Campaign Middle East-October 2025 by Motivate Media Group

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Motivate Media Group

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 London: Motivate Publishing Ltd, Acre House, 11/15 William Road, London NW1 3ER. Email: motivateuk@motivate.ae www.motivatemedia.com

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

DESIGN: Senior Designer Thokchom Remy

ADVERTISING ENQUIRIES: Chief Commercial Officer Anthony Milne | Publishing Director Nadeem Quraishi (nadeem@motivate.ae) | Sales Manager Tarun Gangwani (tarun.gangwani@motivate.ae)

PRODUCTION: General Manager S. Sunil Kumar | Production Manager Binu Purandaran | Assistant Production Manager Venita Pinto

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

of Campaign which is the copyright of Haymarket. Campaignis a trademark of Haymarket and is used under licence. The views and opinions expressed within this magazine are not necessarily those of Haymarket Magazines Limited or those of its contributors.

The marketing musical is changing. Return on ad spend (ROAS) – a metric of success once elevated to the distinction of a prima ballerina – has been scrutinised and found wanting.

While ROAS enacts a shimmy of marketing efficiency, industry experts judge that it cannot own the dance floor any more. ROAS has failed to step up to demands for depth in measurement, especially given the ongoing tango featuring profit and performance.

It’s no surprise that leaders are shifting their focus from a narrow perspective to a panoramic lens, which expands the ﬁeld of view to include contribution margins, incrementality and platform lift. This troupe has revealed a broader stage of proﬁtability, long-term value and suitable resource allocation.

With artiﬁcial intelligence joining the soiree, marketers are leaning into co-pilot and autopilot modes with caution, doubling down on humanled dexterity while navigating data-driven dashboards. Agility, curiosity, trust and emotion have become the need of the hour.

The choir’s song is rising to a crescendo: measure what truly matters and align those insights with what marketers are getting paid to do – ensure brand and business outcomes, and a positive impact on people and the planet.

Lead actors have stated the need to embrace omnichannel marketing while voicing challenges that lie in synchronising online and oﬄine experiences. Turns out, many brands are trapped in a ‘disconnect’ – a cheerful dashboard that does not resonate with the lack of movement on store shelves and warehouse inventory.

Embracing a holistic strategy, where each channel feeds into the next, could bridge the gap between engagement and conversion, turning fragmented notes into a cohesive ensemble. Yet, orchestrating this demands data integration and strategic foresight.

As marketers play catch-up with the speed of tech advancements and the speed of culture, the advice shared is to look beyond temporary upgrades and AI implementation as a check box. Instead, leaders advise reevaluating core infrastructure, rewriting the marketing playbook, and restructuring martech investments.

Before the curtain call, the final denouement is revealed: Marketing must balance the art of engagement with the science of profitability, craft stories that linger beyond the initial click, and fight beyond presence to a realm of persistence.

Finally, leaders call for the industry to listen – truly listen – to the signals, understand intent, interpret them in cultural contexts and action with empathy.

Main cover and Production House guide opener on P.36 designed by Kurve Studios

Bright Bites: Supermarket for kids launches in Dubai

Majid Al Futtaim has launched Bright Bites, a new grocery retail ecosystem and the world’s first supermarket built especially for kids.

The new shopping experience aims to redefine the role of retail by establishing a holistic, purpose-led environment that blends shopping, learning and play to inspire better eating habits, smarter food choices and positive lifelong associations

The UAE unveils BRIDGE Summit

The UAE National Media Office has launched the BRIDGE Summit, the world’s largest gathering of leaders across seven content tracks, including marketing, media, creator economy, music, gaming, picture and technology.

The Summit will take place in Abu Dhabi from 8 to 10 December 2025, at the Abu Dhabi National Exhibition Centre (ADNEC).

His Excellency Abdulla bin Mohammed bin Butti Al Hamed, Chairman of the UAE National Media Office and Chairman of the UAE Media Council, Chairman of BRIDGE, said that the Summit “redefines the role of media, content and creative platforms as strategic drivers of development”.

Participants will have the opportunity to forge deals and partnerships, develop production ecosystems and value chains, and exchange expertise with global industry figures.

with nutritionally balanced food.

“With Bright Bites we are enabling an interactive, educational and empowering gamified shopping experience, with kids at the heart of the experience – the world’s first supermarket designed especially for kids,” said Dr. Günther Helm, Chief Executive Officer at Majid Al Futtaim Retail. Under the platform ‘Lunchbox Revolution’, Bright Bites aims to place

children at the heart of their food journey, empowering them to make informed food choices based on the ‘Pick Your Five’ system – an evidencebacked framework aligned with global dietary guidelines.

Children shopping at Bright Bites will be led through a gamified journey, scanning their two-in-one, play-and-shop Bright Bites card in each of the five categories – Fruits &

Vegetables, Main Meals, Dairy Foods, Beverages and Mindful Snacking – to unlock games, track progress and pay for their own shopping.

“This is innovation,” Helm added. “As we purposefully place children at the centre of the experience, Bright Bites is shaping the habits of our next generation of customers while making eating better more fun.”

Furthermore, Bright Bites is introducing a new avenue in retail media.

“Through the strength of Majid Al Futtaim’s dedicated retail media network, Precision Media, Bright Bites and its partners will benefit from the ability to drive visibility of campaigns through the breadth, scale and personalisation offered by omni-channel retail media solutions,” said Helm. “This includes access to more than 6 million unique customers across Majid Al Futtaim’s ecosystem, 600,000 monthly transactions at Mall of the Emirates, and more than 1 million customers on Carrefour’s digital platforms, and engagement across the wider Majid Al Futtaim network.”

With the endorsement of Bright Bites, partners will not only be able to boost brand visibility, but also deliver relevant messaging that supports Bright Bites – targeted to the right customer, in the right place at the right time across leading in-store, online and off-site media channels. Bright Bites is exclusively available at Carrefour, Mall of the Emirates.

The launch of Bright Bites in Dubai.

PIF acquires 54 per cent majority stake in MBC Group for $1.99bn

The Public Investment Fund (PIF), Saudi Arabia’s sovereign wealth fund, has acquired a 54 per cent stake in Saudi stock exchange (Tadawul)-listed MBC Group, a leading media and entertainment conglomerate in the Middle East and North Africa (MENA) region, through a private transaction with Istedamah Holding Company.

Istedamah Holding Company, a subsidiary of the Saudi Finance Ministry, previously held a substantial stake in MBC Group that has now been acquired by Saudi

Arabia’s PIF. According to a public filing on the Saudi bourse, PIF acquired Istedamah Holding Company’s 54 per cent stake in MBC Group for an aggregate price of SAR 7.469bn, at a price of SAR 41.60 per share. This translates to approximately $1.99bn.

The announcement follows robust net profits reported in the first half of 2025, with the company recording 41.07 per cent higher net profits year-on-year at SAR 335.43m ($89.43m). MBC Group reaches approximately 150 million viewers

This campaign invites residents in Saudi Arabia to invest in the nation’s tourism sector by showcasing conventional Saudi culture to be appealing and enjoyable regardless of where one is from. The campaign, launched across social media platforms, builds on ASFAR’s recent sponsorship of the Al Hilal Football Club. The spot shows footballers Stefan Savić, Yassine Bounou and Aleksandar Mitrović playing a card game called Baloot, leveraging their hand to compete and decide the next Saudi destination that they should visit. ASFAR’s spot leans into Saudi residents’ everyday habits, while sharing pride in the nation’s heritage and encouraging the world to ‘Experience More’.

InMotion partners with TMG, Portal for media spend, retail media

InMotion, a full-funnel programmatic and outcome-based solutions provider, has partnered with London-based Transact Media Group (TMG) to bridge the gap between media spend and realworld outcomes.

TMG is already operating in more than 50 markets worldwide, and is now launching its transactiondriven solutions in the Middle East and North Africa (MENA) region.

Through the partnership with TMG, MENA advertisers can expect to target real buyers, not proxies, bid farewell to guesswork, gain access to verified outcomes and employ 100 per cent anonymised, cookie-less transaction data.

weekly across the globe, offering a range of content including entertainment, drama and sports.

In the filing, MBC Group reiterated that it remains dedicated to producing and investing in highquality, premium Arabic content that is regionally relevant and resonates with the Arabic diaspora globally.

The Group will focus on growing its presence and reach through its primary verticals: broadcasting and other commercial activities; SHAHID, MBC’s video streaming platform, and media and entertainment initiatives.

InMotion has also partnered with global analytics platform Portal to address one of the industry’s most pressing challenges: proving that media investments drive real sales.

The partnership with Portal aims to capture shopper behaviour across e-retailers, and across the funnel from product views and add-tobasket to checkout and conversion. With Portal, InMotion is adding another building block to its mission: raising the standard of accountability in MENA’s dynamic retail media space. For FMCG and CPG brands, that means more transparency in media investments.

DODGE COOL DADS

Stellantis Middle East’s Dodge puts a spin on the stereotype that fatherhood is a trade-off for the end of freedom and fun. The campaign taps into a truth rarely addressed in car advertising: as family responsibilities mount, people become less open to new experiences. Self-expression takes a backseat, and personalities become more reserved. The campaign is a rallying cry to remind fathers in the region that they still have a hidden bold spirit and that Dodge is the ride that suits them best. The campaign is being rolled out across social, digital, outdoor and showrooms, and is powered by bold headlines, striking visuals and a tone that says: this is not your typical family SUV car campaign.

Agency Publicis

Publicis Groupe Middle East acquires Chain Reaction

Publicis Groupe Middle East has acquired Chain Reaction in a strategic move to reinforce its performance marketing, content and experience design leadership and capabilities.

With this acquisition, Publicis Groupe Middle East aims to strengthen its position in the UAE and Saudi Arabia.

The move also aims to expand Publicis Groupe Middle East’s ability to deliver agile, data-driven solutions for businesses of all sizes, from ambitious SMEs to leading multinational brands in the region.

“This acquisition is a significant step in our ongoing transformation and growth strategy,” said Bassel Kakish, Chief Executive Officer, Publicis Groupe Middle East & Turkey.

“The integration of Chain Reaction further enhances our Power of One proposition and accelerates our connected media model, a data-driven approach that seamlessly integrates media, technology and creative to drive performance,” Kakish added.

With a legacy of 15 years and a team of more than 190 digital experts, Chain Reaction brings

This 360-degree back-to-school, omni-channel campaign from talabat dominated high-visibility out-of-home (OOH) across the UAE, from billboards and LED screens to lamp posts, elevator screens and Dubai Tram wraps. The campaign leans into the brand’s greatest strength – choice – offering consumers an alternative perspective on the end-of-holiday season. Instead of seeing the back-to-school juggle as stressful, the brand reframed it as proof that life is moving forward, showcasing talabat’s role as a reliable delivery platform that consumers can lean on to keep them steady through the chaos of the back-to-school season.

award-winning expertise across performance marketing, digital media, data, creative, technology, production and marketing consultancy. As a fully integrated digital agency, its regional knowledge and innovative approach will further enhance Publicis Groupe Middle East’s ability to drive measurable results for clients.

“By joining Publicis Groupe Middle East, we’re joining forces with a global leader that shares our values, culture and vision for the future of this industry,” said Saif Jarad, Founder and Chief Executive Officer, Chain Reaction.

The digital agency’s model is rooted in offering clients integrated services in performance marketing, social media consultancy, data analytics and creative – driving real business impact through award-winning campaigns, precision and measurable performance.

“The journey of building Chain Reaction over the past 15 years has been fuelled with innovation, growth and resilience, and we are excited to begin a new chapter that will accelerate this growth, expand our capabilities and empower our talented teams to deliver even greater impact for our clients,” said Jarad.

The move also enhances Publicis Groupe Middle East’s delivery and execution capabilities by expanding its network of specialised talent hubs across the region, improving flexibility and efficiency, and enabling more effective and agile solutions for clients. Additionally, Chain Reaction’s podcast and recording studios further support scaling content production, leading to a more robust and diversified offering. The agency has previously partnered with local, regional and global brands through its offices in Riyadh, Dubai, Abu Dhabi, Amman and Cairo.

Since 2010, its client servicing has spanned multiple sectors and has included a portfolio of high-profile clients such as DIFC, Xiaomi, Trendyol and DAMAC, among others.

four-part

celebrates Emirati Women’s Day by spotlighting female Emirati engineers at Emirates Global Aluminium (EGA). The series is anchored by testimonials from the support systems of EGA’s Emirati women employees, including mothers and sisters who share their pride for the engineers in their families. EGA aims to inspire the next generation of Emirati women to consider a career in science, technology, engineering and mathematics (STEM) by sharing authentic stories of its employees, building on its Break The Mould brand platform. The campaign launched across EGA’s social media platforms, and was amplified through broadcast media and word-of-mouth marketing.

Agency Burson

Agency Memac Ogilvy

This

video series

TALABAT BACK TO THE JUGGLE

EMIRATES GLOBAL ALUMINIUM MADE BY MANY

Use the QR code to view this work on Campaign’s website.

From left: Tony Wazen, CEO, Publicis Media Middle East; Saif Jarad, Founder and Chief Executive Officer, Chain Reaction; Bassel Kakish, Chief Executive Officer, Publicis Groupe Middle East & Turkey.

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INDUSTRY FORUM:

Have advancements in production and post-production tech, and the dawn of generative AI led to unreasonably tight budgets and deadlines?

Lisa King Co-Founder, Tales & Heads

I think this part of the world has always thrived on the ability to make things happen quickly, so we aren’t seeing any tighter deadlines than usual. In terms of budget, while there may be some impact on social content for larger-scale production, there is an understanding that it’s the experience of the people that brings both authenticity and the highest quality.

Mohammad Irfan Dar Founder & CEO, Red Stone Films

YES

Advances in production tech – cloud collaboration, real-time rendering and AI-driven workflows – create the illusion that projects can be done faster and cheaper. This fuels unrealistic client expectations: more creative output, tighter deadlines and instant revisions, often devaluing skilled labour. Timelines shrink as tasks such as grading are assumed to be done in days, ignoring the human oversight required. Quality suffers under pressure to deliver speed over meaning. Added costs of upskilling and licensing AI tools are overlooked, especially in small-scale projects. While scale can absorb costs, inflated expectations strain teams, disregarding the evolving nature of these technologies. It’s not a one-tool-fixes-all situation yet.

Léa Cremesty Business Partner, Kurve Studios

YES

There’s a perception that new technologies and AI lead to faster and cheaper production, but in reality, all tools still require a lot of experimentation and quality control. We’ve seen this pattern before when people used to think that producing content for social media was faster and cheaper than TV. But today social media attracts bigger investments. In a nutshell, AI should be used to enhance creativity and quality, not to justify cuts in budgets and deadlines. But, who knows, my answer might change since AI is evolving as we speak.

Rayan Ahmed Director of Action Studios and Social Media, Action UAE

NO

We’ve entered a faster, more flexible production era. But speed doesn’t cancel the fundamentals. Generative AI and advanced production tools have expanded creative possibilities and truly supercharged what’s possible creatively. While they increase efficiency, they haven’t inherently caused unreasonably tight budgets or deadlines – those pressures are often driven by client expectations, industry norms and planning practices. AI and advanced tools make tasks faster and more flexible, but creative work still requires planning, iteration and human judgment. Budgets and deadlines only become unreasonable when expectations don’t match effort. We are in a new era of change, and while technology expands possibilities, realistic budgets and timelines still remain a human responsibility.

George Sharrock Senior Creative, JWI

YES

It’s all about expectation. This isn’t new; the same thinking surfaced when CGI became mainstream, with the misconception that it was cheaper and faster, removing the need for sets or crew. Because ‘the computer does it’, people assume AI works the same way.

AI may ease workflows, speed up pitches and create creative solutions, but the craft behind a polished result hasn’t changed. Every leap in production tech follows the same cycle: hype, inflated expectations, budget squeeze, then rebalancing, as quality still requires time and money. It’s not the clients’ fault; they don’t see the process behind the work. Our role is to reset expectations.

Drona Antony Head of Production, Amber Communications

YES

I used to believe the old film school saying, “It takes a village to make a film”. But today, that feels outdated. Technology has reshaped the craft. Compact cameras and lightweight gimbals rival rigs that once needed trucks. LED walls make location shoots optional. AI now churns out storyboards, accelerates rotoscoping and cleans chroma keys in seconds.

In pre-production, Unreal Engine lets us walk through sets before a brick is laid. On set, smaller cameras and LED fixtures mean fewer hands and faster setups. In post, AI slashes man hours into minutes. What once required an army can sometimes be achieved by one filmmaker with a powerful laptop. Yet, the flip side is troubling. Tech has become an excuse for tighter deadlines, squeezed budgets and the dreaded phrase, “just fix it in post”. It may not take a village anymore, but it still takes a few strong homes to make a film worth watching.

