Campaign The MENA Powerlist 2024 by Motivate Media Group

KHALED ALSHEHHI Executive Director Marketing and Communication, UAE Government Media Oﬃce

NEEL PANDYA CEO, EMEA, APAC and Global Partnerships Head, Pixis

JON BARBER Vice President - Marketing & Communications, TECOM Group

AHMED EL GAMAL Senior Director of Marketing, Jumeirah

MARWA KAABOUR CHAIR OF JUDGES CMO, Al Masaood Group

AHMAD CHATILA Director of Brand and Communication, HungerStation

SHERRY MANSOUR Managing Director - MENAT, Seedtag

SHOLTO DOUGLAS-HOME Chief Sales & MarComms Oﬃcer, Expo City Dubai

MANOJ KHIMJI Managing Director, The MediaVantage

ANNE TULLOCH Marketing Director, Alshaya

MOADH BUKHASH Chief Marketing Oﬃcer, Emirates NBD

ZIAD KHAMMAR COO, DMS

JAD SAAB Digital Growth Lead, MBC Media Solutions

INTRODUCTION

Campaign Middle East’s annual MENA Power List is back in its 2024 iteration, and it is only ge ing bigger and be er by the year.

Experts with decades of experience, who have been instrumental in the evolution of marketing, advertising, creative, media, public relations, and communications across the Middle East have had their say.

From keying in their insights on their top focus for the year ahead, to sharing ‘rapid ﬁre’ responses on what marketing needs to prioritise, change, and buzzwords we need to bury, these leaders have left our readers with a lot to dissect and learn.

The tasty details, however, lie in the ‘power essays’ – open, honest, and unﬁltered opinions from the brightest and the best on threats and challenges within the industry that are often spoken about only in hushed tones, as well as trends and opportunities that will continue disrupting an industry in a constant state of ﬂux.

Leaders have also shared their opinions on dealing with ‘change’ itself: how to embrace it fearlessly, how to mould the seeming ‘chaos’ of change into value and growth, how to keep a steady hand on the helm amid the maelstrom, and how to bring a touch of beauty into the business through empathy – for clients and creatives alike.

Critical themes of conversation continue to circle around ﬁrst-party data, the strategic implementation of AI, making machines look beyond mere metrics, the need for industry-wide collaboration, and balancing data-driven decisions with the human elements of consumers and communities.

On a lighter note, this MENA Power List also oﬀers a very down-to-earth look at the men and women photographed behind their powerful desks. It oﬀers details on their pet peeves, their next travel destination, their favourite restaurants, their hobbies, and the books they are reading.

I was – in equal parts – surprised and fascinated to read that many leaders are currently poring through the same books that I’ve just marked as ‘ﬁnished’ on Audible: The Anxious Generation and Atomic Habits. I’ve also made a mental note of the leaders that have marked Japan as their next travel destination, ready to share a score travel hacks from my recent trip over the next meal that I have with them.

All in all, the unifying feature that ties the wealth of knowledge shared in the upcoming pages together is this: the future of marketing in MENA region will be determined by a human-ﬁrst approach in a data and insights-led world.

As one of our esteemed leaders writes, “When wielded wisely, data has the power to elevate human connection, to help brands navigate cultural nuances with precision, and to nurture relationships that last. It’s not about outpacing competitors; it’s about using data to create bonds that transcend the transactional and endure in the hearts of consumers.”

Can we look beyond our KPIs to collaborate? Can we unite to tackle common challenges? Can we truly raise trust and transparency to ensure that it’s not just individual agencies that succeed, but the industry as a whole that takes a step forward in the right direction?

The ball is in our court. The future of this industry is in our hands.

Motivate Media Group

ANUP OOMMEN

Editor

Anup.Oommen@motivate.ae

Head Office: 34th Floor, Media One Tower, Dubai Media City, Dubai, UAE. Tel: +971 4 427 3000, Fax: +971 4 428 2266. Email: motivate@motivate.ae Dubai Media City: SD 2-94, 2nd Floor, Building 2, Dubai, UAE. Tel: +971 4 390 3550, Fax: +971 4 390 4845 Abu Dhabi: Motivate Advertising, Marketing & Publishing, PO Box 43072, Abu Dhabi, UAE. Tel: +971 2 677 2005, Fax: +97126573401, Email: motivate-adh@motivate.ae Saudi Arabia: Regus Offices No. 455 - 456, 4th Floor, Hamad Tower, King Fahad Road, Al Olaya, Riyadh, KSA. Tel: +966 11 834 3595 / +966 11 834 3596. Email: motivate@motivate.ae

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EDITORIAL: Motivate Media Group Editor-in-Chief Obaid Humaid Al Tayer | Managing Partner and Group Editor Ian Fairservice | Campaign Middle East Editor Anup Oommen | Reporter Ishwari Khatu | Junior Reporter Shantelle Nagarajan

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HAYMARKET MEDIA GROUP: Chairman Kevin Costello | Managing Director Jane Macken

Guide cover designed by Thokchom Remy

RAMZY ABOUCHACRA

maybe even toss a coin or record your performance.

Suddenly, those few attentive people matter far more than the many who barely noticed. This is what attentive reach in media is all about – not how many see your ad, but how many engage and remember it. Their attention holds far more value.

The advertising industry is undergoing a seismic shift, evolving beyond traditional metrics like impressions and reach. For too long, the focus has been on how many eyes see an ad, but this approach only scratches the surface. What’s truly driving value today is engagement – how much real attention an ad captures. The MENA region, an emerging market ripe for innovation, is perfectly positioned to embrace this shift. In a world brimming with content, attention has become the new king. Success is no longer about being seen; it’s about being remembered.

Gone are the days when simply reaching a large number of people was enough. Now, brands must dive deeper into how consumers engage with their messages. In this evolving landscape, attention becomes the metric that truly matters. Advertisers can no longer afford to chase visibility alone; they need to focus on the depth of engagement, transforming impressions into meaningful interactions.

The principle is simple: Not all views are created equal. Traditional viewability metrics can tell you whether an ad was displayed on a screen, but they can’t tell you if it was actually watched. Attention metrics dig deeper, revealing how engaged the audience truly was. It’s not just about seeing; it’s about experiencing.

As automation and data-driven solutions dominate media buying, creativity, empathy, and emotional resonance remain essential in capturing attention. The human element – the ability to tell compelling stories that stir emotions – is critical to making a lasting impact. In a fragmented media environment, where attention is scattered across numerous platforms and devices, understanding these nuances can elevate your marketing strategy from ordinary to unforgettable.

success stories. They were validated by third-party evaluations, proving that focusing on attention delivers tangible value.

Of course, shifting to an attention-based model is no easy feat. Attention is fragmented, measured differently across platforms and brands, and we are still in the early stages of refining these tools. While they haven’t been perfected, they are opening the door to vital new conversations. The key question is whether these innovations are bringing us closer to an industry standard for attention-based metrics – a metric that holds far greater value than mere impressions. Though the answers aren’t fully in place, this shift is crucial in evolving how we measure and understand attention.

Here’s the exciting part: Dentsu has recently unveiled the groundbreaking results from an Arabic attention research study, marking a monumental step forward for the region. This study is focused on defining attention metrics specifically for the Arabic-speaking audience, taking into account their unique media habits and cultural contexts. It’s a tailored approach that promises more effective planning and results in a region primed for transformation.

This is a pivotal moment. The time has come to move beyond the traditional obsession with impressions and start focusing on what truly matters: capturing and maintaining attention. The industry must unite around a common framework for attention metrics to standardise this approach. Every advancement in measuring attention is pushing the boundaries of what’s possible. By prioritising quality over quantity, we can revolutionise the way brands connect with their audiences and unlock new avenues for growth.

Ultimately, the future of advertising isn’t about reaching the most people; it’s about making every impression count. Just like a remarkable meal leaves a lasting memory, our ads should leave a meaningful mark on the minds of consumers. By embracing attention as the new currency, we can ensure that every campaign resonates deeply, driving both engagement and impact.

RAPID FIRE

Focus for the next 12 months?

Scale the integration of attention metrics into all planning tools.

Further expand Merkury’s identity capabilities for personalised marketing.

Buzzword we need to kill?

Seamless integration – more of an oxymoron.

Marketing needs to prioritise?

Audience and attention.

Marketing needs to change?

Doing things out of legacy.

Top lesson learnt in 2024?

Transformation is relative

What worries you the most?

Short-termism.

Biggest blessing in your life?

Two healthy boys.

Value/principle that matters the most?

Do what’s right.

Next travel destination?

A long list.

What is your pet peeve?

Bureaucracy.

Who do you look up to?

Too many people to count.

Favourite restaurant in the Middle East?

The Maine.

What are you reading?

The news – I should stop.

Favourite hobby?

Currently: off-roading.

Top tip?

Stay curious.

Over the past year, we’ve made significant strides in positioning ourselves as leaders in data-driven, people-based marketing by launching an industry-first attention economy survey and embedding it into Merkury, our planning tool to optimise media strategies with precision. Additionally, we successfully launched our advanced identity solution within Merkury, which has empowered us to leverage first-party data, enabling more personalised and privacy-safe marketing. Our focus on automation has streamlined processes, boosting operational efficiency and delivering enhanced outcomes for our clients.

AHMED AL SAHHAF

region, including MBC Group, Saudi Sports Company, Al Arabiya, Samsung Ads and TikTok in Egypt. Our partnerships have expanded, both locally and internationally, allowing us to offer even more tailored and effective solutions to achieve our clients’ strategic goals.

RAPID FIRE

Focus for the next 12 months?

Driving exponential growth for MMS. Buzzword we need to kill?

The overuse of ‘disruptive’.

Marketing needs to prioritise?

Crafting creative, localised storytelling and purpose-driven marketing.

Marketing needs to change?

Moving away from generic, one-size-fitsall messaging.

Top lesson learnt in 2024?

Embracing curiosity keeps you ahead of the curve and drives innovation.

Biggest blessing in your life?

My children.

Value/principle that matters the most? Authenticity.

Next travel destination? Japan.

Favourite hobby?

Tennis and Baloot (a popular trick card game in Saudi Arabia).

platform, is not only catering to viewers in the region but also reaching global Arab audiences. This presents brands in the region with unlimited opportunities and at MMS, we are constantly innovating the solutions that we offer on Shahid to enable brands to connect with audiences throughout their journey on the platform.

“We are entering an era characterised by a renewed sense of national identity, a commitment to telling authentic stories, and a desire to share Saudi culture with the world.”

As a testament to MMS’s expertise and deep understanding of the region’s digital landscape, we have been appointed as the official advertising partner for Samsung TV Plus and Samsung Ads.

This partnership enables advertisers and agencies in Saudi Arabia, UAE, and Egypt to access Samsung TV Plus inventory and advanced CTV advertising formats, unlocking new opportunities for reaching audiences across these markets. Artificial intelligence (AI) and data analytics also play a pivotal role in shaping the future of media in Saudi Arabia lead to even more innovative content delivery methods, from interactive storytelling to immersive

drive measurable results.

The Kingdom’s ambitious blueprint for economic and social reform emphasises the importance of a vibrant and diverse culture, this is reflected in the media landscape, where we see a focus on content creation, especially in Saudi Arabia, that shapes cultural narratives that influence perceptions at a local and global stage.

TV and digital measurement tools indicate a clear preference amongst regional audiences towards local and regionally produced content like MBC Group’s localised big formats; Top Chef, Arabs Got Talent & Saudi Idol as well as Arabised adaptation of global dramas and Arabic original content.

Moreover, the football league in Saudi Arabia, which features some of the sport’s most legendary players has positioned the kingdom as a global epicenter for football in a short period of time.

