&I culture. The industry also needs new, relatable mentors, so actively seek and leverage these mentorship opportunities for growth and success.
What allyship message would you share with your colleagues in the industry?
In the advertising industry, nurturing allyship is crucial for personal and professional growth. Let’s channel competition into motivation, not division. Embracing allyship fosters a collaborative culture that boosts creativity, productivity, and well-being. Together, we can create an environment where alliances spark innovation, diverse perspectives are celebrated, and everyone feels empowered to contribute their best ideas. Let’s elevate each other, advance our industry, and build a thriving, supportive community.
How has diversity and inclusion improved on the ground within the industry?
I believe there have been great strides in the right direction, but we still have a long way to go. From the agency side, we see better representation of women in senior roles, however the same is not true on the publisher/supplier side, production houses, or even client side. Furthermore, when we talk about DE&I in our region, we are still primarily focusing on gender parities and representation. DE&I should also encompass authentic representation of the region’s diverse cultures and identities in advertising campaigns, as well as the inclusion of underrepresented groups in the workforce, such as people with disabilities (visible and non-visible) and neurodiverse individuals.
If there’s one barrier you would break down, what would it be and why?
Unconscious bias is the most prevailing barrier to entry, especially for individuals
‘WE ARE STILL A VERY STEREOTYPED
INDUSTRY’
Joyce Hallak, Chief Strategy Officer, Publicis Media Middle East
from diverse backgrounds. Despite all efforts, we are still very much a very stereotyped industry.
How, in your opinion, can collaborative campaigns – and their visible, tangible impact – further the cause for DE&I in the industry?
Our region is one of the most diverse in the world. However, the same is not reflected in ad campaigns. Driving meaningful change starts with genuine collaboration to promote true representation of this diversity, bringing fresh perspectives from rising creators and storytellers who authentically represent the audiences that we strive to reach.
Can you share a particularly memorable campaign or project that you’ve worked on and its impact on the brand?
I’ve worked on several NGO campaigns that truly made a positive impact on women’s empowerment and women’s rights. However, from a brand perspective, I’d highlight our work on Visa She’s Next. It’s a programme that empowers women entrepreneurs across the Middle East, giving them the
“Be laser-focused on your goals, never stop learning, instil a can-do attitude in yourself, and don’t be afraid to defy expectations.”
opportunity to thrive and expand their businesses. It truly shows how a brand can walk the talk and create impact.
What were some pivotal points in your career that contributed to your success within advertising?
I have never confined my ambition or goals to what is traditionally expected of a woman or mum in our industry. At every stage, there have been small successes that contributed to where I am today. But the major pivot that affected my career the most was the opportunity to lead regional clients across wide and diversified EMEA geographies while
being based in Lebanon (and this was before the era of Teams and Zoom). This exposure allowed me to work with brilliant minds from different backgrounds and cultures, and truly appreciate and leverage differences very effectively.
Can you share some personal habits or routines that have helped you embrace your authenticity and express yourself?
The most important thing I remind myself every day is to have an open mind and embrace the uniqueness of each and every person I work with. I believe in the power of positivity, so you’ll always see me smiling.
What words of wisdom would you share with women new to the industry and/or the Middle East region? Do you think the advertising industry needs new, more relatable mentors? Why?
I would tell this to every person, man or woman: be laser-focused on your goals, never stop learning, instil a can-do attitude in yourself, and don’t be afraid to defy expectations and challenge the norms. The industry absolutely needs more relatable mentors from diverse backgrounds who understand the challenges and opportunities of today’s realities and can create a supportive environment.
At Publicis Groupe, we have an internal mentorship programme that allows employees worldwide to connect with each other, find people who inspire them to partner with, and supports and guides them to advance their careers.
This is one way of celebrating and valuing the differences in identity, background, and experience of all our talent.
What allyship message would you share with your colleagues in the industry? Actively unite and challenge biases and stereotypes to create a more equitable industry for all. I believe that industry boards like the International Advertising Association (IAA) need to play a bigger role by leading this conversation, engaging all stakeholders and setting industry-wide goals.
What steps would you advise to prevent ‘DE&I washing’ within the industry?
To prevent superficial diversity efforts, the industry must commit to long-term, genuine actions that are transparent and measurable. Establishing industry-wide standards and holding stakeholders accountable for continuous progress is crucial.
What would an ideal world in the coming years look like?
Diversity is the norm and not a hot topic. An ideal world would comprise equal representation and equal opportunities for advancement irrespective of gender, culture, background or experience.
‘CAMPAIGNS SHOULD CHAMPION DIVERSITY’
Karen Kamel, Managing Director, McCann Health
Can you share a particularly memorable campaign or project that you’ve worked on and its impact on the brand?
Our most recent work for Organon was a campaign called Mis(s) Diagnosed. By partnering with local health organisations and leveraging digital platforms, we not only exposed the medical gender data gap in current medical practices and disease diagnosis, we also raised awareness about the lesser-known signs of heart attacks in women. Our goal was to build a strong network across the region that advocates for the gaps in women’s health and raises awareness about areas that are often still misdiagnosed in women’s health. Our campaign was successfully endorsed by multiple regional medical societies and scientific leaders. We were also able to partner with female social media influencers from across the region, who were excited to support and amplify our objectives. The campaign was successful in initiating conversations among policymakers and key opinion leaders (KOLs) in the region, and over 3 million people on social media followed our digital activation.
How has diversity and inclusion improved on the ground within the industry?
“Addressing gender disparities in leadership remains a critical barrier.”
What steps would you advise to prevent ‘DE&I washing’ within the industry?
Establishing clear and inclusive practices and policies will provide a structured and regulated path to change. These policies should be regularly reviewed and updated to reflect evolving standards and expectations. It is essential to set specific, transparent goals for middle management, making these goals an integral part of annual appraisals. This accountability helps sustain efforts to close gaps and ensures that DE&I initiatives remain a priority. By taking these steps, we can ensure that DE&I initiatives are not merely performative but are genuinely embedded into the fabric of the agency, fostering a culture of true inclusion and equity.
What words of wisdom would you share with women new to the industry and/or the Middle East region? Do you think the advertising industry needs newer, more relatable mentors? Why? I encourage every woman in a leadership role to openly share the barriers they have overcome to inspire young talent. While the challenges today may differ from those faced earlier in our careers, authentic stories from women to women remain powerful and empowering. By sharing their experiences, women leaders can act as indirect mentors and serve as inspiring role models. For newcomers, be bold in your pursuits. Seek out the guidance of these leaders and mentors. Challenge yourself and challenge others, but always with respect, purpose, and a creative lens. Many people believe that there is a battle between powerful and successful women, but this is not the case. Successful women rally around one
‘SUCCESSFUL WOMEN RALLY AROUND ONE ANOTHER’
The healthcare marketing industry continues to make notable progress in DE&I. At McCann Health, we have actively recruited talent from varied backgrounds, ensuring our teams reflect the diversity of the communities we serve. This inclusivity extends to leadership roles, where women and minorities are increasingly visible, bringing fresh perspectives and innovative solutions to our clients.
What steps would you advise to prevent ‘DE&I washing’ within the industry?
Authenticity is key. We’ve implemented concrete policies, including inclusive hiring processes and clear and accountable reporting on DE&I metrics. Creating a culture where different voices are heard and valued ensures our commitment to DE&I is embedded in our daily operations, not just in rhetoric.
What would an ideal world in the coming years look like?
I envision a healthcare marketing landscape characterised by true equity and inclusion; not just campaigns to win awards, but real insightful work that leads to a healthier nation. Our campaigns should champion diversity, amplify underrepresented voices, and advocate for health equity on a regional and global scale.
Can you share some personal habits or routines that have helped you embrace your authenticity and express yourself?
My commitment to networking and connecting with people outside and inside the industry has always helped me express myself and share my journey. At least once a month, I engage with other female leaders and connect on a personal level or professionally at one of the events led by female leader communities.
If there’s one barrier you would break down, what would it be and why?
Addressing gender disparities in leadership remains a critical barrier. Breaking down this barrier is essential to foster an industry where women have equal opportunities to lead and innovate.
Maya Tayara, Managing Director, iProspect MENA
another, lifting and supporting each other for greater success, both as individuals and as a cohort. So, find people with similar visions, and those who inspire you, and lift each other up, because you’re able to reach far greater heights surrounded by strong colleagues and companions than you’re able to achieve alone.
What would an ideal world in the coming years look like?
An ideal world in the coming years would be one where DE&I are deeply ingrained in every aspect of society. In this vision, the pay gap, particularly the one that affects women, would be eliminated, ensuring equal compensation for equal work across all industries and markets. Discrimination based on gender, ethnicity, or any other characteristic would no longer exist, fostering a truly inclusive environment where everyone has equal opportunities to succeed.
Can you share a particularly memorable campaign or project you’ve worked on and its impact on the brand?
A particularly memorable campaign I worked on was the SCB Pay Gap Campaign. This initiative aimed to address and raise awareness about the gender pay gap. By highlighting this critical issue, we were able to engage a wide audience, generate meaningful conversations, and drive significant progress towards closing the pay gap.
What were some pivotal points in your career that contributed to your success within advertising?
One of the most pivotal moments was learning to silence the selfsaboteur voice and transform it into one of belief and confidence. As women, we often strive for perfection, but I have learned to thrive by embracing my strengths and viewing challenges as opportunities. This mindset shift has been instrumental in my growth and success.
BREAK THE STATUS QUO
Lara Arbid, CEO, Initiative MENAT and Magna Global
What would an ideal world in the coming years look like?
A world in which we have reached a point where DE&I no longer needs fixing, and we focus more effort on critical topics including ending world hunger and ensuring peace and safety of people around the world.
If there’s one barrier you would break down, what would it be and why?
Systemic and unconscious bias; these biases can influence hiring, promotions, and everyday interactions, leading to inequities in opportunities and treatment without us even knowing it, based on practices that are ingrained into a personal or organisational approach. The biggest danger is to do things the way they have always been done. These barriers are difficult to break down because a lot of individuals and companies don’t even know they exist. It requires a lot of effort to educate and train individuals to raise awareness, and regularly reviewing policies and procedures to ensure the criteria and processes are updated and diverse perspectives are encouraged.
How, in your opinion, can collaborative campaigns – and their visible, tangible impact – further the cause for DE&I in the industry?
Collaborative campaigns, if done right, can help support and raise awareness of underrepresented voices, and encourage change to seamlessly adopt DE&I practices.
What is critical is to measure impact and results in order to understand and showcase the added value this brings.
Can you share some personal habits or routines that have helped you embrace your authenticity and express yourself?
I’m a people person. If you keep me away for too long from being around people, it kills my flame. The best part of my day is when I make time to go around the offices and connect with my teams on everything but work. These conversations remind us that we are all people, running to achieve our goals and aspirations in our different ways, and allow us to be personal and connected at a different level. We ultimately spend more time together at work than we do with our own families and friends, so these connections are very important.
What words of wisdom would you share with women new to the industry and/or the Middle East region? Do you think the advertising industry needs newer, more relatable mentors?
Speak up, always. Your opinion is what makes you different and special, and don’t be afraid of being wrong. Nobody learned anything from being right. Yes, the industry needs more mentors, needs more people to share their stories and their failures and hardships. We are always told that we need to celebrate our success and only talk about what we achieved. But we often forget that the road that got us here was bumpy and included mistakes and unfortunate situations that we learned from, and that is what truly helped us get here. People should be aware of this and not just the final shiny successful outcome, so they can have more faith in themselves and their capabilities and be motivated to do and achieve more.
What were some pivotal points in your career that contributed to your success within advertising?
At the age of 28, I represented a group of agencies, working with a governmental entity in KSA to manage the brand and product launch successfully. Four years later, I accepted the challenge of establishing the
“Systemic and unconscious biases in uence hiring, promotions, and everyday interactions ... without us even knowing it.”
Magna Global office in KSA, becoming the first female to launch and lead a media agency in the country.
Can you share a particularly memorable campaign or project that you’ve worked on and its impact on the brand?
The first White Friday campaign we launched for Amazon after onboarding the business. Along with our clients, we took a bold decision to change the usual strategy. We worked on a digital set-up run 24/7 by teams to ensure continuous optimisations, as we realised many of the sale transactions actually happened between 12am and 3am in the UAE and KSA. This improved top-ofmind awareness and ultimately delivered higher sales than in previous years.
How has diversity and inclusion improved on the ground within the industry?
We have seen notable improvements in our industry, with agencies increasingly creating conversations, awareness, and initiatives to ensure more diverse representation across leadership and teams. Within MCN, we are committed to conscious inclusion and collaboration and have invested in training, initiatives, and metrics to ensure we consistently build awareness and equality across areas including gender, culture, and nationality.
What steps would you advise to prevent ‘DE&I washing’ within the industry?
This comes down to training and setting clear and measurable goals for the agency and the team, which will embed DE&I in its core values and ensure accountability and ownership in seeing them through. As leaders, it is our responsibility to continuously engage, build relationships with and hire from diverse communities to ensure the added value and enrichment of our teams, environment, and work. At MCN, we also have a sustainability committee that trains, educates and helps set the agenda across our agencies. Having expertise like this at hand ensures all teams across the group can draw on insight and advice from this committee.
What allyship message would you share with your colleagues in the industry?
Start from within, reflect on yourself and continuously educate yourself about different perspectives, listen with empathy and an open mind to build genuine connections, use your voice to influence and challenge discrimination and advocate equality, create a safe space for others to speak up and, finally, support the career growth of individuals based on merit and amplify their contributions.
How have diversity and inclusion improved on the ground within the industry?
Diversity and inclusion have made noticeable strides in the industry, particularly in regions like the Middle East where cultural shifts are occurring rapidly. On the ground, we’re seeing more brands and agencies committed to not just ticking boxes but embedding DE&I into their core strategies. This shift is evident in the way campaigns are being conceptualised and executed, with a more authentic representation of diverse communities.
Globally, the integration of AI and data analytics has also allowed for more nuanced understanding and targeting of these diverse audiences, ensuring that DE&I is not just an afterthought but a driving force in campaign creation. This progress, while significant, is just the beginning. There is still much work to be done to ensure that diversity and inclusion are not just improved but fully realised across all levels of the industry.
How, in your opinion, can collaborative campaigns – and their visible, tangible impact – further the cause for DE&I in the industry? Collaborative campaigns have the power to be the catalyst for change in DE&I by bringing diverse voices and perspectives to
move beyond superficial gestures and embed genuine commitment into the core of organisational practices. Start by setting clear, measurable goals for diversity, equity, and inclusion, and hold leadership accountable for achieving them. Implement training programmes that go beyond tokenism, focusing on real, actionable strategies for fostering an inclusive culture.
Actively seek feedback from diverse voices and use this input to drive meaningful change. Transparency is key – regularly report on progress and challenges openly. It’s not enough to make grand statements; you need to show consistent, tangible actions that reflect a true dedication to DE&I. By integrating these practices, you build credibility and trust, demonstrating that your commitment is more than just a trendy initiative.
What allyship message would you share with your colleagues in the industry?
My message to colleagues is simple yet powerful: true allyship requires action, not just words. Stand up for your colleagues, challenge systemic biases, and use your platform to amplify voices that might otherwise be overlooked. It’s not about being the loudest in the room but about making sure everyone has a seat at the table and feels heard.
Success, for me, has always been about recognising opportunities, challenging the status quo when necessary, and staying committed to solutions that foster real, sustainable growth. These experiences have shaped my career and continue to inspire the work I do today.
Can you share some personal habits or routines that have helped you embrace your authenticity and express yourself?
A habit that has deeply shaped my authenticity is my commitment to reading. I believe that immersing myself in diverse perspectives – whether through books, articles, or thought leadership pieces – expands my understanding of the world and sharpens my ability to think critically. This practice not only fuels my creativity but also keeps me grounded in my core values, allowing me to express my thoughts and ideas with clarity and confidence. I also prioritise staying curious – constantly exploring new ideas, technologies, and perspectives. This habit fuels my creativity and allows me to approach challenges with fresh eyes. I’ve also learned the importance of setting boundaries and making time for activities that nourish my spirit, like traveling or engaging in meaningful conversations. These routines keep me connected to my true self.
What would an ideal world in the coming years look like?
‘IT’S NOT ABOUT BEING THE LOUDEST IN THE ROOM’
Mrudula Patre, Head of MENA, Pixis
In an ideal world, the barriers that once held us back – whether in terms of technology, creativity, or social norms – would be dismantled, allowing innovation to flourish on a global scale. It’s a world where technology, especially AI, seamlessly integrates into our lives, driving efficiency and enabling us to solve problems that once seemed insurmountable.
the forefront. When executed thoughtfully, they challenge the status quo and force the industry to re-examine its oftenhomogeneous practices. The impact of such campaigns is measurable not just in impressions or sales, but in the shifting narratives that they can inspire within the industry. Today, more than ever, AI and data-driven insights allow us to craft campaigns that are not just inclusive but also deeply resonant with diverse audiences. By setting new standards for what representation looks like, these campaigns can accelerate the industry’s movement towards genuine inclusivity and equity.
What steps would you advise to prevent ‘DE&I washing’ within the industry?
To prevent ‘DE&I washing’, it’s crucial to
Be proactive in educating yourself and others about the challenges faced by underrepresented groups, and advocate for policies that support real change. Allyship is a continuous journey, not a destination. By consistently championing diversity and inclusion, you contribute to a more equitable industry where everyone can thrive.
What were some pivotal points in your career that contributed to your success within advertising?
Several pivotal moments have shaped my journey in advertising. One of the most significant was embracing the power of technology and AI to revolutionise the way campaigns are crafted and delivered. This was a turning point that not only enhanced my ability to drive impactful results but also positioned me as a leader in the industry.
In this future, diversity and inclusion are not just buzzwords but deeply ingrained values that shape every aspect of our society, from business practices to cultural exchanges. It’s a world where brands are more than just businesses; they are catalysts for change, driven by purpose and powered by technology, making meaningful impacts on the communities they serve.
If there’s one barrier you would break down, what would it be and why?
The barrier I would dismantle is the ingrained bias that women, especially those in leadership roles, face in every industry on a global level. This bias, whether overt or subtle, stifles innovation and creativity. By breaking this barrier, we open up untapped potential, creating an environment where diverse leadership styles and ideas are not just welcomed, but celebrated. In an era where AI and advanced analytics are redefining the industry, it’s imperative that we also redefine who leads the conversation.
How have diversity and inclusion evolved within the industry on a global scale?
Diversity and inclusion have made significant strides, akin to an ongoing awareness campaign that delivers increasingly impactful results each year. Whether driven by compliance or genuine commitment, the outcomes are becoming more sustainable.
The true challenge lies not just in offering opportunities, but in genuinely embracing diversity and inclusion within the workplace. This means understanding, supporting and valuing individuals’ unique backgrounds, enabling them to thrive without conforming.
True inclusion creates a culture where everyone feels welcomed and valued for their differences. In our industry, diversity isn’t just a vision; it’s a vital resource that fuels insights needed to cater to varied audiences with different messages.
What pivotal moments in your career have contributed to your success in advertising?