Mohamed Hesham Head of Production & Creative Services, Horizon FCB Dubai

YES

New production technologies and generative AI have undeniably transformed the way we work, delivering efficiencies and expanding creative opportunities. Yet, these same advancements have heightened client expectations, often pushing for tighter timelines and reduced budgets. While technology streamlines certain processes, it cannot replace the strategic thinking, collaboration and craftsmanship that remain essential to meaningful content. My priority is to strike the right balance – leveraging innovation to enhance creativity and delivery while safeguarding the quality and value of the work. The real challenge lies not in speed alone, but in sustaining excellence under increasing pressure.

Shweta Sandeep Executive Producer, Liwa Content.Driven

YES

A new layer in filmmaking has emerged. Between CGI and VFX, the gap is filled by AI. Scale and spectacle, which once demanded vast sets and weeks of compositing, can now be achieved with new tools and smarter workflows. It’s no longer about AI films versus shoot-based films; it’s the fertile overlap where worlds grow richer and more restless than ever. And this shift straddles the entire funnel of communication. It’s not just about the big films anymore; every image is now potentially a video, every asset alive with motion. Yet, as the canvas expands, budgets shrink. Clients expect more magic for less money, asking producers to stretch imagination and technology in equal measure. The only way forward is by creatively finding solutions, constantly up-skilling, exploring global collaborations and building stronger in-house capabilities. Through it all, one truth endures: creative production thrives.

Dany Azzi

Regional Executive Creative Director, AGA-ADK

NO

Tight budgets and deadlines have always been the reality of agency life, especially in production. They're not new pressures, just constants. What really changed is the landscape of possibility. Advances in production, post-production, and generative AI don’t make demands unreasonable; they shift expectations. With AI, clients are expecting things to be done faster and cheaper, so the bar moves. The challenge now isn’t just speed or budget, it’s identifying the right agents, platforms and partners to deliver without sacrificing craft. Our role is to harness AI as an amplifier, optimise process, meet budget requirement, elevating efficiency, and still ensure the work remains relevant and beautifully crafted.

Chamath

Samarasinghe

Production Lead, Eye Studio

NO

AI and new production tech haven’t pushed us into tighter deadlines; they’ve actually opened things up. Most industry software is AI-equipped now, which makes post-production faster and more capable. We run daily experiments with new tools that update almost every day. But here’s the real part: anyone who’s actually prompting knows it’s never one click and done. Sure, you can generate a single output fast, but building a full campaign with a consistent, cohesive look still takes time. AI speeds up and expands possibilities, but it’s not a magic shortcut. Good work still needs craft, not just prompts.

Buraq Basam Production Director, Netizency

YES

AI has certainly raised the floor, not the ceiling. For those with weaker ideas or execution, generative AI has significantly improved their output. For teams already strong in creativity and craft, AI is more of an add-on. It makes some tasks quicker and unlocks new possibilities that were once too difficult or costly. But it doesn’t replace the fundamentals: strategy, ideation and production still require people. So, while budgets and timelines are tighter, they’re not unreasonable; they’re simply adapting to what’s now achievable.

The retail landscape in 2025 is a vastly different proposition from what existed even a few years ago. Customer journeys that were the realm of science fiction at the beginning of the decade are now commonplace. Digital platforms, artificial intelligence (AI)-enabled personalisation and evolving customer expectations are reshaping what loyalty means, how convenience is delivered and how resilience is built for the future.

The UAE provides the perfect backdrop for this change and is setting standards for this rapid change globally. With 99 percent of the population online, according to DataReportal, the UAE is one of the most digitally connected countries in the world and a global testbed for innovation. In this environment, the future of customer experience is already the new normal.

Loyalty reinvented: From points to personalisation Digital transformation has fundamentally reshaped loyalty programmes. What once centred on simple point collection has matured into a data-driven ecosystem powered by advanced analytics and AI.

Today, real-time insights allow us to better understand customers, anticipate their needs, and deliver personalised rewards exactly when and how they want them. This marks an evolution of digital transformation into an AI-native mindset, where loyalty is not a mere add-on but is woven into every experience. Loyalty programmes now act as a catalyst for customer engagement, stronger connections and long-term value.

Already, AI is driving impact at scale: customer apps deliver hyper-localised results, while advanced analytics optimise pricing, stock ﬂows and operations. These tools tailor experiences both in-store and online, while making our networks more adaptive and future-ready.

Our ADNOC Rewards programme, launched in 2020, was a defining milestone. It transformed how we serve customers, creating one of the region’s most comprehensive ecosystems. Members can access tailored offers from more than 150 partners, redeem points seamlessly across different loyalty programmes, and enjoy experiences that extend well beyond fuel and retail.

Our loyalty programme is constantly adapting, especially as we leverage AI-powered tools to design seamless journeys that connect mobility, lifestyle and everyday retail.

This approach strengthens relationships, builds trust and creates tangible value for the communities we serve. And it’s good for business: on average, our loyalty customers spend 20 per cent more with each visit than non-loyalty customers do.

Key pillars shaping the future of retail Loyalty programmes are just one aspect of our industry that is being rapidly transformed in the emergent age of AI. By embedding intelligence into every decision and system retailers are now able to unlock opportunities that simply did not exist mere months ago. Across ADNOC Distribution, we are becoming AI native: embedding these tools across our value chain to drive progress across three key pillars: growth, customer experience and operational eﬃciency.

On growth, we are using AI to help us understand what products should appear on our shelves, where to optimise pricing, and where we should consider building new outlets to better meet demand.

When it comes to customer experience, we are embedding advanced technologies into every interaction. This includes personalised oﬀers, seamless fuelling and EV charging, app-to-car ordering, autonomous checkout and other quality-oflife innovations that directly improve convenience.

Across the convenience retail industry, AI-powered smart assortment planning – which we’ve also already implemented – has driven a 150 per cent uplift in stock keeping unit (SKU) adoption and 25 per cent annual growth in key categories, according to Cognitive Market Research.

This is further proof that AI can translate into more relevant and satisfying journeys for every customer while powering growth.

In terms of eﬃciencies, we use predictive analytics to reduce stock-outs, optimise manpower through advanced algorithmic planning linked to predicted footfall and streamline our operations by incorporating automated systems wherever possible.

For example, at ADNOC Distribution, workforce optimisation has delivered $40m in annual cost avoidance, while our fuel demand model predicts demand across our network with 99 per cent accuracy, facilitating 190 million annual fuel transactions.

“EMBRACE AI NOT JUST FOR EFFICIENCY, BUT FOR ITS ABILITY TO UNLOCK NEW VALUE, EMPOWER BETTER EXPERIENCES AND FUTURE-PROOF

ENTIRE INDUSTRIES.”

Ultimately, embracing AI across these three pillars serves a singular goal: to create the industry’s best customer experiences.

Leading with purpose: Turning change into advantage

With any paradigm shift, it is important that new systems are designed with resilience prioritised from the start. Supply chains face constant tests from global disruptions and consumer behaviour shifts, requiring organisations to adapt quickly while staying true to their long-term purpose.

During the pandemic, for example, companies with strong digital platforms were better able to navigate disruption than those reliant on legacy infrastructure. Digital transformation is not an endpoint, but rather cycles of testing, learning and adapting. With the shift to AI well and truly underway, what matters is embedding agility and resilience into the DNA of every business.

At ADNOC Distribution, this is the path we are taking. But more broadly, it is also a call to action for the region: to embrace AI not just for eﬃciency, but for its ability to unlock new value, empower better experiences and future-proof entire industries.

Whether companies like it or not, embracing these changes is not optional to thrive in a rapidly changing retail landscape. The question is: Who will adapt with conﬁdence, and who will be left behind?

By Jacqueline Elboghdadi, Chief Marketing Oﬃcer, ADNOC Distribution

FROM DIGITAL TRANSFORMATION TO AI-NATIVE RETAIL

BRAND FOCUS

MARKETING TO MACHINES

RAKEZ’s Ahmad Numan reveals the hidden business-tomachine (B2M) strategy.

If you still think you’re marketing to people, you’re only half right. Actually – you’re only half relevant. Sure, humans are your end users but before your message reaches anyone’s eyes, it’s judged, ﬁltered, sorted and sometimes buried – by machines. Algorithms, AI assistants and invisible gatekeepers decide what’s shown and what’s forgotten. In today’s digital reality, it’s not just business-tobusiness (B2B) or business-to-consumer (B2C) marketing anymore. It’s B2M: business to machine. And brands that understand this and design for it are already pulling ahead. The rest? They’re waiting for human attention that’s never going to come.

Algorithms are the new gatekeepers

Still thinking your content naturally ‘reaches’ people? Cute. Let’s look at what’s actually happening:

When a prospect ‘Googles’ a solution, an algorithm decides which link they see ﬁrst.

When they scroll LinkedIn or TikTok, machines choose what content gets fed to them. Even when they query Siri or ChatGPT, AI curates the options.

You’re not pitching to a boardroom anymore; you’re pitching to a math model. And this math model controls attention. According to BrightEdge Research, 68 per cent of all online experiences begin with a search engine. If you don’t make the cut, you don’t get seen.

What do machines ‘want’?

Good news: machines are easier to understand than humans. Bad news: they’re harder to impress. But unlike humans, machines don’t feel. They scan, structure and score. So, before they reward your content with visibility, they look for:

Clarity of structure: Can it be easily parsed? Are there headings, bullet points and meta tags? Contextual relevance: Does the content semantically match the user’s query or interest cluster? Freshness: Is it timely? Updated? Recently published?

And it doesn’t stop there. Once your content passes those basic checks and reaches your human audience, algorithms start watching for signals that humans leave behind:

Engagement: Are people clicking, commenting, saving or sharing?

Retention: Are they sticking around? Scrolling? Rewatching? Bouncing?

The reward? More interactions and more views. But no interactions – hope you enjoyed your ﬁve minutes of fame. You must design for the machine so it can

deliver you to the human – and then design for the human so their behaviour signals the machine to push you further. Miss one, and you’re invisible.

How to market to machines – without losing the human So how do you play this new game without becoming a robot yourself? Here’s the playbook: Structure like a machine, speak like a human: Ensure clear titles, crisp metadata and digestible headers. Prioritise punchy openings – algorithms only preview your ﬁrst lines. This requires human empathy layered after machine recognition.

Optimise for visibility, not just aesthetics: Design for deliverability ﬁrst. Design for looks second. Then, take into consideration text in images, alt-tags and responsive design – these aren’t decorations; they’re survival essentials.

“YOU MUST DESIGN FOR THE MACHINE SO IT CAN DELIVER YOU TO THE HUMAN – AND THEN DESIGN FOR THE HUMAN SO THEIR BEHAVIOUR SIGNALS THE MACHINE TO PUSH YOU FURTHER.”

Email marketing? Yes. Spam filters – also machines – decide whether you ever get seen based on subject lines, structure and load speeds. According to Validity, one in six permission-based marketing emails never reach the inbox. You’ll want to keep your email subject lines short, specific and curiosity driven, and use relevant attractive keywords. If you use all caps or overpromising phrases and you’re almost guaranteed to trigger a spam filter. Engineer the engagement you want: Chasing vanity likes can be charming for screenshots – not so much for machines. Algorithms watch for every type of engagement signal, and they reward meaningful interactions much more than they do passive likes. So, if you want the machine’s favour, design for real interactions: shares, saves and meaningful replies. Pro tip: Start conversations, not broadcasts. Ask for opinions, not ‘likes’.

Understand each platform’s brain: One-size-ﬁts-all never worked; it won’t work now. So, what does each platform prioritise?

Google: Semantic clarity, backlinks and freshness

LinkedIn: Comment volume and niche relevance

TikTok: Hook within three seconds, watch time and re-playability.

YouTube: Click-through rates, session duration and keywords.

Instagram: Saves, shares, story replies and retention on Reels. And this matters more every quarter. On TikTok, high watch time powers distribution. According to Hootsuite, creators with higher per-view watch time get 67 per cent more total watch time, 3 times more views, and up to 40 times higher follower growth. The machine doesn’t care about your brand — it cares if people watch you again.

Build machine-friendly assets: AI platforms such as ChatGPT and Gemini don’t read. They ingest clean, scannable information. If you want AI to quote you someday, then prepare insights they can use. Focus on bullet points, FAQs and glossaries; transcripts for videos; as well as deﬁned expert quotes.

Here’s the kicker: AI summaries are rapidly taking over search. Pew Research found that when an AI summary appears, users are nearly half as likely to click traditional links. A Bain report suggests that 60 per cent of searches now end without any clicks at all. If your content isn’t machine-friendly, you’re already behind.

AI IS THE GATEKEEPER, HUMANS ARE THE GOAL

This isn’t about bowing to the algorithm masters; it’s about understanding the gateway. Embrace the machine’s rules. Earn the right to reach the human. Conversely, if you ignore the machine’s rules, your message might never get a chance.

Marketers who win today are those who blend systems-thinking with storytelling instinct. You don’t need to code. You need to understand the ecosystem you’re trying to enter – and who guards the gates. Win the machine, reach the human. Lose the machine, and you remain invisible. Your move.

By Ahmad Numan, Director of Marketing and Corporate Communications, Ras Al Khaimah Economic Zone (RAKEZ)

METRICS THAT MATTER

Leaders across brand, agency and adtech tell Campaign Middle East that the time has come to stop chasing clicks and start orchestrating commerce; to develop a more nuanced understanding of contribution margins, incrementality, lift and lifetime value; and to build systems that knit online and oﬄine into one seamless journey.

By Anup Oommen

The scoreboard is being rewritten. Over the past few months, advertising conversations have distilled down to return on ad spend (ROAS) – a tidy ratio that promises clarity on marketing eﬀectiveness. But tidy on the table, quite often, doesn’t reﬂect the clutter in closed cabinets.

As consumer journeys splinter across channels and commercial pressures mount, leaders are pushing for instruments that track not just motion, but momentum; tools that track proﬁt, not just pace.

What’s emerging is a playbook that asks tougher questions. Metrics such as contribution margins, incrementality and platform lift get closer to the heart of value creation. They travel without the usual speed bumps from the CMO’s dashboard to the CFO’s table. They force teams to face trade-oﬀs, to harmonise media and marketing, and to plan for what happens after the click.

In conversation with Campaign Middle East, leaders across brand, agency and adtech reach a consensus: measure what matters, align what you control and let data connect the dots from attention to earnings. Think of it as upgrading from a car’s dashboard to a fully functional

cockpit that displays altitude, attitude and acceleration within advertising.

THE MEASUREMENT MOVES: FROM ROAS TO PROFITABILITY

Marketers are increasingly weighing up whether focusing on ROAS alone is too narrow a metric of success. Board members are repeatedly demanding numbers that translate to earnings, and the only way to get there is to connect media performance to commercial growth.

“The age of optimising purely for ROAS is over. It’s a narrow, channel-centric view that ignores the broader realities of profitability,” says Krinio Christaras, Head of Consumer Experience – Middle East, North Africa and Pakistan (MENAP), Mondelēz International Christaras adds, “Today’s fragmented consumer journeys and rising media costs demand a shift toward contribution margins, incrementality and platform lift. These metrics speak the language of the boardroom – proving not just efficiency, but profitable growth.”

V. Nandakumar, Director – Marketing and Communications, LuLu Group International, says, “As a retailer, I don’t present ROAS at board meetings; I present profitability. At LuLu, with omnichannel operations, we’ve learned that profitability sits at the intersection of marketing efficiency, supply chain discipline and customer experience. Contribution margins and incrementality tell us whether campaigns truly lift the business. ROAS is useful, but it’s not the final word.” If in doubt, judge marketing by the standards that govern the rest of the business, marketers state, adding that until now, ROAS has been a helpful entry point because it is

Chris Bishop

simple to read and compare. However, there’s a diﬀerence between what’s easy – and what generates value.

Waseem Afzal, Founder and CEO of Platformance, says, “The problem is that ROAS only tells you about revenue, not proﬁt, and it gives no view of long-term health. The shift now is to measure outcomes that matter to a business. That means looking at incrementality and lift, asking if the sale would have happened without the campaign. Marketing earns real value when it is judged like ﬁnance is, against margins, sustainability and contribution.”

Platforms with stock-keeping unit (SKU)-level insights can further illuminate conversations on contribution margins. Such insight not only makes it easier for brands to optimise for quality of revenue, but also to build a measurement stack that serves multiple outcomes.

Kareem Al Saady, Regional Director – Retail Media and Retail Partnerships, talabat, says, “ROAS is a very important health metric, but that’s what it is – a health metric that lets you conﬁrm at a high level that an ad is performing on the most fundamental level. What it doesn’t do is tell you the quality of revenue that’s coming in or its impact on the bottomline results.”

Al Saady adds, “ROAS, like all metrics, needs to be looked at in conjunction with other metrics, and you should continuously tweak the settings until you find the optimal mix that supports the objectives of your business, be it profitability, growth or both. At talabat, because we can attribute ads to specific SKUs, this helps brands clearly link the impact of their ads to their contribution margin.”