To capitalise on these opportunities for our clients, we continuously innovate our solutions to ensure they connect with their audiences across every platform and touchpoint. In response to the rapidly expanding sports landscape, we launched MMS Sports, unifying the most prestigious events, matches, and shows airing on SSC, MBC Group, and Al Arabiya under one powerful platform for our clients and brands to harness

The future of Saudi Arabia’s media industry is about more than just technological advancements and economic growth; it is about entering a new cultural era. This era is characterised by a renewed sense of national identity, a commitment to telling authentic stories, and a desire to share Saudi culture with the world. As the Kingdom continues to evolve, its media industry will play a central role in shaping its future, both within the region and on the global stage.

ADEL BARAJA

My journey has taken me across a spectrum of industries, from leading global brands to working with government entities, always focused on the power of marketing to create lasting impact. This experience has given me a unique perspective on this transformative shift. I’ve seen the power of branding firsthand, witnessed the impact of a well-crafted message, and experienced the thrill of shaping a nation’s identity on the global stage.

Saudi Arabia, with its rich history and deep cultural roots, is now boldly embracing the future. It’s a future where innovation isn’t just a buzzword, but a guiding principle. From the futuristic cityscape of NEOM to the breathtaking Red Sea Development, the kingdom is embarking on a journey to redefine itself, not just within its borders, but on the global stage. And at the heart of this journey is the power of storytelling, the ability to capture the essence of a nation in motion and convey it to the world.

It’s not just about mega-projects, though they are certainly breathtaking. It’s about understanding the aspirations of a nation that is brimming with youthful energy, a nation that is confidently embracing its cultural heritage while looking towards a brighter tomorrow.

“Craft campaigns that resonate with the soul of a nation; campaigns that tell the story of transformation, resilience, dreams taking flight.”

For marketers, this translates into boundless opportunities. Here, you’re not just selling a product, you’re selling a vision, a dream, a story. You’re helping to shape the image of a nation in the world’s eyes.

Imagine crafting campaigns that resonate with the soul of a nation, campaigns that tell the story of transformation, of resilience, of dreams taking flight. Imagine working alongside a vibrant community of creatives, each bringing their unique talents and perspectives to the table. Imagine being at the forefront of a revolution, where technology and traditional values intertwine to create something truly remarkable.

This isn’t just a job; it’s a chance to be part of a historic moment, to contribute to shaping the narrative of a nation that is rewriting its own destiny. I believe the best creative work will be coming from Saudi Arabia in the years to come, and I am incredibly excited to be a part of this journey. It’s a chance to not just market products, but to market a future. And that, to me, is the most rewarding challenge of all.

RAPID FIRE

Focus for the next 12 months?

Growing Publicis Groupe’s presence in KSA while contributing to the success of Vision 2030.

Buzzword we need to kill?

‘Disruption’

Marketing needs to prioritise?

Authenticity and customer-centricity.

Marketing needs to change?

Needs to embrace technology and innovation.

Top lesson learned in 2024?

Importance of collaboration and building strong teams.

What worries you the most?

Lack of innovation and creativity.

Value/principle that matters the most?

Integrity and ethical leadership.

Next travel destination?

Spain.

What is your pet peeve?

Lack of preparation.

Who do you look up to?

My son; he teaches me new things every day. What are you reading?

The Medici Effect.

Favorite hobby?

Cars, video games and sports.

Top tip?

Always learn and adapt.

CAREER HIGHLIGHT:

Leading the launch of the ‘Made in Saudi’ programme, a national initiative under the patronage of HRH Prince Mohammed bin Salman bin Abdulaziz, has been a defining moment of my career. This programme, a cornerstone of Vision 2030, aims to build a trusted national brand for Saudi products and services, promoting them both domestically and globally. My role involved building a strong team and growing the portfolio of participating companies, successfully establishing a robust communication strategy, and implementing comprehensive marketing campaigns, with the goal of establishing ‘Made in Saudi’ as a symbol of quality, innovation, and excellence. This programme has been instrumental in promoting Saudi exports and showcasing the talent and expertise of Saudi businesses on a global stage.

JAMES BICKNELL

RAPID FIRE

Focus for the next 12 months?

Growth and innovation.

Buzzword we need to kill? Bandwidth.

Marketing needs to prioritise? Customer experience.

Marketing needs to change?

Quantity over quality content.

Top lesson learnt in 2024?

Adaptability wins and embrace change early.

What worries you the most?

Regulatory changes.

Biggest blessing in your life? My family.

POWER ESSAY: EMBRACING CHANGE FEARLESSLY IN LIGHT OF AI AND INNOVATION

By James Bicknell, CEO of BackLite Media

As leaders in outdoor advertising, we face a pivotal moment where change is inevitable and essential. The rapid integration of artificial intelligence (AI) and other cutting-edge technologies is transforming the industry, challenging us to rethink how we approach our craft.

At BackLite Media, we believe in fearlessly embracing this change – not just as a necessity but as an opportunity to lead the market through this exciting evolution. We see ourselves as drivers of innovation but, more importantly, as leaders guiding our teams and partners through this transformative journey.

AI is reshaping the advertising landscape in profound ways. The days of traditional billboards are behind us, replaced by dynamic, data-driven campaigns that can adapt in real-time. With AI, we can analyse vast amounts of data to deliver personalised, contextaware content that speaks directly to the viewer. This shift requires not just technological advancement but a mindset that embraces possibility and is unafraid of the unknown.

At BackLite, we’ve adopted AI as a cornerstone of our strategy, harnessing its potential to create smarter, more impactful campaigns. For luxury brands, this means elevating the consumer experience, offering bespoke messages that align perfectly with the brand’s ethos and the audience’s desires.

“ The ability to adapt, pivot and innovate without hesitation is critical. We are not just reacting – we are shaping the future.”

Value/principle that matters the most? Integrity.

Next travel destination?

The Seychelles.

What is your pet peeve? Micromanagement.

Who do you look up to? My wife.

Favorite restaurant in the Middle East? LPM. Just wonderful food and wonderful service.

What are you reading?

‘The Wealth Money Can’t Buy’ by Robin Sharma.

Favourite hobby? Golf.

Top tip? Do what you promise.

Leading through this change means guiding our teams, clients, and partners to understand that AI is not something to fear but a powerful tool that can enhance creativity and drive results.

Our recent acquisition by Multiply Group is a testament to our commitment to this vision. As part of a larger ecosystem, BackLite Media is now positioned to take bolder steps in transforming outdoor advertising in the region. This gives us the strength and resources to not only innovate but to do so on a scale that influences the entire industry.

Being part of a bigger vision means aligning ourselves with a strategy that goes beyond short-term gains. We are building for the future, and that requires leading our people through change with confidence and purpose. The ability to adapt, pivot and innovate without hesitation is critical. We are not just reacting – we are shaping the future. We are bringing our clients and partners along on this journey, helping them navigate the evolving landscape of AI, data-driven marketing, and immersive experiences.

Our role as leaders is to balance technological innovation with human-centred creativity, ensuring that every step forward enhances our ability to connect with audiences on a deeper level.

The outdoor advertising industry is at a crossroads, and the only way forward is through fearless change. For regional players, the challenge is not just about adopting new technologies – it’s about embracing the mindset that comes with it. It’s about being willing to disrupt traditional models, question the status quo, and take risks that push the industry into new territory.

At BackLite Media, we have chosen to lead with courage. We are not afraid of the changes happening around us; instead, we are driving those changes. From AI-powered Programmatic campaigns to the integration of sustainable practices, we are setting a new standard for what outdoor advertising can achieve.

NASSIB BOUERI

RAPID FIRE

Focus for the next 12 months? People and clients.

Buzzword we need to kill? Growth.

Marketing needs to prioritise? Clear objectives.

Top lesson learnt in 2024? Nothing is constant.

Biggest blessing in your life? Wife and children.

Value/principle that matters the most? Fairness and Integrity.

Next travel destination? Can’t disclose.

What is your pet peeve? Big ego.

Who do you look up to? My father.

Favourite restaurant in the Middle East? Home food.

What are you reading? Atlas Shrugged.

Favourite hobby? Hiking/walking.

Top tip? Stay healthy.

“Our industry is about the people, the interactions, the (human) storytelling, and the personal engagement that is still the main added value of our everyday encounters.”

customer experience by better understanding their clients and build loyalty and long lasting relationships.

As agencies, we are all being evaluated today by our data capabilities and how it can amplify our creative ideas. Data is the new gold, and what used to take ages to collect, collate and analyse, also requiring major investments in hardware and software has become at everyone’s reach today.

We are all racing to invest in tools that can help us be at the forefront of this data first era we live in, but at the center of all this is the investment in our talent, as they are the ones who will analyse, understand patterns and behaviours, and provide the best advice and recommendation to our partners and clients.

Data is also what AI needs to operate: the more you feed in the more it can generate tasks and improve on them. While many worry that AI might replace humans, and maybe in certain tasks it will, but let’s not forget that while AI can excel at specific tasks and can adapt and solve problems across many sectors, the human being still has the human intelligence that encompasses emotional understanding, creativity, empathy, complex social interactions that AI cannot replicate for now, at least in our industry.

Our industry is about the people, the interactions, the (human) storytelling, and the personal engagement that is still the main added value of our everyday encounters.

Many trends and innovative technologies emerged in the last few years, and many of those disappeared. AI is here to stay and evolve and that’s for sure, but it will take a long time to replace humans in many parts of our business.

As much as we are all investing in systems and tools to improve our data and AI offerings, we should not forget that the biggest asset we have is our talent and this will remain so for the near future. Lets keep our focus on them.

ANTONIO BOULOS

RAPID FIRE

Focus for the next 12 months?

Same as for the last 12 months: ensure we have on board a motivated team, which will ensure we have satisfied clients.

Buzzword we need to kill?

There is no need to kill any, provided they are acted upon and kept in context.

Marketing needs to prioritise?

Curiosity. Challenge the status quo.

Marketing needs to change?

Lack of curiosity.

Top lesson learnt in 2024?

Keep a close eye on the macroeconomic and political environment, but don’t let it steer you away from the plan.

What worries you the most?

Everything and nothing.

Biggest blessing in your life?

My family and my close friends.

Value that matters the most?

Humility.

Next travel destination?

Le Vaquier retreat and Lyon, France.

What is your pet peeve?

Lengthy content on OOH signs.

Who do you look up to?

My dad.

Favourite restaurant in the Middle East?

The recently opened Toto in Downtown Dubai

What are you reading?

‘Homo Deus’, until my daughter took it away from me. Spare copy, anyone?

Favourite hobby?

Cycling, reading, and cooking.

Top tip?

Listen, listen, and listen.

being one of them. On a related note, I want to dial back 102 years and bring back the following anecdote:

John Wanamaker (1838-1922) coined the phrase “Half the money I spend on advertising is wasted; the trouble is I don’t know which half”. Sadly, John isn’t with us, otherwise he would have his answer, as many of us do. Today, we are able to accurately measure the ROI of practically every single dollar spent thanks to AI driven measurement tools. Machine learning is making this process sharper every day.

I don’t want my above comment about the metaverse to be misconstrued, hence this clarification: it is true that the metaverse hype faded away fairly quickly, but the metaverse technology is here to stay and thrive, albeit within specific industries. What sets AI and the metaverse apart is monetisation. On one hand the application of AI technology is spreading across many industries fueling related investments. On the other hand, the metaverse’s usability is constrained – for now – to a limited number of commercially viable applications, thus, limiting investments behind this technology.

As for the next hypes that will undoubtfully be coming our way, the same eternal adage of supply and demand will rule dictating their lifecycle and viability.