A pivotal realisation in my career has been that preconceived notions and societal beliefs about unequal opportunities often serve as excuses that hold people back. As a young woman in an emerging, unstable market, I initially believed these factors would limit my aspirations.
However, challenging these beliefs and committing to doing things the right way can overcome any obstacles. Embracing change and staying current with new technologies and trends is vital. By understanding and accepting that there is no final ‘this-is-it’ moment, we can maintain a mindset of perpetual growth and flexibility, allowing us to surf the ever-changing dynamics of the industry.
What steps would you recommend to prevent ‘DE&I washing’?
To prevent ‘DE&I washing’, companies must move beyond mere support for diversity and inclusion and actively implement these values meaningfully. First, it’s crucial to help people from diverse backgrounds understand their potential and determine if they have the skills and passion for this industry. At Brodmann, we’ve embraced this through our ‘She Could Too’ internship
programme, which introduces recent female graduates to advertising and expands their knowledge and interest in the field.
Second, companies must be willing to accept and manage the differences that come with diverse backgrounds, for example recognising the hyperfixation skills of individuals with ADHD and understanding the trade-offs – valuing their exceptional focus on specific tasks while acknowledging that other tasks might not be performed conventionally. Similarly, offering flexible working hours to mothers, as long as their to-do list is met, demonstrates a commitment to true inclusivity. The challenge lies in not just hiring diverse talent, but also creating an environment where these individuals feel valued and supported.
Companies must be ready to tailor roles and expectations to fit individual strengths and challenges, ensuring that DE&I are not just buzzwords but integral to the workplace culture. This means moving away from a one-size-fitsall approach and genuinely managing and nurturing each individual’s unique contributions.
Can you share some personal habits or routines that have helped you embrace your authenticity and express yourself?
One routine I deeply value, adopted early in my career, is the understanding that women generally have less time. As we grow and our commitments to family and life increase, this becomes even more pronounced. Therefore, it’s essential to maximise our time whenever we have it. This mindset has helped me stay focused and productive.
What does an ideal future look like for the advertising industry?
“Being an ally means learning how to advocate e ectively and taking practical steps to address discrimination.”
An ideal future in our industry places people at the forefront, always valuing their mental well-being, creativity, and insights.
The mental state of individuals fuels our work, and their learning experiences sharpen and enhance our services over
‘DIVERSITY
ISN’T JUST A VISION; IT’S A VITAL RESOURCE’
Noor Shihab, Founder and Managing Director, Brodmann Iraq
time. Considering constant external changes and the fast-paced industry dynamics, it is crucial to prioritise the stability and growth of our talent.
By retaining and nurturing experienced individuals, companies can leverage their collective knowledge to adapt and innovate effectively, rather than constantly adjusting to both internal and external changes.
People are the core of our service, and their well-being and accumulated experiences drive our success in facing new challenges.
If there’s one barrier you would break down, what would it be and why?
The barrier I would dismantle is the ingrained bias that women, especially those in leadership roles, face in every industry on a global level.
This bias, whether overt or subtle, stifles innovation and creativity. By breaking this barrier, we open up a wealth of untapped potential, creating an environment where diverse leadership styles and ideas are not just welcomed but celebrated.
In the current era, when AI and advanced analytics are redefining the industry, it’s imperative that we also redefine who leads the conversation.
What message of allyship would you share with your colleagues in the industry?
Allyship goes beyond mere support; it’s about daily actions that uplift and amplify marginalised voices.
Listen actively, promote diversity within teams, and step in to support colleagues facing challenges or exclusion.
Being an ally means learning how to advocate effectively and taking practical steps to address discrimination.
Every small action counts, and together we can create a more inclusive and respectful industry where everyone constantly feels valued and heard.
Historically, advertising has been the playground of ‘mad men’. Men dominated the strategy rooms, creative boards, and client meetings, leaving women to break through ceilings that seemed to be made of reinforced glass.
Even now, when women have proven they can handle anything from rocket science to rugby, we still hear those charming remarks like, “What would she know about cars or football?” It’s like watching a rerun of an old sitcom – funny in the ‘60s, cringeworthy now.
The term ‘mad men’ is celebrated as a badge of honor, alluding to creativity and a touch of mad genius. But slap ‘mad’ in front of ‘woman’ and suddenly, it’s like we’ve entered a Shakespearean tragedy. It’s high time we flipped that narrative. Women don’t just belong in the room – they belong at the head of the table.
An industry shift
Putting more women in leadership roles is a solid start, but the real magic will happen when the industry’s mentality shifts.
Imagine a world where women’s ideas are credited, not co-opted, and where brainstorming sessions are inclusive – whether they’re in the boardroom or over a coffee.
It’s about creating a workspace where women aren’t just seen but heard, respected, and empowered. After all, equality isn’t just a word – it’s a practice.
Stop the stereotypes
In this region, it seems like we’re still writing the script for women’s independence.
The plot twist? Some clients still believe that showing a woman paying on screen, when she’s with a man, is downright scandalous. Apparently, the man must always be the knight in shining armour, even if she’s perfectly capable of swiping her own card.
But take a look around – you’ll see women paying for everything from cabs to Louis Vuitton, and doing it with flair. It’s time for ads to catch up with reality. These mediums have the power to showcase how far women have come, but only if we ditch the clichés. Let’s get women out of the kitchen, stop pretending they’ve just stepped out of a salon, and show them as they are –
empowered, independent, and yes, paying for their own shopping.
There have been a few campaigns that have dared to break away from these outdated stereotypes, portraying women as the strong, self-sufficient individuals they are. But there’s still a long road ahead. The industry needs to ensure that women are not just part of the story but are at the heart of it, feeling seen, heard, and respected.
Keeping consumers in mind Advertising, like a great movie, has the power to shift perceptions and rewrite the rules.
The biggest change to the industry has been the medium. We’ve gone from 60-second epics to six-second sprints, and let’s be honest – it’s a thrill. It’s like speed-dating with creativity; you have to make an impression fast, and every word counts.
What truly excites me is the dynamic evolution of the industry. It’s no longer a one-way conversation – consumers are
‘IT’S TIME FOR ADS TO CATCH UP WITH REALITY’
Prerna Mehra, Creative Director and Head of Art, MullenLowe MENA
“The
plot twist? Some clients still believe that showing a woman paying on screen, when she’s with a man, is downright scandalous.”
right there, in the comments section, letting us know exactly what they think. I’ll admit, reading those comments gives me a rush. The power dynamics have shifted, and now, we can see in real time whether our work is hitting the mark or missing it. It’s anxiety-inducing, sure, but it’s also exhilarating. I’d take that over a static billboard any day.
To truly make waves, though, advertising needs more women at the helm. It’s not just about making the industry more agile or profitable – it’s about inspiring the next generation.
When young women see other women leading the charge, they realise this isn’t just a man’s world. There’s room for women to lead, advocate, and change the game.
This kind of representation isn’t just a nice-to-have; it’s essential. It paves the way for more women to enter the industry, thrive, and, eventually, leave their mark.
By championing female leadership, we’re not just advancing the industry –we’re creating a more inclusive, vibrant, and forward-thinking environment. And who knows, the next big idea might just come from a woman who saw herself reflected in the leaders she admires.
‘NOT A ONE-TIME ACT, BUT AN ONGOING EFFORT’
Rana Zeidan, Regional Business Director, Wavemaker MENA
How has diversity and inclusion improved on the ground within the industry?
The advertising industry has made significant progress in advancing diversity and inclusion, with a strong emphasis on empowering women. Companies are proactively working to achieve gender balance in their teams, elevate women into leadership roles, and ensure equitable career advancement opportunities. The industry is increasingly acknowledging the critical importance of diversity, equity, and inclusion (DE&I) and is implementing a range of strategies to embed these principles across their organisations. Notably, DE&I is being baked into ongoing training and educational programmes, designed to reinforce these values throughout the workforce, and we’re already seeing positive results.
What were some pivotal points in your career that contributed to your success within advertising?
There have been many pivotal points in my career, and many of those have centred
around the opportunity to work with leaders who genuinely supported my growth and development.
They not only recognised my potential, but also fostered my strengths by providing valuable opportunities and guidance, in turn allowing me to build on my talents and expand my skill sets significantly.
Their mentorship has also enhanced my own understanding of diversity and the important part it plays in our industry. Collectively, my own experiences and learning opportunities afforded to me by inspiring leaders have equipped me to guide and support my team in embracing and promoting diverse perspectives.
I have also found working in the luxury category to be a transformative experience. It has fostered within me a deep passion for the industry and has exposed me to a variety of global perspectives and hands-on activations.This combination of strong, inspirational leadership and immersion in a dynamic, high-profile sector has been instrumental in shaping my career path and enhancing my expertise.
What steps would you advise to prevent ‘DE&I washing’ within the industry?
DE&I washing presents a threat to progress. To prevent falling into the trap of just saying, rather than doing, companies need to ensure that diversity and inclusion are baked into every element of their business, including their mission, vision, and core values. This commitment should be steadfast and consistent, reflected in all business practices, from hiring to client engagement.
As a first step, businesses should purvey the current DE&I landscape of their organisation, setting specific measurable diversity and inclusion goals, and frequently assessing how they are performing against them. But real DE&I within a business isn’t about the numbers on a report. Cultivating a culture of transparency and open dialogue, and facilitating a continuous educational programme will be where businesses begin to see the tangible benefits of diversity.
What would an ideal world in the coming years look like?
In an ideal world, diversity and inclusion would be seamlessly integrated into every facet of society and industry, providing equal opportunities to all individuals, regardless of their background or identity. We would see a diverse representation at all organisational levels and a culture of respect and understanding for all lived experiences. I would personally like to see a world where people of determination and neurodivergent individuals are given more opportunities to enter the workforce. I would like to see a world where workplaces create a more accommodating environment, allowing people to not just participate, but to flourish.
Can you share some personal habits or routines that have helped you embrace your authenticity and express yourself?
Embracing authenticity often involves self-reflection and continuous learning. Personal habits that I have found conducive to helping me embrace my
authenticity and express myself have included staying close to my circle of friends and mentors who have inspired, supported me and helped bring the best out of me. I think it’s also incredibly important to be intentional about expressing my values, opinions, and beliefs in my work, while listening to those of others too. Finally, seeking feedback and growth, and remaining open to learning wherever I can has played a fundamental role in helping me stay true to myself through the highs and lows.
What allyship message would you share with your colleagues in the industry?
Allyship requires a commitment to continuous learning and active engagement, both within and beyond the workplace. It’s not a one-time act, but an ongoing effort to drive meaningful change. Try to understand the lived experiences of others, and advocate for them in ways meaningful to them. Be open and honest, and above all listen to the views and opinions of others.
How, in your opinion, can collaborative campaigns – and their visible, tangible impact – further the cause for DE&I?
We all know that when we work together, we achieve great things, but it’s crucial that we focus our collective efforts on meaningful action. As an industry, as agency teams, and as alliances with clients and partners, our focus should be on visible change and tangible outcomes. By that, I mean better representation, social change, and greater engagement from audiences when it comes to DE&I campaigns. We should be able to look back at what we set out to do and be able to measure our success. If that means more consistent, creative collaborative campaigns, then what are we waiting for?
If there’s one barrier you would break down, what would it be and why?
One key barrier I’d like to break down, which I feel is hampering our industry’s progress in DE&I, is the absence of more open and honest conversations, where individuals can freely share their values and cultural backgrounds. In a region as multicultural as ours, bridging the gap in understanding diverse cultures and experiences will create a more inclusive environment that supports everyone’s unique perspectives. Education and willingness to listen to others are fundamental to this.
What words of wisdom would you share with women new to the industry and/or the Middle East region?
Trust in your abilities and confidently assert yourself. Find mentors and allies who will champion your growth. There will be setbacks and moments when you’re not selected, but your greatest asset is self-belief and perseverance.
Do you think the advertising industry needs newer, more relatable mentors?
Yes. Having mentors who can understand and relate to the experiences of their mentees is essential. The most valuable kind of mentorship is one in which ideas and lessons can be exchanged.
GENDER GAPS: THE HARSH REALITY
Rasha Hamzeh, Managing Director, The Inhouse Agency
The current landscape
In the GCC, women’s labour force participation is around 20.3 per cent, significantly below the global average of 39 per cent, according to the World Bank. Yet, although women make up almost a fifth of the workforce in many sectors, their presence dwindles as one moves up the corporate ladder.
Statistics reveal a glaring gap in gender representation in senior roles within the GCC. For instance, women make up only 32.2 per cent of senior leadership positions globally. The numbers are even lower in certain industries and regions, including the GCC, according to the World Economic Forum.
The root of the problem
The scarcity of women in senior roles within the GCC isn’t merely coincidental. Cultural and societal norms play a significant role. Traditional gender roles often cast women in primary caregiver positions, sidelining their professional ambitions and aspirations.
In many cases, the corporate world isn’t designed to accommodate the dual roles women often juggle, leading to fewer women advancing to senior positions.
One of the most significant issues is the confidence gap between men and women.
It has been reported that men are likely to apply for a job even if they meet only 60 per cent of the qualifications, while women will apply only if they meet 100 per cent of the criteria.
tokenism, where women are placed in positions to meet targets rather than based on their merit.
This undermines their credibility and can perpetuate the stereotype that women aren’t naturally suited for leadership roles.
Moreover, the focus on quotas can overshadow the need for genuine cultural and structural changes within organisations. It’s not enough to simply have women in senior roles; companies must also foster an environment where women are supported, valued, and given the same opportunities to succeed as their male counterparts.
Empowering women from within
As a woman who has climbed the corporate ladder in the advertising industry, I have faced numerous challenges. I have been labelled “aggressive” when assertive, “defensive” when standing my ground, and “emotional” when passionate.
These experiences highlight the need for a cultural shift within organisations. It is essential to empower
This discrepancy isn’t because women lack the necessary skills or qualifications but because they are often socialised to underestimate their abilities and avoid risks.
Overcoming personal struggles and industry-wide issues
“I have been labelled ‘aggressive’ when assertive, ‘defensive’ when standing my ground, and ‘emotional’ when passionate.”
I remember my first job vividly. As a fresh graduate, I discovered that my salary was 23 per cent less than what a male colleague with the same qualifications and experience was earning. This wasn’t an isolated incident but a reflection of a broader industry trend.
women psychologically, helping them build the confidence to pursue leadership roles and stand up for what they deserve.
In the glossy brochures and polished presentations of many GCC companies, diversity and inclusion are touted as key values.
However, scratch beneath the surface, and a glaring gender gap in senior roles becomes evident. While some organisations boast that more than 70 per cent of their staff are women, a closer look reveals that men overwhelmingly dominate the upper echelons of management. This disparity is not just a statistical anomaly but a reflection of deep-rooted biases and systemic barriers that women face as they climb the corporate ladder.
At one of the firms I worked for, my pregnancy was seen as a liability. Without consulting me, my superiors decided to “ease the load”, sidelining me from critical projects under the assumption that I couldn’t perform as effectively as my non-pregnant counterparts.
These experiences aren’t unique to me. Many women in the GCC have similar stories of being overlooked for promotions, facing gender-based pay disparities, and being subjected to unwarranted assumptions about their capabilities and commitment.
The quota controversy
Some companies have implemented quotas to ensure a certain percentage of women in senior roles.
While this is a step in the right direction, it can sometimes feel like a double-edged sword. Quotas can lead to
The real change needs to come from within. Women need to be empowered psychologically to believe in their abilities and to advocate for themselves. Companies should invest in leadership training programmes specifically designed for women, offering mentorship and sponsorship opportunities that can help bridge the confidence gap.
Addressing these issues requires a multifaceted approach. Organisations must actively work to dismantle biases and stereotypes, promote flexible work policies that support work-life balance, and ensure transparent and fair recruitment and promotion processes.
The journey is far from over, but with concerted effort and genuine commitment, we can move towards a future where women are equally represented at all levels of leadership. The stakes are high, but the potential rewards – for women, for businesses, and for society as a whole – are immense.
How has diversity and inclusion improved on the ground within the industry?
I’ve witnessed a dazzling shift towards diversity and inclusion. Once a boys’ club, the industry now basks in the brilliance of diverse perspectives. Companies are rolling out the red carpet with DE&I programmes, flexible hours, parental leave, and mentorships. Media content flaunts women in empowering roles, smashing old stereotypes and inviting more women into the spotlight. Bold legal reforms and visionary national plans in the UAE and Saudi Arabia have turbocharged this progress. While the journey isn’t over, the industry’s transformation into an inclusive, vibrant powerhouse is electric.
What steps would you advise to prevent ‘DE&I washing’ within the industry?
It’s about making real, lasting change, not just ticking boxes.
At Hearts & Science, we ensure women can shine brightly, not just because our leader at OMG is a woman, (Elda Choucair, CEO, OMG MENA) but because
“‘Be yourself’ is the worst advice anyone can give you. Context matters, growth is key, and social harmony requires nesse.”
it’s embedded in our culture and our clients’ DNA. We thrive on making sense of DE&I, but we’re also realistic. Finding the best talent comes first, prioritising attitude over aptitude. Nationality and gender are factors that guide our decisions.
I strive to listen to diverse voices in my team and among my partners and colleagues. I ensure authentic representation at all levels, sharing real stories and perspectives.
What would an ideal world in the coming years look like?
Today, I choose to surround myself with exceptionally smart and brave people,
both at work and in my social life. It’s not about hierarchy; it’s a way of life. Our team is bold and inspiring, constantly challenging me and pushing boundaries. This culture drives us to excel and grow.
I joined OMG because our values align. To me, diversity isn’t just about gender, ethnicity, or religion, but also values and work culture. Achieving this level of diversity is a challenge for many companies, but it’s ideal for me.
What were some pivotal points in your career that contributed to your success within advertising?
We’re in the business of people and relationships, and often it’s who you choose to work with that leads to your next big thing. It’s all about choices, and you can definitely control that.
At 24, I moved to New York and joined VML as part of my Y&R role in Lebanon. Young, energetic, and eager to learn, I was determined to shadow the best at VML, embrace my mistakes, and learn. Three months in, I decided to shift my focus to digital advertising and had to either build at Y&R or move to another company. I chose to join a digital startup in Beirut, working with people who believed in the future of media. It was about choices and the people you work with. Reflecting on that time, I realise the bravery in being young, vulnerable to mistakes, and surrounding myself with global talent.
After 15 years on the agency side, I transitioned to a financial and banking corporate role. This shift not only meant changing industries but also testing my authenticity amid different values and corporate dynamics. I learned a few things about myself which today are uncompromisable.
1. My expertise, combined with my uncompromising ethos and values, can deliver value to any organisation.
2. I have a value system, and I will not compromise it. This is being authentic.
3. ‘Be yourself’ is the worst advice anyone can give you. Context matters, growth is key, and social harmony requires finesse. Adapt, improve, and read the room. Your career isn’t a one-size-fits-all situation.
What allyship message would you share with your colleagues in the industry?
In our fast-paced, high-stakes agency and media industry, it’s easy to fall into the trap of burnout and cutthroat competition.
Let’s prioritise the well-being of our people, foster open communication, and share knowledge and flaws. Consistent mentorship can protect our people’s authenticity, which in turn safeguards mental health and protects our team’s identity. One of my core beliefs is ‘shifting mistakes to missed takes’. I know there is more room for this, across agencies and client partners.