Leaders add that for direct-to-consumer (D2C) players, the money map begins with allowable acquisition economics that factor in repeat behaviour and real costs before stretching to the long-term view. They also advise avoiding channel silos and measuring real lift, while highlighting how high scores in one lane can often mask leakage in another.

Chris Bishop, E-commerce Director, SQUATWOLF, says, “ROAS is dashboard theatre; your allowable customer acquisition cost (CAC) is your growth rocket fuel. The real test is whether you know that allowable CAC – not just on the first order, but on the revenue within the first month. Look further: zero-to-12month repeat rates – or even 24-month repeat rates – and customer revenue can push new customer spend by more than 100 per cent. Push your team and agencies on that figure – that’s how you scale to your potential, profitably.”

Siham Arif, Associate Director –E-commerce MENA, WPP Media, adds, “Today, marketers in MENA are often siloed, focused on channel-speciﬁc metrics such as ROAS without a holistic view of the business. However, a high ROAS on one platform can be misleading if it cannibalises sales from another or doesn’t account for true customer acquisition costs and brand-building eﬀorts. Moving

towards contribution margins and incrementality metrics allows D2C marketers to connect their spending directly to bottomline proﬁtability.”

Several leaders stress that the broader shift in the marketing industry is structural as much as tactical. They call for marketers to take a people-focused approach, and leverage developments in ﬁrst-party data that enable incrementality and contributor margins.

Gagandeep Singh, Head of Analytics & Machine Learning, StarzOn and Head of enfuse, e&life, says, “Shifts in the global and tech landscape, as well as supply chain

“THE AGE OF OPTIMISING PURELY FOR ROAS IS OVER. IT’S A NARROW, CHANNEL-CENTRIC VIEW THAT IGNORES THE BROADER REALITIES OF PROFITABILITY.”

disruptions are pushing businesses to shift focus on margins. This is necessitating a move away from ROAS and the current key performance indicators (KPIs) such as clicks and completion rates to real return on investment (ROI). Breakthroughs in ﬁrst-party addressability solutions now allow brands and direct advertisers to operate like a D2C business, positioning them as the largest data custodians in the long run.”

Raj Verma, General Manager – Middle East, Epsilon, adds, “ROAS encourages advertisers to focus on channels, not people. Campaigns are often optimised towards where there’s engagement and response, but that also means the same audience is repeatedly exposed. That over-frequency inﬂates perceived success. Focusing on audiences identiﬁed with basic or incomplete signals can mean you’re crediting purchases that would have happened anyway.”

Verma adds, “Veriﬁed ﬁrst-party data makes incrementality and contribution margins possible, letting marketers map journeys accurately, optimise spend where it counts, and ensure each touchpoint contributes meaningfully.”

However, while stepping beyond ROAS, leaders also caution against treating any single KPI or metric as a silver bullet. The art is to string these together across the funnel and

review it in context so that both the short-term goals and long-term growth are realised.

“Every KPI has its place across the customerproduct funnel,” says Subhan S. Ahmad, a senior marketing, growth and digital consultant, with more than 14 years of multi-industry tech experience across the MENA, APAC and EU regions. “The challenge isn’t only what to measure, but where on the funnel to measure it and, most importantly, how to connect these KPIs. Eﬀective measurement balances nuance, strategy and practical realities, ensuring both short-term wins and sustainable growth.”

OMNICHANNEL STRATEGIES: TURNING ENGAGEMENT AND FOOTFALL INTO SALES

What’s the harsh truth within marketing?

Many brands see cheerful dashboards with great performance metrics while products linger on shelves. They see online wish lists

and e-commerce carts ﬁll up, while warehouses fail to show the movement they want.

Leaders describe this as a coordination problem ﬁrst, an advertising problem second.

“The most dangerous gap in e-commerce is the one between intent and conversion,” says Christaras. “This disconnect is rarely about media performance – it’s about orchestration. Marketing, trade and retail must plan as one ecosystem, synchronising campaigns with stock, promotions and retail media. When data ﬂows freely across these functions, every impression and footfall becomes part of a closed loop, translating interest into movement, and movement into measurable value.”

Ahmad adds, “The disconnect between online and oﬄine sales isn’t inevitable, but in the MENA region it often surfaces because the retail-to-online funnel isn’t fully integrated. Many companies overemphasise one or both – without considering customer psychology: intent, emotion and purchase type. This misalignment drives abandoned carts and unsold inventory despite high engagement.”

Gagandeep Singh

V. Nandakumar

Kareem Al Saady

retail ecosystem. That’s how brands can bridge the gap between engagement and conversion and turn disconnected signals into meaningful business outcomes.”

Agencies see the same pattern in the split between brand-building and conversion tactics. The ﬁx lies in leaning into a true omnichannel plan, using each touchpoint to propel the next, and letting oﬄine and online data inform each other.

Arif says, “It’s the classic struggle between brand marketing and performance marketing, with the former creating awareness and engagement, and the latter converting only part of it into sales.”

When asked why this exists, she explains, “I believe it is because of the lack of a cohesive omnichannel strategy. Brands are often not properly leveraging online engagement to drive offline traffic through creatives, personalised offers or in-store pickup options. Similarly, they are not using offline data such as in-store traffic or in-store browsing behaviour to personalise the online experience and re-engage customers. The result is a fractured customer journey with abandoned carts and mismatched inventory.”

The solution? Marketers must develop strategic clarity on channel impact combined with real-time data integration across retail, e-commerce and CRM, ensuring campaigns convert attention into true sales velocity and bridge the gap between brand-building and commercial performance.

Although the disconnect is a reality across the industry, LuLu Group International addresses it through such integration.

V. Nandakumar explains, “We connect e-commerce platforms to store-level stock, use dynamic promotions to move slower inventory, and trigger CRM nudges to recover abandoned carts. Omnichannel isn’t just about having multiple touchpoints; it’s about making them work together as one system. When channels talk to each other, the customer doesn’t feel the gap – and neither does the business.”

Specialists in uniﬁed retail also recommend erasing the imagined boundary between digital and physical. Serve the same shopper with one brain, and both stock and sales improve, they suggest.

“The reality is that despite significant progress, true omni-commerce remains rare,” says Sachinn J. Laala, Chief Executive Officer, Liquid Havas Market. “Most brands still treat e-commerce and offline retail as separate channels, when in fact they are deeply interconnected. Both serve the same customer, offer the same products and fulfil the same needs, just in different environments.”

Laala adds, “The fundamentals of creating a seamless data flow between online and offline will help solve slow moving inventory offline and abandoned carts online. Ultimately, we must stop thinking in terms of digital vs. physical and instead treat both as one unified

Patience also matters. Adding a new perspective, some leaders state that the growing culture of speed and instant measurement can tempt people to judge too soon when the commercial impact requires more time.

Al Saady explains, “I believe that sometimes the disconnect occurs because the expectations of digital marketing and spending are too high. The fundamentals of marketing still apply, and just because you can measure everything immediately doesn’t mean that the results will be immediate too. Marketers need to zoom out and look at broader windows of time to understand the impact of their ads and then use the data to extract and test insights.”

Conversely, leaders also discuss the opposite problem: In hospitality, for example, a hotel might be seeing low online conversions, yet walk-ins are strong. Similarly, a restaurant could be bustling every evening, but if the number of covers and revenue isn’t measured, digital campaigns won’t know what’s really working.

customer journey,” says WPP Media’s Arif. “Visibility and clarity are essential for building brand awareness and trust, which are critical for long-term growth and customer loyalty.”

It has also become imperative for marketers to gain visibility and clarity on the size of the prize, the addressable audience and what share of the audience they hold.

“Reach, awareness and credibility in your category is key – if people don’t know you exist, no amount of click optimisation will save you,” says SQUATWOLF’s Bishop. “But the problem isn’t the checkout ﬂow; it’s salience. Visibility builds growth. If you don’t know your market share, you don’t know your ceiling. I’ve worked with founders and CEOs who blame website conversion when their market share is less than 1 per cent.”

Similarly, in retail, clarity isn’t abstract; it’s a promise kept – from seeing the right item to having it available at pace. Despite playing diﬀerent parts in the same orchestra, operations and media must keep time together.

“In retail, a click that doesn’t connect with the right product or shelf is wasted,” says LuLu Group International’s Nandakumar. “We focus on aligning promotions, inventory, and systems so that the online promise matches the oﬄine reality.”

Epsilon’s Verma says, “The solution isn’t complicated: connect bookings, loyalty and transaction systems so every interaction is captured. But this does take time and resources. When you do it, the insight is invaluable, letting you optimise spend and letting you reach the right people eﬀectively.”

VISIBILITY AND CLARITY OVER CLICKS

The time has come for the industry to move beyond its current ﬁxation on clicks as a success metric and pivot to using it as a diagnostic signal. Instead of pursuing clicks, leaders suggest that the industry must enhance visibility and clarity. Visibility means knowing where the customer is, what they need and how fast marketers can deliver. Clarity means helping consumers connect a click with the right product and experience.

“An over-reliance on clicks can lead to a narrow, short-term view that neglects the full

Leaders also suggest a shift: Instead of constantly chasing more traﬃc, marketers need to ask whether they can serve current consumers better with what the data and tools they already have on hand.

After all, marketing is not just about driving acquisition; it’s also about ensuring the customer journey is seamless, trustworthy and ultimately proﬁtable.

But tying activity to such meaningful outcomes also requires a shared language and a single measurement spine across teams.

“Clicks are a relic of the old performance playbook,” says Mondelēz International’s Christaras. “Real growth comes from visibility, clarity and the ability to connect exposure with tangible outcomes – incremental sales, inventory movement and consumer lifetime value. That requires uniting marketing, commerce, and operational teams under one measurement framework.”

She adds, “At Mondelēz, we look beyond chasing cheap acquisition and instead focus on optimising the entire consumer experience. Every touchpoint is engineered to create value, building not just conversion but brand equity and business resilience in an increasingly competitive e-commerce environment.”

Marketers also recommend aligning success metrics to strategy, while ensuring that these metrics are interpreted correctly and in context. Comparisons based solely on surface interaction can be deceiving.

“Clicks, without additional data, are a vanity metric that can tell you if your ad has appeal, but without any real context about why the person clicked. Marketers need to ﬁnd a way to understand the impact of their ads through experimentation, and the right measurement frameworks,” says talabat’s Al Saady. “For some campaigns, it’s about conversion clicks on a landing or lead page; for others, it’s about brand lift and brand awareness. Comparing clicks is easy and simple, but sometimes misleading, because each campaign has diﬀerent objectives and benchmarks.”

Subhan Ahmad agrees, saying, “Without a cohesive strategy, ad spend risks becoming a

Krinio Christaras

Wassem Afzal

Raj Verma

vanity-driven cash burn, chasing temporary growth instead of building sustainable customer engagement and long-term brand impact.

Not a single dollar should be spent on performance campaigns without a digital strategy grounded in core customer-led marketing strategy: value creation, capture and delivery across product, growth, technology and experience. When alignment exists, clicks, conversions and loyalty metrics all become more eﬃcient.”

Leaders raise hands in unanimity, stating: clicks are signals, not results.

Platformance’s Afzal says, “For upper-funnel work, clicks can help diagnose movement. For sales or repeat customers, clicks matter far less than incrementality, lift, and proﬁtability. Marketing is not about being seen; it is about turning attention into measurable action. Strategy and systems need to align to make that link clear, so teams optimise for business outcomes, not activity.”

PARTING ADVICE ON TARGETING AND SEGMENTATION

For brands new to advanced segmentation, leaders suggest starting broad with wider audiences and reﬁning gradually with each iteration.

Al Saady says, “Beginning with the wider audiences allows you to gather insights and then slowly improve them over time. Too often, audiences turn into cliches and prejudices, where it’s intended to solve for relevance and waste. Any segmentation can drive tons more insights and learning opportunities, and not every segmentation will yield positive results. However, it will reveal additional information that is useful.”

Marketers must also remember that, quite often, mastery of the basics often outperforms ﬂashy tooling. Real groups, reachable at scale, with clear value, will always be the foundation.

“Segmentation should be about creating outcomes that move the business, not dashboards that look clever,” says Bishop. “Start with the basics – what are you trying to achieve? Is the daily email really that bad if it keeps you front of mind? What measure will you lean into – short-term revenue, or the lifetime value (LTV) loss from unsubscribes? Deﬁne the outcomes that matter, then build segmentation to deliver against them.”

That said, for many brands a basic step is to unify data, then work up from simple behavioural clusters to predictive models and live triggers.

Leaders share that such an approach allows for the creation of predictive segments – such as potential churners or high-value customers – and real-time retargeting.

“Basic segmentation, done well, is advanced,” Afzal says. “The basics matter most: clean data, clear objectives and a true understanding of the market and your core customers. Segmentation is powerful when the groups you deﬁne are real, reachable and commercially valuable at scale. That is what creates outcomes a business can measure and build on. Eﬀective segmentation is about clarity and execution, not complexity.”

Arif agrees, “Before tapping into AI, you need a clean, uniﬁed source of ﬁrst-party data. My advice is to start with a simple behavioural segmentation – for instance, based on purchase frequency or cart abandonment – and build from there. Once this foundation is solid, you can use AI to analyse more complex behavioural patterns.”

Building on this conversation, Christaras says, “Advanced segmentation is only as powerful as the foundation it stands on. That starts with clean, compliant, unified zero-party data. From there, define high-value consumer segments and activate them with predictive models, real-time triggers, and dynamic creative. At Mondelēz, we’ve seen micro-segmentation lift both conversion and loyalty when it’s paired with adaptive offers and remarketing that reflect each consumer’s unique stage in the journey.”

Marketers must also consider creating centralised data rooms that integrate CRM, email platforms, POS systems and other key tools.

Laala explains that these centralised data rooms “will enable systems to talk to each other and support real-time, uniﬁed customer segmentation. They will also help with retargeting abandoned carts using real-time behavioural data to identify high-intent users and trigger timely, personalised retargeting.”

the customer, even sophisticated models can misﬁre. They reiterate that identity sits at the core of eﬀective personalisation.

Verma agrees: “If you can’t recognise the same person across web, app and store, even the smartest predictive models will fail. Make sure your ﬁrstparty data is clean, complete and connected, so every action feeds into a single view. Then AI can personalise properly, showing the right message to the right person at the right time.”

He adds, “Begin with small, controlled tests, iterate based on results and gradually expand. When identity and data are solid, you can create segments that respond predictably, reduce wasted impressions and unlock campaigns that inﬂuence behaviour.”

Leaders also share that segmentation goes beyond communication – it involves aligning the entire business to anticipate, serve and grow alongside evolving customer behaviour.

“My advice is to start practical,” says V. Nandakumar. “Don’t over-engineer segmentation with endless dashboards. Focus on a few high-impact segments –loyalists, discount-seekers, or cart abandoners – and build clear journeys around them.”

He sums it up, saying, “AI helps us anticipate churn, forecast demand, and personalise oﬀers. But the real unlock happens when marketing, merchandising and operations act together. Real-time behavioural targeting works only if stock

All in all, the key messages from experienced marketers are clear: If marketing were a ﬂight deck, ROAS would be just one gauge.

He adds that data rooms “will help you run eﬀective A/B tests real-time segments, let you quickly test and learn what messaging or oﬀers work best, and lastly enable predictive insights that leverage AI to forecast customer behaviour, improving segmentation, marketing, and even inventory decisions. This approach shifts your marketing from being reactive to being data-driven and proactive, improving performance across the board.”

Calling on brands to get their fundamentals in order, Ahmad advises precise, scalable personalisation that drives performance while building long-term customer trust. But leaders warn that without a consistent view of

It’s time to develop a more nuanced understanding of the fuller instrument panel in the cockpit: contribution margins, incrementality, lift and lifetime value; visibility that builds market memory; systems that knit online and oﬄine into one journey; and segmentation that starts with clean data and ends with usable, scalable outcomes. This is less about chasing clicks and more about orchestrating commerce.

The through-line is stewardship. When teams align measurement to proﬁt, tie signals to sell-through, and use data to inform both promise and delivery, marketing graduates from a cost centre to a growth engine – steady, intentional and pointed ﬁrmly at value.

Subhan S. Ahmad

Sachinn J. Laala

Siham Arif

Sometimes it helps to state the obvious: audiences are just people going about their lives with all the emotions, distractions, decisions and moments that come with it. We all have moments, good ones, bad ones and distracted ones. Sometimes we buy because we like something, sometimes because we need to and sometimes simply because a friend did. None of these fit neatly into a box.

Even the idea of identity starts to fall apart when you think about it. Any parent knows they do not live with just one identity. They are a driver, a nurse, a teacher, a counsellor, a friend – all in the same day. Each role comes with a different mindset, motivation and character. Identities are not fixed, and they are not human.