Equilibrium in media spend: Advertising spend on digital media reached its peak – on a percentile level – during the big shift to digital. In 2018-2019, CMOs of big global brands started questioning the over-reliance on digital channels versus legacy channels. The marketing and ad industry took some time to reach the optimal ad spend equilibrium we are witnessing today as they needed to have on board the right amount of historic data and learning to support their decisions.

It is true that legacy media channels witnessed a substantial decline in their ad revenue during the big shift to digital. However, many of them managed to evolve their content, and digitise their distribution channels to meet changing media consumption habits.

many ways. Marketing prowess may not be one of them. It annoys me to see this popular platform change its name ignoring a fundamental marketing principal by ditching an ownable benefit that most marketers vie to have.

“Many media channels evolved their content, and digitised their distribution channels to meet changing media consumption habits and are reaping rewards.”

Wouldn’t every company on this planet want their brand name to become synonymous to the business category where they compete. I don’t think Elon will ever hear anyone say, “X it” instead of “Tweet it”. Mr. Musk, can you please reconsider your decision.

OOH advertising: Demand on OOH media is growing at a healthy pace and for the right reason. There is however one factor that plague this medium: lengthy content. Advertisers must realise that OOH media is not the place to tell their brand story. The dwell time and motorists’ attention span are too short to absorb longwinded messages.

The luxury category is one industry that is mastering the art of effective OOH advertising as their ads typically show a prominent visual of the product, and the brand name, bang. The less we say on OOH media the higher the assimilation rate. Any additional word in there will trigger a diminishing return on media investment. Please keep it simple.

ELDA CHOUCAIR

is always more to strive for.

RAPID FIRE

Focus for the next 12 months?

Talent.

Buzzword we need to kill?

“AI” as a means to an end rather than the end itself.

Marketing needs to prioritise? Creativity.

Marketing needs to change?

Focus on short-term sales performance and diminishing brand power.

Top lesson learnt in 2024?

The need to go back to basics in media and marketing.

What worries you the most?

I’ve learnt there is no point in worrying. We deal with it whatever comes our way.

Value/principle that matters the most? Integrity.

Next travel destination?

London and Barcelona.

What is your pet peeve? Short-sightedness.

Top tip?

Cultivate wisdom in your life.

world of marketing … and sales. The role of technology is to support these fundamentals and not to replace them.

While buzzwords like ‘data-driven’ and ‘AI’ are prevalent in the industry, it’s essential to remember that the true value of media lies in its ability to connect brands with consumers in meaningful ways. By focusing on the fundamentals, media agencies can cut through the noise and deliver results.

The fundamentals are many and include many aspects including strong relationships and trust whether with clients or media owners; a data driven approach and technological proficiency; strategic thinking, problem solving and more, but there are three specific areas that I feel are essential to the creation of good work. I call on every professional in this industry to nurture these fundamentals:

1. Rigour:

The amount of data that media professionals must work with has exponentially grown over the last decade. No matter the technologies and tools used to simplify and aggregate, there is still a huge amount of manual work to bring it all together and make meaningful conclusions that will impact future decisions. We need to supercharge thoroughness and attention to detail to a superhuman level.

2. Creativity:

In a world saturated with marketing messages, creativity is more important than ever. The 10 Gold Cannes Lions were awarded to work that found solutions using the same existing media channels, the point was how they enhanced the lives of

“A call to tomorrow’s leaders: be curious, go back to the fundamentals, never compromise quality, be purposeful, and own your work.”

rigorous, creative or caring to what matters for a brand. These are attitudinal behaviors that will make good media professionals great and maybe create the next generation of media leaders.

I love our industry because we never stop evolving, never stop learning, because there is always something new that we can test and experiment with.

The dynamism keeps the young blood flowing and the excitement pumping. As media agencies, we should continue to be promoters of the avant-garde, but should never forget what makes a great partner.

This is a call to all the passionate, ambitious executives who want to become tomorrow’s leaders: be curious, always go back to the fundamentals, never compromise quality, be purposeful and own your work.

KAREN DOUMET

our people.

RAPID FIRE

Focus for the next 12 months? Our people.

Buzzword we need to kill? Demure.

Marketing needs to prioritise? Perspective.

Marketing needs to change? Short-term thinking.

Top lesson learnt in 2024? Do what you’re good at. What worries you the most?

The impact of the political instability on the region.

Biggest blessing in your life? Family.

Value/principle that matters the most? Honesty & humility.

Next travel destination? Ecuador.

What is your pet peeve?

A voice note as an answer to a text.

“In a world where everyone can create, it’s the curators and connoisseurs who determine value. Human judgement, intent, empathy, ethics, and contextual understanding are what ultimately assign value.”

complexity, AI generated content becomes more sophisticated as we designed algorithms to learn at brisk speed. How will we assess the value of this content? Will human-created work be compared to AI-generated pieces? And most importantly, will it even matter?

GenAI has achieved remarkable progress in creating content that can match, or even surpass, human abilities. But the real question isn’t the source of a piece of content but whether it resonates with its audience on a human level. The worth of a piece of writing or work of art isn’t tied to its origin but to its ability to connect with audiences, evoke emotions, or spark thought. In a world where everyone can create, it’s the curators and connoisseurs who determine value. Human judgement, intent, empathy, ethics, and contextual understanding are what ultimately assign value.

We are still the decision makers. Our choices determine the success of brands and businesses. While we embrace AI’s benefits, we know it lacks emotional depth. Face App can be used to create the most beautiful face imaginable, but it will never have the impact of Sharbat Gula, the “Afghan Girl” whose National Geographic portrait captured a story of war to millions in one headshot because it was ‘real’. AI can generate a new Elvis song, but it can never be the next Elvis. This is the irreplaceable value of the human role.

Though this is my personal take on GenAI, it is aligned with PHD’s, and with good reasons. We’ve been early adopters, exploring AI’s implications for marketing in our thought leadership books and events, from Sentience in 2015 to Ascension this year.

In our latest event BrainScape, we examined the impact of AI on different functions, the tasks most likely to be given to AI and the implications of this. Most importantly, we addressed how the role of the individual will need to change in our view for the better. The key takeaway? We must approach AI with a mindset of collaboration, not competition or fear. We are evolving with AI aware that its short-term impact is overhyped, and its long-term impact is underestimated. When everything becomes possible and accessible, nothing feels special. AI can take us from nothing to average, but it is in our response to the average where our greatest human creativity breeds.

AMER EL HAJJ

RAPID FIRE

Focus for the next 12 months? Transformation.

Buzzword we need to kill? Techie.

Marketing needs to prioritise? Customer experience.

Marketing needs to change?

Shift from product-centric to customercentric.

Top lesson learnt in 2024? Patience.

What worries you the most? Time.

Biggest blessing in your life?

Reading people and situations. Value/principle that matters the most? Humility and honesty.

Next travel destination?

For work: Egypt. For leisure: Florence.

What is your pet peeve?

Sleeping! I feel like I’m not making the most of my time while sleeping.

Who do you look up to?

My grandma. She was a very wise woman. Favourite restaurant in the Middle East?

Hunter & Barrel.

What are you reading?

I love history and politics. I just finished ‘A Line in the Sand’ for the second time and now I am into ‘1917: Lenin, Wilson, and the Birth of the New World Disorder’.

Favourite hobby?

Cycling.

Top tip?

Businesses succeed or fail based on their team. Surround yourself with smart people who truly care about the business, not just those looking for a job.

POWER ESSAY: CLIENT SATISFACTION EATS AI FOR BREAKFAST

By Amer El Hajj, CEO of GroupM MENA

When I read articles about our industry today or even review last year’s 2023 Power List MENA topics, it feels as though AI, technology, digitalisation, and data dominate our discussions.

These topics are not merely buzzwords; they represent critical trends shaping our daily operations. However, despite the excitement around technological advancements, everyone would do well to remember the essence of our industry’s purpose: client relationships and client satisfaction.

It’s not uncommon in our industry to hear clients’ express frustration about limited interactions with their agencies beyond their direct teams. While investing in tech stacks is crucial for maintaining competitiveness and operational efficiency, the heart of our success lies in nurturing strong, enduring relationships with our clients and delivering them results.

Improving chemistry with clients, rapport building exercises and information sharing activities should be on-going, not just booked in during pitches and challenging times of the year. This everyday commitment is fundamental to our role as media experts and advertising consultants.

AI, technology, and data analytics undoubtedly play pivotal roles in modern marketing strategies. They empower us to tackle daily challenges with precision and insight, but they are not enough by themselves. However, their value is enhanced when complemented by robust client relationships. Despite their undeniable importance, many marketers find themselves involuntarily prioritising infrastructure improvements over interpersonal connections with clients.

Innovation, technology, analytics are essential, but they are not enough by themselves. The danger lies in assuming that technological prowess alone guarantees client satisfaction. The reality is more nuanced.

While efficiency gains from technology are undeniable and allow us to automate at a rapid rate, true client loyalty and satisfaction stem from investing in great talent, nurturing client servicing skills, prioritising personalised interactions and providing an empathetic understanding of their needs. It’s about being present where our clients are, actively listening to their concerns, and responding with tailored solutions that demonstrate our commitment to their success and growth.

In our pursuit of operational excellence and technological innovation, we must not overlook the human element; the personal touch that strengthens bonds and fosters trust. This human touch is what sets exceptional agencies apart from merely functional ones. It requires creating environments where clients feel heard, valued, and understood beyond the metrics and analytics.

If our technological advancements do not align with client relationships and having the right team to collaborate closely with clients, we risk failure. Talent makeup should complement the client’s brand with diversity and inclusion, also playing a large role to offer our client’s businesses fresh perspectives and out of the box solutions.

Perhaps we should blend these tech advancements with different future-proofing methods, customer engagement strategies, and new frameworks for client experiences. Our focus should be on enhancing client retention, fostering robust partnerships, and building loyalty. And ultimately, innovation can only occur from human thinking and creativity from our own lived experiences.

Building lasting client relationships is a journey that demands time, effort, and genuine empathy. It involves aligning our internal processes and team dynamics to ensure every client interaction reflects our commitment to their satisfaction. This commitment extends beyond project deliverables; it encompasses proactive communication, transparent collaboration, and anticipating their evolving needs.

There’s no one-size-fits-all formula for successfully balancing technology focus with client partnerships. Both matters are crucial, but client relationships are uniquely individual. As we navigate the complexities of our industry’s evolution, let’s remember that our clients are at the core of everything we do.

They are not just recipients of our services but partners in our journey towards mutual success. By placing a renewed emphasis on client relationships and satisfaction, we not only enhance our competitive edge but also uphold the values defining our industry’s integrity and longevity.

While AI and technology propel us forward, it’s our commitment to exceptional client experiences that truly distinguishes us as leaders in our field. We should strive to cultivate meaningful connections, foster collaboration, and exceed expectations, ensuring that every client interaction reflects our dedication to their satisfaction and success.

NATHALIE GEVRESSE

RAPID FIRE

Focus for the next 12 months? Our people.

Buzzword we need to kill?

“It has to be human-centric” (We are not talking to aliens yet).

Marketing needs to prioritise?

“Take care of your employees and they will take care of your business.” – R. Branson.

Marketing needs to change?

Stop being intrusive, focus more on creating value.

Top lesson learnt in 2024? Be resilient.

What worries you the most? Our people.

Biggest blessing in your life?

Doing the job that I dreamed of when I was young.

Value/principle that matters the most?

Passion, ownership, empathy, respect.

Next travel destination?

China again.

What is your pet peeve?

Administrative tasks.

Who do you look up to?