What words of wisdom would you share with women new to the industry and/or the Middle East region?
Authenticity can slowly diminish when a fresh young woman joins the workforce and tries to find herself within any organisation, not only in advertising. Trying to fit in is not the same as belonging. Sharing values and principles with the organisation will empower you. That was pivotal for me to understand and apply throughout my career.
When groomed, grown, and guarded, authenticity is essential not only in women but in any new talent in the workforce. Slowly losing oneself to relate or fit in can be dangerous to anyone’s career
Women shouldn’t just aim to be equal to men, because we bring our own set of superpowers to the table.
Our unique skill set includes multitasking like a pro, unparalleled emotional intelligence, and a knack for turning chaos into order. With brains wired for empathy and communication, we can transform any workplace into a powerhouse of innovation and collaboration; it’s leading by nurture as a nature.
The advertising industry is one of constant evolution –dynamic, fast-paced, and, historically, dominated by men.
For decades, women have faced unique challenges, navigating a landscape rife with gender biases and obstacles that made it difficult to break through the glass ceiling.
However, in recent years, the tide has begun to turn. Female leaders are not only making significant strides but are also setting new standards of excellence and reshaping the narrative of what it means to lead in this space.
When I first launched The Creative9, it was a startup competing against established multinational giants. Convincing major brands to place their trust in a new agency – let alone one led by a woman – was no small feat. I knew we had to prove that our ideas, talent, and passion were unmatched.
It wasn’t just about securing clients, though. Early in my career, I remember bringing a male colleague to a meeting and noticing an immediate shift in how we were received. His mere presence seemed to validate our pitch, making our audience more attentive. It was both frustrating and eye-opening. While it would have been easy to rely on that dynamic to gain an edge, I chose a different path.
I believed – and still do – that success should be built on the strength of our work, not on gender dynamics.
It’s proven successful to have a management style centred on mentorship. This approach, however, has sometimes been met with scrutiny. Being assertive as a woman in leadership often invites labels that my male counterparts don’t face. Where my assertiveness might be seen as harsh, the same behaviour from a male leader could be viewed as decisive. Though I take all feedback on board, I’ve constantly resisted letting such misconstrued perceptions dictate how I work. Instead, I’ve focused on creating an environment where talent is recognised and nurtured, irrespective of gender.
Success without compromise
Another challenge that many women, including myself, grapple with is the perceived need to choose between building a career and starting a family. The pressures of the industry, coupled with societal expectations, made it seem like an impossible choice. I was often advised to slow down, to hold back – because “women can’t do it all”.
But the landscape is changing. Female leaders are increasingly creating inclusive environments that champion collaboration and mentorship, paving the way for others to rise.
Their contributions are essential in an industry where understanding and connecting with diverse audiences is crucial. We’re seeing women at the helm of groundbreaking campaigns that challenge societal norms, and agencies being founded with a strong emphasis on diversity and inclusion.
The way forward
While progress is undeniable, there is still work to be done. The glass ceiling may be cracked, but it hasn’t shattered yet. Pay disparities and underrepresentation in top leadership roles persist, and gender biases still linger. However, the increasing visibility and recognition of female leaders in advertising give me hope for the future.
Each success story chips away at the barriers that remain, bringing us closer to a world where leadership is defined by talent, vision, and determination – regardless of gender.
‘THE GLASS CEILING MAY BE CRACKED, BUT IT HASN’T SHATTERED YET’
Rola Ghotmeh, Founder and Chief Creative Officer, The Creative9
EMBRACE UNIVERSAL EQUALITY
Sherry Mansour, Managing Director at Seedtag MENA
How has diversity and inclusion improved on the ground within the industry?
In our industry, I have seen a marked improvement in diversity and inclusion through increased representation of various demographics and the implementation of policies fostering equitable workplaces.
What steps would you advise to prevent ‘DE&I washing’ within the industry?
To prevent DE&I washing, companies should ensure genuine commitment by integrating diversity and inclusion into their core values, setting measurable goals, and maintaining transparency in their efforts.
What would an ideal world in the coming years look like?
My ideal future world embraces universal equality, celebrates diversity, and gives everyone equal opportunities regardless of their background, leading to a more inclusive and innovative industry.
Can you share some personal habits or routines that have helped you embrace your authenticity and express yourself?
Daily mindfulness practices and regular self-reflection have helped me stay grounded. I also prioritise open communication and continuous learning to stay true to myself and evolve authentically.
What allyship message would you share with your colleagues in the industry?
True allyship involves active listening, advocating for underrepresented groups, and challenging biases. It’s crucial to create an environment where everyone feels valued and heard.
How in your opinion can collaborative campaigns – and their visible, tangible impact – further the cause for DE&I?
Collaborative campaigns can amplify diverse voices and highlight their impact, fostering a more inclusive industry. They demonstrate the tangible benefits of diversity and can drive meaningful change by showcasing success stories.
If there’s one barrier you would break down, what would it be?
To break down barriers in our industry, I encourage everyone to work on eliminating gender bias, as it still hinders many talented individuals from reaching their full potential. Ensuring gender equality would unlock a wealth of untapped talent and drive industry progress.
What words of wisdom would you share with women new to the industry and/or the Middle East region?
For women entering our industry, I recommend building a strong network of supportive peers and mentors. Embrace your unique perspective, stay confident in your abilities, and don’t be afraid to speak up. The advertising industry can greatly benefit from diverse voices and experiences, and having relatable mentors can provide invaluable guidance and inspiration.
Zaina Tahboub, Senior Communications Manager, Western Digital Middle East, Turkey & Africa
We live in a world of contrasting realities and equalities – and the same holds true when it comes to women’s empowerment.
Women’s inequalities are still rampant in various forms in the workplace – from the BBC’s wellknown gender pay gap to tales of female entrepreneurs citing an imaginary male co-founder for credibility.
But today’s society increasingly demands that the modern workplace change its norms regarding lack of fair treatment and opportunities given to women. Persisting inequalities between male and female workers must be eradicated, especially in light of the growing volume of evidential data showing that women can be just as effective, if not more so, than men.
A 2016 study by the global consulting firm Hay Group found that women surpass men in 11 out of 12 critical emotional intelligence competencies, such as emotional self-awareness, empathy, conflict management, adaptability, and teamwork — all crucial for effective leadership in any industry, but especially in marketing and advertising.
With companies frequently emphasising the importance of soft skills such as communication, empathy, and self-awareness as desirable professional attributes, recent research highlights a connection between strong character traits and business performance: CEOs who score highly on attributes like compassion and integrity were found to achieve a 9.35 per cent return on assets over two years.
These two complementary figures show that soft skills and emotional intelligence can prove to be a key competitive edge for women in business and advertising.
Thankfully, within the marketing and advertising industry in the region, the culture of inclusivity has long been a norm, though there’s always room for improvement.
The UAE itself is an immersive melting pot of culture, people and backgrounds – which perhaps make society as a whole better appreciate the value that women bring to the creative table or the boardroom.
Indeed, encouraging gender diversity, especially in advertising and marketing workplaces, should not be seen as tokenism, but a vital tool for businesses to foster creativity and innovation.
Men and women will inevitably have different experiences and backgrounds, which shape their approach to business. Challenging each other and collaborating with people who think differently can breed creativity and promote innovative ideas that push the advertising and marketing industry forward.
THE GAMECHANGER GIRL BOSS
For instance, empathy and emotional intelligence are critical to the success of a marketing campaign – and being a woman helps you understand situations in a more complex and emotional way, which could help in providing innovative solutions that cater to a variety of consumers.
“Women’s empowerment is not a set of successful statistics that companies can boast about; it’s all about creating a culture where every voice matters.”
That’s why there’s an increased global awareness around the idea and many companies are aspiring to practise it. Many are working on initiatives to attract and nurture the female workforce into careers where they can make a real difference.
This matters significantly at the social and national levels too. The UAE, for instance, has always been a champion of women’s empowerment and ensuring that they enjoy equality and fair opportunities in all areas of work. This is a message that reverberates across society and the world.
The philosophy of women is often shaped by a combination of empathy, resilience, and a commitment to inclusivity – and these are vital traits for our industry too.
In a market where things are constantly in flux, people with resilience
and adaptability will always find it easier to navigate through the changes.
Similarly, empathy and emotional intelligence are essential in catering to consumer needs and collaborating with people in the workplace to create a better outcome in the market. And meticulous attention to detail is another important trait in the marketing and advertising sector – where every detail must be perfect to ensure the success of campaigns big and small.
Women’s empowerment is, therefore, not a set of successful statistics that companies can boast about; it’s all about creating a culture where every voice matters, everyone is heard, and every team member feels empowered.
Adopting such a philosophy in the industry can make all the difference for both people and profits.
Frances Bonifacio Head of Strategy, Serviceplan Group Middle East
That’s a well-timed question. You see, the Paris Olympics tried to push the envelope on gender representation at the opening ceremonies but ended up mailing it to the wrong address. Thank heavens for the likes of CocaCola’s It’s Magic When the World Comes Together'. The stakes were redeemed with nostalgic, fizzy celebrations of camaraderie and real connections among women Olympic rivals. It was raw, real, and magical that I found myself smiling with Tatiana Schoenmaker as she reached out to her rival for a warm, endearing hug. Proof that whether you’re racing in the pool or raising a glass of soda, we’re all better when we come together.
INDUSTRY VIEW:
How has the portrayal of gender within advertising affected you positively or negatively over the past year?
Windalyn Goma Account Executive, Active DMC
I’d say the portrayal of gender in UAE marketing has seen some positive changes over the past year. I’ve noticed more campaigns embracing diverse gender identities and moving away from old stereotypes, which feels refreshing. However, there are still moments when outdated views pop up. Overall, it’s encouraging to see progress, but there’s more work to be done to make sure gender representation is both respectful and accurate.
Jana Abou Shakra Social Media Manager, Netizency
Gender portrayal in advertising has seen progressive strides in the region. We’ve witnessed this in some of the campaigns our clients have run, including Visa’s 'She’s Next' and Lenovo’s 'Her Legion Clan'. These campaigns embrace a more inclusive narrative, recognising the achievements of women in different roles and industries. As social media managers, we see the impact of these campaigns first-hand, with positive sentiment increasing when creative content aligns with real-world diversity and inclusivity. But there’s still a long way to go, especially in traditional advertising, where women and men tend to still be portrayed in stereotypical roles. Recognising and addressing these stereotypes can lead to a more inclusive media landscape and better representation.
Romy Abdelnour
Head of Communications, TBWA\RAAD
Over the past year, there has been a noticeable and conscious shift towards a more inclusive portrayal of gender in advertising, with a stronger focus on diverse representation. It’s becoming increasingly common to see ads that showcase women in positions of power, strong and muscular female athletes, and achievers who break away from traditional gender stereotypes. This year, we’ve seen women take the spotlight in Super Bowl ads, which historically hasn’t been the norm. Major brands such as Nissan Middle East have embraced this shift, placing women at the forefront of their campaigns and overall communication. By defying the ordinary in an industry traditionally dominated by men, they’ve reinforced their commitment to gender equity. For instance, on Emirati Women’s Day, Nissan celebrated trailblazers, including Huda Al Matroushi, the first Emirati female mechanic. This month, Nissan’s latest brand campaign continues this trend, featuring female pioneers such as Mishaal Ashemimry, the first female aerospace engineer in the GCC; Reem Al-Kuthairi, the first female sports pilot in the Middle East; Nayla Al Khaja, the first female Emirati filmmaker; and Carla Chamoun, the first Lebanese singer to perform with Hans Zimmer. These women embody the 'Defy Ordinary' ethos, setting new benchmarks for the world. The Defy Ordinary brand campaign also reflects equal representation by showcasing male achievers like Faisal Jawad, the Guinness World Record holder for fastest scuba diver, and Ali Al Jabri, the first Omani sculptor with global recognition.
Ads are also beginning to show men embracing vulnerability, a much-needed change. A powerful example of this is the 'Stronger' campaign launched by TBWA\Hunt\ Lascaris to promote the Riky Rick Foundation. The campaign used music and AI to tell the story of Riky Rick, a South African singer and rapper who lost his battle with mental illness and took his own life. The campaign aims to ensure Riky’s legacy lives on, continuing to inspire others and giving a voice to those struggling with mental health issues.
Debalina Chowdhury Copywriter, Cheil MENA
It’s cool to live in an era when brands such as Gillette and Axe have changed their positioning to be more inclusive. So many brands now represent women in a positive, wholesome, and empowering way, not restricting themselves to stereotypical roles. I loved the 2023 FIFA Women’s World Cup ad, which used AI to challenge gender perceptions in sports, and Ariel’s sixth ‘Share The Load’ edition addressing inequitable chore distribution. I worked on Samsung’s ‘Beyond Limits’ campaign featuring Amna Al Qubaisi, the first Emirati woman racer, showcasing her journey of breaking stereotypes. I'm glad to be able to contribute to the changing ad scene.
It’s encouraging to see more women in leadership roles in advertising, signalling a positive shift in the industry, However, true leadership transcends gender, and it’s concerning when it doesn’t. Diverse perspectives are essential for genuine innovation and progress – both in leadership and in the work produced. While progress within advertisements is evident, particularly in sports campaigns like Nike’s 'What If You Can', featuring Dur Bali, outdated gender roles still linger. For example, the rarity of men baking without the implied assistance of a female. To truly advance in gender equality, brands must consistently engage in meaningful efforts, beyond the superficial. Female empowerment in advertising isn’t just about influencing purchasing decisions; it’s about advocating for real social policies and practices that improve women’s well-being and working conditions, setting them up for success.
Sarah Berro Senior Creative Director, VICE Media Group
Jacquelyn Moulds
Client Engagement Director UAE, The Romans
I feel continuously encouraged by the increasingly inclusive portrayal of women in communications. But with this empowerment comes an overwhelming feeling of pressure, setting up unrealistic standards where women feel the need to be achieving, in all areas of life – including career, motherhood, marriage, fitness, beauty, friendships – to feel successful. I would like to see an equal focus on the representation of males and the many hats they also need to wear, because until the domestic and parental mental load is truly shared, equality will never be achieved.
Manisha Bhatia Head of Strategy
and Planning, Impact BBDO KSA
We have come a long way. From Silva Thins' “Cigarettes are like women. The best ones are thin and rich” to Barbie’s “A doll can help change the world”, gender conversations in advertising are questioning stereotypes and challenging gender norms.
The P&Gs and Nikes of the world have played an important role in leading a conversation that showcases possibilities and potentials across both genders. But they also pose a question: Are terms like ‘women empowerment’, ‘gender equality’ and the like becoming overused buzzwords? Are we over-explaining? Are we forcing it (think Paris 2024 Olympics)? Are we missing the point? The portrayal of gender conversations still feels like a trend to jump on rather than a fundamental aspect of human expression; of what it truly means to be you; to celebrate the differences and similarities that we carry and receive equal opportunity; whatever gender one may be; rather than a conversation that leads to more disparity. That’s where true insight lies.
Linda Murphy Chief Growth Officer, Tactical
I continue to find the portrayal of women in advertising troubling. The 'girl boss' mentality is outdated, yet it’s still being pushed as the ideal. It’s exhausting and unrealistic to be expected to excel in every area of life – career, motherhood, friendship, and everything in between. Younger generations are already rejecting this toxic mindset, redefining empowerment through diverse roles, but most ads don’t reflect this shift. This narrow view celebrates burnout and judges any choice that isn’t 'having it all'. Advertisers who care about connecting to a modern female audience need to catch up or risk falling out of favour. True success isn’t about fitting into a mould; it’s about celebrating choice and honouring each woman’s unique path.
Jaimesha Patel Managing Director, RAPP MENA
Over the past year(s), we have seen advertising embrace diversity and inclusivity, challenging stereotypes while reflecting broader societal changes. But these shifts are gradual. Even today, challenges persist in how genders are portrayed, particularly with the growing use of AI, which relies on decades of biased information. Whilst I’m not responsible for building AI systems or for the data on which they are trained, as a female leader, I ensure we hire based on merit and foster an environment boasting equal opportunities for all. Our equally balanced leadership team is essential for holistic business decisions. Leading with transparency and operating with an inclusive mindset enriches our workplace and, subsequently, the approach we take to create meaningful content for our clients.
PR, EVENTS AND EXPERIENTIAL GUIDE 2024
7AWI MEDIA GROUP
Events/PR agency
Head of company: Mohamed Anas Abbar anas@7awi.com
SPECIALISMS: PR/events, research and insights platform, content management platform
Absolute Communications Group
Headquartered: Dubai
Head of company: Victor King, founder and CEO +971 56 424 1999 vk@absolutecg.net
SPECIALISMS: Public relations, branding strategy, media relations, corporate communications and leadership communications
Acorn Strategy
PR agency
Founded: 2011
HQ: Abu Dhabi
Head of company: Kate Midttun hello@acornstrategy.com
SPECIALISMS: Public relations, strategic communications, media relations, marketing communications strategy
Headquartered: Dubai, United Arab Emirates Head of company: Sawsan Ghanem and Louay Al-Samarrai info@activedmc.com
SPECIALISMS: Public relations, social and digital marketing, lead generation, event management and video production, research
AKQA
Founded: 2010
Regional offices: UAE, KSA, Egypt
Managing director MENA: Nic Camacho nic.camacho@akqa.com
SPECIALISMS: Brand activation/events, creative communication, data and media, technology/digital solutions, content production
Alef International
Founded: 2000
CEO: Rabih El-Amine Headquartered: Riyadh
SERVICES: Strategic advisory, content development, events, media engagements, and crisis management
KEY CLIENTS: Sadara Chemical Company, Ministry of Culture, Saudi Food and Drug Authority, National Water Company, SABIC
Founded: UAE – 1994; Global - 1971
Type of agency: PR & communications Heads of agency: Christakis Christodoulou, CEO; Euan Megson, Managing Director - MENA
Offices: Dubai, Abu Dhabi, Riyadh and Doha www.actionprgroup.com
+971 4 390 2960
A fully independent and integrated creative communications network, Action Global Communications provides local insights and expertise to help organisations in dozens of industry verticals advance their agendas in target markets. Delivering game-changing ideas and tactical executions that shape perceptions, build awareness and protect reputations, our teams create meaningful connections between companies and audiences by leveraging the full spectrum of modern communications tools. The group has an unrivalled legacy in the MENA region. Action UAE, which marks its 30th anniversary of operations in the Emirates in 2024, employs 60+ people in Dubai and Abu Dhabi. With an in-market team of 16, Action Qatar is marking its 20th anniversary of operations in Doha this year, while the agency’s new Saudi office also opened in July 2024.
SERVICES: PR and communications, social media, digital marketing, creative, video production
KEY CLIENTS: Abu Dhabi Department of Education & Knowledge, Authority of Social Contribution – Ma’an, BeIN Media Group, Dubai Department of Economy & Tourism, Dubai World Trade Centre, IHG Hotels & Resorts, Intel, Ooredoo, Qatar Sports Investments, Tahaluf (an Informa Markets company).