Yet for years, marketing acted as though people could be reduced to a single record in a database. That worked when cookies and identities (IDs) held the industry together, but those days are gone.

FROM IDENTITY TO INFERENCE

The precision era was built on the promise that stitching together identifiers could reveal the truth about people. Cookie trails, device IDs and third-party graphs promised accuracy but delivered fragmentation: data that was often incomplete, inconsistent and outdated before it could even be activated.

Worse still, it treated people like static records instead of dynamic beings whose choices shift with context, mood and culture. And it leaned heavily on personal data that consumers never truly consented to share. Each new regulation exposed the fragility of the model and forced another workaround.

That is why identity, as it was practised, has hit a wall. It is brittle, slow and

‘‘AUDIENCES ARE NOT IDENTITIES –THEY ARE PEOPLE IN MOTION. SUCCESS BELONGS TO THE AGENCIES THAT RECOGNISE THIS.”

Designing systems around inference rather than identity is how agencies prepare for the future – delivering relevance at scale while protecting trust.

FROM SEGMENTATION TO DIALOGUE

Segmentation was marketing’s shortcut: put people in buckets, assign personas, and assume the job is done. But two people who look identical demographically can behave in completely different ways.

Signals open up a different way of thinking. Every click, search, share and purchase is input into a dialogue between brand and audience. Treating signals as a conversation – building planning, creative and activation around the same intelligence – is how agencies move past campaigns into relationships. It’s not about being everywhere; it’s about showing up in the right way, at the right time.

Those who rewire themselves to work this way will be the ones shaping conversations instead of chasing impressions.

FROM ACQUISITION TO ORCHESTRATION

For too long, conversion was treated as the finish line. In reality, it is only the beginning. People do not stop their journey when they buy. They compare, they share, they switch and they influence others.

The opportunity lies in orchestration. Data, content, commerce and context can be connected into adaptive systems that flex as people move. Only then

increasingly irrelevant in a world where platforms control the pipes.

The alternative is inference. Instead of clinging to static identifiers, inference interprets real-time signals such as geography, sentiment, affinity and time of day to understand intent. It does not compromise privacy because it is not about tracking individuals. It is about recognising patterns and predicting needs in ways that feel natural and contextual.

SIGNALS, NOT SEGMENTS: TURNING DATA INTO STORIES THAT MATTER

Dentsu MENA’s Ramzy Abouchacra explains why brands need to listen to signals, not stereotypes, and turn data into stories that resonate in the algorithmic era.

do customer journeys stop looking like funnels and start operating like ecosystems.

Building for orchestration reduces complexity for brands and creates frictionless experiences for people. This is where technology and creativity align –not as separate silos but as parts of a living system that adapts in real time.

LOOKING AHEAD

The algorithmic era is defined by fluidity. People move between platforms, devices and contexts constantly. Brands that listen closely to the signals shaping decisions, act on them with empathy, and embed privacy as a principle from the start will be the ones rewarded with loyalty. But no one can do this in isolation.

Collaboration with publishers, platforms and partners is what turns signals into stories and stories into experiences people actually remember. At its heart, this is the shift: audiences are not identities – they are people in motion. Success belongs to the agencies that recognise this shift and create work that doesn’t just connect in the moment, but that endures.

Those defining the standard are the ones crafting stories that earn attention, build trust and that people carry with them long after the moment has passed.

By Ramzy Abouchacra, Media Practice President, dentsu MENA

The pace of digital transformation across the GCC has surged, accelerated by shifting work patterns, evolving digital behaviours and rising consumer expectations. Catering to one of the world’s youngest, most digitally native populations, the region’s businesses are under pressure to keep up with a consumer base that expects seamless and personalised experiences across channels, devices and moments.

According to the IMF’s 2025 paper on digital transformation in the GCC, digital literacy across the region now exceeds that of many developed nations. Despite this, a surprising number of organisations still rely on business models built for a different era, often prioritising incremental tech adoption over true structural change.

Many companies are optimising what exists, rather than rethinking what’s needed. And while improvements to process and interface might deliver short-term gains, they won’t meet the demands of a digital-first economy. In doing so, these businesses risk reinforcing the very inefficiencies they should be moving beyond.

STRUCTURAL CHANGE, NOT COSMETIC UPDATES

In the race to modernise, some organisations jump headfirst into technology investments without asking the most critical question: what are we solving for?

Before introducing a new platform, businesses need a clear, strategic vision – one grounded in a deep understanding of the organisation’s structure, ambition and long-term ambition. At MRM, we refer to this as vision anchoring: a process of building a three-year North Star that maps your current state, future ambition, and the incremental but focused shifts required to get there.

Without this anchor, technology becomes reactive. It’s the classic treadmill effect: a lot of activity, no real progress. Fragmented systems, underused tools, overwhelmed teams and mounting costs are the byproducts of tech-first thinking. But transformation isn’t about having the latest tools; it’s about creating the right conditions for value to emerge.

When organisations adopt technology without a clear purpose or roadmap, they often end up with siloed systems, duplicated work and teams buried in complexity. A strong strategic vision ensures that digital investments support real business goals, not just tech upgrades for the sake of it.

Technology should follow business priorities, not dictate them. When chosen purposefully – to address real, grounded business needs – technology becomes a catalyst for better decision-making, operational clarity and client value. That’s where true transformation lives – not in the interface, but in the infrastructure.

Because digital transformation isn’t just about adding new tools; it’s about rethinking how value is created, delivered and sustained. Too often, businesses try to build transformation on top of outdated systems and structures, designed for a different time and different challenges.

A growing body of evidence suggests that applying modern tools to outdated frameworks often results in limited long-term gains. While improved interfaces and faster service can offer short-term benefits, they cannot compensate for business models that may no longer reflect customer needs, competitive pressures or market realities.

A REGION POISED FOR REINVENTION

The GCC is uniquely positioned to lead in business transformation. It has the advantage of demographic momentum, high investment capacity and government-led digital agendas that sometimes exceed those of the private sector. Looking at the transformation closely linked to three national

FROM DIGITAL TRANSFORMATION TO BUSINESS RESURRECTION

MRM MENAT’s Karim Slim shares why many brands in the GCC region need a reboot, not a refresh.

strategies – Saudi Arabia’s Vision 2030, the UAE’s drive to become a global digital economy, and Qatar National Vision 2030 – it is clear that the groundwork has been laid for digital-led growth and innovation across multiple sectors:

Saudi Arabia’s massive investment in digital infrastructure underpins mega-projects such as NEOM, Qiddiya and the Red Sea Project, each envisioned as a sustainable, digitally enabled smart city is redefining tourism and urban experience through integrated smart infrastructure.

In the UAE, the government went so far as to appoint a Minister of State for AI, Digital Economy, and Remote Work Applications, along with launching programmes such as the Dubai Future Accelerators and the Dubai Chamber of Digital Economy, targeting 20,000 digitally enabled SMEs.

Qatar has combined legacy event investment, most notably the FIFA World Cup infrastructure and the revitalisation of Msheireb Downtown, with long-term digital enablement – in energy through QatarEnergy’s global LNG expansion and in finance through the Qatar Financial Centre’s push into fintech and digital trade services. Meanwhile, telecoms provider Ooredoo, through the MENA Digital Hub, is investing in new AI data centres, partnering with NVIDIA. Together, these regional efforts reflect a major shift from incremental modernisation to purposedriven reinvention.

THE PRIVATE SECTOR WAKE-UP CALL

For many private sector companies, this presents both a challenge and a benchmark. Today’s consumers in the GCC are not just comparing your digital experience with industry peers; they’re comparing it with their interactions with government platforms, fintech apps and global digital services.

Yet, recent market studies show a growing gap between digital investment and foundational business change. While many organisations claim to have a transformation roadmap, far fewer have reassessed their operating models, delivery frameworks or product strategies.

To close this gap, a strategic reset is essential – one that includes:

Focusing on customer value rather than internal efficiency.

Eliminating silos and encouraging crossfunctional collaboration.

Upskilling internal teams with digital capabilities. Embracing a culture of experimentation and iterative innovation.

THE WAY FORWARD

Transformation in the GCC must go beyond digital layering. It requires organisations to question legacy assumptions, outdated processes, and inherited complexity. While that kind of change can feel daunting, the cost of maintaining the status quo is far greater.

The most successful players in the region, across fintech, e-commerce and urban innovation, are not those who digitised what they had. They are the ones who started over with a new question: What does value look like in this new world? And for their customers, the answer is simple: seamless, relevant and responsive experiences that evolve with their needs.

Digital transformation alone is no longer enough. Execution speed and structural clarity are what will define the next wave of leaders. In this moment, long-term competitiveness depends on more than just smarter tools. It requires a willingness to reset, rethink and rebuild.

Because the future won’t fully reward those who simply modernise what exists; it will belong to those who redesign what’s possible.

By Karim Slim, CEO, MRM MENAT

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Scan. Connect. Communicate.

slowly setting in across screens and dashboards. Higher acquisition costs mean shrinking profit margins and, for many brands, ads are becoming unsustainable in the long run.

Why is this happening? Simply put – competition. The first big e-commerce wave began in the early 2000s, but the Covid-19 pandemic, coupled with the social media boom of the late 2010s and early 2020s, permanently shifted consumer behaviour. Shoppers moved from brick-and-mortar reliance to an online-first mindset. Every brand jumped on board, and the clutter is very real.

Think about it: during a 30-minute Instagram scroll – from personal experience – it’s plausible that a user sees anywhere from 10 to 30 ads. When you’re competing for attention against that many messages, how do you stand out? How do you pull your audience’s gaze away from everything else? The truth is: it’s harder than ever to stay efficient and profitable.

CREATIVE FATIGUE AND THE CONTENT CRUNCH

With rising CAC comes another unavoidable challenge: creative fatigue.

Keeping audiences engaged while staying relevant to ever-changing trends is exhausting for both advertisers and creative teams.

The short-form video boom, thanks to TikTok, Instagram Reels and YouTube Shorts, has accelerated this problem. Attention spans are shrinking, content duration is getting shorter, and users are consuming

“IF YOUR MEDIA PRESENCE ISN’T INTEGRATED, YOU’RE ONLY SCRATCHING THE SURFACE OF WHAT’S POSSIBLE.”

purchase on Amazon. This fragmented journey creates headaches for marketers trying to piece the customer experience together.

Without true omnichannel integration, brands face disconnected touchpoints, inconsistent messaging and, worst of all, wasted media spend. Measurement becomes murky, attribution gets messy and opportunities to deliver a seamless brand experience slip through the cracks.

The solution lies in unifying data and strategy. Investing in customer relationship management (CRM) or customer data platform (CDP) tools to build richer customer profiles is no longer optional. Brands need to connect the dots between channels, deliver consistent storytelling and rethink attribution beyond the last click. In today’s environment, if your media presence isn’t

THE THREE WALLS HOLDING E-COMMERCE BACK, AND HOW TO BREAK THEM

Hearts & Science’s Elias Chedid reveals the three hurdles to e-commerce that the industry needs to overcome to stand out in the crowd.

E-commerce is still a major discipline in today’s ever-evolving digital landscape. For some people, it’s a one-way ticket out of the nine-tofive. For others, it’s an experimental side project to try their luck at making a quick buck. One thing is certain: digital marketing success requires a lot more than simply being present online. It’s about winning attention, building loyalty and driving measurable return on investment (ROI). While there are many challenges in this space, specifically in direct-to-consumer-led campaigns, three stand out as the biggest obstacles holding brands back in e-commerce.

COST OF ACQUISITION IS RISING

Cost per thousand impressions (CPMs), cost per click (CPCs), click through rates (CTRs), and CPMH (cost per mental health; digital marketers know what I mean) are the usual suspects in measuring campaign success. But above them all sits the most important metric: customer acquisition cost (CAC). Advertisers everywhere are watching CAC climb, and panic is

an endless stream of entertainment daily. For brands, that means ads wear out quickly, CTRs drop, return on ad spend (ROAS) dips, and CAC climbs even higher. Marketers are now forced to churn out creatives at lightning speed to keep up. But this process isn’t sustainable without new approaches.

The smartest brands are finding ways to scale content through user-generated content, influencer partnerships and repurposing assets across platforms while tailoring them to each channel. Others are leaning on AI-driven creative testing to produce variations faster.

However, the challenge isn’t just making content, it’s making content that consistently feels fresh, authentic and aligned with performance goals while keeping up with the latest trends across social media.

THE OMNICHANNEL CHALLENGE

Another hurdle: today’s shoppers don’t follow a linear path. They might discover your brand on TikTok, research it on Google and complete their

integrated, you’re only scratching the surface of what’s possible.

So, what can we do now? E-commerce marketing is crowded, competitive and constantly evolving. Rising CAC, creative burnout and fragmented omnichannel experiences should be treated as hurdles rather than roadblocks. They’re invitations to adapt.

The brands that will win aren’t the ones with the biggest budgets, but the ones that balance efficiency with creativity, and performance with authenticity. They’ll be the ones investing in retention as much as acquisition, scaling content smartly instead of endlessly, and building truly connected customer journeys.

Because, in the end, e-commerce isn’t about just showing up in the feed; it’s about standing out, being remembered and building loyalty in a world that’s scrolling faster than ever.

By Elias Chedid, Performance Associate Director, Hearts & Science – Dubai

Everyone has a point of view on AI. Of course they do. Every panel, every article, every keynote is bloated with predictions about the future. But in a world drowning in opinions, theory is cheap. Practice is priceless. Communication was never meant to be an abstract sport. It’s a craft. A discipline. Like carpentry or calligraphy, it only matters when your hands are dirty. Ideas are worthless until they’re put to work. Until they leave a mark. Until they bend reality in some small but undeniable way. Talking is easy. Noise is everywhere. Progress is rarer and it always comes from execution. Because the objective has never been AI. It has never been technology. The objective has always been the same: better communication. Stronger relationships between people and brands. And here’s the catch, swap empathy for eﬃciency, and communication collapses into transaction. And transactions don’t build loyalty. They build receipts.

We don’t sell technology. We bend it to our will. To cut sharper. To stay relevant. To make communication actually work. Because the tool is never the point. The point is people. The point is how brands connect in ways that feel real, human, valuable.

Technology should be the ampliﬁer of connection. Never the impersonator of it.

That is where personalisation comes in. For years, communication struggled with scale. How do you speak to millions without sounding hollow. Now the tools exist to close that gap. And when used with intent, personalisation can be a force for good. Not the vanity version that chases clicks. The deeper one. The kind that shows you understand someone. That you are speaking to them, not at them. That you can show care even at scale. This is not about replacing empathy. It is about making it possible at a level we could never reach before. Done right, personalisation doesn’t dilute relationships. It makes them stronger. It doesn’t strip communication of its texture. It makes it resonate.

But let’s be clear. Personalisation alone will not save us. Technology can set the stage, but it cannot deliver the play. Meaning still belongs to practitioners.

The future of communication will not be decided by platforms. Platforms are built to chase scale and attention. Practitioners must chase empathy and trust. The real shift will not come with the next shiny launch. It will come from those who can balance instinct with intelligence. Who serve people, not just metrics. The good news is this. The tools are no longer locked away for the privileged few. Technology is leveling the field. It is no longer the playground of corporations with bottomless budgets. Today, anyone from the global giant to the hungry startup, can listen, respond, and connect with their audience. And agentic AI will take this further. It will let institutions and businesses build their own tools. Not rent them. Not beg for them. Build them. To design workflows on their own terms. To break free of the one-size-fits-all shackles.

That is the real shift. Not just more communication. But communication that is accessible. Customisable. Independent.

Staying human.

So let’s not kid ourselves. AI will transform communication. That part is inevitable. The real test is whether we, the practitioners, use it to serve people. Because automation is not connection. Eﬃciency is not empathy. What matters is purpose. The brands that get this will not sprint after every new platform or tool like moths to a lightbulb. They will treat technology as leverage, not as a destination. They will remember what communication has always been about: understanding, empathy, trust. Because no one builds a relationship with a platform. No one feels loyalty to an algorithm. People remember people. They stay loyal to brands that make them feel seen, heard, valued.

We are not here to bow at the altar of technology. We are here to bend it. To make communication more open. More personal. More human. In a world desperate to hand conversations over to machines, the most radical act is to keep the conversation human. It is time to stop feeding the noise with more theory. Time to trade opinions for outcomes. Time to talk less and do more. To show proof, not promises. Only then will communication evolve in a way that truly serves people, brands, and society. Here at C2 Comms, we try to keep our hands in the craft, not just the theory.

Tools change, platforms shift, and the hype cycles never stop, but the discipline is the same: make something that feels human, that someone remembers, that earns its place in their day. Everything else is noise, and the market is merciless at reminding us of that.

By Roy Aftimos CEO, C2 Comms

Campaign Middle East will be hosting its annual Campaign Saudi Brieﬁng: Media and Marketing, gathering key stakeholders across governmental entities, brands and agencies for a morning of networking and in-depth discussions on the evolving media and marketing ecosystem in the Kingdom.