Everyone around me is a source of inspiration because there is something to be learnt from everyone.

Top tip?

Trust yourself.

POWER ESSAY – AN ODE TO CREATIVITY AND, ITS TWIN, RESILIENCE

BY Nathalie Gevresse, CEO, Publicis Communications UAE

I feel lucky in life because I get to do the job that I dreamt of doing when I was young. I get to work in advertising: a world of creativity, ideas and novelty. And I’ve been doing it for almost 30 years now. They say, “Choose a job you love, and you will never have to work a day in your life.” But the truth is that even when you do what you love, you need a lot of resilience.

This fact has only increased over the years, with things getting evermore fast paced, with exponential technological changes, with evolving consumer choices and preferences, ultra-personalisation, and constant market evolutions. Resilience is not just a desirable trait — it is a vital component of creativity.

And if your dream is similar to mine, then you realise this rather quickly after joining the industry. Resilience and creativity: these are two qualities quite intricately linked; as resilience fuels creativity, and creativity, in turn, strengthens resilience. The interplay between these attributes is particularly crucial in our industry, where challenges are constant, and the ability to adapt and innovate determines success and longevity.

“Resilience is accepting your new reality, even if it’s less good than the one you had before. You can fight it, you can do nothing but scream about what you’ve lost, or you can accept it and try to put together something good.” - Elizabeth Edwards.

In fact, resilience is about the stories you tell yourself because it reaches your nervous system, your emotions,

your mindset, it gets under your skin. Today, resilience is certainly one of the most needed values in our industry. Within the current, and future, technological or economic evolving environment, it is not about avoiding challenges, they are inevitable, but it is about facing them with courage and a growth mindset. It is about finding new

“The truth is that creativity is hard and so are careers in creativity. I believe that choosing to work in creativity is certainly one of the most admirable, passionate things you can do.”

ways to thrive, even when the old ways no longer work. But this requires not only a specific profile of talents but also a proper learning ecosystem within the work environment to support them.

While resilience supports creativity, creativity also plays a pivotal role in enhancing resilience. Just because

everyone can cook a dish, it doesn’t mean that everyone is good or a Michelin-starred chef. It is easy to have ideas, but it is much more difficult to turn them into successful ideas. For this, you need a combination of persistence, a relentlessness mindset, and a lot of flexibility. In a time of constant change, creativity in our industry is not just about generating novel ideas; it is about thinking strategically and adapting to new realities, navigating complexities, and finding unconventional ways to address challenges, which enhances resilience.

The truth is that creativity is hard and so are careers in creativity. I believe that choosing to work in creativity is certainly one of the most admirable, passionate things you can do. But let’s face it, it’s hard. There is never a dull moment or resting time, all is in constant change, requiring agility, and innovation in record time with multiple and complex challenges at all levels. Working in creativity doesn’t equip you only for a career; it also equips you for the ups and downs of life. The best companies know this, and they give you the flexibility you need, whether you are a working mom, whether you want to ‘work your world’, or whether you are working with cancer.

With the rapid pace of technological advancements and evolving consumer expectations, now more than ever, there will be greater demands on creativity and resilience. Creativity will be essential for devising innovative solutions and agile strategies, while resilience will be crucial in maintaining this creative momentum and navigating inevitable challenges.

SALEH GHAZAL

RAPID FIRE

Focus for the next 12 months?

AHMAD ITANI

RAPID FIRE

Focus for the next 12 months?

Continued growth and innovation.

Buzzword we need to kill?

“Disruptive”.

Marketing needs to prioritise? Relevance.

Marketing needs to change?

Shift from intuition to data-driven decisions.

Top lesson learnt in 2024?

It’s all about the team. What worries you the most?

The fast-evolving nature of the industry.

Biggest blessing in your life? Family, direct or professional.

Value/principle that matters the most? Integrity.

Next travel destination? Tokyo.

What is your pet peeve? Inconsistency.

Who do you look up to?

My two sons.

Favourite restaurant in the Middle East? Right Bite.

What are you reading?

The Anxious Generation. Favourite hobby?

Chess.

Top tip?

Always be positive.

POWER ESSAY: LOOKING INTO THE 2025 SOCIAL MEDIA MIRROR

By Ahmad Itani, Founder and CEO, Cicero & Bernay

We tend to divide time into neat segments, as if each respective period stands alone. The reality is far more fluid; the passage of time is continuous, and the lifespan of the spaces and tools we interact with reflects this. Platforms we rely on today are built on histories and choices, making their evolution inevitable: the ongoing conversation around behaviour and trust in social media is a perfect example, where every update, controversy, and technological shift nudges us closer to important turning points.

One pivotal moment came when users left X en masse, rejecting Elon Musk’s vision for it. The divisive reactions his arrival sparked highlight the deep emotional connections people have with these arenas, connections that are essential to maintaining their relevance. And relevance will be the focus in 2025. While Threads made an ambitious attempt to take over the space, it has since retreated, carving out a new, intriguing identity centered around storytelling. This evolution shows how platforms must (and will) continually adapt to meet the changing demands and values of their users.

The revelations about social media networks deliberately suppressing certain content have become central to discussions about integrity lately, and their role in riots and unrest elsewhere has sparked further debate. Despite these controversies, Instagram has maintained its user base and even taken on a more valued role in disseminating information during crises. Traditional news outlets are increasingly being

overshadowed by these mediums, so it’s no surprise that digital-first, youth-led news services like blinx and such have successfully stepped in to fill the gaps left by mainstream media.

As we move forward, users will likely become even more entrenched in their chosen digital routines. However, we can’t ignore the possibility of a seismic shift brought on by AI. A major artificially intelligent innovation or add-on could emerge on one of these platforms, drawing attention and reshaping the landscape entirely.

“ In 2025, we can expect richer metadata to surface around user behaviours and platform choices, especially as they are driven by the vivid emotions that world events have brought up.”

Snapchat, while no longer dominating the conversation, has shown resilience by engaging its core users and staying ahead of the curve in terms of technological enhancement, including AI hardware. Updates emerge with regularity about the exciting developments they have. The app may not be front and centre, but it continues to prove its versatility.

The much-anticipated augmented reality Meta world we were supposed to be living in by now never materialised, despite the column inches it received. Facebook’s role in this unrealised future didn’t become clear in 2024, and it’s unlikely to do so any time soon. What we can say is that its rivals are showing that smaller, user-focused innovations are what these trend-leading generations demand.

In 2025, we can expect richer metadata to surface around user behaviours and platform choices, especially as they are driven by the vivid emotions that world events have brought up. As Google continues to cling to its Chrome cookies, our approach to SEO is evolving, requiring marketers to adapt swiftly to ensure resonance. Without overstating it, our future is tightly tied to the future of digital habits, platform trust, and technological innovation.

In 2025, much will depend on how these channels respond to users’ demands, values, and ever-evolving expectations. While we may be checking off a new year on the calendar, the atmosphere will likely feel very familiar, leaving us to wonder if it’s us or them who have truly changed.

MAZEN JAWAD

CAREER HIGHLIGHT:

Creativity is the engine that drives our Never Finished story: from the DHL “Yesterdelivery” campaign that generated US$ 43mn in ad value, to the Nissan “Test Life” activation in Kuwait that generated +27 per cent increase from footfall to test drives and sales to, the Lipton “Ramadan Nights” campaign that extended those traditional gatherings in Saudi Arabia far past all previous KPIs. We believe brilliant ideas have the power to drive the bottom line, acting as an economic multiplier that grows our clients’ businesses and builds their reputations.

RAPID FIRE

Focus for the next 12 months?

Our clients – always.

Buzzword we need to kill?

“We’re looking for a digital agency.”

Top lesson learnt in 2024? Numerology.

What worries you the most?

Polarised global politics.

Biggest blessing in your life? My daughter.

Value/principle that matters the most? Integrity.

Next travel destination?

Somewhere on the Horizon.

Who do you look up to?

Our Executive Chairman, Rafic Saadeh. What are you reading?

Zero to One: Notes on Startups, or How to Build the Future.

Favourite hobby? Travel & Discovery.

Top tip?

Never stop exploring.

consulting company. Our brand is based around our belief in the economic power of a brilliant idea that impacts culture, changes minds and behavior, and can even make the world a better place. That’s why clients who work with us view the business of creativity as an investment, not a cost.

This is not just ad agency propaganda. The latest IPA report says that 79 percent of financial analysts value a company’s ‘brand and marketing’ equity over ‘technology’ or even ‘profit’. That perspective is clear when we review some of the most significant global pitches in the past year, as clients continue to hire both large global agencies and newer, more agile challenger agencies with strong brand identities and creative approaches. The power of data and new technologies, such as AI and machine learning, are now accessible across the scale of agency sizes and are not confined to the global holding companies.

“The best agencies empower their employees to shape their companies and become proud of the brands they represent.”

Our business is about people. The best agencies are filled with the best and brightest talent, which is the same for the most successful brands, and that is why agency brands will always matter and why we continue to invest in our people.

At my home in MENA, we expect strong and steady regional economic growth through 2025. We continue to navigate our own set of challenges and opportunities, including political tensions, issues of nationalisation of assets, the education and training of our young people and the increasing branding sophistication of our consumers and our clients.

But despite these challenges, we’ve enjoyed great success in our region with innovative, creative and engaging new campaigns for global clients, such as DHL and Lipton, and for local brands like the advocacy/aid group, The Children of Female Prisoners Association.

We believe that our region, our clients and our people deserve the hard work, integrity, creativity, and passion that we deliver to our clients and our communities, to lay the groundwork for the success of our future generations. That’s why it’s crucial to invest in programmes and initiatives to attract and develop a diverse and inclusive team of young talent, and we will continue to partner with educational institutions, vocational training centers and government agencies to make this future a reality.

The best agencies empower their employees to shape their companies and become proud of the brands they represent. That combination invariably leads to the best work. And that’s what every CMO should want, from Dubai to Detroit.

REHAM NADER MUFLEH

RAPID FIRE

Focus for the next 12 months?

Building relationships – professional and personal.

Buzzword we need to kill?

Matcha!

Marketing needs to prioritise?

Insightful, locally relevant communication.

Marketing needs to change?

Keep doing the same thing and expecting a diﬀerent result.

Top lesson learnt in 2024?

Democracy is not so democratic in our world.

What worries you the most?

The situation in my home country, Palestine.

Biggest blessing in your life?

Family and ‘framily’ – friends who became family.

Value/principle that matters the most?

Respect, humility, and genuineness.

Next travel destination?

Japan, one day!

What is your pet peeve?

People who don’t try.

Who do you look up to?

My late father.

Favorite restaurant in the Middle East?

Abu Jbara. If you know, you know.

What are you reading?

A book in Arabic by Dr. Ahmed Khaled

Touﬁc. A collection of short stories about paranormal activities. I don’t read it at night!

Favourite hobby?

A new interest, more than a hobby –educating myself about ﬁnancial markets.

Top tip?

Don’t be scared to fail, life will happen either way!

POWER ESSAY: NEED OF THE HOUR – CRACKING THE GEN Z CODE

By Reham Nader Muﬂeh, Managing Director, Horizon FCB

It’s no secret that the advertising landscape is continuously changing. Advertising in the Middle East speciﬁcally is experiencing a transformative phase, driven by rapid digitalisation and steered by a new generation.

And there is no surprise there. Young people are, and will always be, the advocates and drivers of change. In our region, young people are the largest and one of the fastgrowing demographics, so they naturally play a pivotal role in shaping the advertising scene. And they are not just consumers but also trendse ers, inﬂuencing purchasing decisions and brand perceptions.