AWARDS: PR WEEK Global Awards 2024: Best Agency – Middle East; PRCA MENA 2024: Best PR Campaign B2B, Best Employee Engagement Campaign, Best Social Responsibility Campaign; MEPRA Awards 2023: Best Campaign Demonstrating Environmental Initiatives – Gold; ICCO Global Awards 2023: Best Employee & Internal Communications Campaign
LEADERSHIP PANEL
Founded: 2015
Type of agency: PR and social media agency
Offices: Dubai, Riyadh Head of agency: Louise Jacobson Brazenmena.com +971 4 240 8395 mena@brazenmena.com
At Brazen MENA, our award winning, powerful PR and social media strategies enhance brand reputation and drive exceptional and measurable results with our signature approach – creative intelligence.
Our lifestyle PR expertise spans a wide array of sectors including food and beverage, travel, luxury, FMCG, fashion, beauty, sport, tech, automotive, entertainment and more. We go beyond brand awareness to build genuine equity through integrated communications, using social media, insights, and engaging events to ensure brands resonate with audiences in today’s hyper-connected world.
SERVICES: PR, social media, events, stakeholder management, influencer engagement
KEY CLIENTS: Dubai Economy and Tourism, Atlantis Dubai, Marriott International, Hilton, Raffles and Fairmont Doha
AWARDS WON: Arabian Business 50 Most Inspiring Women Leaders 2024 – Louise Jacobson; Caterer ME PR Agency Power List 2022 – 2024; Homegrown Agency of the Year – MEPRA 2023; Young Communicator of the Year – MEPRA 2023; 5x winners of Small Agency of the Year PRCA MENA
Kate Dixon Director of Operations & Client Service
Euan Megson Managing Director - MENA
Barry King General Manager – UAE & Saudi Arabia
Christakis Christodoulou CEO
LEADERSHIP PANEL
Phillippa Kennedy Account Director
Mutasem Shadid Senior Account Director
Aarzoo Choglé Senior Account Director
Louise Jacobson Managing Partner
Alisa Public Relations
Events/PR agency
Founded: 2017
Headquartered: Dubai alisa@alisapr.com
SPECIALISMS: PR, media relations, content creation, influencer engagement, digital marketing
AllDetails Middle East
Founded: 2004
Headquartered: Dubai
Head of company: Isabel Tapp info@alldetails.net
SPECIALISMS: Public relations, brand partnerships, events, influencer marketing, social media
AMC Advertising & Marketing Consultants
PR agency
Founded: 1988
Headquartered: Dubai
Heads of company: Pierre Abou Diwan (Chairman and CEO) and Mark Abou Diwan (Managing Director) enquiry@amcuae.com
SPECIALISMS: Press releases, crisis communications, press conferences, media monitoring
KEY CLIENTS: ADIHEX, Deerfields Mall, OMODA, JAECOO, Arabian Center
Atteline DMCC
PR agency
Founded: 2016
Headquartered: Dubai Head of company: Sophie Simpson hello@atteline.com
SPECIALISMS: Consumer PR, corporate PR, social media and digital PR, crisis communications
Aurora the Agency
PR/Events agency
Founded: 2013
Headquartered: Dubai
Head of company: Hamad and Iona Al Suwaidi contact@auroratheagency.com
SPECIALISMS: Public relations, social media, event management, marketing strategy and partnerships
Founders: Anouschka Menzies, Charlotte Lurot, Fiona Wishart hello@bacchus.agency
SPECIALISMS: Consumer and luxury brands, wellness and beauty, travel and hospitality, property and placemaking, live events
KEY CLIENTS: Discovery Land Company, SHA Emirates, Our Habitas, Fundamental Hospitality, Rosewood Abu Dhabi, D.ream International
Bernays Worldwide
Founded: 2016
Headquartered: Bahrain, with offices in Saudi Arabia and UK CEO: Mohammed Al-Hammoud hello@bernaysmedia.com
SPECIALISMS: Institutional communication, real estate communication services, capital market and IPO news services, content creation
Between Us Boys
Events agency
Founded: 2022
Headquartered: Dubai Head of company: Mohamed Elashy and Rusty Beukes ashy@betweenusboys.com
SPECIALISMS: Events, photoshoots, campaigns, cultural activations, special executions
Borouj Consulting
Founded: 2006
Headquartered: Dubai Head of company: Randa Mazzawi www.boroujconsulting.com randa@boroujconsulting.com
SPECIALISMS: B2B, financial, media relations, media training, issues and crisis communication, issues and crisis training
BPG
Founded: 1980
Offices: Dubai, Kuwait, Saudi Group CEO: Avishesha Bhojani groupceo@bpggroup.com; sonia.majumder@bpggroup.com
SPECIALISMS: Integrated marketing, creative advertising, brand, public relations, CX
KEY CLIENTS: DHL Global Forwarding, KPMG Lower Gulf, Rivoli/Swatch Group Middle East, Sony Middle East & Africa,
Brand Bistro
PR agency
Founded: November, 2023 HQ: Dubai
Head of company: Kimberley D’Souza Kim@itsbrandbistro.com
SPECIALISMS: F&B and hospitality PR, restaurant branding, creative strategy development and implementation, and events management
Brave
Founded: 2014
Headquartered: Dubai, United Arab Emirates Head of company: Florence Janin www.brave-agency.com f.janin@brave-agency.com +971 4 551 9212
Do you ever drive past a landfill site and perhaps, overcome by the aroma, start to ponder the contrast between what we bury and display in our consumption habits? Mountains of waste, hidden beneath layers of earth, reflect a troubling reality in our materialist world – one that brands are increasingly called to address through genuine sustainability efforts.
However, as this type of awareness sharpens, the parallel rise in greenwashing – the act of misleading the public about a product’s or company’s environmental benefits – casts a shadow over the industry’s sincerity.
Havas, a global ad and communications network familiar to many of us, faced a significant setback recently when B Lab, the nonprofit responsible for B Corp certification, revoked the status of four of its agencies.
The decision was prompted by Havas Media’s work with Shell, a partnership that B Lab determined violated its strict eco-responsible standards.
This ruling followed a formal complaint from a climate activist group and several agencies, who argued that the collaboration contradicted the principles of B Corp’s Declaration of Interdependence.
The revocation of these certifications says to companies and agencies that they must ensure their activities are fully aligned with public sustainability declarations. This is a shift the marketing world has to grasp immediately, as the consequences for getting it wrong are higher than ever.
Greenwashing manifests in various ways, from misrepresentations to selective disclosure that hides actual negative impacts. Companies may assert progress toward emissions reductions or
GREENWASHING IN THE AGE OF ACCOUNTABILITY
Cicero & Bernay’s Ahmad Itani says the consequences for getting environmental practices wrong are higher than ever.
net-zero goals without having credible plans in place.
Labels like ‘green’ or ‘eco-friendly’ are applied without standard definitions, making it easy to misinterpret the actual benefits. Another common tactic involves focusing on a minor improvement while overlooking broader, more harmful operational impacts.
This kind of exaggeration creates a distorted picture of sustainability that undermines bona fide efforts, yet it’s used as ‘healthy’ and ‘fat-free’ formerly were on food products.
As awareness of ecological issues grows, so does the backlash against greenwashing. The repercussions for firms engaging in these deceptive practices can be severe, as illustrated by the Havas case.
Losing certifications, damaging brand reputation, and facing potential legal challenges are just a few of the risks – none of which comes with a price tag that can be easily ignored. Today’s consumers are informed and vocal, quickly calling out businesses that fail to deliver on their sustainability promises – and without nuance.
Surveys show that younger generations are willing to pay more for products from brands they believe are genuinely sustainable, but when trust is broken, they often switch to competitors.
Deceit can damage valuable partnerships. Organisations with honest commitments to environmental responsibility are less likely to collaborate with those that have a history of misleading claims. This means an even greater challenge for brands trying to rebuild their reputations after being exposed for spin.
To avoid such pitfalls, brands must prioritise transparency in their messaging. If sustainability credentials are lacking, embracing that reality –maybe explaining the challenges and not covering them up – can be a more effective strategy. There are voices who
“BRANDS MUST COMMIT TO TRULY ENVIRONMENTAL PRACTICES OR BE CANDID ABOUT THEIR LIMITATIONS.”
respect honesty and are wary of virtue signalling. Clear, specific assertions backed by verifiable data and third-party certifications are ideal, but for brands that are still on the journey, frank discourse (and not silence) about their current status can build confidence too.
Additionally, brands should focus less on self-promotion and empower people to make informed choices. Campaigns that highlight the positive impact of buyer actions – while still holding corporations accountable – are likelier to build lasting loyalty.
As advisors, we have to guide our clients through this complex landscape, helping them to control the narrative by addressing issues honestly, even when the truth is less than flattering.
Crisis communications play a necessary role in this strategy, especially when the most obvious violations are involved.
The demand for considerate behaviour is not going to die down, raising the stakes for brands. The Havas case serves as a reminder that greenwashing is not merely a marketing misstep – it’s a breach of trust for many.
While there is such heightened scrutiny and accountability, brands must commit to truly environmental practices or be candid about their limitations. Otherwise, they risk being left behind in a marketplace where integrity is paramount.
By Ahmad Itani, Founder and CEO, Cicero & Bernay
Bridge of Minds
Founded: 2016
Headquartered: Beirut, with office in Dubai CEO: Marina Araigy info@bridgeofminds.com www.bridgeofminds.com +961 1 567 764; +961 1 568 764
SPECIALISMS: Branding, communications, creative, digital design, Google Ads, marketing, public relations, web development
Bright Company
Founded: 2020
Headquartered: Dubai
Head of company: Kiera Doherty kiera@brightcompany.me
SPECIALISMS: Social media, digital, results-driven PR, strategy, content marketing
Heads of company: Angelique Eriksen (CEO), Naoile El Azzouzi (country director), Tom Nauw (commercial director) tom.nauw@egg-events.com
SPECIALISMS: Event planning and execution, strategy, design, brand activation and event experience
KEY CLIENTS: Google, Spotify, Ministry of Culture, Sanofi
Eleven PR
Founded: 2020
Headquartered: Dubai
Holding group: Omnicom
Head of company: Dan Leach, general manager dan.leach@tbwaraad.com
SPECIALISMS: Consumer PR, corporate PR, crisis and issues management, government relations, social media
Founded: 2006
Headquartered: Dubai, UAE
Affiliate offices: Afghanistan, Algeria, Bahrain, Bosnia and Herzegovina, China, Croatia, Cyprus, Egypt, India, Indonesia, Iraq, Japan, Jordan, the KSA, Kuwait, Lebanon, Libya, Macedonia, Malaysia, Montenegro, Oman, Pakistan, Palestine, Russia, Serbia, Singapore, Spain, Sudan, Syria, Thailand, Tunisia, Turkey, the USA and Yemen Head of the company: Ahmad Itani +971 4 334 1140 +971 56 163 3162 www.cbpr.me info@cbpr.me
Cicero & Bernay is an award-winning agency that crafts tailored communication strategies across diverse services, encompassing online reputation management, strategic planning, influencer marketing, and ESG. Our ethos is to let the facts do the talking, with a foundation for establishing strong client partnerships and creating innovative, results-driven campaigns based on meticulous data analysis and interpretation.
SPECIALISMS: Contributor relations, thought leadership, online and corporate reputation management, content development, strategic planning and counsel, influencer marketing, ESG, and crisis communication.
AWARDS: PRCA MENA Awards – Large Consultancy of the Year 2022 (Highly Commended); International Stevie Awards; 2 Guinness World Records; PRCA Digital Awards; MENA Digital Awards; MEPRA Awards.
TARIQ AL SHARABI
Managing Director
WHAT WERE THE TOP THREE CHANGES WITHIN PR OVER THE PAST YEAR?
The industry in the region has seen key advancements rather than entirely new shifts. Digital-first strategies have continued to evolve, reaching new levels of intricacy. Digitalisation of comms has now become deeply ingrained in our daily operations, with integrated platforms, tools, and analytics forming the backbone of our approach. Secondly, influencer marketing has matured significantly, moving beyond short-term campaigns to focus on longer partnerships that emphasise authentic brand alignment. Lastly, there’s been an increasing focus on hyperlocalisation – fine-tuning messages for the broader MENA region down to specific communities. This ensures that communication is both culturally relevant and deeply resonant with diverse audiences.
WHAT ARE YOUR THOUGHTS ON PRIORITISING ETHICAL STORYTELLING AND THOUGHT LEADERSHIP IN A WORLD INCREASINGLY DEMANDING AUTHENTICITY AND TRANSPARENCY?
Digital access has rendered information both abundant and accessible, making the demand for sincerity and accountability non-negotiable.
Ethical storytelling has become key to effective communication. In our region, where reputation is paramount, companies have to lead with integrity and a genuine narrative. Thought leadership plays a crucial role by positioning organisations and leaders as both participants in the conversation and architects of change. It establishes a distinct personality, helping the public determine if engagement will be beneficial. Ethical, relatable storytelling allows brands to build lasting audience relationships, grounded in trust and mutual respect. In a time when misinformation can spread rapidly, being a reliable source goes a long way.
LEADERSHIP PANEL
HOW WOULD AN AGENCY SEPARATE CLIENTS AND THOUGHT LEADERS FROM THE RELENTLESS NOISE OF CONTENT CREATORS? It is definitely a crowded digital landscape. Cutting through the clutter requires precision and value. Agencies must emphasise the importance of tailored, high-quality content that speaks directly to the target audience. By leveraging data-driven insights, agencies can identify what resonates most and craft narratives that are both compelling and relevant. Thought leadership is another key differentiator –positioning brands and leaders as experts in their fields, offering unique perspectives that add meaningful value to the conversation. This approach ensures they stand out for the substance they bring to the table.
HOW IS THE GROWING FOCUS ON DATA ANALYTICS RESHAPING STRATEGY AND IMPLEMENTATION IN THE PR INDUSTRY?
Data analytics is arguably the oxygen of PR strategy. It allows us to move from intuitionbased decisions to evidence-based strategies and plan campaigns that are more targeted and effective. This focus on data also allows for real-time adjustments, keeping strategies agile and responsive to changing dynamics. Data scrutiny empowers us to deliver more personalised and impactful communication, with messages reaching the right people, at the right time, with the right impact.
Ahmad Itani Founder & CEO
Tariq Al Sharabi Managing Director
INDUSTRY SNAPSHOT
PR ‘DONE RIGHT’ IS
POWERFUL
Publsh’s Sagar Chotrani on leveraging global experience for Dubai’sPR industry.
While those outside the public relations industry may think they ‘get’ PR, those on the inside know it’s an increasingly nuanced and complex discipline that is often misunderstood, especially in the high-tech digital era.
As we stand in 2024, PR (done right) is a powerful tool for managing information from an organisation to the public, shaping its image, and building a positive reputation. It builds strong relationships with stakeholders, manages crises, and supports marketing efforts by creating a favourable environment for promotions and authentic communication.
No longer a ‘nice to have’, PR is now seen as a strategic function contributing to overall business goals, shaping public perception, and driving organisational success.
Bill Gates famously said, “If I was down to my last dollar, I would spend it on public relations.” Enough said.
When it comes to Dubai, which is now a global hub of commerce, PR has a vibrant environment to work in – there is so much happening all the time. High profile launches, company expansions, new businesses landing, and whole new sectors
taking off. If you like fast-paced work, come and work in PR in the Emirates; it will make your head spin.
While this dynamic environment is exciting, there’s a strong need to understand that, as PR professionals, we’re operating in a melting pot of nationalities and experiences. ‘One size fits all’ won’t do; in fact, things can go wrong pretty fast if you take that approach.
That is why leveraging international experience in Dubai’s PR industry is key. You need professionals who can bring varied experience and a deep understanding of various cultural nuances to tailor messages that resonate with diverse audiences, ensuring that communication is not only heard but also understood and appreciated.
Indeed, the Global Communications Report 2023 by the USC Annenberg Center for Public Relations underscored the growing power of diversity within PR teams and their messaging, noting that diverse teams produce more innovative and effective communication strategies.
I have seen firsthand how professionals with diverse PR backgrounds bring unique insights and approaches to the table. Their international experience allows them to draw on best practices from different markets and adapt them to the local context. This cross-pollination of ideas can lead to creative strategies that stand out in a crowded marketplace.
A PR professional with experience in western markets might introduce data-driven strategies that emphasise measurable outcomes, while someone with experience in Asian markets might bring a focus on relationship building and community engagement. Combining these
approaches can create a well-rounded strategy that leverages the strengths of both.
In a region as culturally rich and varied as the GCC, understanding the subtleties of different cultures is crucial to ensuring a message is understood and has an impact – and to avoid any offence. For instance, what resonates with an audience in the UAE might not have the same impact in Saudi Arabia or Egypt.
Working with a diverse team also allows a Dubai PR agency to adapt communication methods to suit regional preferences and expectations.
For example, the UAE is known for its cosmopolitan nature and large expat population. PR strategies here need to be inclusive, catering to both local Emiratis and the expat community. Digital communication is highly effective, given the high internet penetration and social media usage. However, traditional media still holds value, especially among the older generation.
Meanwhile, Saudi Arabia has a more conservative culture compared with the UAE. PR strategies with a Saudi focus need to be respectful of local customs and religious practices. Social media is a powerful tool, but the content must be carefully curated to align with cultural sensitivities. Face-to-face communication and events are also highly valued, reflecting the importance of personal relationships in business.
The world is getting more open in many ways, but it is also getting more complex. Having a diverse mix of talent allows those in the world of PR to move effectively with the flow.
By Sagar Chotrani, Co-founder & CEO, Publsh
Founded: 2009
Type of agency: Advertising & Events agency
Regional HQ: Dubai, UAE Ownership: TGW
Head of company: Mohammed Tayem, Founder & CEO entourageintl.com/ +971 4 338 8834; +966 114 19 19 19 info@entourageintl.com
A leading creative experiential powerhouse, steeped in middle eastern culture, we are creating powerful human-to-human connections and brand experiences since 2009. Fuelled by creativity and driven by data, we create synergies between multiple marketing elements from creative to advertising, events to experiential, and PR to digital and social media marketing. We weave stories that build resonance among the audiences to elevate brands. We are at the forefront of innovation, leading the change of the industry, with agility and scalability at the crux of what we do and what we offer to our partners.
SERVICES: Creative and advertising, event management, pr and social media, content creation and strategy development
KEY CLIENTS: Google, YouTube, Aramco, Amazon, Saudi Ministry of Defense, Ministry of Transport & Logistics - KSA, Discovery Networks
AWARDS WON: Eventex Awards 2024 Silver – Global Industrial Internet of Things Summit 2023 and Saudi Ministry of Defense at World Defense Show 2024; Dubai Economic Department SME100 x2, Ranked No.19 among the top 100 companies in Dubai by Latest 2015 awards; EFFIE Awards – MENA 2012, 2013 and 2014; Dubai Lynx – 2011 and 2014; MEPRA awards 2014; Middle East Event Awards 2012, 2013, and 2014.