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LEADING THROUGH DIGITAL TRANSFORMATION

5th Element’s Muneef Khan discusses the strategic imperative for e-commerce excellence.

The retail landscape has fundamentally shifted. What began as a gradual digital evolution has accelerated into a complete transformation of how consumers discover, evaluate and purchase products.

For leaders navigating this new terrain, 2025 represents a pivotal moment – not only for revolutionary change, but also for strategic consolidation and optimisation of digital capabilities that will define competitive advantage for the decade ahead.

THE LEADERSHIP CHALLENGE: BEYOND TECHNOLOGY IMPLEMENTATION

Digital transformation in retail extends far beyond implementing new technologies or launching e-commerce platforms. It requires leaders to fundamentally reimagine their organisation’s relationship with customers across every touchpoint.

The most successful retail leaders understand that digital transformation is ultimately about creating seamless, valuedriven experiences that transcend traditional channel boundaries.

Consider the modern consumer journey: it rarely follows a linear path from awareness to purchase. Customers might discover a product through social media, research it online, experience it in-store, compare prices across platforms and complete their purchase through a mobile app – all while expecting consistent brand messaging and personalised service at every step. This complexity demands leadership that can orchestrate resources across multiple departments, channels, and technologies.

STRATEGIC CONSOLIDATION: THE 2025 IMPERATIVE

As we move deeper into 2025, the era of experimental digital initiatives is giving way to strategic consolidation. Leaders are no longer asking whether they need digital capabilities – they’re asking how to optimise what they’ve built. This shift represents a maturation of digital strategy from reactive implementation to proactive refinement.

The most effective leaders are conducting comprehensive audits of their digital ecosystems, identifying redundancies, eliminating friction points and doubling down on initiatives that deliver measurable results.

They’re asking critical questions: Which digital touchpoints actually influence purchase decisions? How do our online and

offline channels complement rather than compete with each other? Where are we creating unnecessary complexity in the customer journey?

This consolidation mindset extends to performance metrics as well. The proliferation of digital analytics has created an overwhelming array of data points, but successful leaders are focusing on metrics that directly correlate with business outcomes.

They’re moving beyond vanity metrics like page views or social media followers to concentrate on customer lifetime value, conversion rate optimisation, and crosschannel attribution modeling.

BUILDING ADAPTIVE ORGANISATIONS

Digital transformation success requires more than strategic vision – it demands organisational agility. The most effective retail leaders are building teams and processes that can rapidly respond to changing consumer behaviours and market conditions.

This means fostering a culture of continuous learning, encouraging cross-functional collaboration and investing in employee development that keeps pace with technological advancement.

Leadership in this context becomes less about commanding from the top and more about enabling teams to make data-driven decisions quickly.

Successful leaders are democratising access to customer insights, empowering front-line employees to personalise interactions and creating feedback loops that allow rapid iteration based on customer response.

THE CUSTOMER-CENTRIC IMPERATIVE

At the heart of successful digital transformation lies an unwavering focus on customer value creation. Technology should amplify human connection, not replace it. The most successful e-commerce leaders understand that behind every click, view and purchase is a person with specific needs, preferences, and pain points.

This customer-centricity manifests in personalised product recommendations that genuinely help customers discover relevant items, streamlined checkout processes that respect customers’ time, and post-purchase experiences that build long-term loyalty. It means using data not just to sell more products, but to solve real customer problems and create genuine value.

THE PATH FORWARD: LEADING IN THE AGE OF AUTONOMOUS COMMERCE

As retail continues its digital evolution, leadership success will be measured not by the sophistication of implemented technologies, but by the seamless value created through intelligent automation and human-centered design.

The leaders who thrive will be those who can balance autonomous artificial intelligence (AI) agents with human expertise, leverage smart displays while preserving authentic connections and build organisations that are both hyper-efficient and deeply empathetic.

The convergence of agentic AI, interactive commerce screens, and immersive technologies such as augmented reality (AR) is creating opportunities for customer

experiences that were unimaginable just years ago. Yet, the fundamental leadership challenge remains unchanged: translating technological capability into genuine customer value while building sustainable competitive advantage. The future belongs to leaders who understand that digital transformation is not a destination but an ongoing journey of adaptation, optimisation and value creation. In 2025 and beyond, competitive advantage will flow to those who can turn the complexity of autonomous commerce into a sustainable source of customer delight and business growth. The question is not whether these technologies will reshape retail – it’s whether leaders will shape how these technologies serve their customers.

By Muneef Khan, CEO, 5th Element

Every business today claims to be digitally transforming. But what does that really mean? To some, it’s simply a matter of shifting systems to the cloud. To others, it’s about adopting automation or experimenting with AI. But the brands furthest ahead are those rethinking how they gather customer data – what they collect, how they connect it and, most critically, how they use it to build trust. Across the globe, companies are proving that the secret to digital transformation lies not in shiny new technology, but rather in the foundational layer of data, identity and governance that drives rich customer experiences. For businesses in the Middle East, this conversation couldn’t arrive at a more opportune moment, with consumer expectations rising and regulations still in flux.

FIRST-PARTY DATA: THE NEW OIL

Marketers have long embraced the maxim that ‘data is the new oil’. However, today’s data

landscape tells a different story. Third-party cookies – the foundation that previously powered digital marketing – are disappearing, while consumers have become increasingly conscious about what personal information they share and why.

This positions first-party data – collected directly through websites, apps, loyalty programmes and other owned channels – as the foundation for future planning. Unlike third-party data, first-party data offers transparency, is opt-in and trustworthy. But collection represents only half the battle. The real challenge lies in achieving this at scale.

THE IDENTITY PUZZLE

Picture a customer’s daily online behaviour. They might scroll through their phone during breakfast, browse social feeds at lunch, add an item to their shopping cart from their laptop that evening, then visit a physical store the next day to complete the purchase. Without proper systems, brands perceive these as four separate customers. Identity resolution connects these fragmented touchpoints, unifying disparate signals into a comprehensive customer view. This enables personalised offers that feel relevant and consistent, fostering stronger brand connections.

AI NEEDS A DATA DIET

AI captures today’s headlines for good reason. Predictive algorithms can forecast customer churn, optimise campaigns and generate compelling content. However, AI’s effectiveness depends entirely on the quality of its input data. Feed it incomplete or conflicting information and even the most sophisticated algorithms will produce

flawed results. First-party data and identity resolution therefore become more than AI companions – they’re critical enablers. Before organisations rush to deploy the latest machine learning technologies, they must build clean, unified and compliant data infrastructures. Skip this step and AI becomes just another buzzword rather than a genuine force for transformation.

THE TRUST EQUATION

The flip side of data is trust. Globally, regulators are tightening rules around personal data collection and usage. Across the UAE, Saudi Arabia and Egypt, emerging privacy frameworks mirror international trends such as the General Data Protection Regulation (GDPR). Consumers are equally vigilant. Personalised recommendations feel welcome; intrusive or unexplained data use doesn’t. Transparency is no longer optional. Brands that clearly communicate their data practices – and demonstrate responsible stewardship – earn customer loyalty. Those that don’t face reputational damage and financial consequences.

BUILDING FOR AGILITY

“BRANDS THAT CLEARLY COMMUNICATE THEIR DATA PRACTICES – AND DEMONSTRATE RESPONSIBLE STEWARDSHIP – EARN CUSTOMER LOYALTY.”

POWERED BY DATA, GUIDED BY TRUST

MCN MENAT’s Karthik Kumar shares his take on the next wave of digital transformation.

Legacy systems often cannot accommodate these demands. That’s why cloud-native, adaptable architectures are becoming essential. Solutions such as data clean rooms enable secure collaboration without compromising privacy. Composable platforms offer flexibility as customer needs evolve. This isn’t technology for its own sake; this is building agility to navigate a shifting marketplace. Strategic partnerships help facilitate this transformation. Collaborations between data and cloud technology providers will enable brands to engage information in real-time, reducing unnecessary transport and maximising transparency. Marketers will experience this as faster insights, more control and less ‘black box’ decision-making.

IMPLICATIONS FOR BRANDS IN THE REGION

Early adopters of privacy-first practices will distinguish themselves in a crowded marketplace. Connecting online and offline data silos will unlock deeper customer engagement. Local context remains crucial: strategies must respect cultural attitudes towards privacy and personalisation. Above all, brands that master data, identity and trust will not only match global best practice, but potentially surpass it.

THE ROAD AHEAD

Digital transformation isn’t a project with an endpoint – it’s an ongoing evolution of how organisations connect with customers. First-party data, identity resolution, AI and privacy form the foundations of this shift.

In the MENA market, the stakes are particularly high. Consumers are digitally savvy, regulators are tightening standards and competition continues to intensify. The organisations that will flourish are those combining global innovation with local insight, leveraging data not merely for transactions, but for building lasting relationships.

The next chapter of change belongs not to whoever amasses the most data, but to whoever uses it responsibly, transparently and intelligently to build trust. That’s the narrative all brands in the region must craft – and substantiate – in the coming years.

By Karthik Kumar, Managing Director – KINESSO, MCN MENAT

FROM GOOGLE TO GPT

SEO Sherpa’s James Reynolds explains why brands must optimise for the age of AI search in order to be visible to the next generation of buyers.

‘Why is my brand nowhere to be found in AI Overviews?’ That’s the question I’ve heard more than once in recent weeks, and with good reason. Artificial intelligence (AI) search has officially landed in the Middle East. Google’s AI Overviews are now live in the region. ChatGPT is being used as a search engine replacement. Tools like Perplexity and Claude are gaining ground fast. For many brands, it feels like search has changed overnight. Here’s the problem: Most marketers still optimise for yesterday’s rules.

When search engines were simple, the goal was clear: rank on Google. But AI doesn’t operate on rankings. It operates on recognition. And if your brand isn’t already part of the AI conversation,

you risk becoming invisible to the next generation of buyers.

That’s the pain. Now here’s the opportunity: AI doesn’t find brands by accident. It finds them by design.

WELCOME TO THE AI ECOSYSTEM

When someone types a query into ChatGPT, the AI doesn’t ‘search’ like Google does. It doesn’t crawl the web in real time. Instead, it draws on trained data, embedded sources, and cited references from trusted sites. AI search doesn’t just reward keywords. It rewards citations.

This means visibility in AI depends not just on being searchable but also on being mentionable across platforms, content types, and time.

WHY PLATFORM DOMINANCE MATTERS

The best way to get cited by a large-language model (LLM)? Be everywhere.

If your brand appears across PR stories, social platforms, YouTube transcripts, Reddit threads and top-ranking articles, it becomes impossible to ignore. AI models mimic the consensus of trusted sources. That consensus is built by volume, consistency and authority.

We see this play out constantly. At SEO Sherpa, we’ve helped Middle Eastern brands show up in Google’s results, AI Overviews, ChatGPT answers and Perplexity’s sources. The key is expanding the content ecosystem through a strategy we call Search Everywhere Optimisation™. Ensuring your brand shows up across all digital environments where people (and AI) seek information.

This goes beyond typical SEO. It’s about owning your brand presence across search engines, platforms and AI environments.

THE THREE-PILLAR STRATEGY: PR, DISTRIBUTION AND BRANDED SEARCH

Let’s break it down. To earn a place in AI search engines, you need three core elements: 1. Digital PR for authority and reach: Mentions in high-authority publications don’t just win backlinks — they win citations. And not just from humans. From AI.

Think Gulf Business, Arab News, Zawya. These are sources AI trusts. Every article you appear in becomes training data for tomorrow’s chatbots.

‘‘AI SEARCH DOESN’T JUST REWARD KEYWORDS. IT REWARDS CITATIONS.’’

When we generate citations for clients in this region, we’re not just building links. We’re building brand memory in the minds of machines.

2. Content distribution for visibility at scale: It’s not enough to create good content. You need to seed it across platforms: LinkedIn, YouTube, podcasts, Pinterest, Quora, even TikTok.

Why? Because AI scrapes it all. Not always in real time, but over time. When that same brand shows up in video subtitles, blog posts, social commentary, and forum discussions, it becomes contextually ‘trusted’ by LLMs.

This is where a regional twist matters. If you’re based in Dubai, speak to local issues. Create content that answers questions relevant to Middle Eastern buyers. It won’t just help you win on Google. It’ll help AI platforms link you to regionspecific queries.

3. Branded search for memorability: The holy grail? Branded searches. When people Google you by name, not your category, it sends a strong signal to algorithms and AI models: your brand is already known.

This builds digital primacy. The more branded search volume you have, the more likely it is AI models will cite you over competitors.

How do you fuel branded search? Thought leadership. Original insights. Speaking at regional events. Getting quoted in reputable publications. The more your name circulates, the more it sticks.

THE SHIFT IS HERE. THE OPPORTUNITY IS NOW.

Search is no longer a single-player game. We’re not just optimising for Google anymore. We’re optimising for everywhere decisions happen –many of which are powered by AI.

This is where Search Everywhere Optimisation™ becomes essential. It’s a mindset shift that expands your brand’s discoverability far beyond traditional SEO, aligning content, PR and visibility efforts with the full spectrum of platforms and engines shaping modern search behaviour.

Your brand needs to be recognisable across digital touchpoints. Not just a logo, but a consistent voice, message and presence. That’s what LLMs notice. That’s what earns you visibility – and citations.

For marketers in the Middle East, the timing couldn’t be better. The region is hungry for digital growth. But most brands are still focused on legacy SEO tactics. That gives you an edge.

Start now. Build authority, distribute content, own your brand terms, and you can leapfrog the competition.

Because in the age of AI, the best way to win is simple: Be the brand they already know, even if ‘they’ is an algorithm.

By James Reynolds, Founder, SEO Sherpa

OCTOBER 2025

CAMPAIGN SAUDI BRIEFING (RIYADH, KSA) Media & Marketing

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The early internet was sold as a techno-utopia – a free space for expression, democracy, and discovery. In practice, it was chaos with dial-up tones, suspicious chatrooms, and a sense of wonder that anything was possible. The promise was decentralisation and access. The reality became banner ads, flame wars, and AOL CDs in the mail. Still, the dream was sincere: that connectivity could cure inequality and alienation. Sound familiar?

Underlying this techno-utopianism was the belief that if enough self-interested individuals connected through digital networks, a harmonious society would naturally emerge. It’s the fantasy of a social order without politics, just code. But without structure, accountability, or intent, what emerged was a breeding ground for monopolies, echo chambers, and bad faith actors. The system didn’t balance – it amplified.

Today’s artificial intelligence (AI) carries a similar promise: liberation from drudgery, enhancement of creativity, and frictionless living. But just like the internet before it, this vision glosses over who controls the tools and who gets left behind. AI is pitched as a benevolent helper, yet it’s trained on stolen labor, built into closed ecosystems, and weaponised to replace rather than uplift. It’s less messiah, more polite automation overlord.

We’ve long loved the myth of the self-correcting system – from markets to ecosystems to algorithms. But this dream lets us off the hook of actually making hard choices. ‘Let it run itself’ often means letting inequality metastasise until the crash. The promise of stability becomes a licence for complacency. Chaos becomes the update schedule.

The current myth is that AI is neutral, objective and rational. That it will simply ‘know’ what’s best – faster and fairer than we ever could. But intelligence without context is just overconfident maths. AI doesn’t ‘know’; it predicts. And what it predicts is often a bland, biased, regurgitated version of the past. Automation without ethics is just scaled-up indifference.

Generative AI doesn’t invent the future – it repackages the past. It can only remix what it’s trained on, which is mostly what’s already been popular. It can give you ten thousand versions of what has already worked. But if you’re looking for something new, something never before seen, you won’t find it in the latent space of yesterday.

Creative work has quietly shifted from communicating with people to pleasing platforms. We design for feeds, not feelings. Aesthetic choices are filtered through engagement stats, SEO heatmaps, and brand alignment decks. The algorithm is now the client, and it pays in dopamine, not dollars. The question is no longer ‘Is this good?’ but ‘Will it trend?’

Borrowing metaphors from nature sounds enlightened – until it gets weaponised to avoid accountability. Ecosystem thinking became a way to say, ‘it’s all connected,’ while ducking the fact that someone is still in charge. It romanticises balance but forgets that nature also has parasites, extinction events, and fungus that eats your brain. It’s not always the best role model for governance. The fantasy of the flat network was that power would dissolve in the light of connection. No more bosses, just nodes. But power didn’t go away – it just got less visible. Platform moderation, algorithmic curation, data harvesting – these are forms of control too. The 21st century didn’t eliminate hierarchies; it made them look like user experience (UX) design. In many AI systems today, it’s unclear who’s accountable. The outputs are complex, the training data murky, the goals vaguely defined. And so decisions with massive impact are made with plausible deniability. ‘The model decided’ becomes

ALL WATCHED OVER BY MACHINES OF LOVING GRACE 2.0

Interesting Times’ Jimmy Francis talks about the move from the ’90s internet utopia to the AI hype machine.

the ultimate corporate shrug. We’ve built machines of immense power and given them a cosmic ‘vibe check’ as a moral compass. You’re feeding the machine every time you post, like, share, and create. But how much of what you make is shaped by what the machine trained you to want? Are you leading the model – or are you just the meat in the loop? The line between creator and dataset is getting blurry. Time to redraw it – with thick, angry lines.