Our youth, or Gen Z as we call them today, are the next generation’s moms, dads, marketers, clients, and even advertisers. They are the ones who will be in the driving seat next, if not already there. They are more aware, ethical, authentic, exposed, advanced technologically, socially aware & storytellers.

For marketers and brands, connecting with Gen Z would signiﬁcantly reshape the advertising industry by shifting the focus toward more authentic, engaging, and socially responsible strategies. As this demographic increasingly demands transparency and relatability, brands will need to move away from traditional advertising models that prioritise polish and perfection, instead embracing raw and genuine storytelling that resonates with their values and experiences. The rise of digital platforms and inﬂuencer culture will further drive innovation in campaign strategies, encouraging the use of interactive and immersive content that fosters community and participation.

Ultimately, understanding and integrating into their interests and lifestyles, as well as speaking their language (rather than speaking at them), will enable brands to establish strong brand loyalty and advocacy, transforming the industry by prioritising empathy, inclusivity, and meaningful connections over mere transactions. And, as a result, advertising will become a more dynamic and responsive environment, be er reﬂecting the diverse voices and aspirations of the younger generation.

This all sounds great and on paper makes total sense, but would this be enough to ‘crack Gen Z code’? Do we really want to be ‘the-40+-year-old-bunch’ that sits in a room throws theories, makes assumptions and speaks on their behalf?

It’s very interesting to see how most marketers and advertisers now use the term ‘Gen Z’ casually whenever they want to either impress or feel that they ticked all boxes. Not realising that we were like them once and needed to belong, feel heard, be acknowledged and have a voice.

This is not rocket science. Similar to previous generations and generations yet to come, we need to connect with our young people by immersing ourselves in their culture and spending time with them. We must listen to their conversations, follow their pages, hire them and make them part of our entourage. Not only is this basic industrial psychology, it’s also common sense.

It’s like when a middle-aged songwriter, who has fallen in and out of love several times through their life is divorced and has two children, needs to be able to write a song that will resonate with teenagers. Through the lyrics they make them taste the sweetness of the beginnings of young love, cry from the pain of ﬁrst heartbreak, and feel the electricity of the ﬁrst touch.

We are no diﬀerent. We’re the artists, the creators, the storytellers. We express ideas, harness creativity, entertain, inform and weave a narrative that must speak to all audiences.

By cracking this fusion of ‘channeling our inner teenagers’ and ‘mastering the artistry of storytelling’, we can help brands create a powerful platform for communication to inspire, evoke emotions, and empower young people to see themselves in the stories being told. Have we cracked the code?

DANY NAAMAN

structured, with all disciplines under one roof and working towards a shared goal. Collaboration thrives on two critical elements: the right mindset and the right framework. Generosity, openness, and team spirit are essential, but they must be paired with clear structures to drive results.

“Collaboration thrives on the right mindset and the right framework. Generosity, openness, and team spirit are essential, but they must be paired with clear structures to drive results.”

That’s where our integrated model comes into play, allowing us to operate fluidly across disciplines –whether it’s creative, media, production, or strategy. This cross-functional approach ensures that the solutions we bring are tailored to client needs, not bound by traditional silos. Our growth teams are constantly looking for opportunities to foster internal cross-pollination between disciplines, ensuring we don’t just solve problems in isolation but create value across the board. Take our dashboards as an example. They’re not just a tool for media or performance – they add value across disciplines by providing insights on

approach. The results speak for themselves: 62 per cent of our revenue now comes from clients who rely on us for more than one line of service.

Our success isn’t just driven externally – it starts within. Across Havas, from leadership to individual teams, there’s alignment and belief in the value of collaboration. Strategy and data consulting, for instance, have grown four fold year-on-year, a direct result of teams recognising how these solutions can elevate their work and drive better outcomes for clients. When leadership fully buys into the model, it creates an unstoppable momentum that drives growth across the organisation.

Looking forward, our new Converged strategy will take this even further, building stronger bridges between creativity, media, production, and technology.

At the core of Converged is a new Operating System, designed to deliver integrated, meaningful value through four steps that mirror the client journey: intelligence, design, activate, and measure. Powered by data, technology, and AI, with creativity at its heart, this new OS will be rolled out across all areas of expertise, empowering our 23,000 talents to work smarter, faster, and more effectively. This isn’t just about efficiency; it’s about crafting more innovative, impactful solutions. By combining the latest in tech with our creative expertise, Converged will enable us to not only keep pace with change but to lead it.

Additionally, our expansion through ventures like Liquid Havas and H/Advisors is a testament to our commitment to collaboration and integration. As we continue to grow, our focus remains on building a seamless model that leverages the strengths of every team, ensuring we can deliver unmatched value to our clients.

At the end of the day, collaboration isn’t a buzzword – it’s the engine that drives business success. Our clients don’t just benefit from individual talents; they gain access to a team united by a shared vision to create meaningful, lasting impact. The future demands nothing less.

RAPID FIRE

Focus for the next 12 months?

Accelerate the transformation across our Middle East operations.

Buzzword we need to kill?

Always on.

Marketing needs to prioritise?

Partnerships.

Marketing needs to change?

Double standards.

Top lesson learnt in 2024?

Patience is a virtue.

What worries you the most?

Globalisation of indifference

Biggest blessing in your life?

My family.

Value/principle that matters the most?

Generosity.

Next travel destination?

Riyadh.

What is your pet peeve?

Beating around the bush.

Who do you look up to?

Pope Francis.

Favourite restaurant in the Middle East? Zuma.

What are you reading?

‘Atomic Habits’.

Favourite hobby?

Football.

Top tip?

Try, try, try.

CAREER HIGHLIGHT:

At Havas Middle East, the past six years have been a remarkable journey of growth, innovation, and dedication. I’m incredibly proud of what we’ve accomplished as a team. From expanding our regional footprint to delivering forward-thinking solutions, our success is driven by passion, creativity, and collaboration. Our achievements –entering new markets and launching cutting-edge services – reflect the talent and determination that define us. Today, we stand stronger than ever, with a reputation for delivering meaningful results. As we look ahead, I couldn’t be prouder of the milestones we’ve reached and the opportunities ahead.

WISSAM NAJJAR

transformed adversity into a launchpad for success has been a defining point in my career.

RAPID FIRE

Focus for the next 12 months?

Redefine excellence and own tomorrow.

Buzzword we need to kill?

It’s time to retire digital transformation, we’ve already transformed, now let’s innovate and redefine the game!

Marketing needs to prioritise?

Balancing the focus on short-term performance while preserving and enhancing long-term brand equity.

Marketing needs to change?

Stop playing it safe and start breaking the rules.

Top lesson learnt in 2024? Comfort breeds complacency; discomfort drives growth. What worries you the most? Stagnation.

Biggest blessing in your life? Relentless ambition and a supporting family that fuels it.

Value/principle that matters the most? Accountability without excuses. No blame, just responsibility.

Next travel destination?

Amalfi Coast.

What is your pet peeve?

Arrive late, and you’ve already lost me. Who do you look up to?

Omnicom’s visionary “Shark”. His relentless pursuit of perfection, fearless determination, and ability to push limits inspire me every day.

Favourite restaurant in the Middle East? Cipriani, Dubai

What are you reading? ‘Relentless’ by Tim Grover, delves into what it truly takes to be unstoppable in any journey.

Favorite hobby? Padel.

Top tip?

Impossible is nothing: If it’s not impossible, you’re not dreaming big enough.

POWER ESSAY: BOLD LEADERSHIP FOR AN INDUSTRY IN FLUX

By Wissam Najjar, Chief Operating Officer, OMG MENA

There’s a narrative out there that suggests media agencies are on the decline, rendered obsolete by the rise of automation, programmatic buying, and direct-to-consumer models. But the reality couldn’t be more different.

Far from being unnecessary, media agencies are more essential today than at any point in history. As brands navigate an increasingly fragmented and complex media landscape, they are realising that their success hinges on the expertise, strategy, and innovation that only a trusted partner can provide.

Today’s media landscape has evolved into a labyrinth of platforms, devices, and channels, each governed by its own set of rules, algorithms, and complexities. It’s no longer about simply buying ad space, it’s about mastering an ecosystem that demands seamless, personalised experiences at every touchpoint. Brands are under pressure to navigate a perfect storm of challenges: data privacy concerns, shifting regulations, and relentless technological advancement. This is where media agencies come in, not as intermediaries but as navigators.

Brands need more than just impressions, they must cut through the noise, bring order to chaos, and achieve measurable impact. Whether it’s crafting seamless cross-channel strategies, leveraging data to create personalised experiences, or staying ahead of rapid technological shifts, brands can navigate and thrive in an ever-evolving ecosystem with the right strategic guidance and expertise supporting them.

As the complexities grow, the expectations placed on brands have never been higher. Gone are the days when simply reaching a broad audience was enough. Today’s clients need to reach the right audience at the right time with the right message, and they need to do it in a way that drives tangible business outcomes. This requires not just technology but insight, creativity, and a deep understanding of how to weave together different channels into a cohesive narrative.

This is where the collaboration between clients and agencies becomes essential. Internal teams, no matter how capable, often don’t have the bandwidth or the breadth of

expertise and always benefit from the specialised expertise and support agencies provide. By bringing together marketers, data scientists, strategists, creatives, and technologists, both clients and agencies help craft campaigns that are both efficient and impactful. This partnership ensures brands always remain agile and ahead of the curve.

Even with the rapid advancemenrts in data and technology, creativity remains the beating heart of effective media campaigns. While automation may streamline processes and enhance efficiencies, it will never replace the magic of a well-crafted message that resonates emotionally with its audience. In a world flooded with content, creativity is the spark that sets a brand apart and makes it unforgettable.

The media industry today calls for bold leadership, a commitment to push boundaries, take calculated risks, and constantly challenge the status quo. In this evolving landscape, agencies and clients must work hand in hand to embrace new platforms, experiment with emerging technologies, and stay ahead in an increasingly competitive environment. Together, we are not just following trends, we’re setting them, guiding brands through today’s complexities with confidence and vision.

Brands that partner with forward-thinking agencies are better positioned to adapt, innovate, and thrive in a world that rewards boldness and creativity. Media agencies aren’t relics of the past; they are dynamic, essential partners, guiding brands through one of the most complex eras in media history. As the landscape shifts, the value of this partnership will only grow. Today, clients don’t just need a partner who can execute, they need a partner who can lead.

To those who believe agencies are becoming less relevant, I say: think again. The brands and agencies that truly grasp the value of their partnerships are the ones poised to thrive in this new era. Far from fading into irrelevance, media agencies are stepping into a future where our role is not just to survive but to lead the industry forward with vision, creativity, and purpose.

JOE NICOLAS

RAPID FIRE

Focus for the next 12 months?

Bringing back colour and beauty into our industry.

Buzzword we need to kill?

‘Best practice’.

Marketing needs to prioritise? Inspiration.

Top lesson learnt in 2024?

Surround yourself with great minds.

Biggest blessing in your life? My family.

Next travel destination? Istanbul.

Your pet peeve?

PowerPoint presentations with poor design.

Favorite restaurant in the Middle East? McDonald’s.

What are you reading?

‘Scary Smart’.

Favourite hobby?

Indoor playgrounds.

Top tip?

Don’t always assume the crowd is going in the right direction.

“The future of our industry hinges on the final brief we deliver to machines – a brief that will decide whether we remain on a path of mediocrity or carve out a future brimming with passion and innovation.”

As we delegate more of our processes to machines, leveraging their intelligence and innovation, we must ask ourselves: Has our recent work truly represented the peak of our capabilities? Or, in our relentless quest of best practices, are we at risk of being remembered as the dark age of marketing?