Founded: 1956 (Chicago); 2004 (Dubai)
Type of agency: Full-service public relations agency
Regional offices: Dubai, Riyadh, Jeddah, Kuwait City, Beirut
A division of Horizon Holdings (IPG), the Middle East’s leading integrated communication and marketing group, Golin MENA is part of a global, award-winning public relations agency that helps companies create change that matters. Three values permeate our work. We discover powerful human truths that bind us. We create with bravery and integrity. We collaborate obsessively and inclusively. In doing so, we make the best work of our lives, together. Golin made history at the 2024 Cannes Lions Festival of Creativity by securing the first-ever PR Lions Grand Prix awarded to a PR agency with sole creative credit, for its work with Specsavers, The Misheard Version.
SPECIALISMS: Consumer, corporate, government, technology, finance, training
KEY CLIENTS: Bigo Live, Citibank, eToro, FedEx, Ghobash Group, Kaspersky, LEGO Middle East, Prince Mohammed Bin Salman College of Business & Entrepreneurship, National Bonds, SADAFCO
AWARDS: 2024 Cannes Lions Festival of Creativity Grand Prix Winner, 2024 PRovoke Media Best Large Agency to Work For, 2024 PR Week US Agency of the Year
LEADERSHIP PANEL
LEADERSHIP PANEL
Nicholas Pereira Executive Creative Director, entourage
Ali Hamade Head of Events & Technology, entourage
Karen Beggs Chief HR Officer – entourage
Mohammad Idries CFO, entourage
Ziad Faour Head of Strategy – entourage
Mohammed Tayem CEO & Founder, entourage
Amy O’Sullivan Account Director
Wajd Breek Account Director
Stephen Worsley Regional Managing Director
Sayema Wasi Account Director
Haian Nayouf General Manager
Mazen Jawad CEO, Horizon Holdings
Eventum Premo
Events agency
Founded: 2003
Headquartered: Moscow and Dubai
Head of company: Artem Minasyan, Dubai CEO go@eventum-premo.com
SPECIALISMS: Event, branded space, creative, phygital, AI
EVOPS Marketing & PR
Marketing, PR & Events Management
Founded: 2015
Head of company: Hina Bakht hina.bakht@evops-pr.com
SPECIALISMS: Digital marketing, market research, corporate communication, media & influencer relations, crisis management.
KEY CLIENTS: Ajman Bank, Queen Elizabeth 2 Hotel, Crowne Plaza Jeddah
SPECIALISMS: Corporate and brand communications, healthcare communications management, reputation management, employee engagement and internal communications, crisis communications
House of Comms
Integrated Marketing Consultancy
Founded: 2012
Regional offices: Dubai, Abu Dhabi and Riyadh Heads of company: Abby Lyons, Kaja Weller, Jamie Wilks houseofcomms.com +971 4 275 4900; +966 50 514 9605 talk@houseofcomms.com
House of Comms is an award-winning, integrated marketing consultancy headquartered in the UAE with offices across the region. We are an independent agency built on hard work, humility and a burning desire to always deliver awesome campaigns that make a difference.
A fearless group of thinkers, focused on ideas, impact and integrity; we are fuelled by our imagination and channel agnostic.
Our 20-strong PR team has a proven track record of looking after regional and international clients spanning the hospitality, F&B, lifestyle, travel and tourism, retail, automotive, tech, education, entertainment and healthcare sectors.
AWARDS: Young Lynx PR Competition 2019 Silver Award; MEPRA 2017 Bronze Winner: Dubai Opera House Launch; MEPRA 2016 Bronze Winner: The Show Must Go On Campaign; MEPRA 2016 Gold Winner: We Will Fix It Nepal Relief; MEPRA 2014 Gold Winner: Bounce Launch.
Four Communications Group
Founded: 2001 in London; 2004 in MENA fourcommunications.com mena@fourcommunications.com
SPECIALISMS: Integrated campaigns, social analytics and engagement, brand strategy, public relations, marketing, media planning and buying, creative and design
Hanover Middle East
Founded: 2017
Head of company: Jonty Summers, Managing Director jsummers@hanovercomms.com hanovercomms.com +971 4 433 6122
SPECIALISMS: Corporate communications, crisis and issues management, financial communications and special situations, healthcare communications
Havas Red Middle East
PR agency
Founded: 2001
Headquartered: Dubai
Holding group: Havas Middle East
Head of company: Dana Tahir, Managing Director info@havasme.com
SPECIALISMS: PR, social and digital content, corporate communications incl. ESG, strategy, leadership profiling, crisis management, experiential, influencer marketing
Hive PR Middle East
Founded: 2010
Headquartered: Dubai Head of company: Neil Tyrer neil.hive@icloud.com +971 50 653 2854
Head of company: Elisabeth Anne elisabeth.anne@imagination.com (General Manager, Dubai)
SPECIALISMS: Consulting, destinations, content, live
KEY CLIENTS: Qiddiya Investment Company, Google, Diriyah Development Authority, Saudi Ministry of Tourism, Emirates Nature
Impact Porter Novelli
PR agency
Founded: 2004
Ownership: Impact BBDO Group of Companies/Omnicom Head of company: Claire Lawson, Managing Director c.lawson@ipn.ae
SPECIALISMS: Strategy and campaign planning, content development, media and influencer relations, brand and reputation management, crisis management
KEY CLIENTS: Amazon, Al-Futtaim Automotive, IKEA, OSN+, Marks and Spencer
Founded: 2019
Type of agency: PR agency
Regional headquarters: Dubai, UAE
Head of company: Jamal Al Mawed, Founder and Managing Director www.gambit.ae info@gambit.ae
+971 4 578 6446
Gambit Communications is an award-winning independent public relations, social media management and influencer marketing agency that brings together the brightest young talents in the Middle East region to work on multinational brands. The word Gambit comes from chess, the ultimate game of planning and strategy, and is defined as a set of actions you carry out in order to gain an advantage in a situation or game, or a remark made to start a conversation with someone. We take our inspiration from this because the best communications agencies are the ones that know how to give your brand an advantage over the competition, and the best type of press is the one that starts conversations.
SPECIALISMS:
Public relations: Thought leadership, media relations, crisis communications, media training, CSR strategies, ESG, event management, editorial services, strategic planning. Integrated communications: Influencer marketing, social media management, content strategy, experiential, production.
AWARDS: 70 trophy wins and 210 shortlisted campaigns in the past four years including the region’s first ever Gold in the PR Young Lions at Cannes. Current holders of all three agency of the year titles within our category: PRCA Medium Agency of the Year, MEPRA Medium Agency of the Year and Campaign Middle East Best Agency in UAE.
Our team members are the current holders of prestigious individual industry awards such as the Cannes PR Young Lions 2023 (Global), MENA Young Lions 2023 & 2024, PRCA’s Rising Star of the Year 2022, 2023 & 2024, Campaign Middle East Account Person of the Year 2022 and 2023, and PRCA Highly Commended Digital Professional of the Year 2022.
Kathleen Burbridge, Senior Account Director, brings over a decade of experience in roles at international communications agencies in Toronto, Chicago and Dubai. She specialises in lifestyle, luxury, automotive and hospitality communications.
LEADERSHIP PANEL
Jamal Al Mawed, Founder and Managing Director of Gambit Communications, is a multiple awardwinning Palestinian/British/Emirati hybrid with a celebrated agency background and previous senior director roles on the client-side at Rolls-Royce Motor Cars and the Dubai Properties Group. An industry thought leader, Al Mawed has also been selected in prestigious lists such as Provoke Media’s EMEA ‘Innovator 25’, The Huffington Post’s ‘Ten to Watch’ series, and the PR Week Power Book for five consecutive years. He has led Gambit Communications to eight Agency of the Year titles in the five years since its inception.
TEAM LEADERS
Tony Sidgwick, Account Director, heads up the corporate, government, B2B and tech practices at Gambit Communications. He is corporate comms specialist with more than 15 years’ experience in the region on both client and media side, including senior editorial roles at multiple GCC lifestyle publications.
Judy Bakieh, Associate Integrated Communications Director, leads the Integrated Communications division. She is the region’s first ever gold winner in the Cannes PR Young Lions 2023 and was named PRCA Rising Star of the Year 2023, Campaign Middle East Account Person of the Year 2022, and PRCA Highly Commended Digital Professional of the Year 2022.
Dalia Baddar, Senior Integrated Communications Manager, leads on social media management and is a multiple-award winner at MEPRA and PRCA, picking up golds for campaigns on brands such as Ferrari, Acer, Polestar and Abarth.
Index Media
PR agency
Founded: 2002
Headquartered: Dubai Head of company: Sara AlMadani, CEO of INDEX Media Info@indexmedia.ae
SPECIALISMS: PR, marketing, social media management, creative content creation, printing, video production, photography, graphic design and animation
Houbara Communications
PR agency
Founded: 2019
Headquartered: Dubai Head of company: Loretta Ahmed wearehoubara@houbaracomms.com
CEO and co-founder: Nigel Sillitoe sillitoe@insight-discovery.com
SPECIALISMS: Strategic communications, personal branding, market intelligence, media training, content creation
KEY CLIENTS: Al Dhabi Capital, Amundi, Azimut, Global Partners, IFGL
In2 Consulting
Business Communication Consultancy
Founded: 2010
HQ: Dubai
Head of company: Anne Bleeker in2consulting.com
Contact: +971 4 4558499
Whatsapp: +971 56 6030886
If you want to grow your business, you need to own your story. We can help you do that. In2 Consulting is an award-winning Dubai-based strategic business communication agency, specialised in hospitality and technology. We’re experts in the GCC but have clients all over the globe. Our team of senior consultants has expertise across multiple industries and multicultural environments.
We create bespoke B2B communication strategies that drive sales, get results, secure investment and help launch or grow a business. As a fullservice communication advisory and PR consultancy, we use our industry knowledge, our network, and our experience to boost your visibility.
SPECIALISMS: Business communication strategy, strategic B2B PR & thought leadership, internal communication, hospitality & technology, board advisory
KEY CLIENTS: Aleph Hospitality, The Bench – Future Hospitality Summit, The Trade Desk, IDeaS, ExploreTECH
Inspiratus Group
Founded: 2012
Headquartered: Dubai, with offices in Abu Dhabi, Riyadh, Cairo, Toronto, London and Washington DC www.inspirat.us pr@inspirat.us +971 4 392 6610
SPECIALISMS: Strategic communications, PR, media relations, media training, crisis communications
Instinctif Partners
Founded: 2013
Offices: Abu Dhabi, Dubai, Riyadh Head of company: Samantha Bartel helloMENA@instinctif.com
SPECIALISMS: ESG advisory, investor relations, financial communications, IPO communications and public policy
KEY CLIENTS: Qiddiya, Ma’aden, Almarai Company, Saudi Telecom Company (STC), DR. Sulaiman Al Habib Medical Services Group Company (HMG)
ISD
Founded: 2005
Headquartered: Dubai, with offices in India, UK, USA, Vietnam, Malaysia, Australia and Mauritius Founder: Suresh Dinakaran www.groupisd.com suresh@groupisd.com
SPECIALISMS: Brand strategy, creative services, media, AI and digital marketing, PR and ORM/events
Jack Morton MENAT
Events agency
Founded: 2011
Headquartered: Dubai Head of company: Rebecca Amey, SVP, Managing Director MENAT experience@jackmorton.com
SPECIALISMS: Experiential exhibitions and visitor experience centres, cultural consultancy and programming, sponsorship and brand activation, experiential strategy and strategic design, conferences and forums
Jargon PR
Founded: 2009
Headquartered: Hampshire, United Kingdom Head of company: Simon Corbett simon.corbett@jargonpr.com
SPECIALISMS: International and regional media relations, content creation, social media campaigns, crisis communications, press office management
JWI
PR agency
Founded: 2015
Headquartered: Dubai Head of company: Charli Wright hello@jwi-global.com
Katch International is a dynamic, independent communications and PR agency with a global presence and offices in Dubai, London and Riyadh. Katch specialises in innovative PR campaigns and creative communications strategies and is known for its personalised approach and family values. The agency serves a diverse range of clients across various sectors including hospitality, lifestyle, real estate, live events, and more, infusing each project with passion and creativity. Katch’s tagline, “Elevate, Innovate, Create, Communicate,” embodies its goal of offering groundbreaking and unique PR solutions.
KEY CLIENTS: Emaar, Live Nation Middle East, Four Seasons, UNTOLD, Marriott International
AWARDS: Campaign Agency of the Year Middle East 2023 (Shortlisted – PR/ Communications Agency of the Year); PR Week Global Awards 2024 (Shortlisted - Best Agency: Middle East); PRCA MENA Regional Awards Finalists 2024 (Shortlisted: Best PR Campaign: Media Relations Small/ Medium Companies, Medium Consultancy of the Year, Rising Star of the Year - Dhara Bhatia); Caterer ME - F&B PR Powerlist 2023 and 2024 (Top 30 PR firms in the region)
Founded: 2019
Type of agency: Brand Communications (PR & Social)
Head of agency: Shadi Moazami Office: Dubai www.themaiacollection.me +971 4 375 5933 hello@themaiacollection.me
A luxury brand communications agency specialised in luxury travel, hospitality and design, MAIA is dedicated to building meaningful relationships, brand advocacy, and measurement to help make a difference to businesses and brands. MAIA works closely with in-house teams to deliver on what truly makes a difference, not just coverage for the sake of coverage or content for the sake of content. The team has both agency and in-house experience, and its clients range from famed members clubs such as The Arts Club Dubai to iconic hotels such as Claridge’s, Soneva and Six Senses Zighy Bay, as well as dining destinations such as Sushisamba.
SERVICES: PR, social, content and brand
KEY CLIENTS: The Arts Club Dubai, Maybourne, Soneva, Six Senses Zighy Bay and Jumeirah Marsa Al Arab
LEADERSHIP PANEL
Dhara Bhatia Group PR Director
Jamie Alvarenga Compliance Manager
Fadi Tayem Partner & Creative Director
Petra B Spanko Regional Director
Georgina Woollams-Edwards Managing Director
LEADERSHIP PANEL
Dilara Irmak Creative Director
Alessandra Fernandez PR Account Director
Richard Thorburn Brand Account Director
Shadi Moazami Managing Director
Kaizzen
PR agency
Founded: 2008
Head of company: Dipankar Zalpuri enquiry@kaizzencomm.com
SPECIALISMS: Public relations, corporate communications, digital marketing, events & production, influencer marketing
KEY CLIENTS: Sommet Education, Rosneft Oil Company, Les Roches, SBER Bank,
Katch International
Founded: 2011
Offices: Dubai, London Head of company: Georgina Woollams info@katchthis.com
SPECIALISMS: PR, social media management, branding, digital marketing, creative design
Keel Comms
PR Agency
Founded: 2021 Head of company: Baha Hamadi Baha.hamadi@keelcomms.com
SPECIALISM: Purpose Relations, media outreach, AI-powered podcast operator
KEY CLIENTS: Canon Middle East & Turkey, Al Masaood (distributor of Nissan, INFINITI and Renault), SIG Group, ACE Gallagher, Gulf for Good
KeenePR
PR agency
Founded: 2019
Headquartered: Dubai Head of company: KeenePR ellie@keenepr.com
Regional Head: Ben Curson, Partner at Kekst CNC (Dubai) www.kekstcnc.com Dubai@kekstcnc.com
SPECIALISMS: Corporate communications, financial communications, crisis and issues management, internal communications, digital communications, analytics and social media
Ketchum
PR agency
Founded: 2008 HQ: Dubai
Ownership/holding group: Omnicom Head of company: Dan Leach dan.leach@tbwaraad.com
Headquartered: Dubai Head of company: Cheryl King cheryl@kingandcopr.com sarah@kingandcopr.com
SPECIALISMS: Public Relations, media relations, launching brands and start-ups, strategic communications counsel
KEY CLIENTS: FinTech and Tech start-ups and brands located in the GCC.
Leidar MENA
Founded: 2017
Headquartered: Geneva; regional HQ in Dubai Head of company: Rolf Olsen, Founder and CEO andreas.keller@leidar.com, george.kotsolios@leidar.com
SPECIALISMS: Communications strategy, content development, ESG and sustainability strategy development and communications, positioning and messaging, crisis management and media training
M&C Saatchi Group
PR/Events
Founded: 1995 (Global); 2012 (Region) Offices: Dubai, Abu Dhabi, Riyadh, Qatar, Lebanon Head of company: Scott Feasey, CEO rashmi.jeetendra@mcsaatchi.com
Headquartered: Fujairah Head of company: Mita Srinivasan mbi@themarketbuzz.net
SPECIALISMS: B2B PR, startups, corporate events, social media support and training clients
KEY CLIENTS: Jacky’s Business Solutions, Green Valley Biochar, iCodejr, Dahbashi Engineering, Channel Hub
Markettiers
Founded: 2015 (Dubai)
Headquartered: London, with office in Dubai Parent company: Markettiers4DC CEO: Howard Kosky MarkettiersMena@Markettiers.com
SPECIALISMS: Broadcast PR, video production, audio documentaries, podcasts, international broadcast PR, media training
Type of agency: Experiential Head of company: Uli Stanke, Managing Director Regional HQ: Dubai, UAE www.mch-global.com +971 4 323 5040 dubai@mch-global.com
MCH Global is a full-service experiential and culture marketing agency that creates and delivers epic brand experiences. Sitting at the intersection of strategy and storytelling, culture and community, innovation and implementation, the agency has a proven track record to deploy the power of experiential across channels.
The MCH Global team pushes the envelope through creative courage, authentic storytelling and impeccable execution for their clients across the EMEA region; with core teams in Dubai and Zurich and extended operations spanning from Qatar and KSA to Paris and Munich.
MCH Global is part of live marketing services vertical of the public listed Swiss firm, MCH Group, with a century long legacy.
KEY CLIENTS: Porsche, Coca Cola, BMW Group, Google, Julius Baer, adidas, Audi, HBO, Qatar Tourism, UBS, Lucid, Emaar, Breitling, Disney
ICONS OF PORSCHE, 2021, 2022 & 2024
Brand Festival
We collaborated with Porsche MEA to curate the inaugural festival of Icons Of Porsche in 2021, a two-day festival that celebrates classic cars, art, and culture. We oversaw the creative, production, and execution process of the festival that included the curation of the cars showcase, the programming and several experiential zones. For the second year in a row in 2021, our team deployed the safari thematic, taking the festival to new heights with 15,000 visitors, and a 31,000 sqm expansive site.
HOUSE OF XM – BMW
Brand Pavilion
BMW joined Sole DXB for the first time with MCH Global spearheading the creative and operational execution. As Sole was celebrating 50 years of HipHop we curated a custom three story build, marking one of the most extroverted expressions of the XM brand. The stand contained an immersive vehicle display with an RGB show programmed to different local artists, a retail space that housed a collaboration with a local streetwear brand, and a VIP lounge with electrifying performances. A true showcase of culture marketing brought to life.
LEADERSHIP PANEL
DOHA JEWELRY & WATCHES EXHIBITION
Exhibition Show
We collaborated with Qatar Tourism to curate and host the 20th Edition of the Doha Jewellery and Watches Exhibition, including a oneday press conference and the opening ceremony. The ceremony featured a unique content activation revealing the entrance to the exhibition hall and marking the official opening. We used technology to create an innnovative, beautiful launch moment for the event, offering a full 360 experience and bringing the luxurious macro message for the anniversary edition to life.