Once we decided humans were just biological machines running selfish code, it became easier to justify systems that strip away empathy and nuance. In this reductionist worldview, there’s no room for mystery, only metrics. But when people are treated like programmable objects, we stop asking bigger questions – like what makes us more than the sum of our code? If human nature is selfish, then UX becomes manipulation. Many apps are now dark patterns disguised as ‘frictionless’ design.

The world of creative tools starts to mirror slot machines: tap, swipe, get a dopamine hit. But what if

delight isn’t something that can be A/B tested? What if joy isn’t the same as engagement? When we let these systems define creativity, we risk reducing imagination to a probability curve. Art becomes prediction. Vision becomes variation. Remember when the internet was supposed to decentralise power? Instead, it created a new class of gods: cloud landlords, platform kings, surveillance merchants. The irony is almost poetic – our dream of digital freedom ended in five companies owning everything. Now AI is repeating the same move, but faster.

AI doesn’t just replace tasks – it reshapes behaviours. Tools that claim to liberate us often subtly retrain us to behave in ways the system prefers. You’re not being freed, you’re being formatted. It’s not autonomy – it’s ambient coercion wearing a UX smile.

We used to design for people. Now we design for APIs, KPIs, and LLMs. Every headline, every layout, every beat is reverse-engineered for machine parsing. We don’t need art directors –we need machine whisperers. But the machine doesn’t care about meaning. It cares about click-through rate. Every time we optimise for metrics, we risk draining meaning out of the work. What’s measurable becomes what’s valuable. But storytelling isn’t just about retention graphs – it’s about resonance. Meaning doesn’t always trend, but it lasts. Optimisation is cheap. Significance isn’t.

“MACHINES CAN REMIX SURPRISE – BUT ONLY YOU CAN MAKE IT REAL.”

You’re feeding a model that might soon call itself ‘creative’ and pitch better than you in meetings. We’re all unknowingly training our future rivals. It’s tempting to let the tools lead. They’re fast, smart, tireless. But the moment we let them define the creative process, we lose something essential. Machines don’t have intuition. They don’t feel risk. They don’t fear failure. You do – and that’s where real art lives. Art that matters is rarely optimised. It’s messy, political, human. It gets under your skin. It doesn’t convert – it confronts. Algorithms fear subjectivity because it can’t be modeled. That’s your edge. Your refusal to be efficient is a revolution. AI is a master of the average. It gives you what’s been proven, what’s worked before. But true creative work isn’t repeatable. It’s disruptive. It’s the thing that doesn’t belong. Machines can remix surprise – but only you can make it real. Dreams aren’t predictions. They’re ruptures. They’re absurd, poetic, terrifying, beautiful. They don’t make sense –and that’s their power. AI can simulate thought, simulate style, simulate connection. But it can’t feel awe. It can’t wake up in the middle of the night in a panic or a poem.“We are not watched over by machines of loving grace – we are watched over by machines built by people, for profit, with power.” I did not write a single word of this article – I made AI write this. Well, except that last sentence.

By Jimmy Francis, Founder and Creative Partner, Interesting Times

TRAVEL ADVISORY FOR MARKETERS EMBARKING ON THEAI CRUISE

Here’s a concise wrap-up of an hour-long virtual round table conversation hosted by The Marketing Society in partnership with Campaign Middle East. The discussion witnessed industry leaders dissect evolving marketing strategies in the age of AI.

By Anup Oommen

Marketers recently gathered to discuss critical changes within digital and media strategies, including the move from search engine optimisation (SEO) to generative engine optimisation (GEO); how to harness artiﬁcial intelligence (AI) for content to drive better outcomes; ethical considerations within AI-driven marketing; the role of large language models (LLMs) in creating culturally relevant content; and ways to navigate the ‘brave new world’ of digital marketing.

The Marketing Society, in partnership with Campaign Middle East, hosted an hour-long session moderated by Alasdair Hall-Jones, Global Director of The Marketing Society, and attended by ﬁve senior marketers, including:

KAAVYANJALI PRASAD, Growth Marketing Expert, GCC;

ISHNEET KAUR, Head of Marketing and International Business, Virgio, a sustainable fashion house;

ANASTASSIYA RUDDY, Marketing Manager, Bombbar MENA, a nutrition supplement store;

MAHESH MURTHY, Managing Director, Pinstorm, an advertising and events branding agency; and

PAUL WILLIAMS, CEO, Spearhead Creativity MENA, a boutique brand and communications consultancy.

At the outset, the leaders – representing brands and agencies in the Middle East

– agreed that the regional marketing landscape is undergoing a profound transformation steered by technological breakthroughs, particularly given the growing role of generative AI and large language models (LLMs) within the industry.

These developments are reshaping how brands interact with consumers, redeﬁning marketing strategies and requiring leaders to pivot to keep pace with the speed of tech advancements and the speed of culture.

The dialogue unveiled a tapestry of insights, showcasing how businesses are strategically integrating AI to redeﬁne brand interactions, craft compelling content, and optimise performance while maintaining the essential human touch.

On one hand, leaders discussed the beneﬁts of speed-to-market, scalability, real-time optimisation and enhanced eﬃciencies that can be unlocked by leaning into the latest technological advancements. On the other hand, they called for a measured and ethical approach to AI that assures brand safety and sustainable long-term growth.

HARNESSING AI FOR CONTENT AND BRAND STRATEGY

The conversation began with a look at how marketing teams are currently leveraging LLMs and AI in their ongoing business operations.

Virgio’s Ishneet Kaur provided keen insights into the symbiotic relationship between AI and human creativity. She emphasised that LLMs offer unparalleled benefits in terms of scale and efficiency, yet underscored the critical role of human involvement in maintaining an authentic brand presence.

Kaur said, “LLMs give you scale, speed and eﬃciency. It makes sense to incorporate LLMs in a tiered model – so, wherever there is high volume and low-risk content, we could use LLMs more, but of course with a human in the loop. But wherever it’s more brandcentric, it’s important that we keep humans at the centre, create the tone, own it, and let LLMs be our autopilot.”

Leaders agreed that this intersection of where humans own the brand story while leaning into AI for in-depth consumer insights, copy and creative remains crucial to create an emotional connect with key audiences.

Spearhead Creativity MENA’s Paul Williams added his perspective, articulating the unprecedented speed at which content can now be generated – all while maintaining brand authenticity.

“The key is to treat LLMs as a sophisticated creative assistant and not a replacement when it comes to brand strategies,” Williams said, emphasising the importance of integrating AI with human oversight to ensure cultural and brand sensitivity, while reinforcing the notion that authenticity cannot be sacriﬁced on the altar of eﬃciency.

NAVIGATING THE ‘BRAVE NEW WORLD’ OF DIGITAL MARKETING

Pinstorm’s Mahesh Murthy painted a picture of how shifting consumer behaviours are steering businesses away from traditional SEO towards generative engine optimisation (GEO).

“We’ve moved on from SEO to GEO. People tend to trust ChatGPT recommendations more than traditional SEO,” Murthy observed, illustrating the shift towards intent-based optimisation over mere keyword strategies.

Leaders shared that this transformation underscores the imperative for brands to adapt to evolving consumer expectations, leveraging AI to provide nuanced and contextually relevant content.

Marketers also shared practical insights on how to restructure SEO practices to align with the new GEO paradigm.

Kaavyanjali Prasad alluded to intentbased content, outlining a strategic approach that integrates experience, expertise and trustworthiness.

Prasad agreed with Murthy, saying, “We’ve now moved from keyword-based strategies to intent-based strategies. LLMs take into consideration the credibility of the content with a citation, as well as the intent of what the user has actually asked about.”

Her insights reveal a structured framework for developing content strategies that resonate with AI-driven consumer interactions, marking a signiﬁcant departure from conventional methods.

Anastassiya Ruddy from Bombbar MENA delved into how consumer search behaviours are transforming in the age of AI. She highlighted that users are no longer searching for lists but are instead seeking personalised recommendations, answers and solutions.

“People are no longer searching for ‘10 best protein bars’. Instead, they’re asking, ‘Create a nutrition plan for me’,” Ruddy said, explaining that this shift necessitates a strategic pivot for brands, pushing them to optimise for conversational interfaces and personalised interactions that extend beyond traditional keyword-focused strategies.

As the discussion continued, leaders examined the ethical implications of AI in marketing. There was a unanimous call for transparency and unbiased data usage to

‘‘WE’VE NOW MOVED FROM KEYWORDBASED STRATEGIES TO INTENT-BASED STRATEGIES.’’

ensure fair representation and avoid perpetuating biases.

Ishneet Kaur articulated these concerns aptly, remarking, “The lines of truth are blurring. The era that we are heading into is one where people ask, ‘What’s the truth, and what can we trust?’ We need to ask ourselves: Are certain brand voices being ampliﬁed, while other brand voices are silenced? Do we have suﬃcient diversity in the voices we hear? That’s the risk in terms of ethics and biases that we’re witnessing – and the responsibility to address this lies across the spectrum: with brands, with platforms, and with agencies supporting this ecosystem.”

THE ROAD AHEAD: BRIDGING HUMAN CREATIVITY AND AI

Incorporating AI into marketing is akin to sailing into uncharted waters. While it oﬀers a vessel with velocity and reach, the captains of the ship – in this case, human marketers – must chart the course.

The roundtable concluded with a reﬂective exchange on the evolving responsibilities of brands and platforms in the AI-driven era. Murthy advised caution about the over-reliance on technology without continuous, skilled human intervention.

Discussing video safety, AI-generated imagery, user-generated AI content and compliance concerns that need to be addressed around each of these, Murthy warned, “The ﬁne for non-compliance, for example, in the UK, is 10 per cent of your global revenue. In Europe, it’s 6 per cent of your global revenue. In Australia, it’s 5 per cent of your global revenue. And if you keep adding it up, very soon, up to 50 per cent of your revenue will be at stake if you’re non-compliant.”

Marketers reiterated that the journey through AI territories must be charted with caution, keeping the timeless principles of authenticity and integrity top of mind at all times.

As businesses sail forward, the compass points towards an integrated approach where creativity and technology do not merely coexist but thrive together, each amplifying the other’s strengths and capabilities.

The collective insights from the roundtable underscore a pivotal moment in the evolution of marketing. By embracing the nuanced interplay between human creativity and AI-driven eﬃciency, businesses can navigate the complexities of this new era, crafting strategies that speak to the hearts and minds of today’s consumers.

The path ahead will be both challenging and exhilarating, marketers agree, adding that it will unlock endless possibilities for those willing to adapt and innovate within the constantly evolving realm of marketing.

Does Saudi Arabia have a white noise problem?

AKQA MENA’s Jon Holloway discusses why the brands that thrive in the next ﬁve years will be the ones with the sharpest points of view.

The ‘thought leadership’ pieces are everywhere.

“Saudi needs a new playbook.”

“Creativity is the next frontier.”

“Storytelling must evolve.”

But peel back the headlines and what you often ﬁnd is the same recycled thought wrapped in mediocrity: bland ideas disguised as insight or vague strategies packaged as vision. For a region that’s rewriting its future with staggering speed, the conversation about creativity has stalled.

Here’s what you won’t often hear: Saudi doesn’t need a new playbook. It needs to throw out the genre entirely. Saudi is buzzing. The skylines rise like a promise. In just a few years, the Kingdom has morphed from a quiet country into the world’s most ambitious project. Giga-projects pierce the horizon. Digital billboards ﬂicker with technicolour dreams. New logos, new brands and new ambitions – everywhere.

But beneath the gleam of transformation lies a growing challenge for marketers and brand builders across the Kingdom: a white noise problem.

it’s lost its edge.

By Jon Holloway, Managing Director, AKQA MENA

And yet, what they’re served too often is gloss without guts. This isn’t a question of talent. It’s one of creative courage.

At a structural level, Saudi is still building its creative class. While media budgets are ballooning – digital ad spend in Saudi alone hit $1.3bn in 2024, up from just $780m in 2020 – the creative infrastructure is still catching up. Many of the most celebrated campaigns are led from outside the Kingdom. Local nuance gets lost. Meanwhile, local creatives often operate without the mentorship, exposure, or platform needed to break the mould. The result? Work that feels neither fully Saudi nor fully global. Just … safe. And safe doesn’t scale. In a market saturated with newness, “pleasant” isn’t a brand position, it’s a liability.

With hundreds of new companies entering the fray across sectors such as tourism, ﬁntech, real estate and clean tech, attention is the scarcest commodity. Launching quickly matters. But launching memorably is survival.

Since 2016, when Vision 2030 opened the door to a new social and economic era, Saudi Arabia has been reborn as a nation in motion. Tourism, ﬁntech, gaming, entertainment, and artiﬁcial intelligence (AI) – the velocity of change is staggering. It’s what drew me to the region. But for all the investment, innovation and imported expertise, something critical is missing: distinctiveness.

Every week, new brands are unveiled with breathless urgency. But too many sound and look the same. Naming conventions repeat. Visual identities blur together.

Of course, some of this is inevitable. Saudi Arabia, in its current form, is still young. Just eight years into an unprecedented transformation. When you compare it to South Korea post-’88 Olympics, Dubai in the 2000s or China during the 2010s tech boom, the parallels are clear. Rapid growth often breeds aesthetic convergence. When everyone’s racing to launch, the default is to imitate what looks successful.

Visual identities blur together.

The brands that will thrive in the next ﬁve years won’t be the ones with the deepest pockets; they’ll be the ones with the sharpest point of view – the ones brave enough to be diﬀerent, not for the sake of it, but because the truth of Saudi today demands it.

This country is full of contrasts: old and new, tradition and ambition, heritage and hyper-modernity. That’s not a liability. That’s a creative goldmine. The best work in the world, from Nike in the ’90s to the rise of Japanese streetwear brands today, has always come from embracing complexity, not sanding it down.

But that instinct is exactly what Saudi must resist. The white noise isn’t a product of inexperience. It’s a symptom of creative timidity.

“The future is here.” “Empowering tomorrow.”

Messaging often reads like a mood board: “The future is here.” “Empowering tomorrow.” “Redeﬁning excellence.” The language of

“Redeﬁning excellence.” The language of

Here’s the truth: Saudi Arabia is not the cultural outlier many outsiders think it is. That framing is outdated. Young Saudis are hyper-connected, multilingual and global in taste, but local in identity. They scroll TikTok, binge Netﬂix, follow global creators and homegrown ones alike. They crave humour, progression and authenticity just like their peers everywhere else.

Saudi doesn’t need to “catch up” to the West. It has the chance to leapfrog it creatively, by skipping the templated global branding phase and going straight into something bold, contemporary and unmistakably local.

Not nostalgic. Not imitative. Not beige. Original. Truthful. Alive.

This is the opportunity in front of every marketer, creative director, and business leader in the Kingdom. Not to ask, “Is it polished?” but “Will anyone remember this tomorrow?”

Because, make no mistake: the world is watching. The ambition is real. The investment is historic.

But if every voice sounds the same, every billboard blurs together, and every brand hides behind safe slogans, then the noise will drown

billboard blurs together, and every brand hides behind safe slogans, then the noise will drown

Saudi Arabia’s events and experiences sector is expanding at unprecedented speed. Yet, success here is not measured by scale alone; it depends on how well brands and partners understand the cultural rhythms that deﬁne the Kingdom today.

From world-class festivals and gigaprojects to intimate community activations, Saudi Arabia is not simply opening its doors to the world; it is reimagining how heritage, creativity and global collaboration can coexist.

For brands and creatives, the opportunity is vast, but so is the responsibility to engage with sensitivity and authenticity. A lot of global coverage highlights women’s empowerment, new cultural freedoms, and the rise of music, arts and wellness.

While it’s true that these shifts are not uniform across the Kingdom, Saudi Arabia remains deeply rooted in authenticity, faith and tradition – values that sit at the heart of national pride.

Visitors are often surprised by the warmth, hospitality and openness they encounter, an experience that rarely aligns with external stereotypes.

This is the nuance international brands must grasp: knowing when to align with global standards, and when to pause, listen and honour cultural values that make Saudi Arabia unique.

Smart brands are already doing this. Adidas has positioned itself not only as a sportswear giant, but also as a cultural enabler, sponsoring both male and female runners through its app and presence at major events. Lululemon has built relevance by engaging with local wellness and yoga communities in ways that feel inclusive yet respectful.

But the question remains: how universally accepted is this shift? Can Adidas recreate these events in every Saudi city? The honest answer is –not yet.

