Bassel Kakish, Chief Executive Officer, Publicis Groupe ME&T.During a year when major news headlines within the Middle East brand, marketing, creative, advertising and production landscape have largely been dominated by mergers, acquisitions, consolidation, collaboration and strategic partnerships, Publicis Groupe Middle East & Turkey has striven to take the narrative a step further – reiterating its focus on promises kept and its talents.
Bassel Kakish, Chief Executive Officer, Publicis Groupe ME&T, speaks to Campaign Middle East after the Groupe claimed two leadership category awards, and one agency-wide award at the Campaign Global Agency of the Year Awards.
The Gold for Head of Agency was awarded to Bassel Kakish, making this the first time a leader from the Middle East has claimed the coveted Gold trophy in this global category.
Meanwhile, Tahaab Rais, Chief Strategy Officer and Film Director, Publicis Groupe ME&T, took home the Strategic Planning Leader of The Year trophy as the Gold winner in the category. Publicis Groupe’s Saatchi & Saatchi Middle East won the top honour in the Best Network: Middle East & Africa category.
However, reacting to the wins, Kakish’s reflections are less about podium moments and more about the engine room: talent, promises and purpose.
Across themes of talent, growth, values, and leadership, Bassel Kakish – a leader who loves his music – shares a compelling score built on the foundational rhythm of keeping one’s word; chords that underscore close collaboration with clients; a harmonious ensemble of courageous talent striving for growth; and a well-tuned balance of agility and scale.
“I think the underlying theme here is keeping promises, whether they’re made from the Groupe’s point of view to clients, or from a personal level to the talent we care about.”
Kakish on keeping his word
At the outset, Kakish frames his award as a reflection of the collective, not a solitary feat. He traces the roots of recognition to a long arc of work that began well before his tenure.
Reacting to the Head of Agency award, Kakish says, “Sure, it’s something that I’m grateful for, but I cannot take the credit for the award personally. This is a culmination of the contributions made by all our great talents. It’s a testament to what we have been doing at Publicis Groupe, especially in the Middle East region, for several years – even before I took the helm.”
Kakish points to a private vow that sits close to his heart: honouring a mentor and the trust handed to him. In his words, this circles back to accountability, credibility and reliability – delivering on what was promised.
Kakish reveals, “I was super happy when I delivered on my promises to Raja Trad, former Chairman who handed me the baton as the Chief Executive Officer. Raja is my mentor, and he has taught me a lot. One of the proudest moments I felt was when I delivered my personal promise to him. Although the specifics of that promise will stay between him and me, it’s something that I hold dear.”
He adds, “I think the underlying theme here is keeping promises, whether they’re made from the Groupe’s point of view to clients, or from a personal level to the talent we care about.”
Looking back on his years as Chief Executive, Kakish describes a journey that has soared past some milestones, while keeping several promises along the way. The through-line is a focus on the long view, supported by targeted investments that “accelerate what matters.”
“At times while we need not steer the whole ship, we can ‘park the ship’ and then undertake ‘special missions’ with speedboats. We know that we have those speedboats, and that’s what keeps us agile and helps us deliver on the promises we make – big or small.”
Kakish says, “We’ve exceeded some of our long-term goals already. We’ve delivered on some of our objectives earlier than expected – whether that’s in terms of growth targets, reputation within the market, or strategy and investments. In some cases, those initial targets that we had – given our evolution – had to be reset to focus on different ones.”
He adds, “Our group leadership, which I’m a part of, always focuses on our long-term game, opposed to only our short-term plans and quick fixes. So, the strategies we’ve had as a team and the investments we’ve made – whether in talent, products or tech – have contributed to accelerated delivery on several goals.”
Leaning into a maritime analogy, Kakish explains how a large holding company can consistently move with intent. The secret, he says, is designing for agility from the outset.
“We have scale. We’re a big ship and it may seem like it’s difficult to steer. However, the key to success lies in how you build and plan your course,” Kakish explains. “We make sure that we always have our squads and our special-purpose vehicles that keep us agile. So, at times while we need not steer the whole ship, we can ‘park the ship’ and then undertake ‘special missions’ with speedboats. We know that we have those speedboats, and that’s what keeps us agile and helps us deliver on the promises we make – big or small.”
“For me, the fix that I get at winning does not arrive on the day of; it’s on the day after. That’s when everyone rejoices together.”