HBO MAX LATAM LAUNCH Experiential Campaign
We created a localisation strategy, ‘Latinisation’ which lead to a three pronged experiential campaign to launch HBO Max in LATAM. We hosted the official virtual media preview and announcement, created on-ground activations called Countdown Clocks leading up to the day of the launch, and also partnered with local Latin talent to recreate famous theme songs of HBO shows. The entire campaign covered multiple touch points and audiences, generating a sense of arrival for the HBO Max Universe in Latin America. We also recreated this launch moment in Europe.
Paula Mangueira Head of Studio
Senka Music Associate Creative Director
Vimal Vinod Head of Production
Joann Correia Account Director
Uli Stanke Managing Director Saheba Sodhi Head of Strategy & Region ME
CASE STUDY
Matrix Public Relations
PR agency
Founded: 1999
Head of company: Hilmarie Hutchison, CEO +971 4 343 0888 support@matrixdubai.com
SPECIALISMS: PR, social media, influencer marketing, digital marketing, crisis management, media training
Media Address
Founded: 2016
Headquartered: Saudi Arabia, with offices in Bahrain and UK CEO: Majed Al-Jabarti info@mediaaddress.net
SPECIALISMS: Institutional communication, real estate communication services, capital market and IPO news services, content creation, media buying
MEMO Communications
Founded: 2022
Headquartered: Dubai
Head of company: Melinda Mesiano hello@memocomms.com www.memocomms.com
SPECIALISMS: Strategic communications consultancy, crisis communications and scenario planning, B2B and B2C PR and communications, event planning and management, PR fundamentals and team development training
Motivate Events
Founded: 1979
Headquartered: Media One Tower, Dubai Head of company: Ian Fairservice, Managing Partner & Group Editor-in-Chief Stuart Norbury, Events Director stuart.norbury@motivate.ae +971 4 427 3467 https://motivatemedia.com/services/events/
SPECIALISMS: Motivate Media Group has a thriving events division, with numerous high-profile events staged throughout the year. From glamorous award ceremonies, conferences to all-day music festivals, a dedicated marketing and events team ensures that all events are a valuable extension of our clients’ brands.
KEY EVENTS: What’s On Awards Dubai, What’s On Awards Abu Dhabi and What’s On Awards Saudi Arabia, identity Design Awards, Gulf Business Awards, Campaign Breakfast Briefings and Campaign Saudi Briefings, Gulf Business Breakfast Briefings, Business Traveller Middle East Awards, Emirates Woman Awards, What’s On Nightlife Awards, Campaign Agency of the Year Middle East Awards, Golf Digest golf days and Party in the Park.
National Network Communications (NNC PR)
Founded: 2015
Offices: Sharjah, Egypt
Head of company: Yousef AlTaweel, Founder and CEO info@nncpr.com
SPECIALISMS: 360 campaigns, social media, creative, PR consultancy, media production
KEY CLIENTS: 1 Billion Followers Summit, Mohammed bin Rashid Center for Leadership Development (MBRCLD), Sharjah Book Authority, Sharjah Entrepreneurship Center, Sharjah Government Media Bureau
NikNak PR
Founded: 2024
Headquartered: Dubai Head of company: Anika Berger anika@niknakpr.com
SPECIALISMS: Corporate and themed events, meetings and conferences, organising exhibitions, artist management
Performance Communications Middle East
Founded: 2009
Offices: Dubai
Heads of company: Ian Drinkwater, Managing Director, and Amanda Fox-Pryke, Deputy Managing Director ian@performancecomms.com, amanda@performancecomms.com
SPECIALISMS: PR, digital, content creation, events, social media management
Plus 1
PR agency
Founded: 2015 (UAE)
Head of company: Anna Hope, Managing Director, Middle East hello@plus1comms.com +971 4 326 1133
SPECIALISMS: Public relations, social media, paid social media, digital marketing, creative services
KEY CLIENTS: Cognita, University of Europe for Applied Sciences, Kempinski Hotel & Residences Palm Jumeirah, O Beach Dubai, Sole DXB
Pop Communications
PR agency
Founded: 2017
Headquartered: Dubai
Heads of company: Sarah Curtis and Zainab Imichi Alhassan Alli info@popcomms.ae
SPECIALISMS: Public relations, influencer marketing, brand positioning support
KEY CLIENTS: Jotun Paints UAE, The Family Office, Hey Marly, The Smash Room
PR Wonderland
PR agency
Founded: 2016
Headquartered: Dubai Head of company: Houri Elmayan houri@prwonderland.com
Head of company: Briar Prestidge +971 54 464 6422 info@prestidgegroup.com
SPECIALISMS: Personal brand conceptualisation and management, public relations, social media management, ghostwriting, content creation, speaker relations, podcast and video production
Prism Marketing Management
Founded: 2007
Offices: Dubai, India, Canada Head of company: Lovetto Nazareth lovetto@prism-me.com +971 4 332 0808
SPECIALISMS: PR and advertising, social media management, content production
Q Communications
Founded: 2010
Offices: Dubai, Abu Dhabi, Manchester Heads of company: Elsa Roodt, Katie Harvey elsa@qcomms.ae
SPECIALISMS: Public relations, social media management, content creation, including videography and photography, influencer marketing, digital marketing
KEY CLIENTS: Rotana Hotel Group, Aldar, Soneva, Tourism Ireland, Repton Family of Schools, Costa Coffee, MMI
RAPP MENA
PR agency
Founded: 2010
Holding Group: TPH and Omnicom Head of company: Curtis Schmidt, President and Chief Growth Officer admin.dubai@rapp.com
SPECIALISMS: Integrated and strategic communications, campaign development, media relations and press office, influencer and content creator engagement
Type of agency: PR Agency
Founded: 2009
Offices: Dubai and Riyadh
Holding group: Publicis Groupe Middle East Head of company: MacLean Brodie dubai@mslgroup.com mslgroup.com/
MSL is the strategic communication and public relations arm of Publicis Groupe. We build influence and deliver impact through bold and insightful campaigns brought to life by the collaborative ‘Power of One’ principle of the Publicis Groupe of agencies.
Armed with sectoral and practice leadership in consumer, lifestyle, corporate, technology, energy and industrials, sustainability, public affairs, and influencer marketing, MSL is helping our clients locate, generate and define influence in a constantly changing world.
SPECIALISMS: Corporate communications, content strategy, strategic communications, reputation management, inbound marketing, crisis communications, digital strategy, influencer marketing, public relations, media relations, public affairs and online reputation management
KEY CLIENTS: Saudi Tourism Authority, TKO (WWE & UFC), ADNOC, Procter & Gamble, EITC (du)
LEADERSHIP PANEL
Mary Smiddy Business Lead, Consumer Brand Communications, MSL Group Middle East
Nadin Al-Alami Business Lead, MSL Saudi Arabia
Gregory Henderson Business Lead, Corporate Communications, MSL Group Middle East
MacLean Brodie CEO, MSL Group Middle East
Qraft Qommunications
Founded: 2018
Headquartered: Dubai
Head of company: Nina Shibly Chamilian nina@qqomms.co; pr@qqomms.com www.qqomms.com
SPECIALISMS: PR campaigns, influencer marketing, media relations, events management, video production KEY CLIENTS: L’Oreal Group, Ferrero Group, Pepsi-Co, Danone Group, Al Futtaim
Quill Communications
Founded: 2010
Headquartered: Dubai
Head of company: Maan Abou Dargham, Owner www.quillmena.com info@quilmena.com +971 4 439 0490
SPECIALISMS: Public relations, social media management, event management, digital advertising, creative design
Redhill Communications
Founded: 2014 (Abu Dhabi 2020)
Regional headquarters: Abu Dhabi Global HQ: Singapore Holding Group: Redhill World Heads of company: Jacob Joseph Puthenparambil, CEO, and Anit Kurian, Managing Director, MEA uae@redhill.asia hello@redhill.asia
SPECIALISMS: Public relations, corporate communications, marketing communications, creative and design, integrated campaigns
Revelation Consultancy
PR agency
Founded: 2016 Head of company: Urvashi Kadam.
SPECIALISMS: Media relations, influencer programmes and social media, marketing communications, brand partnerships, corporate communications
KEY CLIENTS: Sennheiser Middle East, Ariston Middle East, QnA International, South Asia Middle East North Africa (SA-ME-NA)Telecommunications Council, Strategic Foods (Britannia)
Revolve Communications
Founded: 2022
Headquartered: Dubai
Head of company: Ryadh Kaddour, founder and CEO ryadh@revolvecomms.com
SPECIALISMS: PR, social media management, production, branding, events
S Factor Agency
PR agency
Founded: 2018
Headquartered: UAE
Head of company: Sharon Fernandes hello@sfactorme.com, sharon@sfactorme.com
SPECIALISMS: Media relations, content development, events, pr strategy, influencer outreach
Shadani Consulting
Founded: 2016
Headquartered: Dubai, with affiliate agencies in Saudi Arabia Head of company: Zaib Shadani, Founder and Managing Director www.shadaniconsulting.com; www.thecommsroom.academy info@shadaniconsulting.com +971 50 911 6138
SPECIALISMS: PR outreach and strategic planning, events, content creation and copywriting, media interviews
Shamal Communications DMCC
PR agency
Founded: 2004
Headquartered: Dubai Head of company: James Lakie - General Manager james.lakie@shamalcomms.com
SPECIALISMS: Sustainability, real estate development, travel and tourism, hospitality, healthcare
Shakespeare Communications
PR agency
Founded: 2014
Headquartered: Dubai Head of company: Ananda Shakespeare ananda@shakespearecomms.com
SPECIALISMS: Property, tech, finance, food and education
KEY CLIENTS: Barclays Private Bank, Wyndham, eBay, SAMBAZON, DSS+
Social Shop by Aurora
Founded: 2015
Headquartered: Dubai Heads of company: Annie Meikle, Iona Al Suwaidi contact@auroraadvertising.ae
SPECIALISMS: B2B/corporate social media management and content creation, thought leadership, executive positioning, digital PR
Sociate Communications
Founded: 2015
Headquartered: Dubai, with a branch in the UK Head of company: Rosa Bullock hello@sociate.ae
SPECIALISMS: PR, blogger/influencer activations, social media management and advertising, content creation (photography and videography), copywriting and arabic support
Spiro
Founded: 2022 (GES Collective founded in 1939) Spiro ME Offices: Dubai, Abu Dhabi, and Riyadh ContactME@thisisspiro.com +971 4 885 9336
Memac Ogilvy launched in Bahrain back in 1984. Today, it’s part of the world’s most successful creative network. Memac Ogilvy is a five-business, modern marketing partner for social, cultural and economic growth in MENA. With fully-fledged offices in 10 markets, it offers PR, advertising, experience, crisis consultancy, and influencer strategies for a range of government entities, national champion companies and private sector leaders. With more than 100 expert professionals across the region, Memac Ogilvy utilises its connected culture of people, expertise and creativity to drive disproportionate impact for its clients, including public and private sector majors at the forefront of the region’s transformation.
SERVICES: PR and influence, brand strategy and advertising, customer engagement and digital, social media performance, crisis consultancy
KEY CLIENTS: Department of Culture & Tourism – Abu Dhabi, Majid Al Futtaim, KIA Motors, Qatar Foundation, World Defense Show – Riyadh
AWARDS: MEPRA 2023 Gold (Campaign of the year: UAE – The Alternative Alphabet, GEMS Education; Qatar – Managing the global narrative for the World Cup, Qatar Foundation; Jordan – The Incredible Host, Jordan Tourism Board); Best Crisis Communications Strategy – Navigating the uncertainty of the first Arab World Cup, Qatar Foundation; Gold Best Integrated Campaign – The Alternative Alphabet for GEMS Education
HOW DO YOU SEE THE ROLE OF THE PR INDUSTRY IN THE ERA OF GENERATIVE AI?
I believe that the PR industry is at the cusp of transformational changes.
If AI and Generative Pre-trained Transformer (GPT) tools challenged us to train ourselves (through prompts) to unlock – ironically – what
humans fed into machines, the era of Web3 is going to be fundamentally disruptive. That is because one of the key characteristics of Web3 is its focus on decentralising data, which has been the monopoly of big tech companies.
While the Web2 era was controlled by big tech companies, which monetised data through algorithms, Web3 will break the mould and shake up the industry and current ad revenue models.
As communicators, it is our responsibility to understand the impact of Web3, upskill ourselves, tap it to boost creativity and efficiency, and help our clients manoeuvre the changes.
I also see the Middle East playing an instrumental role in driving this transformation.
CAN YOU EXPLAIN HOW THE MIDDLE EAST WILL HAVE A ROLE TO PLAY IN TRANSFORMING THE COMMUNICATIONS INDUSTRY IN THE WEB3 ERA?
Web3 is a big opportunity for the region’s PR industry to redraw its approaches and innovate new models of communications. Why do I say this?
One, we are a young region, with more than 200 million digital-savvy people below the age of 30. Our Gen Z (and the upcoming Gen Alpha) are pragmatic, organised and highly effective in communications.
Two, the Middle East has the strategic geographic advantage of connecting the Global
South (which also has some of the early adopters in Web3) with the rest of the world.
Third is the growing economic clout of the region, led by the leading economic capitals such as Riyadh, Abu Dhabi and Doha, all of which are also betting high on Web3 technologies, in addition to Dubai, which is in the league of a handful of global players such as Singapore. PR stands at the heart of this triangle – the emerging technologies, the power of Gen Z and the historical and cultural context that defines the Middle East – inspiring and challenging us to create a new operational model with global impact and influence.
SPECIFIC TO YOUR INDUSTRY, CAN YOU EXPLAIN SOME OF THE INNOVATIONS THAT HAVE HELPED YOUR CLIENTS NAVIGATE TODAY’S NEW ERA OF COMMUNICATIONS?
One was scaling up our B2B influence offering, which broke the myth that influencer marketing is a B2C tool. We studied how carefully selected influencer partnerships now play an integral role in how businesses consume, verify and act on information.
We also introduced Influence Shield – a global risk management service that aims to increase brand safety in influencer marketing. Both these innovations have been well received by our clients, who appreciate the value that we bring to this niche sector.
Ashraf Shakah MENA President, Public Relations
Saad Abu Touq Managing Director, Public Relations - UAE
Megan Yarmouth Head of Public Relations – Qatar
Ghassan Maraqa CEO, MENA
Jon Marchant Group President MENA
LEADERSHIP PANEL
MENA President – Public Relations, Memac Ogilvy
ASHRAF SHAKAH
INDUSTRY SNAPSHOT
Founded: 2015
Type of agency: Creative PR & Growth Agency
Regional HQ: Dubai, UAE
Heads of agency: Joe Mackay-Sinclair (CEO), Joe Lipscombe (Partner – UAE) wearetheromans.com DXB@wearetheromans.com
The Romans is one of the most exciting, fierce, and awarded independent PR agencies that is around today. Part of the Mother family, it has a unique blend of strategic problem-solving abilities with a creative instinct that produces the best-earned work in the world. It is built by and for industry super talents searching for a refreshed agency approach.
It has a global headcount of 160, with offices in Dubai, London, Amsterdam, and New York. Its specialisms are consumer, corporate, social, sports and entertainment. PR Week reported on its 97 per cent YoY growth and named it one of the ‘Agencies to Watch 2024’. Awarded Agency of the Year annually since 2018, its client list includes Unilever, Snapchat, Airbnb, Audi, Binance, and LIDL.
SERVICES: Reputation and relationships, growth creation, creative capital, social and influence
AWARDS: Agency of the Year every year since 2018
JOE LIPSCOMBE
Partner, The Romans
HOW DO YOU FOSTER A CULTURE OF INNOVATION AND CONTINUOUS LEARNING WITHIN YOUR ORGANISATION?
At The Romans we let our work do the talking. If that work isn’t always better, stronger, more effective, and more modern than what’s out there, then we’re not saying much.
That’s motivation enough for constant innovation and learning. Unlike the mega networks that seem to change their spots for stripes month by month, indies have one pure focus – pushing the boundaries of what PR is and can achieve. We have to punch up, jump higher, and move faster, or we fail our clients and our sector.
That’s where an environment of innovation and learning stems from.
WHAT METRICS DO YOU CONSIDER MOST IMPORTANT TO EVALUATE THE SUCCESS OF A PR CAMPAIGN?
There’s no one answer to this question. Each campaign has its own objectives that ultimately dictate what constitutes success. But I will say that what we do is still very much an art in an environment that’s increasingly obsessed with science. Therefore, qualitative metrics remain crucial to our ability to continue doing the work we’re doing.
INDUSTRY SNAPSHOT
Today, speaking as someone that’s heavily invested in behavioural science and its growing role in our industry, I strongly believe that tracking long-term, sustained behavioural change is one of the most exciting metrics for PR. Awareness and education can be easily tracked, but in a world where what people do and what they say they do are two different things, tracking positive behavioural changes is a great way to demonstrate our social, cultural, and economic impact as a sector.
WHAT ARE THE TOP THREE CHANGES THAT YOU HAVE WITNESSED WITHIN THE PR INDUSTRY OVER THE PAST YEAR?
Honestly, we’ve not seen enough change.
LEADERSHIP PANEL
Agencies continue to communicate ESG practices and their importance, but we haven’t yet seen a consistent level of quality work in this space.
However, from a creativity perspective, we have seen PR agencies gain global recognition among their marketing peers. This is a positive change. When PR-led creative is recognised, it promotes the discipline across the board, encourages more diverse talent to seek PR roles, and forces CMOs to give ample space and time to earned approaches where they weren’t previously welcome.
WHAT MAJOR MILESTONES HAVE YOUR PR ORGANISATION CROSSED OVER THE PAST 12 MONTHS?
Many. The Romans’ growth trajectory has been pointing upward for as long as we’ve been in existence.
We launched our fourth global hub in Amsterdam and announced a new strategic direction and leadership here in the UAE. We won Agency of the Year from multiple award bodies for the sixth straight year and won major competitive pitches across the globe.
In the UAE, our new strategic direction has taken shape sooner than we could have asked. We won our first multi-market, multi-year contracts against major established agencies, built a new-look team of exceptional talent, delivered thought leadership in the region, and are about to unveil our new The Romans HQ in the heart of Dubai.
Jacquelyn Moulds Client Engagement Director
Kassandra Panagiotopoulos Head of Strategy
Joe Lipscombe Partner
Spread Communications
Founded: 2014
Headquartered: Dubai
Head of company: Shamim Kassibawi https://spreadcomms.com/ Hello@SpreadComms.com +971 4 551 7285
SPECIALISMS: Hospitality, tourism, retail, services, food and beverage
Founded: 2012
Type of agency: Integrated marketing communications Offices: Dubai, Saudi Arabia, UK
Head of agency: Natasha Hatherall, Founder and CEO tishtash.com 04 341 4679 info@tishtash.com
TishTash is a multi-award winning fully-integrated communications agency headquartered in Dubai with offices in KSA and the UK. In 12 years, TishTash has become one of the most sought after and respected agencies in the Middle East for creating campaigns that get brands noticed. The agency works with emerging and established brands in the beauty, health and living well space, with TishTash Tots specialising in kid and family marketing and TEN in delivering impactful corporate communications. The agency is female focused with a team of more than 60 brilliant female communications professionals and is committed to advocating for women in business and meeting the unique needs of a fully-female workforce to see them truly flourish.