Our obsession with best practices has turned us into maestros of efficiency, perfecting the art of rapid execution and deploying strategies across platforms at breakneck speed. While AI has driven a 40 per cent increase in media optimisation efficiencies this year – amplifying our capabilities – our relentless pursuit of optimisation has led us into a dangerous trap.

We’ve allowed uniformity to eclipse uniqueness, and speed to outweigh substance. Brands that once stood out now converge in the same spaces, speaking the same language, and offering little in the way of true differentiation. In essence, we have raced to the mean, creating a world of bland brands.

While machines are powerful tools, they are limited in their ability to pivot once set on a path. Without deliberate efforts to cultivate differentiation, we risk diminishing our brand’s ability to stand out in an increasingly competitive landscape.

As we embark on this transformative journey, we are presented with an extraordinary opportunity to redefine how brands connect with the world. But to seize it fully, we must first confront the homogenised landscape we’ve created and take bold, decisive steps to recalibrate our approach.

In the end, the future of our industry hinges on the final brief we deliver to machines – a brief that will decide whether we remain on a path of mediocrity or carve out a future brimming with passion and innovation.

Now is the time to lead a renaissance in our industry. While we have achieved significant progress, the future demands a final brief that transcends simplistic, black-and-white thinking.

Machines must be guided to look beyond mere metrics, embracing the full spectrum of possibilities – bringing the human touch of empathy, creativity and beauty to the forefront of advertising. We must rise to the challenge of breaking free from the comfort zone of best practices.

PAULINE RADY

This is epitomised by brands like Jacquemus and Loewe, which craft stories that deeply resonate with consumers and emphasise exclusivity and sophistication.

What’s striking about these luxury brands is their ability to remain true to their core identity while adapting to fast-changing times. Jacquemus, for instance, doesn’t just sell fashion; it sells a vision of bold, innovative design. Known for its avant-garde approach, Jacquemus has successfully maintained its reputation for pushing boundaries while embracing the digital age. Its storytelling revolves around challenging fashion norms and adopting a new, edgy aesthetic, resonating with a younger, trend-conscious audience without losing its haute couture essence.

Loewe illustrates how a luxury brand can reinvent itself while staying true to its high-fashion roots. Originally renowned for its traditional craftsmanship, Loewe has managed to blend this heritage with contemporary trends. The brand’s engagement with vibrant TikTok trends and collaborations with modern artists showcases its adaptability and youthful spirit. Loewe’s ability to merge haute couture with playful, cutting-edge trends highlights its commitment to both tradition and innovation, connecting with a diverse, global audience.

More luxury brands are innovating while staying true to their ‘savoir-faire’, or unique expertise and identity. Brands like Gucci, Dior, and Louis Vuitton have embraced innovation by becoming pioneers in integrating the metaverse into their overall strategies. For example, Gucci launched a virtual garden in Roblox, allowing users to explore and purchase digital products, while Dior created unique experiences in the metaverse to engage with younger audiences. Louis Vuitton also joined the digital world by hosting a virtual fashion show in the online game League of Legends, where players could experience their latest collection in an immersive environment.

In addition to their innovative initiatives, brands are evolving by collaborating with celebrities who resonate with younger audiences. A recent example is Dior’s campaign featuring Rihanna as the new face of J’adore, which connects with a demographic that idolises her. Similarly, Tiffany & Co. has made regional distinctions by choosing singer Nancy Ajram to resonate with local audiences, further enhancing their appeal in the market.

The lesson from these luxury brands is clear: it’s not just about keeping pace with technology or chasing fleeting trends. Enduring success comes from maintaining a strong sense of identity and purpose. In a fast-paced world, it’s easy to get swept up in trends and lose sight of what makes a brand unique. Luxury brands navigate this landscape with a long-term vision, building narratives that enhance their offerings rather than diluting their identities for short-term gain.

Creating compelling and enduring narratives can transform the ordinary into the extraordinary. By adopting the luxury brand approach of selling stories rather than just products, brands can forge deeper connections with customers and unlock authentic, sustainable growth.

In times of rapid transformation, humans continue to dream, yearn, and aspire—perhaps more than ever. Authentic connections and meaningful narratives ignite our passions and drive us to reach for something greater. Amidst the noise, we turn to legacy brand they tell their stories with heart and soul.

Brands that master this art will not only thrive but also make a lasting impact on all of us.

RAPID FIRE

Focus for the next 12 months?

Foster transformation while building trust and strong leadership with both teams and clients.

Buzzword we need to kill?

‘Going viral’.

Marketing needs to prioritise?

Consumer centricity and drive omnichannel experiences.

Marketing needs to change?

Break silos and encourage collaboration to create cohesive strategies that reflect all aspects of the brand.

Top lesson learnt in 2024?

Never be afraid of change; embrace it as an opportunity for growth and always know your value.

What worries you the most?

The thought of ceasing to dream.

Value/principle that matters the most?

Resilience and perseverance.

Next travel destination?

Tokyo, Japan.

What is your pet peeve?

When people use excuses to obscure the truth instead of being transparent and straightforward.

Who do you look up to?

I look up to my mom; she taught me to always believe that no matter how difficult the situation may seem, tomorrow will bring a better day.

Favourite restaurant in the Middle East?

Kami Sushi in Gemmayze, Lebanon.

What are you reading?

Atomic Habits.

Favourite hobby?

Skiing with my kids and husband, as well as exploring authentic restaurants.

Top tip?

Always focus on solutions not problems, and never compare yourself to others; simply concentrate on your own journey.

CAREER HIGHLIGHT:

Spearheading a groundbreaking media transformation for LVMH in the MENA region. Through a comprehensive digital overhaul and the successful launch of more than 20 e-commerce platforms, we were able to significantly enhance the region’s visibility and competitiveness on the global stage. This transformation not only elevated MENA to be on par with other key markets but also set a new standard for balancing brand prestige with performance-driven results. A critical aspect of this achievement was the deep, strategic alignment I fostered with our clients.

DANI RICHA

The MENA region, with its emphasis on human connection and shared values, offers the perfect environment to showcase how data and AI can deepen relationships between brands and consumers.

Here, in the heart of this culturally rich and diverse region, data is no longer just a tool for optimisation – it’s the means by which brands can cultivate genuine connections that resonate on a human level. In the MENA context, relationships are built on trust, empathy, and shared experiences, and it’s this essence that data helps brands to nurture.

Picture a future where brands and consumers aren’t merely exchanging information, but are involved in an evolving relationship. Data serves as the trusted ally that enables brands to act with empathy, anticipate needs, and offer the kind of thoughtful gestures that turn a transaction into a meaningful moment.

Leading MENA-born brands – airlines, hospitality groups, and more – have already mastered this, translating data into personalised experiences that feel as genuine as a friend’s well-timed message. Whether it’s a thoughtful gesture during Ramadan or a culturally nuanced offer that recognises the uniqueness of a particular audience, data is the new language of connection.

In a region where the collective is as important as the individual, brands that tap into data are able to go beyond personal interactions and foster communities. Brands that listen deeply and act thoughtfully build not only customer loyalty but also advocates who feel emotionally invested in their success. This sense of community, built on trust and

shared experiences, is a powerful testament to the role data can play in enriching human relationships.

MENA’s distinctive cultural fabric positions it as the ideal testing ground for this data-driven marketing evolution. When wielded wisely, data has the power to elevate human connection, to help brands navigate cultural nuances with precision, and to nurture relationships that last. It’s not about outpacing competitors; it’s about using data to create bonds that transcend the transactional and endure in the hearts of consumers.

“Brands that listen deeply and act thoughtfully build customer loyalty and advocates those who feel emotionally invested in their success.”

This human-first approach is the future of marketing in MENA. Brands that intertwine data with creativity are the ones telling the most compelling stories, celebrating shared values, and building legacies. The success of MENA brands in global markets proves that when data is used to serve human needs, the result is not only stronger brand equity but also lasting connections that fuel enduring success.

RAPID FIRE

Focus for the next 12 months?

Harnessing the power of AI.

Buzzword we need to kill?

Game-changer.

Marketing needs to prioritise?

Big ideas.

Marketing needs to change?

Myopic short-term tactics.

Top lesson learnt in 2024?

Unlocking the true potential of AI.

What worries you the most?

Ignorance with arrogance.

Biggest blessing in your life?

Maya, Yasmina, Julian and Tamara.

Value/principle that matters the most?

Humility and perseverance.

Next travel destination?

AlUla.

What is your pet peeve?

Long voice messages.

Who do you look up to?

Firefighters.

Favourite restaurant in the Middle East? Rohan at The Arts Club.

What are you reading?

Play Bigger

Favourite hobby?

Collecting fine-aged beverages.

Top tip?

Cherish relationships.

CAREER HIGHLIGHT:

Dani has been honoured as the Dubai Lynx Advertising Person of the Year. Under his leadership, over the last three years, his agency has garnered an impressive 36 Agency and Network of the Year Awards, including Campaign’s Global Best Network in MEA three times and has held the title of Cannes Lions Regional Network for six years running, winning four Cannes Lions Grand Prix. He is leaving a mark on creativity with purposedriven campaigns, which positively impact our planet, freedom of speech and diversity.

MAMOON SBEIH

pivotal moment. Rapid economic growth, ambitious national diversification and investment strategies –particularly in the Arab Gulf countries – have opened the door to immense growth opportunities.

However, opportunity is always closely shadowed by challenges. Success today depends on a clear vision and a comprehensive strategic approach.

This begs the question: how do you develop a clear vision and strategy to set yourself up for success? For me, it comes down to one guiding principle: purpose-driven growth.

Many firms continue to operate within the confines of the age-old premise that profit is the top and bottom line of every business. So, let’s take that as our starting point, and dispel it as a relic of another time.

Companies today need to be grounded in, and grow from, a common purpose. Today’s generation of conscientious consumers is less willing to engage with enterprises unless they adhere to a clear set of values and make a meaningful impact through their work. And this is the root of purpose-driven growth.

Purpose is not just a slogan. It’s the driving force behind lasting success. Over the years, I’ve found that true satisfaction comes from seeing our clients succeed in their endeavors and knowing we contributed to that journey. This is especially true of the Middle East and North Africa, where we are often fortunate to be part of national transformation projects, working with people who are moving the needle on entire societies, economies and communities.

Today, the region’s economic growth and diversification is accelerating at lightning speed. And APCO’s involvement in significant initiatives in the UAE and Saudi Arabia, such as the hosting of COP28 in the UAE and the World Economic Forum Special Meeting in Riyadh to mention just a few, speaks volumes of our commitment to supporting the

multiple mega-tourism projects in Saudi Arabia, further cementing our role in the region’s development.

As one of the fastest-growing regions in the world, MENA presents a remarkable opportunity not only for us, as a firm, but also for the vast majority of international businesses operating here. An example that demonstrates this point is this: in August 2023 just three months before COP28 UAE, APCO Insight conducted global research across 39 countries. Our research revealed that sustainability and climate action are top priorities across generations and geographies. One of the most telling findings of our research, particularly in the Middle East, was about employability: young talent overwhelmingly prefers companies with a clear, genuine commitment to sustainability.

If your company’s purpose is to make people happy, or in our case, to build the un/common ground upon which progress is made, the challenge lies in embedding that purpose into every aspect of your organisation. The biggest ambassador of any brand is its employees. Building a model that they believe in helps capture and embed the diverse values across multiple generations that can build a sustainable brand.

The path ahead is filled with both opportunities and challenges. By focusing on purpose, sustainability, and a genuine commitment to ESG, regional players in MENA can build a legacy that extends beyond mere profit and puts people, the planet and our shared prosperity front and center.