Acceptance is uneven across regions, shaped by generational divides, local traditions and comfort levels.

At the same time, Saudi-born initiatives – from MDLBEAST’s global music festivals to homegrown fashion designers showcasing in Milan and Paris – demonstrate how local creativity is shaping global narratives on its own terms.

These examples highlight a key truth: progress in Saudi Arabia thrives when innovation aligns with timing, place, and cultural coherence. Saudi youth are curious, optimistic, and eager to engage

with the world, yet parts of society remain cautious about rapid change.

For brands, the challenge is not to ‘change Saudi’, but to respect its rhythms and introduce experiences that feel both forward-looking and true to identity.

As the Ministry of Culture, the Royal Commission for AlUla, and UNESCObacked initiatives show, cultural success

SAUDI FOCUS

emerges when integrity meets international curiosity.

This balance between authenticity and innovation is what deﬁnes resilience in Saudi Arabia’s evolving experience economy.

At Imagination, we’ve seen ﬁrsthand how regional diﬀerences shape opportunity. In youth-driven cities, acceleration and bold creative expression work best. In areas where tradition and heritage are core, experiences grounded in authenticity resonate more deeply. Elsewhere, wellness, sustainability and nature-led design are emerging as priorities.

By tailoring approaches to these nuances, we’ve helped brands and partners build relevance not only with Saudis but also with the diverse expatriate communities that form part of the Kingdom’s social fabric.

Saudi Arabia’s transformation is not about speed but about conﬁdence. Pride here lies not in spectacle alone, but in a society evolving on its own terms.

For brands and partners, the lesson is simple: step into Saudi Arabia not to change its rhythm but to design experiences that belong to it. That is how relevance is earned and how the spirit of Saudi pride continues to shape the future of the Kingdom’s experience economy.

Earning relevance in Saudi Arabia's experience economy

Imagination Saudi’s Sara Faisal shares why brands must respect Saudi Arabia’s rhythms and introduce experiences that feel both forward-looking and true to the Kingdom’s identity.

By Sara Faisal, Senior Strategist, Imagination Saudi

SCREEN AND INFLUENCE SHAPE

THE STORYTELLING OF TOMORROW AT ATHAR FESTIVAL 2025

Here’s how Athar Festival 2025 is capturing a pivotal moment when cinema, content creation and influencers are converging to form a new storytelling identity that is as commercially viable as it is culturally authentic.

Today, Saudi Arabia is one of the world’s most digitally engaged societies, with stories flowing across cinema screens, streaming platforms and social media feeds.

The Kingdom’s creative landscape is expanding rapidly; what began with the re-emergence of cinemas less than a decade ago has expanded into a cultural renaissance where films, digital content and influencer voices are reshaping national identity.

The Screen and Influence stream at this year’s edition of Athar – Saudi Festival of Creativity captures this energy, bringing together filmmakers, content creators and influencers to explore how storytelling is becoming more immersive, diverse and locally driven.

THE INDUSTRY’S CREATIVE RENAISSANCE

The surge in cinema culture among Saudi audiences over the last decade marked a critical turning point. It unlocked fresh creative energy, sparked a cultural revival and laid the groundwork for a homegrown film industry. Today, cinema thrives as part of a broader content ecosystem, with 630 screens spanning 60 locations across the Kingdom.

But these developments also deal with their share of growing pains. Traditional filmmakers, digital-first creators and commercial storytellers have had to negotiate the space creatively and culturally in a landscape that’s still shaping its identity. The result is a hybrid industry, rich with possibilities and still defining its boundaries.

This rising creative ecosystem is being met with equally strong demand from within. With 94.03 per cent internet penetration, Saudi Arabia’s population is deeply connected, consuming content across social media and digital platforms, and pushing filmmakers and creators to merge cinematic techniques with social-first storytelling. This digital-first mindset means that the rise of cinema has not happened in isolation but alongside a thriving online culture, creating the conditions for hybrid storytelling that merges cinematic craft with digital platforms.

THE PRESENT LANDSCAPE

While the creative industry is increasingly defined by convergence, the intersections between film, digital platforms and influencer media also spark creative challenges – from format limitations to platform algorithms. Yet, it is precisely here that creative paradoxes emerge, often giving rise to the most original Saudi narratives. Saudi filmmakers, digital creators and influencers are shaping layered storytelling narratives that move fluidly between cinema, streaming platforms and social media feeds. This shift has been powered by strong audience demand for authentic, culturally rooted stories.

The results are clear at the box office. In 2025, local titles quickly found their audience with eight Saudi films capturing 19 per cent of the total box office share, according to the Saudi Film Commission. Among them, the comedy Alzarfa emerged as a breakout success, drawing $2.7m in its opening weekend, outperforming global titles released at the same time. These achievements are evidence that Saudi audiences are rallying behind homegrown voices.

Saudi films are also making their mark internationally. Mandoob, a Saudi thriller, debuted at the Toronto International Film Festival 2023 and went on to top the local box office, even outperforming Wonka and Studio Ghibli’s The Boy and the Heron. Meanwhile, Norah, directed by Tawfik Alzaidi and filmed in AlUla, made history as the first Saudi film selected for screening at the Cannes Film Festival 2024.

For Nasreen Eldawi, CEO and Founder of 208 Films, and a speaker at Athar Festival 2025, this moment captures the dual fluency Saudi creatives must master – cinematic craft and digital storytelling. A former producer with the BBC, MBC and CBS, Eldawi has built 208 Films into a multilingual production powerhouse with hubs in Riyadh, London, Dubai and Los Angeles.

She says, “I’ve seen how film and influencer-led content are giving Saudi voices global reach, transforming perceptions of the Kingdom and driving real growth in its creative economy. The stories coming out of Saudi Arabia today reflect a society in motion, deeply rooted in tradition yet boldly embracing its ambitions.”

Cultural platforms are amplifying this shift. The Red Sea International Film Festival, now in its fifth edition, has grown into one of the region’s most influential gatherings of its kind. It screened more than 122 films from 85 countries and attracted more than 40,000 attendees. Beyond the red carpet, it serves as an incubator for collaboration, connecting young Saudi filmmakers with global peers and accelerating the Kingdom’s creative growth. Meanwhile, spaces such as Hayy Cinema in Jeddah are shaping community engagement, offering independent screenings and cross-disciplinary programmes that connect global and local creative voices.

Moreover, modern Saudi storytellers are no longer confined to the silver screen. Influencer-led media, once viewed as transient or overly commercial, is evolving into a serious narrative space that is personal, participatory and increasingly nuanced. The most successful creators now operate like cross-platform studios, adapting stories to specific formats while maintaining brand and cultural authenticity.

Another speaker to look forward to at this year’s edition of Athar Festival is Haya Sawan, entrepreneur and content creator, who embodies this crossplatform approach. With more than 700,000 followers across platforms, she

builds campaigns that originate on YouTube but expand across Instagram Reels, Snapchat and live events. Her work illustrates how Saudi creators are professionalising their craft but also using it to reframe how the Kingdom is represented on the world stage.

“Digital media and film are proving to be the archivists of Saudi representation to the world,” Sawan says.

“Our culture has changed; we now have the tools to showcase it and amplify our ethos and talents globally. Just look at how the traditional Saudi craftsmanship and natural landscapes that inspired the nowstandard Lavender carpet at all official Saudi events have reached millions.

That’s the power of digital storytelling.”

THE OUTLOOK AHEAD

Saudi Arabia’s screen industry is entering a new chapter where innovation, global reach, and narrative control are converging.

‘‘FILM AND INFLUENCER-LED CONTENT ARE GIVING SAUDI VOICES GLOBAL REACH, TRANSFORMING PERCEPTIONS OF THE KINGDOM.”

Filmmakers such as Matthew Szymanowski are already shaping this future. Also set to speak at Athar Festival 2025, this filmmaker and co-founder of Bear & Bot has more than 15 years of experience directing for notable clients such as Netflix, Facebook, Volvo and Subaru. At Bear & Bot, he is building AI-enhanced storyboarding and VRdriven production workflows that are raising the bar for creative efficiency.

“Access to AI technology is fuelling a wave of creativity by giving people everywhere tools to reach production values once only possible in Hollywood,” he says. “For Saudi Arabia, this opens the door for a historically underrepresented region to influence international media and bring its stories to the world. Athar Festival is a rare and crucial resource that serves as a catalyst for that shift.”

As the industry matures, so will the conversations about narrative ownership, platform equity, and the role of Saudi voices in global discourse. As Saudi Arabia’s screen industry gains confidence, figures such as Eldawi, Sawan and Szymanowski, who all feature at Athar’s Screen and Influence stream, are poised to shape its next chapter. Their work, alongside that of so many others, shows how Saudi storytelling can be both globally competitive and deeply authentic.

With Vision 2030 providing even more momentum, the industry is set to expand further through co-productions, international partnerships, and the scaling of Saudi talent onto global stages. Athar Festival 2025 will spotlight this trajectory.

Through its Screen and Influence stream, Athar Festival offers a platform where filmmakers, digital creators and influencers come together to explore immersive and culturally relevant storytelling.

More than a showcase, Athar is expanding as a launchpad for creative evolution in the Kingdom, capturing a pivotal moment when cinema, content creation and influencers are converging to form a new storytelling identity that is as commercially viable as it is culturally authentic.

Athar Festival 2025 is presented by Motivate Media Group and TRACCS.

For more information and to grab your festival passes and awards seats now, visit www.atharfestival.com.

PRODUCTION

PARTNERS

Industry leaders share advice on how clients, creative agencies and production houses can collaborate better.

By Shantelle Nagarajan

Every great ad campaign requires a formula of insightful creativity, a fair budget and a clear, concise brief. However, for far too long, industry professionals have quibbled that behind a credit list of work, an undercurrent of frustration saddles the creative process – from client brief to production – before the relief of roll-out.

“Often, we are tempted to overstuﬀ briefs, which doesn’t set up anyone for success after,” says Natasha Vaughan-Jeremy, Fractional CMO and Founder of The Luxe Narrative

“A brief might seem straightforward, but diﬀerent teams – whether it’s the brand, the agency, or the production house – can interpret it in very diﬀerent ways,” says Jonathan Bannister, Head of Marketing – GCC, PUMA Middle East

“Often, a client brief is ambitious in scope but vague on the realities of time and money,” says Rania Salame, Producer, Bigfoot Films

“Briefs arrive heavily focused on deliverables, KPIs, and timelines but light on the real why behind the project,” adds Abeer Alessa, Co-Founder and CEO, The Bold Group and Vice President, Advertising Committee – Federation of Saudi Chambers

The lack of alignment across teams leads to the loss of valuable time, money and, ultimately, hinders the potential of great work.

“Agencies may run with bold creative ideas that aren’t ﬁnancially viable, while production houses are left scrambling to make the numbers and schedules work,” says Salame.

“The gap between outputs and outcomes is what creates misalignment between clients and agencies,” says Alessa, agreeing with Salame, who adds “by the time these gaps surface, time and resources are already lost.”

It’s not surprising that leaders across brand, creative and production want to rewrite the rules of creative collaboration.

“The biggest challenge is aligning everyone on a clear deﬁnition of the problem,” says Ryan Reed, Regional Chief Creative Oﬃcer, M+C Saatchi Group

Given the growing need for better workstreams and reasonable expectations,

industry leaders oﬀer solutions to improve cross-team workﬂows.

Bannister says, “It’s less about the brief itself and more about how clearly and consistently it’s understood by everyone involved, especially when working with multiple teams such as creative agency, social, PR and production house at the same time.”

Federico Fanti, Regional Chief Creative Oﬃcer, FP7 McCann MENAT, says what’s missing is clarity and simplicity.

“A brief should feel like a compass, pointing clearly to one big goal,” Fanti says, adding that the best clients know this because “they keep the brief as open and non-prescriptive as possible.”

Sharing a practical take, Bigfoot Films’ Salame suggests a two-fold approach: Early alignment and a logical framing of the brief.

She provides the following framework for every new project:

• Ground the brief in reality: Every brief should clearly state the available budget and realistic timeline, alongside the brand objective. That context shapes smarter creative thinking and prevents downstream frustration.

• Joint kick-oﬀ workshops: Bring client, agency and production teams into the same room to co-interpret the brief, identify potential bottlenecks and stress-test feasibility.

• One-page alignment documents: Distill the agreed business objective, creative intent, target audience, budget and delivery schedule into a single page that all parties must sign oﬀ on.

Salame adds, “When briefs are both ambitious and logically constrained by budget and time, the collaboration is not only smoother but also far more likely to succeed.”

OVERCOMING THE TRADE-OFF

Industry leaders agree that instances of a trade-oﬀ between eﬃciency, speed to market, quality of delivery and creativity are a common occurrence.

“The triangle of speed, quality and creativity is real. But the one thing you can’t sacriﬁce is the idea,” says Fanti.

“Moving too fast can sometimes compromise creativity or quality,” says PUMA’s Bannister. “At

the same time, if we focus only on crafting the most creative work, we risk missing the moment.”

Vaughan-Jeremy agrees, adding that while she strongly believes in “attention to detail and quality content”, teams must “collectively make a decision at some point, to move and launch because, ultimately, you can spend endless time re-working without actually making progress.”

M+C Saatchi Group’s Reed adds that “if there is a trade-oﬀ then we’re not approaching the creative challenge in the right way.”

To prevent this, Reed suggests inviting clients along the entire campaign journey because then they are “less likely to reject the work, when they’re part of the work.”

Developing a cohesive plan with clear lines of communication can mean the diﬀerence between a chaotic campaign and a seamless workﬂow from idea creation to launch.

“The real skill isn’t choosing between speed, quality or creativity; it’s designing a process where all three can coexist without compromise,” says Alessa.

“If speed is the main driver, we may need to simplify the creative approach. If creativity is the hero, then we need to allow a little more time,” Bannister says. “It’s about ﬁnding balance, setting realistic expectations, and being open about trade-oﬀs so that no one feels surprised later.”

“What’s critical is that all stakeholders agree at the outset on what metric – speed, cost, creativity or craft – is non-negotiable, and then resource the project accordingly,” says Salame.

Fanti adds that a strong idea can survive smaller budgets or tighter timelines, but no amount of polish can save a weak one.

“The trick is to protect the creative heart and then be pragmatic about execution –streamline, adapt and simplify,” he says.

“Clients who give freedom here, instead of prescribing rigid formats, make the work faster and better. Deadlines can bend; bad ideas can’t be ﬁxed.”

Abeer Alessa

Federico Fanti

adoption of new hardware rigs and recently integrated generative artiﬁcial intelligence (AI) capabilities, balancing the fallout on costs and tighter deadlines add another layer of complexity to behind-the-scenes operations.

“New technologies inevitably mean learning as we go or ‘building the plane as we are ﬂying it’ so it would be wise to always take a more phased approach,” says Vaughan-Jeremy.

“Deployed in the right areas, at the right time, [technology] unlocks sharper thinking and better eﬃciency,” Reed adds. “But, if there’s value in original thought and authentic human-centric work that impacts culture, then there should be no fallout on cost and timeline.”

Taking this a step further, Alessa refers to technology as a multiplier rather than a replacement, saying that while technology helps us move faster, insight is what makes the work resonate.

“The balance comes from re-engineering workﬂows and investing where technology accelerates scale while keeping people at the centre for storytelling and cultural intelligence,” she says.

Fanti agrees, saying that “technology should simplify, not complicate.” He explains that giving into the temptation of using every new shiny tool can add to the pressures and costs of current processes.

“The smarter move is clarity,” he says. “Choose where tech genuinely helps and where human creativity must lead.”

“The balance comes from strategic adoption, not blind adoption,” Salame says. To do this eﬀectively, she suggests piloting new tech on smaller campaigns before deploying on ﬂagship work, including training and integration costs into budgets from day one and using AI and automation to free up human talent instead of replacing it.

“Proactively planning for costs for certain higher priority projects which demand it and allowing a set budget for experimenting with technologies ﬁrst,” says Vaughan-Jeremy.

Fanti emphasises this, saying that while AI can be the engine, fuelling scale at speed, human creativity remains the non-negotiable

compass of creative direction. “AI can speed up the process, but it can’t tell you which problem is worth solving and give a human emotion to it,” he says. “A tool without direction is just noise; creativity gives it purpose.”

BALANCING BUSINESS OUTCOMES AND SOCIAL IMPACT

Leaders agree that successful campaigns are those that bridge the gap between the brief, creative strategy and production.

Work that is culturally attuned while focusing on business outcomes is long-lasting and eﬀective.

“Creativity without cultural intelligence simply doesn’t cut through,” says Alessa. “Content must deliver on business objectives,

‘‘BRANDS TODAY CARRY A RESPONSIBILITY TO GO BEYOND JUST SELLING PRODUCTS. WE NEED TO REFLECT AND RESPECT THE COMMUNITIES WE OPERATE IN.”