SERVICES: Traditional PR, influencer engagement, event, branding and design, social media and digital marketing
KEY CLIENTS: Boots Middle East, BeautyWorld Middle East, Kibsons, GEMS Education, Al Shaya Group – various brands
AWARDS: Great Place to Work 2024; PRCA Middle East Awards 2023: Best Digital Agency; PRCA Middle East Awards 2022: PR Leader of the Year – Natasha Hatherall; PRCA Middle East Awards 2021 – Best Medium Sized Agency; Gulf Capital Awards –Business of The Year 2021
LEADERSHIP PANEL
Polly Williams MD
Natasha Hatherall Founder and CEO
Founded: 2011
Headquartered: Cairo, Egypt
Type of agency: PR
Head of agency: Nazly Shamel vantage.com.eg +20 100 3606360 hello@vantage.com.eg
Vantage Communications is a corporate communications agency, spearheaded by a collective of passionate storytellers, and is redefining the realms of PR in Egypt. The firm stands as the trusted partner in Egypt for global leaders like Meta, Shell, and Novartis and others. By combining local agility, deep industry knowledge and a commitment to pushing boundaries, Vantage is driving meaningful change by highlighting the value that each of its clients brings to diverse stakeholders and to the community at large. Vantage Communications specialises in public relations, media and influencer engagement, reputation and crisis management and spokesperson media training.
SERVICES: Corporate communications, media strategy and relations, influencer campaigns, reputation and crisis management, media spokesperson training
KEY CLIENTS: Meta, Shell, Novartis, Abu Dhabi Islamic Bank, Savills
NAZLY SHAMEL, Founder & MD
HOW CAN CLIENTS CHOOSE THE BEST PR AGENCY AND ESTABLISH A PARTNERSHIP THAT CONSTANTLY DELIVERS?
The most intangible, but highly crucial element in selecting the right PR agency is chemistry – just like a great tennis rally, both parties must be compatible. Pay attention to this from the get-go, the team’s passion, energy and willingness to truly understand what matters to you is often the best prelude to a great partnership. This matters because solid results are only a by-product of successful partnerships that are based on open communication, shared ethos and mutual trust. While this is surely not everything, it lays a great foundation. On the more tangible end, clients should prioritise agencies that demonstrate a deep understanding of their business, possess strategic thinking capabilities, and exhibit strong writing skills. A proven track record of delivering measurable results and a robust network of media contacts are also essential. The agency should be a proactive partner, constantly seeking new opportunities and adapting your key messages to evolving trends, while regularly checking in on a weekly basis, even during down-time.
INDUSTRY SNAPSHOT
YASMINE HAMDI, Key Accounts Manager & Partner
HOW HAVE RECENT SOCIAL MEDIA TRANSFORMATIONS AFFECTED YOUR PR STRATEGIES?
The relentless pace of social media evolution has tremendously widened our horizons, making us more dynamic and agile. It’s no longer just about media relations; it’s about building and nurturing relationships with diverse audiences on their preferred platforms. Today, it is no longer optional for companies to be online – they need to be active, responsive stakeholders in the digital space and remain relevant in an oversaturated and crowded market.
The rise of short-form video platforms has imposed a shift towards visually engaging content that can cut through the noise. At Vantage, we’ve embraced a holistic strategy that leverages visual and audio storytelling through compelling, shareable content that resonates with target audiences, while making influencer partnerships a cornerstone of our campaigns, allowing us to amplify our clients’ messages authentically. Moreover, real-time monitoring and engagement have become essential for managing reputation and capitalising on opportunities.
MAY BADRAWY,
Key Accounts Manager & Partner
HOW WILL THE PRACTICE OF PR EVOLVE OVER THE NEXT THREE YEARS?
Driven by evolving consumer behaviours and the dominating impact of diverse social media platforms, the PR landscape is undergoing a pivotal transformation. The emphasis on authenticity and transparency will intensify, demanding genuine storytelling and ethical communication. We believe this will result in an array of high-value opportunities that require targeted, data-driven strategies with measurable outcomes. Networking and stakeholder engagement will become increasingly crucial, and influencer collaboration will become a cornerstone of successful campaigns.
As the lines between PR, marketing and customer experience continue to blur, PR professionals will need to become adept at crafting integrated campaigns that seamlessly blend earned, owned and paid media opportunities. The integration of emerging technologies, such as AI and virtual reality, will open new avenues for storytelling, audience interaction, and outcome assessment and calibration.
Yasmine Hamdi Key Accounts Director, Partner
Mariam Nagy Administrative & Finance Director, Partner
Dina Mounir Media Monitoring Director
May Badrawy Key Accounts Director, Partner
Asmaa Ghoneim Media Relations Director
Nazly Shamel Founder, MD
TRACCS
PR agency
Founded: 1998
Headquartered: Riyadh Head of company: Mohamed Al Ayed, President and CEO info@traccs.net
SPECIALISMS: Advisory, content and training
Umami Comms
PR Agency
Founded: 2016
HQ: Dubai, UAE
Ownership/holding group: Colin Hutton Taste@umamicomms.com
KEY CLIENTS: Tashas Group, La Petite Maison, VKD group, Salmon Guru
Watermelon Communications
Founded: 2001
Head of company: Madhu Kuttat info@watermelonme.com
SPECIALISMS: Press release distribution MENA, crisis communication and management, performance marketing, media relations, content creation and production
The Brill Collective
PR & Marketing
Founded: 2023
Regional offices: Dubai – Remote Head of company: Amy Brill thebrillcollective.com +971 55 946 2224 hello@thebrillcollective.com
The Brill Collective, founded in 2023, uniquely combines the strengths of a traditional agency with the flexibility and specialised expertise of freelance consultation.
Its agile model is centred around the Core Collective - a team of senior client servicing directors who curate specialist teams of independent consultants for each unique brief. These teams are assembled based on experience, passion and skillset, ensuring a perfect fit-for-purpose approach, rather than just filling capacity.
Supporting B2B and B2C clients on both retained and project bases, The Brill Collective strikes the ideal balance between talent satisfaction and business efficacy.
By managing and delivering all aspects of client work, The Brill Collective distinguishes itself from a recruitment agency, offering all the benefits of a traditional agency – without the bureaucracy.
SPECIALISMS: PR, social media, influencer marketing, event management, digital marketing
KEY CLIENTS: Georgetown University, Creative Media Authority, Dulsco, CoveBeach, Sand Dollar
SPECIALISMS: Corporate reputation, banking and financial services, consumer marketing, government communications, integrated communications
KEY CLIENTS: Mastercard, Miral Destinations, Pfizer, General Motors, First Abu Dhabi Bank
White Label Media
Founded: 2013 Headquartered: Dubai Head of company: Shraddha Barot Amariei shraddha@whitelabelmedia.me
SPECIALISMS: PR and marketing, launches and events, brand development and strategy, influencer marketing, digital marketing
Yardstick Marketing Management
Founded: 2012
Headquartered: Dubai Head of company: Anishkaa Gehani www.yardstick-marketing.com info@yardstick-marketing.com +971 4 351 8584
SPECIALISMS: Public relations, influencer marketing, advertising, media buying and planning, social media, digital marketing
Yugen PR and Events
PR/Events
Founded: 2018
Headquartered: Dubai Heads of company: Josh Yugen, Ian Borromeo ceo@yugenpr.com
SPECIALISMS: Strategic communication and public relations services, AI and digital marketing, celebrity and entertainment reputation management
KEY CLIENTS: The Miss Universe Organization, AIBC World, Brennia Kottefaru Resort, The Maldives, Smile Train Dubai
Z7 Communications
PR/Events
Founded: 2007
Headquartered: Dubai Head of company: Zeina El Dana, founder and CEO info@z7commmunications.com
SPECIALISMS: PR and communications, showroom management, experiential events, digital and social strategy, content creation
KEY CLIENTS: Brunello Cucinelli, Harrods, Coach, Audemars Piguet, The Lana Dubai - Dorchester Collection
Zia Creative Network
Founded: 2009
Head of agency: Waseem Yakdi, CEO and co-founder
Offices: Abu Dhabi, Dubai, Halifax info@zianetwork.com
SPECIALISMS: Advertising and marketing, video and audio production, 2D and 3D animation, creative photography, PR and events
Founded: 2001 Regional headquarters/offices: Abu Dhabi Ownership/holding group: Multiply Group LLC
Founder and CEO: Ammar Sharaf www.viola.ae marketing@viola.ae 02 644 9444
Viola Communications is a well-established, fast-growing UAE-based investment group specialising in providing fully integrated marcomms solutions to local, national and regional clients. As a long-standing leader in the marketing communications sector, Viola Communications is committed to being a proud contributor to the UAE’s growth and economy. Part of the Multiply Group, Viola creates, designs and implements a range of services through its seven business units: Viola Advertising, Viola Public Relations, Viola Planning Consultancy, Viola Events, Viola Production, Viola Interactive, and Viola Outdoor.
SPECIALISMS: Integrated marketing and communications, event conceptualisation, event design, event production, event management, brand activations, experiential spaces, content curation, media relations and strategic communications, crisis management, creative content creation, internal and corporate communications, government relations and public affairs.
KEY CLIENTS: DCT, Presidential Court, DIFC, Masdar City, DOH, Yas Asset Management, DGE, ITC, AMLF, AGDA, ADNOC, The National Aquarium, ADDA, ECA, National Academy for Childhood Development, Khalifa University, ADPHC, Abu Dhabi Chamber, Active Hub
AWARDS: 2024: Eventex – 1 Silver and 3 Bronze Awards; MEES – Best Event on a Budget. 2023: Eventex – 1 Gold and 4 Bronze Awards; MENA Digital – Silver for Best Integrated Digital Campaign. 2022: MEPRA – Silver for Best Arts & Culture Campaign
OLA EL SISI
HOW DO YOU FOSTER A CULTURE OF INNOVATION AND CONTINUOUS LEARNING WITHIN YOUR ORGANISATION?
At Viola Communications Group, we believe that agility is key to thriving in our fast-paced and ever-evolving industry. Staying ahead of the competition requires a culture of innovation and continuous improvement, which is built into our DNA, with two of our core values truly reflecting the following:
Embracing differences: We believe in the benefits of diversity – diversity of ideas, cultures and backgrounds – which collectively help us to enhance our common interests, inspire motivation, and broaden our value to customers. Power of curiosity: By asking bold questions, challenging accepted norms and seeking new avenues of development, we build on our knowledge and always seek to improve and empower ourselves.
Our commitment to workplace growth allows us to celebrate skills and talents, reward problem-solving, and foster creativity and innovation. We view failure as a learning opportunity, embracing new ideas and experimentation to remain relevant in our industry and ahead of the competition.
LEADERSHIP PANEL
HOW HAVE RECENT SOCIAL MEDIA TRANSFORMATIONS AFFECTED YOUR PR STRATEGIES?
With the almost meteoric growth of social media platforms, we now have more direct access to our clients’ target audiences. As a full-service solutions provider, our integrated teams can generate meaningful real-time engagement. This also allows us to shift focus towards attracting and building authentic relationships with social media followers and create compelling content that resonates with them. Perhaps the biggest transformation, though, is how social media has vastly increased the speed at which information
can be disseminated, which is why, through cohesive teamwork and agility, we can stay in front of the curve. Overall, social media has become an integral element of our PR strategies, offering exciting new opportunities for our experts in the field.
WHAT ARE THE CHANGES THAT YOU HAVE WITNESSED WITHIN THE EVENTS INDUSTRY OVER THE PAST YEAR?
AI has undoubtedly become a game-changer in the events industry. Recently, AI-powered tools have scaled new heights of sophistication as their capabilities grow almost exponentially, offering creative professionals the ability to produce high-quality, visually stunning designs with remarkable speed and efficiency. These tools enable the rapid generation of concepts and designs, analyse vast amounts of data, predict emerging trends, and even generate initial design concepts. While AI provides a strong foundation on which to build, it is human input that truly elevates these creations.
At Viola Communications, we understand the importance of interpreting client needs and weaving personalised and relevant creativity into their narratives - something AI alone cannot achieve. The human touch is crucial because it brings a depth of understanding, emotional intelligence and a more nuanced perspective that AI simply can’t compete with. Our ability to connect with clients, understand their brand voice, and translate that into an engaging, meaningful experience is irreplaceable.
Events Director
Wael Sarieddine Associate PR Account Director
Reham El Ezaby Events Client Services Director
Tala Abu Taha PR Director
Ammar Sharaf Founder & CEO
Ola El Sisi Chief Commercial Officer
Chief Commercial Officer
INDUSTRY SNAPSHOT
Empowering Saudi Talent
Athar – Saudi Festival of Creativity in Riyadh will turn the spotlight to the Kingdom’s most valuable asset: its future leaders.
By Anup Oommen
The time to upskill and rise above the rest has come. Athar – Saudi Festival of Creativity has opened registrations for its Young Talent Academies and seats are filling up fast. Demand for the initiative has been supercharged by the announcement that applications to the academies are completely free of charge.
Full-time university students between the ages of 18 and 25, as well as young professionals aged 30 or younger who are actively working in the fields of creative communications, advertising, or marketing have been encouraged to register. The initiative – which includes the Student Creative Academy in partnership with MCN, Student Marketers Academy, NextGen Creative Academy, and NextGen Marketers Academy – is geared to instruct, inform, and enable students and young professionals to take the next step in their careers.
ENABLING FUTURE LEADERS
The academies, hosted by Motivate Media Group and KSA partner TRACCS, will feature keynote sessions from industry experts, workshops, and a 24-hour hackathon.
Taking place alongside the Athar –Saudi Festival of Creativity, which is the Kingdom’s largest get-together of the creative marketing industry, the academies offer a one-of-a-kind opportunity to meet and learn from high-profile speakers and leaders, network with delegates and attendees, and carve out significant social capital.
These leaders will not only share the strategic thought process behind the best practices of the past, but will also offer exclusive insights on key trends and technologies that are likely to shape the industry in the months to come.
The academies also offer students and young professionals in Saudi Arabia the opportunity to present their hackathon submissions to a panel of judges, gain applause for their work, and be awarded at the highly anticipated Athar Awards. These awards will honour creatives for their effectiveness, marketers for their vision, and teams for delivering results through creative marketing.
Highlighting the festival’s commitment to empowering the Kingdom’s future leaders, Mohamed Al Ayed, Vice Chairman of Athar Festival and CEO of TRACCS, said, “Athar Festival 2024 serves as a unique national platform that enhances skills and fosters talent among Saudi Arabia’s greatest asset and wealth – its youth, preparing them to
compete and lead globally, and overcome imminent future challenges. Through our programme and initiatives, it is our aim to spur an inspired future for our nation’s youth and its progress.”
MAHEERAH: AN ACCELERATOR FOR WOMEN IN MARCOMMS
Registrations are also open for the Maheerah Programme, powered by Publicis Groupe. This initiative empowers women in marcomms through learning, networking, mentorship, and personal developmental training opportunities.
Female participants, with mid- to senior-level expertise, will be offered tailored coaching sessions, individualised workshops, and exclusive networking opportunities, all guided by esteemed industry leaders from around the world.
Commenting on these initiatives, Ian Fairservice, Chairman of Athar Festival and Managing Partner of Motivate Media Group, said, “The Young Talent Academies and Maheerah Programme exemplify the festival’s focus on learning and development. These initiatives, both having debuted during the inaugural edition held last November, embody Athar Festival’s commitment as an enabler of Saudi Vision 2030 by nurturing future leaders, empowering women, and driving the creative marketing sector forward.”
Bassel Kakish, Chief Executive Officer, Publicis Groupe Middle East & Turkey, said, “After the overwhelmingly positive response last year, we’re excited to support Maheerah in its second edition. Our goal is to create a meaningful experience where women can find inspiration, connect with peers, and engage with industry leaders. By enabling them with the tools, resources, and opportunities for career and personal development, Maheerah is designed to accelerate their growth and contribute to the broader transformation of the communications landscape in the Kingdom. I’m looking forward to meeting this new wave of talent.”
The festival has already revealed an impressive lineup of speakers, including His Highness Prince Fahad bin Faisal Al Saud, Founder of NA3AM; Sir Martin Sorrell, WPP, Founder and Executive Chairman of S4 Capital; Matt McKie, Director of Marketing at Manchester United; Najeeb Jarrar, CMO – Middle East and North Africa at Google; and Tim Miles, SVP Global Sync at Warner Music Group.
The 2024 iteration of Athar – Saudi Festival of Creativity, presented by Motivate Media Group and TRACCS, will be held on November 5 and 6 at the Crowne Plaza Riyadh RDC Hotel & Convention Centre. To attend, participate, or find out more, visit atharfestival.com.
Scan the QR code to find out more about talent and training initiatives at the Athar – Saudi Festival of Creativity in Riyadh.
From left to right, Waleed Al Ahmed, General Manager of Corporate Communications of flynas; Ahmed Al Sahhaf, CEO of MBC Media Solutions; Ian Fairservice, Chairman of the Athar Festival and Managing Partner of Motivate Media Group; and Mohamed Al Ayed, Vice Chairman of the Athar Festival and CEO of TRACCS.
The Young Talent Academies at Athar.
Who remembers the 2016 “My Mother, My Heaven” campaign by STC? Few commercials in the Kingdom, or worldwide for that matter, have ticked all the boxes of resonance such as this. Emotional storytelling? Check. Cultural connection? Check. Authenticity? Check. The result of this was a deeply impactful, memorable advertising campaign that left a lasting impression on Saudi society.
Eight years after this viral ad was released, the formula of this campaign remains as relevant now as it was then. The desire for real human stories amidst the clutter of brand messages and product pushes has increased as consumers look to preserve precious, authentic connections within their closest circles. But now we are playing in a different playing field.
Social and digital channels are changing the game of how we present these stories. And, with social media ad spending in KSA set to reach $522 million by 2028, platforms such as Snapchat hold tremendous potential to offer significant reach and returns in the coming years.
Saudi Arabia’s rapid digital and societal transformation means the lives of younger Saudis are significantly different from those of their parents, and unrecognisable from those of their grandparents. Never has there been more choice of education, career paths, travel, entertainment and places to live, and life continues to change at breakneck speed. But the communal nature of the country’s society still relies on the absolute need to stay connected. The message of “My Mother, My Heaven” is still integral to Saudi society. And
‘‘Real, meaningful connections translate to real, meaningful influence.”
here’s where we come in.
fuelling authentic connections that mimic real-life interactions in a pressure-free environment. And this approach is working.