I hate to generalise, but for a long time, businesses, as well as our industry, dismissed purpose as fluff and triple bottom line as a punchline. It was an inhibitor to business, or it was a box to tick. Those days have gone. You simply can’t scale, hire, sell or connect without it, and that should tell us something. Purposedriven growth is really the only kind of sustainable growth there is.

RAPID FIRE

Focus for the next 12 months?

New, innovative products and services, and happy clients.

Buzzword we need to kill?

“Outside the Box.”

Marketing needs to prioritise?

Target audience.

Top lesson learnt in 2024?

Change is constant.

What worries you the most?

Missing perspective.

Biggest blessing in your life?

Family and friends.

Value/principle that matters the most?

Empathy.

Next travel destination? China.

What is your pet peeve?

“Can’t do it.”

Who do you look up to?

My mother.

Favourite restaurant in the Middle East?

Il Borro Tuscan Bistro Dubai in Jumeirah Al Naseem.

What are you reading?

The Anxious Generation by Jonathan Haidt.

Favourite hobby? Boxing.

Top tip?

Think positive.

CAREER HIGHLIGHT:

Growing APCO’s MENA office from a team of 15 in 2006 to more than 360 in 2024 has been a proud and humbling journey, to say the least. Our strength and unity at work are characteristics of our teams that I deeply appreciate and admire. The way we work is centered around our people; it is their grit, expertise and strong sense of collaboration that continues to drive our growth. APCO also draws on a deep pool of talent, knowledge and expertise from nearly 1,200 people from more than 30 global offices to every client we have. If I can take away one thing from the years that I’ve spent in this role, it is that our creativity and entrepreneurial mindset are what make APCO stand out, and I am so proud of that.

AMMAR SHARAF

innovation, and industry leadership.

RAPID FIRE

Focus for the next 12 months?

Maintaining the company’s impressive growth trajectory.

Buzzword we need to kill?

All of them, if all we are doing is just trying to sound impressive without providing real substance.

Marketing needs to prioritise?

More accurate data-driven decision-making for better customisation.

Marketing needs to change?

In the dynamic world of business, where the only constant is change, we need to continuously evolve to remain effective.

Top lesson learnt in 2024?

Investing in innovation and technology pays dividends in both the short and long term.

What concerns you the most?

Helping young professionals find their way to success and making sure that they feel important as part of the group, encouraging people who have joined our family to add

value both to the companies and to themselves.

Biggest blessing in your life?

My three amazing daughters.

Value/principle that matters the most?

Integrity.

Next travel destination?

For business, an industry event; for leisure, somewhere quiet please.

Who do you look up to?

I have always deeply appreciated the opportunities that the UAE leadership has given to so many people.

What are you reading?

Mostly trade and industry publications.

Favourite hobby?

I’m a sports fan. So, this year, I really enjoyed watching the Euros and the Olympics.

Top tip?

The key to long-term success and growth in the UAE is a willingness to continually learn and adapt with agility: remaining stagnant is a sure-fire recipe for failure.

POWER ESSAY: CELEBRATING 20+ YEARS OF INNOVATION & GROWTH

By Ammar Sharaf, Founder and CEO, Viola Communications

Reflecting on more than 30 years in the marketing and communications industry, I am both humbled and proud of the transformative journey I’ve been on as the Founder and CEO of Viola Communications.

Having always been actively involved in the region as a corporate leader, I’ve had the unique opportunity to not only contribute to the growth and maturity of modern marketing communications but also to shape its future and influence responses to the rapid changes we encounter daily. My career has been defined by a relentless pursuit of innovation and excellence, propelling Viola Communications to its leading position in the UAE market.

I still vividly remember stepping into the office for the first time, filled with excitement and determination to follow my vision of building something remarkable. As the first one through the door, I laid the foundations for what would become one of the most dynamic and innovative marketing and communications groups in the region. Each decision, challenge, and success during those early days was a step toward realising this dream.

Founded in 2001, Viola Communications has grown into one of the largest integrated communication organisations in the region. Our team, comprising over 300 professionals from more than 20 nationalities, operates from our headquarters in Abu Dhabi and offices in Dubai and Cairo. I have immense pride in how Viola

has expanded its services since then to offer a uniquely comprehensive in-house marcomms solutions, including media planning, advertising, public relations, events management and production, digital marketing, and outdoor media solutions. This holistic approach has further support from our subsidiaries – Purple Exhibitions, Purple Printing, and the soon-to-be-launched Purple Digital Solutions.

To be honest, we have passed so many important milestones over the years, but among my proudest achievements this past year is seeing Viola consolidate its healthy financial position with continuous growth and business expansion.

In addition, being ranked in the top ‘Best Workplaces in the Middle East’, #4 ranking among the Best Workplaces in Media, Advertising, and Marketing in GCC, and one of the Best Workplaces for Women in GCC in 2024 underscores our dedication to creating an exceptional work environment and celebrates our people as our greatest asset.

Also this year, Viola Outdoor launched the first ever OOH pan-Emirate bridge banner network and pioneering DOOH solutions like D.Toplight, D.Highlight, D.Totemlights and Digital Hoardings that collectively reflect our unwavering commitment to excellence and innovation.

For the agency, our outstanding projects this year have earned us 12 prestigious industry awards, highlighting our status as leaders in the region.

Our comprehensive CSR programme, ‘Viola with You’, embodies our commitment to community and sustainability focusing on four main pillars: fostering a strong team culture, creating a positive social impact, raising awareness about sustainability, and ensuring stakeholder inclusivity. ‘Viola with You’ represents our pledge to drive positive change and contribute to a better future, extending our dedication beyond mere business success.

I am deeply committed to giving back to the community and nurturing the next generation of leaders, thinkers, and innovators. My core values of integrity, dedication, and relentless pursuit of excellence guide both my professional and personal life, as I strive to create a lasting impact.

The strategic roadmap for the group has always centered on continued growth and expansion. I firmly believe that strategic and agile communication has the power to drive business success and achieve remarkable results. My philosophy is deeply inspired by UAE leaders who have always demonstrated how vision and innovation can combine to shape the future.

On our way forward, we remain committed to our mission of delivering exceptional value to clients and stakeholders, while having a positive impact on the community. Here’s to the next chapter for the Viola Group: may we continue to break boundaries and lead the way.

FABIO SILVEIRA

RAPID FIRE

Focus for the next 12 months?

Our people

Buzzword we need to kill? Disrupt.

Marketing needs to prioritise?

Long term relationships.

Marketing needs to change? Pitching processes.

What worries you the most? Processes.

Biggest blessing in your life?

My wife andw daughters.

Value / principle that matters the most? Integrity.

Next travel destination?

Guararema, São Paulo, Brazil.

What is your pet peeve?

Texting in ungodly hours.

Who do you look up to?

My parents.

What are you reading?

The Grufallo’s child (twice, every evening).

Top tip?

“Leaders eat last.”

expression, architecture, innovation, are drivers of countries’ visions and change, opening, and growth are a natural part of how the society positions itself.

Add to this exceptional moment of creative expression and ambitious long-term national visions the media revolution defining our era. The multiple content, channels, messages, and audiences may feel as though they’ve always been present – but they haven’t. The rapid, volume-driven, ephemeral content we generate by day and absorb by night was not a part of our professional landscape not so long ago, at least not in the form we recognise today.

We live in a world that is in constant flux; operate in an ever-evolving industry; in a region that is forging its future to be a global player in the creative industry. Our task is to decipher patterns that arise from the seeming chaos of change and turn it into value, employment, and growth; to transform insights into culture and use them to craft brands, icons, symbols, and defining moments.

The region follows no template, so why should our industry? With this vibrant mix of talent, infrastructure and opportunity, the Middle East creative industry will continue to flourish. The success of our creative industry will not only attract more global talent but will also catapult our regional talent into creative stratosphere. Our competitive edge lies in the dual nature of multiculturalism: it brings the perspectives of dozens of nationalities together to forge creative excellence, yet it also demands constant vigilance

“Our task is to decipher patterns that arise from the seeming chaos of change and turn it into value, employment, and growth; to transform insights into culture and use them to craft brands.”

had done that” moments. After all, it is easy to recognise genius when we see it; it is refreshing to see great work coming to life; and inspiring to see effort being recognised.

Back in my office, still gazing out the window, I can’t help but to think of the privilege that it is to be in the Middle East, working in the creative industry at this moment in time. We are going through a golden age, where agencies in our region are being recognised in all main creative festivals in the world, where the talent we see our talent flourish and our regional campaigns be talked across continents. I’m also filled with a deep sense of pride of the role that Havas has played in recent years - from the spotlight of global excellence, to developing a truly integrated and efficient product, without losing sight of what matters the most: that creative spark that made us fall in love with our industry to begin with.

DANA TAHIR

RAPID FIRE

Focus for the next 12 months?

Regional footprint.

Buzzword we need to kill?

Very demure, very mindful.

Marketing needs to prioritise?

Work-life balance.

Marketing needs to change? Pitching process.

Top lesson learnt in 2024? Pick your battles.

What worries you the most?

Losing loved ones.

Biggest blessing in your life? My family.

Value/principle that matters the most? Integrity.

Next travel destination? Japan (hopefully).

What is your pet peeve?

Unpunctual people.

Who do you look up to? My father.

Favourite restaurant in the Middle East? Mythos.

What are you reading?

‘The Neuroscience of Leadership Coaching’.

Favourite hobby?

Weight training.

Top tip?

Communicate more.

is often neglected.

“Regional players have the opportunity to develop empowered, confident communicators who are eager to seize opportunities that will catalyse growth for their business.”

Now more than ever, communicators must internally prioritise ‘stabilising’ messages that promote calm and consistency – all while balancing a business and being in the pursuit of meeting targets. So, how do we set the groundwork for adopting such practices?

Firstly, the need for a balanced approach should make us focus on what’s working on a given day, instead of what constantly needs to change. While managing change is essential, fostering stability is equally critical to maintain trust and morale. Stability is not about resisting change; it’s about creating a sense of continuity that allows employees to navigate new directions with confidence.

Secondly, transparency and supportive communications are now more than ever critical for securing buy-in. Leaders must help their teams

change. At HAVAS Red, we introduced a strategy of identifying trusted employees who have the trust of their colleagues, to act as communication ambassadors – a powerful new communications tool. This approach underlines the importance of leveraging employee ambassadors and other methods to manage change, boost team morale and minimise disruption. Another evergreen strategy to increase buy-in is to use inclusive language – employing ‘we’ instead of ‘you’, creating a collective sense of purpose and responsibility.

In today’s polarised world, putting clear policies in place, prioritising transparent, consistent and supportive communications is more than a strategy — it’s a necessity. Balancing disruption with messages that reassure and unite can help organisations ensure resilience and cohesion within their team. When people are meaningfully engaged, they become an accelerant for successful transformation.

The implications for the PR industry in the Middle East are significant as we strive to grow our business and surpass client expectations. Regional players have the opportunity to develop empowered, confident communicators who are eager to seize opportunities that will catalyse growth for their business. To navigate challenges successfully, we must focus on what works well and stakeholder engagement, to mitigate risks and challenges that will come our way.

As Heraclitus once said, “the only constant in life is change.” None of this diminishes the fact that embracing change is crucial – in fact, change lies at the heart of our ‘why’. At the end of the day, why do we drive change? To better serve our clients and to drive productivity and innovation.

Embracing this mindset, while fostering stability and clarity, will be key to navigating the road ahead, ensuring that PR professionals in the Middle East remain vital players in an ever-changing global landscape.

HOUDA TOHME

all celebrate. capabilities require ongoing investment in specialised talent and resources.

RAPID FIRE

Focus for the next 12 months?

