TITLE: CEO, Havas Media Middle East
YEARS IN THE ROLE: 5 years
YEARS IN THE INDUSTRY: 25+ years
YEARS IN THE MIDDLE EAST REGION: 25+ years
OTHER ROLES: Board member, IAB MENA; Board member, IAA UAE Chapter; Awarded the Middle East Women Leaders award by World Women Leadership Congress.
POWER ESSAY: RETHINKING TODAY FOR A RESILIENT TOMORROW
When young professionals aspire to build a career in advertising and media, they are often captivated by the allure of creativity, innovation, and the fast-paced nature of the field. As leaders, we have the responsibility to ensure that the future they envision is one that the industry can deliver.
The current dynamics of the industry in the Middle East, while complex, offer substantial opportunities for growth and evolution. However, the sustainability of our practices is at the core of our long-term success, and we must reassess how we operate to protect the next generation of talent and the industry’s future. The challenges we face are not unfamiliar; in fact, they reflect the inevitable tension between maintaining operational efficiency and delivering high-quality results. Price wars—where costs are continually driven down – create challenges for everyone involved.
The pursuit of efficiency is a fundamental business goal, yet we must remain mindful of the moment when cutting costs begins to impact the industry’s ability to deliver and uphold the high standards we set for ourselves and the ambitions we continuously strive to meet.
One critical area where this is particularly evident is the growing demand for agencies and media vendors to minimise charges. The ecosystem that drives modern advertising depends on data-driven insights, advanced analytics, and cutting-edge technologies. These capabilities require ongoing investment in specialised talent
and 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.
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.
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.
CAREER HIGHLIGHT:
I take immense pride in every milestone we achieve as a team, from new business wins to the recognition we’ve earned both from the industry and our clients. This past year has been a journey of highs and lows, and I’m grateful for each experience. The setbacks have been valuable lessons, and the victories are moments we can
all celebrate.
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.