So, where’s the link between authentic connections and advertising? It’s the integral reliance on real connections. This is how advertisers can reach their target audience. Again, let’s refer to the advertising landscape, not just in Saudi Arabia, but across the globe. According to a recent DHL report, Snapchat is the number one app shoppers use to share what they have bought with friends and family: 41 per cent higher than
SAUDI FOCUS
Role of Real Connections in KSA
Snap Inc. KSA’s Abdulla Alhammadi says community, trust, and transparency matter in Saudi’s evolving advertising landscape.
competitors’ averages. And an environment built around close families and friends – the Snapchat environment – makes people happy and engaged, and therefore statistically more likely to remember ads, purchase from advertised brands, and recommend those brands to friends. That’s a lot of opportunity for advertisers to reach potential buyers, translating to real influence and powerful results for brands.
Stepping further into the digital revolution, there’s the additional influence of augmented reality (AR).
Globally, AR delivers almost double the levels of visual attention compared with the non-AR equivalent, and in the KSA market, AR content experiences on Snap lead to a 94 per cent higher conversion rate. When marketers add AR to traditional Snap Ad videos, brands earn 31 per cent incremental reach. That’s a considerable effect.
Saudi Snapchatters open their app, on average, more than 50 times per day. It is one of the most popular social connectivity apps in KSA and we reach more than 90 per cent of 13- to 34-yearolds in the Kingdom. We’re the platform where the GCC audience connects with true friends and family – including mothers and grandmothers – share experiences and make memories. Snap has always been built on this premise. Even as we evolve, our focus remains on our original aims;
Overall, social connectivity platforms such as Snapchat have fundamentally changed the way brands speak to their audiences – especially in markets such as Saudi Arabia, where community connections matter so much. Trust and transparency are key, and this is enabled by users being able to show their authentic selves. As they can with Snapchat. Real, meaningful connections translate to real, meaningful influence in the advertising world, where Snap users are brand advocates and a formidable Snapchat. Real, meaningful connections the advertising world, where Snap users are brand advocates and a formidable
Abdulla Alhammadi, Managing Director, Snap Inc. KSA
THIS MONTH’S SOCIAL MEDIA UPDATES
Curious about the newest features from social media giants? Here are this month’s highlights:
INSTAGRAM
Works on retroactive tags for collab posts
Instagram is rolling out the ability to retroactively tag collaborators in existing Reels. This will streamline collaboration workflows and maximise reach.
Enables multiple audio tracks on Reels Instagram Reels now allows up to 20 audio tracks, letting you create dynamic and personalised soundscapes for your next masterpiece.
META
Unveils ‘Overlay Ads’
Appearing as unobtrusive banners during Reels playback, Overlay Ads offer a less disruptive way for brands to showcase their products compared to traditional ads.
Introduces ‘Edit with AI’
The new button will enable users to easily add, remove, or change specific elements in an image while keeping the rest intact.
X (TWITTER)
Launches ‘Trend Genius’ ads
This new option leverages AI to place ads precisely when conversations around trending topics are exploding.
Considers free trials for Premium
To boost subscription and deter spam, X appears to be testing free Premium trials, letting users experience paid features before committing to the package.
YOUTUBE
Broadens @Handles to more languages
@Handles will now be available in 75 languages, allowing creators to customise them in their preferred language and promote their channel to larger audiences.
Explores ‘Community Spaces’
It's a dedicated space where creators and viewers can post text updates and spark conversations directly on the platform, much like Reddit.
Improves ‘Accelerate’
Accelerate is getting new features, including the ability to draft creatives using Microsoft Designer, refine targeting by excluding third-party lists, and more.
Launches ‘Sponsored Newsletters’
The professional network has just launched Sponsored Newsletter articles, allowing brands to promote their newsletters to a wider audience.
TIKTOK
Develops a new AI chatbot
Called Genie, it is a new AI chatbot that lets users ask questions in-stream and get instant responses, while integrating all of TikTok’s AI features into a single, seamless experience.
Rolls out ‘Sound Search’
Currently a select-user exclusive, TikTok’s new feature allows users to track down a sound just by humming, singing, or playing it.
By Alexandra Richards, Senior Account Manager, Gambit Communications
ARE PR GIMMICKS LAZY?
Gambit’s Alexandra Richards shares useful ways to garner attention in a blink-and-miss era.
Look up the term ‘gimmick’ in the dictionary, and you’ll see it’s a ‘trick,’ a mean ‘scheme’, something entirely unserious and lazy. But in marcomms, it’s as much a concrete stratagem as a useful device to catch attention – a rare commodity in an era of blink-and-it’s-gone attention spans.
Earlier this year, Spotify released a ‘Song Psychic’ feature that allows you to ask the app life-related questions and get the answer in the form of a song title. Example: ‘What should I eat today?’ Answer: ‘Watermelon Sugar’ by Harry Styles. The song version of a Magic 8 Ball. Does it add any real value to the services? No. Is it necessary? Not at all. Is it a fun, attentiongrabbing novelty? Absolutely. And that’s the whole point – welcome to the world of the gimmick. Part PR stunt, part attention-grabbing promotion, it has no real reason for existing other than to get you talking. The word ‘gimmick’ may have a bad rep, but it’s a harmless practice and a valuable promotional tool if used correctly. It can even be pretty intelligent.
One of the most famous marketing gimmicks of all time was Tourism Queensland’s advertisement for the ‘Best Job in the World’ – a six-month dream job for a Caretaker of the Islands of the Great Barrier Reef, and their subsequent search for the winner. The multi-award-winning campaign raised Queensland’s profile and attracted 35,000 applications from more than 200 countries, while the winner went on to field 450 media interviews, including with Oprah Winfrey.
Absurdity, and references how his decision to put a big blue slide in the office of his marketing agency made a bigger buzz than their actual work – earning them unprecedented media attention and a reputation as the coolest workplace in London.
Gimmicks are not just for mass brands; they are prevalent in the luxury sector too. Ten years ago, Hermès released the famous Himalayan Crocodile Birkin bag, fetching a price of $432,000 and the title of most expensive Birkin ever. For a €13.4 billion brand like Hermes, this price is negligible when it comes to their bottom line, however the media fanfare around it reinforced their reputation as the ultimate purveyor of luxury items.
Gimmick marketing can be used anywhere if you have the right creative idea. One of my favourite examples was when Billie Eilish recently added all her followers to her ‘close friends’ list on Instagram.
Fans suddenly saw her stories with the green border around them as she shared a new tattoo and cover art from her latest album.
This moment of delirious excitement turned out to be a promotional strategy for her new release, but the gimmick made headlines all over the world and got her 113 million followers in a social media frenzy.
“The number one rule is fun – if your gimmick doesn’t make people smile, it’s probably not worth doing. ”
This reminds me of Yas Island’s brilliant campaign using the fictional job title of the Chief Island Officer (CIO), a role taken on by celebs Kevin Hart, Jason Momoa and Ryan Reynolds over the past three years, creating a platform to showcase the island’s offerings in funny and interesting ways.
One of the core principles of gimmick marketing is that it must be unconventional and harmless. Business guru Steven Bartlett calls it Useless
Of course, there’s always a caveat. Communicators should be careful not to toy with brand values, nor hijack sensitive moments such as wars, tragedies, medical emergencies, etc. They need to avoid clickbait or disingenuous tactics in areas like sustainability or gender equality.
The number one rule is fun – if your gimmick doesn’t make people smile, it’s probably not worth doing. Some areas to explore include special edition product packaging, unexpected influencer endorsements, temporary changes to brand colours, or celebrating unique occasions such as ‘National Lazy Day’ (earlier this month on August 10, in case you’re wondering).
Yas Island’s Chief Island Officer gimmick uses a fictional job title for celeb endorsements.
FEB 2025
SEPT 2024
CAMPAIGN BREAKFAST BRIEFING (DUBAI, UAE) The Future is Now
CAMPAIGN BREAKFAST BRIEFING (DUBAI, UAE) Ramadan Advertising & The Year Ahead
DEC 2024
OCT 2024
CAMPAIGN
SAUDI BRIEFING (RIYADH, KSA) Media & Marketing 2024
CAMPAIGN AGENCY OF THE YEAR MIDDLE EAST AWARDS (DUBAI, UAE)
NOV 2024
CAMPAIGN BREAKFAST BRIEFING (DUBAI, UAE) Out of Home 2025
CAMPAIGN SAUDI BRIEFING (RIYADH, KSA) Talent & Technology
Social media users are increasingly noticing the shift from friend-based posts to algorithm-driven content, but many feel powerless to stop it. This change is raising concerns about the growing reliance on artificial intelligence in content creation. While AI tools can significantly boost content output, critics argue that they may compromise storytelling authenticity and weaken human connections.
MATTER OF FACT
and trends from across the spectrum
EXCESS OF AI OR A NEED FOR AUTHENTICITY?
The evolving role of AI in content creation raises important questions about balancing technological advancements with the need for real interaction. As AI-generated material becomes more prevalent, the personal touch that once defined social media could diminish, resulting in a less engaging experience. With platforms becoming saturated with impersonal, machine-made posts, users may start longing
of 18 to 27-year-olds may turn to AI for assistant services by 2030.
Source: variety.com Source: designrush.com
DoorDash partners with Warner Bros Discovery to offer HBO Max to US members at no extra cost.
Addressing inflation, this bundle adds value. The key takeaway? Think outside the pizza box — align partnerships with customer habits for maximum impact.
Google and Netflix introduce interactive, shoppable ads in Emily in Paris. These appear when viewers hit pause, blending branded content with show themes. It highlights the rise of connected TV ads, merging interactivity with commerce, with a knowing nod to dual-screening.
for the authenticity that initially made social media so compelling. This shift could spark renewed demands for more genuine, creator-driven material in our digital lives. But as AI continues to dominate our social feeds, is there a point where its presence becomes too much, and how do we ensure that human creativity isn’t lost in the process?
of Gen Z and 62% of millennials are excited about the future use of AI.
of consumers are more likely to trust businesses that employ AI technology.
Elon Musk and Donald Trump's X Space attracted 1.3 million listeners, but was criticised as more spectacle than substance. Dubious DDoS attack claims further damaged credibility. This highlights how sensationalism can overshadow facts and jeopardise brand trust. Musk – Trump X Talks Failures
Source: wired.com
Managing Director of Cicero & Bernay Communication Consultancy
TARIQ AL SHARABI
(KS)
Arby’s ...“Catchy and eye-catching all in one go.” (KS)
Saadiyat Cultural District “Would love to know the budget...” (PJ)
Canon ... “The simplicity is what makes it so effective.” (KS)
Toblerone ... “A solid reinvention of packaging that nicely adds a local layer of storytelling.” (PJ) Use
Private View
PETER JACOB
Managing Director, Current Global MENAT
SAADIYAT CULTURAL DISTRICT (1):
This continues Abu Dhabi’s familiar path of harnessing the pulling power of big-name celebrities to add attention around a yet-to-be-completed project. The additional layer of projecting brain patterns is cute, and I wonder if that will be unpacked further down the line. I hope so. Would love to know the budget.
CANON (2):
As a dad of three, it’s great to see a non-traditional way of shedding light on the (oft-neglected) role of fathers and what fatherhood means today. It’s a simple, modern, and on-brand insight that taps into nostalgia and something that every dad, son, and daughter can resonate with. It even made me look at some old family photo albums on a recent trip back to mum’s house.
TOBLERONE (3):
A duty-free purchase for most of us, which still makes me think I’ll break my teeth on every first bite. A solid re-invention of packaging that nicely adds a local layer of storytelling. Question is, has anyone seen and bought one or, more to the point, put one on their wall?
MAKE UP FOR EVER (4):
Shades of another attempt at Dove’s Real Women but for me (and admittedly I’m not the target audience) puts the product a little too front and centre, which could make it feel overly promotional for what it says it’s trying to do by going beyond the surface of beauty.
ARBY’S (5):
We often talk about how music culture across the region, and specifically in KSA, is thriving, and this is a simple example of how letting go of a bit of brand control, thinking beyond product/price/promotion, working in true partnership with a relevant influencer, and adding some real value to consumers’ lives by connecting with them on their terms can go a long way.
KATIE
SMITH
Creative Director, Ounass.com
SAADIYAT CULTURAL DISTRICT (1):
The intersection where creativity and innovation meet has always been a personal sweet spot for me. This campaign feels truly rooted in that, utilising ‘neural data technology’ to create mesmerising visuals, used as a backdrop to the diverse, dynamic, and – let’s say – budget-blowing big names featured within the campaign. If the manifesto of this project was to ‘ignite curiosity’ then, I say, job well done.
CANON (2):
The brand’s tagline is “Delighting you always”, and wow did they deliver on their brand’s promise. A refreshingly simple but clever art direction where a picture speaks a thousand words. The simplicity is what makes it so effective. It is emotive, joyful, and instantly relatable. With the message being so simple, this can easily hit the heart of a global audience whilst still feeling very personal.
TOBLERONE (3):
I think it’s important for brands in the region to actively acknowledge and collaborate with the ever-growing homegrown creative community here. So, I admire Toblerone for doing that. I would’ve loved to see the execution dig a little deeper – tell us the story behind the art and have the artist be credited. It would have been nice to have included this, perhaps even considering a QR code on the packaging or poster that linked to a video featuring the artists. Then, this would have come across as a heartfelt regional moment.
MAKE UP FOR EVER (4):
For me, it’s always a win when a brand manages to utilise a personality-driven approach in a way that feels authentic. Here, showing an open, honest, and even vulnerable side of these inspiring women feels believable and, as an audience member, connects you to something bigger. The sound edit on this is also perfect; the pace, the SFX, and the excellent choice of music all add to the emotive and empowering feel of the campaign.
ARBY’S (5):
Is it an ad for a fast-food chain or a very of-the-moment music video for a rap icon? If I didn’t know better, I probably would’ve said the latter due to the slick visuals of this piece – shout out to DOP. Although I am somewhat out of the Gen Z target market for this campaign, I can completely appreciate how this would manage to capture the spirit and zeitgeist of that audience. Catchy and eye-catching all in one go.
Saadiyat Cultural District
Title: Be Moved in a Thousand Ways Agency: Serviceplan Middle East Production house: Deja Vu
Canon Title: Father’s Day Agencies: INGO Hamburg and Memac Ogilvy
Toblerone
Title: Art You Can Eat Agency: YouExperience
Make Up For Ever
Title: Glow Agency: Crater
Arby’s Title: Ala Osoluh Agency: Kijamii
Appointments
BRIAN LESSER has been appointed Global Chief Executive Officer (CEO) of Group M, with Christian Juhl to step down and take on a new role at WPP later this year. Lesser will rejoin Group M in September as CEO after seven years away from the group in a variety of roles. He is currently chairman and CEO of data platform InfoSum and was previously CEO North America at Group M between 2015 and 2017.
Dentsu has announced the appointment of TAREK DAOUK as CEO its newly created sub-cluster of Dentsu Middle East North Africa and Turkey (MENAT), expanding his role to lead Dentsu’s operations in Turkey. Dentsu has reorgansied its operations for better collaborations in the region. Daouk has also been appointed as the President for Merkle Southern Europe, Middle East North Africa and Turkey (SEMENAT), expanding his leadership across several markets. As part of his expanded remit, Tarek will lead the integrated growth strategy and business execution for MENAT.
Sweetwater MEA has announced the appointment of CLAUS ADAMS as Advisory Board Member. In his new role as senior advisor at Sweetwater MEA, Adams will work with the management team to use his expertise to guide initiatives, build client relationships, and expand the
agency network. He will support the agency‘s growth plans across the region and beyond. Adams holds more than 20 years of experience in the industry, bringing in knowledge from the creative and commercedriven advertising fields.
Edelman, the global communications firm, has announced the hire of NIDAA LONE as Head of Abu Dhabi to manage its regional headquarters. In her role, Lone will lead and grow the agency’s biggest mandates, providing strategic counsel to clients with quality execution of communications programmes. She will also lead the operational charge and drive an inclusive and high-performing culture within the business.
Investment Company, an Abu Dhabi-based global sovereign investor. Masud was previously the managing director of Edelman’s UAE operations. In the three years of his tenure there, the agency’s team has trebled in size and revenues increased by 23 per cent in 2023. Masud hopes to bring his experience from agency work to implement strong communications strategies at M42.
Brand experience firm
In a strategic move to continue its success in Saudi Arabia, Snap Inc. has announced the appointment of ABDULLA ALHAMMADI as Managing Director in KSA. Previously the Regional Business Lead at Snap, Alhammadi will now be based in KSA to support the growth of Snap in the country, as the brand and creators look ahead to the opening of both a new office and Creator Studio this year, which will be located in the Diriyah Jax cultural district in Riyadh. In his new role, Alhammadi is also focused on growing the team with flourishing local talent in the Kingdom.
M42 has appointed MAZAR MASUD as Senior Director for its Global Corporate Communications division. The company is the product of a 2023 merger between G42, a technology holding group, and Mubadala
Siegel+Gale, an Omnicom brand, has announced the appointment of ANDY HUMPHREYS as strategy director of the EMEA region. Humphreys holds more than 12 years of experience in creating brand strategies and narratives across various sectors, including technology, financial services, energy, professional services, pharmaceuticals and media. In his previous roles, he has collaborated with global brands such as HSBC, Shell, Aramco, Moderna, Qatar Foundation and Rolls-Royce.
Landor has appointed FILIZ CIFTCI as its new business director for Saudi Arabia. With over 16 years of international experience in brand strategy and marketing, Ciftci brings to the organisation a track record of delivering multi-million-dollar brand solutions. Since joining Landor in 2019, she has led transformative branding projects for major entities including Saudia and MBC Shahid.
The Spin
During August, The Spin trotted across the globe and stopped over at a few picturesque villages and towns in the remote corners of Japan.
While admiring the incredible culture, food, landscapes, and hospitality on offer, we also found our fair share of amusement.
Since The Spin couldn’t speak Japanese, we relied quite heavily on Google Translate to communicate. This turned out to be equally comical for the locals as it was for us because the mobile application often translated words literally and, often, out of context.
For instance, an honest response such as “I’m having a blast” translates to “Watashi wa bakuhatsu shiteimasu.” After leaving a few fellow restaurant patrons rolling on the floor with laughter, it took an Englishspeaking cashier to tell us why we need to stop using that phrase, given that it colloquially translates to “I’m exploding.”
The Spin also came across a score of ‘Google Translate-d’ signs across the country that left us in fits and giggles. We especially
choked on one that read, “please pay for the congestion at the same time.” We still have no clue what that sign intended to say.
Another one at a public bicycle docking station encouraged users to “push it to the depths”, which resulted in an hour and a half of imaginative puns.
When The Spin returned to the shores of Dubai and shared these stories with our friends and family, we were shown a photograph of peanuts at a store, with a hilarious warning sign put
up by Captain Obvious.
Guess we are as allergic to ‘water is wet’ signs as some others are to peanuts.
Once word got out that The Spin is easily tickled by communications and marketing mishaps, we began receiving a few others in our inbox.
An industry veteran shared an image of a poster adorning a shop window stating, “Healthy smiles start here.” Clearly, ‘inspired’ copy isn’t everything, when the placement of the ad creative is
marred by icky chocolate dripping from the corners of an ‘artistic’ tooth-gap smile.
Another photograph of a banner shared with The Spin calling for teachers to apply for roles at a school made it quite clear why the academic institution needs teachers.
We aren’t sure whether they have an opening in the English department, but it certainly looks like their marketing and communications departments could do with some lessons.
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