Regional growth.

Buzzword we need to kill?

Buzzword.

Marketing needs to prioritise?

Building brand equity.

Marketing needs to change?

Demanding more for less.

Top lesson learnt in 2024?

The grass is not always greener.

What worries you the most?

Health of loved ones.

Value/principle that matters the most? Honesty.

Next travel destination? Cyprus.

What is your pet peeve?

Not going the extra mile.

Who do you look up to?

My team.

Favourite restaurant in the Middle East?

Burj El Hamam in Lebanon.

What are you reading?

Becoming Supernatural

Top tip?

Always stay true to your values.

Yet, the pressure to reduce costs has led agencies to make difficult decisions, often resulting in stretched teams and, inevitably, missed opportunities for excellence. This pattern not only affects agencies but ripples across the industry, where media vendors also face constraints in investing in premium content and technology needed to deliver the quality that clients expect.

Another area of concern is the frequency of re-pitching, which has become increasingly commonplace. While periodic reviews can foster fresh thinking, the current practice of frequent pitches, often driven by short-term cost-saving objectives, detracts from the long-term strategic relationships needed for true innovation. It diverts both agency and client focus away from core objectives, placing a strain on resources.

A more structured and strategic approach to pitching would allow agencies and vendors to operate in an environment conducive to genuine collaboration and sustained value creation. Across advanced markets, we’ve seen how long-term client-agency relationships consistently deliver better outcomes. These partnerships are built on a clear understanding of the value each party brings to the table. They are supported by regulations and industry standards, often government-imposed, that ensure fair competition, protect the interests of all parties, and maintain transparency throughout the process. Such frameworks not only elevate the industry but also foster a healthier, more balanced ecosystem.

“A more structured and strategic approach to pitching would allow agencies and vendors to operate in an environment conducive to genuine collaboration and sustained value creation.”

In the Middle East, positive strides are being made. The establishment of Mada Media, tasked with overseeing regulatory compliance in out-of-home media, marks a significant step toward greater structure and transparency within Dubai’s advertising landscape. However, there remains a tremendous opportunity for agencies and vendors to take collaborative proactive steps toward refining their practices, ensuring that our industry’s growth is both sustainable and resilient.

Ultimately, the future of the advertising industry rests on our ability to build sustainable, long-term partnerships that drive both innovation and growth. To thrive, we must cultivate a culture rooted in collaboration and transparency, ensuring that the high standards we set for ourselves are consistently upheld. By doing so, we will not only meet the expectations of those who aspire to build a career in this field but will also create an environment that is both inspiring and sustainable for the future.

TONY WAZEN

RAPID FIRE

Focus for the next 12 months?

First-party data strategies.

Buzzword we need to kill?

New year, new me.

Marketing needs to prioritise?

Personalisation at scale.

Marketing needs to change?

Over-reliance on third-party cookies.

Top lesson learnt in 2024?

Actions speak louder than words.

What worries you the most? Family safety.

Biggest blessing in your life? My two sons.

Value/principle that matters the most? Honesty.

Next travel destination? Japan.

What is your pet peeve?

Chronic lateness.

Favourite restaurant in the Middle East? Gaia.

What are you reading?

‘Death In the Long Grass’.

Favourite hobby?

Padel.

Top tip?

Have fun along the way.

entire ecosystem and ensure that we are equipped with the right formula for success since our solutions do not work in silos anymore as media, creative, data, technology and overall strategy need to work together in harmony to ensure the success of brands and to help our clients win in the moments that truly count.

To stay ahead in a competitive landscape, brands need to shift focus from basic segmentation to transactions and engagement and the only effective possibility for that is through first-party data.

“The winners will be those who evolve, adapt, and have the agility to learn and unlearn in order to enable marketers to stay ahead of the curve.”

Real identity and consent should be the focus for marketers as these are the key drivers for effective marketing strategies. This direct relationship with consumers creates a personalised environment which allows for consistent messaging across all channels.

Ultimately third-party cookies will become less relevant over time, it’s a curve that will continue to accelerate as first-party data strategies mature and as we see greater adoption of the technologies to put this data to use across paid, owned and earned media channels.

The future belongs to those who can enrich first-party data, leading to superior targeting and engagement. By helping build consistent identifiers and unified profiles, brands gain a clear, cohesive view of customer behaviour through one single customer truth across all touchpoints. This personalisation will evolve into hyper-personalised experiences powered by predictive

consumed which offers serious opportunities for growth and evolvement. AI ensures a seamless omnichannel integration while maintaining consistent messaging across digital, social, mobile, and offline channels. The significant implications for our industry are big as it changes the fundamental process on which we operate and enhance personalisation, predictive analytics, and automated content creation. AI-powered data-driven insights are transformative in optimising campaigns, boosting revenue, and cutting down on waste.

Some of the most significant changes that are enabled by AI as well are the automation of our workflows, with the maturity of the automation process we will be more enabled, efficient, and agile in both content creation and the overall enhancement in engagement while maintaining a superior quality. This marketing evolution will ensure focusing on high-quality and valuable content that genuinely engages the audience.

It’s time to redefine our approach as an industry, by adopting sustainable long-term strategies across all layers of the organisation, by harnessing AI and sifting our first-party data strategies as this will truly help us unlock the full potential of the transformation. In this day and age, the winners will be those who evolve, adapt, and have the agility to learn and unlearn in order to enable marketers to stay ahead of the curve.

HABIB WEHBI

By Habib Wehbi, Chairman & Group CEO at W Group Holding (Hypermedia & DXTA Technology)

The digital out-of-home (DOOH) advertising landscape in the GCC region is undergoing rapid and profound changes and growth, driven by significant governmental investments in smart city development and breakthroughs in artificial intelligence (AI), programmatic advertising, and data analytics. These innovations have turned traditional media into powerful, dynamic and measurable experiences, seamlessly integrating into the urban fabric of cities like Dubai and redefining how brands connect with their audiences.

Ad spending in the Digital Out-of-Home (DOOH) advertising market across the MENA region reached $350mn in 2023, with projections indicating a significant rise to $700mn by 2029. Currently, only about 1 per cent of this spending is programmatic, highlighting the growth potential in this area. DOOH represents approximately 30 per cent of the total out-of-home (OOH) market, estimated to be around $1 billion. The figures underscore the region’s growing influence in the global digital advertising landscape.

We were pioneers in implementing AI and advanced technologies, which have enabled hyper-targeted advertising and real-time campaign optimisation. Programmatic advertising, recently introduced to our DOOH industry in the region, has streamlined the buying process, enhancing both efficiency and effectiveness. Though still in its infancy in the GCC, it represents the next big step. As DOOH media suppliers, we are committed to fully implementing programmatic advertising in our daily bookings and operations, transforming the way we connect brands with their audiences.

Sophisticated measurement tools and data analytics provide unprecedented insights into audience behaviour, allowing for precise adjustments that enhance campaign impact. For instance, in our partnership with Road & Transports Authority (RTA) in Dubai Metro, we utilised AI-driven analytics to optimise content delivery, resulting in six times more engagement and 77 per cent inventory optimisation.

Hypermedia, a key subsidiary of W Group Holding and a regional leader in DOOH and retail media experiences, has embraced these changes by securing media rights with key partners, including RTA, Dubai Holding, Aldar Properties, Majid Al

Futtaim, Union Coop, and ENOC. These strategic partnerships represent more than just growth – they signify our commitment to capturing and engaging new audiences through high-traffic locations to create unparalleled advertising opportunities.

W Group Holding is at the forefront of leveraging technology to revolutionise the DOOH landscape. Hypermedia epitomises this commitment by integrating AI technology, strategically placed media assets, and advanced data measurement tools. This approach delivers visually compelling and highly effective campaigns, enhancing the overall impact of brand messages.

Hypermedia’s network, the largest in the UAE, utilises these innovations to ensure that our media presence reaches consumers throughout their daily routines. From Dubai Metro to retail environments and landmark destinations, our network provides a seamless, engaging experience that keeps brands top-of-mind.

DXTA Technology, another W Group subsidiary, enhances this approach and plays a pivotal role in the group vision by specialising in tailored digital ad products and smart tech solutions. By utilising exclusive technologies, DXTA maximises returns on investment and helps brands in the UAE and the GCC region to achieve their long-term goals.

Together, Hypermedia and DXTA offer a robust digital portfolio that effectively engages consumers both online and offline. What sets W Group Holding apart is our proprietary technologies and unique audience insights, enabling us to craft campaigns that not only reach but also resonate deeply with target audiences.

As we advance in the dynamic media and technology landscape, W Group Holding’s strategic efforts aim to set new standards in OOH media and digital marketing. Our vision extends beyond the GCC, as we explore opportunities to apply our successful model in other rapidly growing markets. By offering innovative communication tools and leveraging cutting-edge technologies, we focus on amplifying reach and driving significant business impact. This commitment to innovation and excellence positions us at the forefront of the industry, guiding the future of media with a forward-thinking approach.

RAPID FIRE

Focus for the next 12 months?

Growth and innovation.

Buzzword we need to kill? Disruption.

Marketing needs to prioritise? Authenticity.

Marketing needs to change?

Rely more on data for decision-making.

Top lesson learnt in 2024?

Adaptability is key.

What worries you the most?

Global economic instability.

Biggest blessing in your life? My family.

Value/principle that matters the most? Integrity.

What is your pet peeve?

Missing deadlines.

Who do you look up to?

Successful entrepreneurs.

What are you reading?

‘Atomic Habits’ by James Clear. Favourite hobby? Sports.

Top tip?

Always keep learning.

CAREER HIGHLIGHT:

Over the past year, we’ve firmly positioned W Group Holding as a regional leader in DOOH, retail media, digital media, and smart tech solutions, truly bringing our tagline, “Experience Media Technology”, to life. A key milestone since 2021 has been Hypermedia’s strategic expansion, amplifying our media network across Dubai Metro, retail media, and iconic UAE destinations such as Palm Jumeirah, Nakheel communities, Expo City Dubai, ENOC petrol stations, and Hudayriyat Island, solidifying our position as a dominant force in the region’s media landscape.

Additionally, at DXTA, we’ve optimised business and brand investments through cutting-edge digital ad products, bespoke experiences, and precise targeting, ensuring sustained commercial success and solidifying our reputation as industry pioneers.

THE GENERATION OF GAMERS IN SAUDI ARABIA:

An untapped economic, social and cultural force.

A must-read, this publication is a timely addition to the growing body of global literature on gaming. Multidisciplinary, data-driven and evidence-based, it is one of the few where the focus is on the gamers’ themselves. It o ers insights into drivers, intergenerational di erences, gender-based stereotypes, gaming as an identity, its socialization aspect, and the economies of gaming. A wealth of ﬁrst-party and second-party data is used. Leveraging the network of Saudi Gamer, three IG polls were rolled out on in 2024, yielding an average response rate of 7,058 and ten focus group meetings with Saudi gamers were conducted.

“ “

I play because I am interested in other cultures. Gaming is like traveling . I meet gamers from di erent nationalities, and I proudly introduce myself as Saudi.

(Saudi female gamer, aged 30.)

Gaming is also about family time. I play with my father and sibings. We are the passionate generation that has ﬁnally come to good terms with its family.

(Saudi male gamer, aged 21)

“

Join us on 17 October at the Sheraton Riyadh Hotel & Towers to be an active part of top discussions on Saudi Arabia's sports investments, the business of entertainment, and ﬁnd out how the future of digital and social media are shaping up in the Kingdom.

TICKETS ON SALE

DATE: October 17, 2024 TIME: 9:00 AM VENUE: Sheraton Riyadh Hotel & Towers