Every client counts; every talent matters
During Kakish’s tenure as Chief Executive, the Groupe has welcomed many new clients in the region. When asked which wins stand out the most, Kakish explains why each one matters.
He says, “There’s not one that’s more important than the rest. Yes, it’s a long list, but every single one counts. From the small SME clients to all the much larger, strategic wins in the UAE, Saudi Arabia and across the region – every single one has been critical. Each win demonstrates the effort of every single talent that has worked on each of these pitches. There is no single pitch that is more important than another, and there is no single client retention that is more important than another.”
The thrill, he adds, isn’t confined to the moment of the account win. It’s the afterglow shared by teams that keeps the momentum going.
“For me, the fix that I get at winning does not arrive on the day of; it’s on the day after. That’s when everyone rejoices together,” Kakish says.
As the conversation pivots to growth, Kakish credits Jennifer Fischer, Chief Innovation and Growth Officer, Publicis Groupe Middle East, for providing the spark for the Groupe’s much-talked-about ‘Growth Club’.
He explains, “The reason why I loved Jennifer’s idea of the ‘Growth Club’ is because this is the essence of Publicis Groupe – we view ourselves as a ‘Category of One’. We are not a typical holding company; we are a fully integrated end-to-end ecosystem. As such, we deliver everything from consulting – competing with management consultancy firms; to building tech with Publicis Sapient – competing with system integrators; to helping clients through creative agencies, media agencies, production companies, performance agencies, as well as data-led specialties.”
Kakish adds, “The ‘Growth Club’ takes the essence of that fully integrated ‘Category of One’, and collectively answers one common theme: How can we drive growth? Also, our growth, whether it’s in terms of acquisitions or organic, is driven from the need to answer the question: What can we do to help the client’s business grow.”
Underneath the programmes and playbooks sits a simple truth: you either put talent at the centre for real, or you don’t. Kakish is unequivocal that retention is a strategy, not a slogan.
“Yes, we have amazing talent teams under different verticals, but we also have very strong talent strategies. We know that if we fail to be a talent-first organisation, and if it’s just lip service, we will not be able to deliver on our promises – to our clients or employees. This is why every client counts, and every talent’s contribution matters.”
“My advice? It’s the exact message that they have read in the induction at Publicis Groupe Middle East, which is – ‘Do or do not. There is no try’, as originally said by Yoda in Star Wars: The Empire Strikes Back.”
The man behind the machine
Kakish’s leadership philosophy mirrors his personal values. He sees the role of a leader as one who removes friction, holds high standards and keeps his commitments.
To emerging leaders, his counsel is to be resourceful, while treating new technologies as collaborators.
Kakish says, “Who I am as a leader is a direct reflection of who I am as an individual and as a person. People respect leaders who enable. So, on a personal level, I’m an enabler. Leaders also need to be known for their integrity, equity, and, most importantly, for delivering on their promises and work. Because, again, this is, this is a critical aspect for me – delivering on whatever commitments we make.”
Sharing a key takeaway for future leaders, he adds, “Be resourceful. Understand that technology and artificial intelligence (AI) are no longer disruptors; they are opportunities for collaboration. It should become a part of our day-to-day work and life. We should be looking at collaborating with tech, not just integrating it. We all know where and how to access information and find solutions; now, it’s up to us to be resourceful.”
Before the conversation reaches its conclusion, Kakish reiterates the Groupe’s mantra, which is part induction, part rallying cry – followed by a nod to the talents who power the work.
“My advice? It’s the exact message that they have read in the induction at Publicis Groupe Middle East, which is – ‘Do or do not. There is no try’, as originally said by Yoda in Star Wars: The Empire Strikes Back,” Kakish says.
He concludes, “I also want to use this opportunity again to thank our amazing talents across the Publicis Groupe ecosystem who power our success every day.”
All in all, if awards are mile markers, then Publicis Groupe Middle East & Turkey’s haul at the Campaign Global Agency of the Year Awards signals a team pacing itself for the long road ahead. Kakish’s philosophy is striking in its consistency: set a steady course, split the work between ocean-crossing voyages and fast-moving craft, and keep the orchestra tuned around one score – ensuring client growth by keeping one’s promises.
It’s an approach built on trust: among leaders and teams, across capabilities, and with clients who expect both imagination and follow-through.
In that sense, the real win isn’t a trophy; it’s the habit of doing what the Groupe has said it will, time and again.