“Content done well should connect meaningfully with audiences, create relevance, salience and meaning and unlock lasting business success,” adds Reed.

However, the discourse raises the question on how this can be best achieved without compromising one or the other.

To do this, Fanti suggests to stop viewing creativity and business outcomes as separate tracks and start bringing them together to achieve lasting cultural impact.

“That’s when work becomes memorable, meaningful and eﬀective,” he says.

“The best ideas are the ones that people talk about, share and feel something for, because that’s what drives both impact and value,” he says.

He also points to campaigns such as ‘Recipe for Change’, ‘After Dinner Dinner’ and ‘Sponsored Balls’. These are more than just campaigns, he says, calling them “cultural interventions.”

Fanti also says these campaigns “prove that when brands commit to one clear, resonant idea that connects business goals to culture, they stop being invisible and start being inevitable.”

PUMA’s Bannister adds that if “content doesn’t resonate with people on a cultural and emotional level, then it won’t create lasting impact, no matter how strong the business results might be in the short term.”

“I believe brands today carry a responsibility to go beyond just selling products,” he says.

“We need to reﬂect and respect the communities we operate in, celebrate their creativity, and, where possible, contribute positively to society.”

but its real power comes when it resonates culturally and earns lasting relevance.”

“Business results matter,” says Fanti. “But they’re not the only measure of success.”

“In a region as rich and diverse as ours, content that resonates culturally doesn’t just perform better, it becomes part of the conversation,” he says.

To that end, Vaughan-Jeremy warns that the ﬁnal product must ultimately be authentic to the brand ethos and vision. However, she also agrees that being culturally attuned is a given.

“To stay relevant as a brand, you need to stay close to consumer trends and their mindset,”

Vaughan-Jeremy says.

“Ultimately, you will rarely achieve any sort of business outcome unless you are close to your category landscape and the consumer,” she concludes.

Natasha Vaughan-Jeremy

Ryan Reed

Jonathan Bannister

Rania Salame

PRODUCTION HOUSE GUIDE 2025

Aim Films Limited

Founded: 2012

Number of staﬀ: 23

Oﬃces: Abu Dhabi and Amsterdam

Aim Films is a full-service creative agency that develops ideas and brings them to life across film, photography, design and digital. From TV commercials and documentaries to social campaigns, corporate films and motion graphics, we craft stories that connect and inspire. Our inhouse team handles everything from concept development and creative direction to production, post, VFX and animation giving brands bold ideas and flawless execution.

SPECIALISMS: Creative strategy and concept development, ﬁlm and content production, documentary storytelling, campaign development and asset creation, photography and print production.

KEY CLIENTS: Abu Dhabi National Oil Company (ADNOC), Mubadala Investment Company, Emirates Airline, Abu Dhabi Global Market (ADGM), Abu Dhabi Department of Economic Development

Action Global Communications UAE

Founded: 1994

Oﬃces: Dubai, Abu Dhabi, Riyadh, Cyprus rayan.a@actionprgroup.com

SERVICES: Video production for social media and commercials, Documentary and branded content, Professional photography, On-location and event cinematography, Aerial drone ﬁlming

KEY CLIENTS: Dubai World Trade Centre, Professional Fights League MENA, Dubai Duty Free Tennis Championships, Messe Frankfurt Middle East, Pro Activ Entertainment

The City Films

Founded: 1994

Offices: Beirut, Dubai, Riyadh Head of company: Joyce Hadife cityfilms-lb.com info@cityfilms-lb.com

Over 30 years of unparalleled experience in ﬁlmmaking and production have allowed us to be selective and choose projects that stimulate creativity and inspire us to push boundaries. Boundaries that are ever evolving with time, and that we progressively challenge as we look excitedly towards the future of bringing great ideas to life.

SERVICES: Film production, commercials production, post production, online content, music videos,

KEY CLIENTS: STA, PIF, Nissan, Almarai, Arab Bank, ooredoo, depe, etisalat, inﬁnity energy

Dynamik

Founded: 2023

HQ: Dubai

Head of company: Mary Bou Akl dynamik.digital mary@dynamik.digital

SERVICES: Editing, grading, music, sound design, VFX

Electriclime°

Founded: 2010

Offices: Dubai, Riyadh, Singapore, Sydney, Seoul, Bangkok Heads of company: Michael Ahmadzadeh and Pabz Alexander electriclime.film jumana@electriclime.film

SERVICES: Film production, post-production, service production, director representation, industry events

KEY CLIENTS: Kia, Jumeirah, Gille e, Riot Games, Dubai Tourism

Feer McQueen

Founded: 2011

HQ: Lebanon

Head of company: Firas Mghames feer-mcqueen.com info@feer-mcqueen.com

SERVICES: Full service production, animation and visualisation, events, strategy and growth, creative

KEY CLIENTS: Majid Al Fu aim, Al Othaim Life, Patchi, Toyota, Swatch

Founded: 2014

Parent company: Zee Entertainment Middle East FZ LLC Regional headquarters: Dubai zee.com +971 365 3700 production@zee.com

ATHENA

Egyptian drama/thriller – 2025

About the show: A gripping thriller that explores the hidden dangers of the Dark Web through the eyes of a determined journalist. A personal tragedy turns into a fearless investigation, blurring the line between justice and obsession.

Director: Yahya Ismail

Starring: Riham Hagag, Ahmed Magdy, Omar El Saeed, Nabil Issa, Sawsan Badr, Mahmoud Qabeil

Adivision of Zee Entertainment, ATL Media is the leading Arabic production powerhouse in the MENA region, commi ed to creating premium content that resonates with both Arab and global audiences. With a robust portfolio of more than 20 Arabic productions, including series, ﬁlms and lifestyle programmes, we specialise in Levant, Egyptian and Khaleeji storytelling that has been acquired by more than 30 broadcasters across the region.

Since 2017, ATL Media has consistently delivered original Arabic IPs, ﬁction and nonﬁction formats, while expanding its footprint globally through co-productions in Latin America and Africa. We are also actively exploring new partnerships and formats across other regions.

SPECIALISMS: Production, co-production, format licensing, drama and ﬁlms licensing, IP creation

KEY CLIENTS: MBC Group, Abu Dhabi TV, Dubai TV, Saudi TV, Netﬂix, Amazon Prime Video, Yango, Tod, BeIN, OSN

AWARDS: Best Regional Drama Production – Aghmed Aaynayk at BroadcastPro ME; 2nd Place – Arabic Production 2024 for Aghmed Aaynayk at ASBU; Best Adaptation of a Foreign-Language Drama Series into Arabic for Ser at BroadcastPro ME 2021

LEADERSHIP PANEL

CASE STUDY

SHABAB EMRAA

Egyptian drama – 2025

About the show: A tense drama of manipulation and jealousy, where a powerful woman’s obsession with a younger man spiral into a dangerous game of control and revenge. Love, class conﬂict, and desire collide in the heart of Cairo.

Director: Ahmed Hassan

Starring: Ghada Abdel Razek, Youssef Omar, Mohamed Mahmoud, Mahmoud Hafez, Amr Wahba, Jory Bakr

HAMM YDAHEK

Khaleeji light drama – 2025

About the show: A social drama about a mother’s resilience as she raises her children alone after being abandoned by a wealthy but irresponsible ex-husband. Cultural contrasts, family duty, and emotional strength drive this touching tale of sacriﬁce and perseverance.

Director: Ahmed Al Fardan Starring: Abdullah Al Sadhan, Fakhreia Khamis, Gomaa Ali, Marwa Khalil

Egyptian comedy – 2024

About the show: A light-hearted comedy about a reckless young man whose life takes a wild turn when he ends up working at a hotel for animals. Full of hilarious situations and heartwarming moments, the series shows how responsibility can come from the most unexpected places.

Director: Ahmed Abdel Wahab Starring: Mohamed Anwar, Sara Elshamy, Roshdy El Shamy, Hala Fakher, Eman Al Sayyed, Mohamed Abd El Azim

DEEBO

Nader Shehata Senior Vice President Creative & Production

Abdolbaset Esmaeili Associate Director, Content

Tanvi Aggarwal Associate Director, Marketing

Adil Memon Acting Territory Head

Aziz Dhala Executive Vice President

Joy Films FZ LLC

Founded: 2008

Heads of company: Ali Azarmi, Mehdi Norowzian ali@joyﬁlmsme.com

SERVICES: Commercial and corporate ﬁlms. ﬁlm production services. advertising and creative content development.

KEY CLIENTS: NEOM, ADNOC, Expo City, Mubadala, MISK

Leapfrog Mena

Founded: 2005

Oﬃces: Cairo, Dubai,Riyadh Head of company: Rob Bannochie leapfrog.com.eg robsz@a2zleapfrog.com

SERVICES: Content creation, creative, post production KEY CLIENTS: ExxonMobil, Redhat, Roche, Splunk, Epson

LPS

Founded: 2014

HQ: Dubai

Head of company: Aasim Shaik, Managing Director partner@lps-me.com

SERVICES: Brand ﬁlms, production, short-form videos, social media, inﬂuencer marketing

KEY CLIENTS: Ajmal, Skechers, Wasl, Jollibee, Abbo

Create Production

Founded: 2016

Regional oﬃce: Dubai

Number of staﬀ: 19 hello@createproductiondxb.com

We are a group of passionate storytellers, priding ourselves in our regional expertise. One half of Create. Group, we operate under a shared mission: to partner with nation builders and visionary brands to drive positive cultural and economic transformation.

SPECIALISMS: In-house aerial production, TVCs, docuseries, social/short-form, events

KEY CLIENTS: Visit Dubai, Volkswagen, Public Investment Fund, Ahmed Seddiqi, Diriyah Gate Development Authority (DGDA)

Maan Art Production

Founded: 2020

Head of company: Eissa Al Awadhi info@ma3anmedia.com

SERVICES: Campaign production, creative direction, cultural consultancy, social media management

KEY CLIENTS: Abu Dhabi Media Oﬃce, UAE AI Oﬃce, Dubai Future Foundation, Teyaseer

Mindloop Studios

Founded: 2001 HQ: Dubai

Head of company: Ahmad Haﬀar mindloopstudios.com a.haﬀar@mindloopstudios.com

SERVICES: Voiceover, sonic branding, music composition, scoring

KEY CLIENTS: Etihad Airlines, Etisalat, Aldar Properties, Yango Play, Al Fu aim

Montage Production

Founded: 2004 HQ: Dubai Head of company: Gaby Feghali master@montage.ae

Montage is a Dubai-based production house with more than 21 years of experience creating bold, high-impact content for global brands.

SERVICES: Production, post-production, audio, 3D animation, AI-powered content creation

KEY CLIENTS: Samsung, Dubizzle, Bloomberg, Modon, House of Communication

Moving Stills Productions

Founded: 2015 HQ: Dubai Head of company: Sadanand Chhatbar sadanand@movingstills.me

Moving Stills Productions specialies in creating high-impact video and photo content.

SERVICES: Production services for commercials and stills photography, postproduction, line production

KEY CLIENTS: Etihad, Landmark Group, Damac Properties, Emirates

Neo Productions

Founded: 2001 HQ: Cairo

Head of company: Rasha Abu-Rish neoproductions.tv/about-us rasha.aburish@neoproductions.tv

Neo Productions, founded in 2001 by Rasha Abu-Rish, is a creative media company specialising in dubbing, TV, ﬁlm, and production services in Egypt.

SERVICES: Production services, sound services, creative development

KEY CLIENTS: Vodafone, TMG, Ezz Steel, Fresh, Addiction Treatment & Abuse Fund

WFounded: 2002

Headquartered: Dubai, UAE No of staﬀ: 16 +971 04 390 3970; +971 04 390 3972 boomtown-productions.com letschat@boomtown-productions.com

ith more than 25 years of experience, Boomtown is a benchmark for quality, creativity and innovation in the production industry. Seamlessly blending a genuine passion for ﬁlmmaking and craft with visionary storytelling and cu ing-edge technology, including generative AI. The company has built its reputation on quality, creativity by delivering eﬀective visual communications across all media.

CEO Shane Martin and Executive Producers Bruce Macdonald and Daniel Kilalea, ensure that every production, from high-proﬁle commercials, digital campaigns or broadcast documentaries exceed expectations.Boomtown’s recent standout projects include the recent global Atlantis The Palm brand refresh campaign, the recently launched Lost Treasures of Arabia – The Nabatean Kingdom for National Geographic, the recent UK and Netherlands P&O Ferries campaigns for Impact BBDO Dubai and the brand launch ﬁlm for ROSHN KSA with VML Riyadh.

SPECIALISMS: Production (ﬁlm/TV/digital/corporate/social), production services, post-production, photography, creative development,

KEY CLIENTS: ADNOC Masdar ROSHN, Atlantis, National Geographic, Bloomberg, Emirates Airlines, Etihad, EGA, Expo City Dubai, QNB, Impact BBDO, M+C Saatchi, VML, DDB, Livingroom

AWARDS: Cannes Lions, Dubai Lynx, LIAA, Loeries, Gerety, Cannes Dolphins

LEADERSHIP PANEL

Daniel Kilalea Executive Producer

Bruce Macdonald Executive Producer – Director

Shane Martin CEO/Director

Founded: 2008

FHeadquartered: Riyadh, Dubai, Beirut

No of staff: 22 filmpudding.com info@filmpudding.com +971 4 391 1764;+966 11 513 0234

ilm Pudding is a global, award-winning production force with bases in Dubai, Riyadh and Beirut. We craft everything from commercials and documentaries to TV series and branded content – delivering creative content that packs a punch and leaves a lasting impression. Born in Dubai in 2008, we’ve grown into a creative force across the region’s hotspots. We partner with global ad giants, iconic brands, and fearless local disruptors to create award-winning content that gets noticed. For nearly 20 years, we’ve been the go-to home for diverse global talent and big, boundary-pushing ideas. At Film Pudding, we handle the grind so you can unleash your wildest creative visions. Think of us as your all-access production playground, serving up custom strategies, big vibes, and content that stops thumbs in their tracks. Every project’s a thrill ride: we sketch it, shoot it, crush it, learn, and gear up to do it even bigger.

SPECIALISMS: Film production for advertising, branded content, documentaries, TV series

KEY CLIENTS: Coca-Cola, Saudia, Almarai, inﬁniti, Pepsico

AWARDS WON: Lay’s Netflix Money Heist ( Clio –1x Silver, 1x Bronze), (Effie – 1x Gold, 2x Silvers), (Muse – 1x Platinum), (MMA – 5 golds); Spotify Tarab (1x Bronze Effie); Dove Welcome to womanhood (1xBronze Dubai Lynx)

LEADERSHIP PANEL

We are a specialist global production network for advertising, marketing, communications and brand experiences, executing work through an omnichannel approach. Our world-class production and creative services vary from high end productions to small cost-eﬃcient jobs, coupled with highly agile workﬂow and technology. We deliver exceptional quality at scale, brand control and savings for global businesses.

Founded: 2017

Regional headquarters: Dubai

Number of staﬀ: 7 fuel-content.com

+971 3 54 4458 info@fuelcontent-mena.com

Mazen

SPECIALISMS: Film and video production, 2D and 3D animation, stop-motion, VFX, colour grading, sound recording, sound design, sonic and music production, AR/VR emerging technologies, events and on-ground activations, mobile app and game development, web and html development and advanced print management

KEY CLIENTS: Visa, Emirates Skywards, Emirates NBD, Centrum/ Haleon, DHL, Lipton, Total Energies, Dubai Tourism, SIB

AWARDS WON: Multiple awards at the Cannes Lions Festival, LIA, Dubai Lynx, Clio, The Andy’s, The One Show, MAD Stars and D&AD.

Sam Milan Regional Head of Production

Layal Moukahal CEO

Reham Muﬂeh Managing Director

Mohamed Hesham Head of Creative Services and Production

Alexander Pineda CCO

Jawad CEO

Founded: 2016

Headquartered: Dubai

Number of staff: 40 goodpeople.film +20 10 02512085 Khaled@goodpeople.film

Good People has been named Production House of the Year at Dubai Lynx for the ﬁfth time this year. But we’re not just the region’s most awarded production house, we’ve also won Independent Agency of the Year a couple of times. With an undisputed commitment to craft, and a quirky knack for creative, we’ve been turning briefs from good to great for over eight years now. Founded by two of the region’s most awarded creatives, Ali Ali and Maged Nassar, we are a global production house with hits for global brands such as Heineken, Diesel and Lavazza with oﬃces in Cairo, Riyadh, Dubai and Athens.

SPECIALISMS: Film production - in every which way - across the globe.

KEY CLIENTS: Film production - in every which way - across the globe.

AWARDS WON: Sixteen Cannes Lions in seven years and just recently a silver lion for ﬁlm in 2024. Twelve coveted D&AD pencils. Eight Dubai Lynx Grands Prix. Production house of the year (European Production house of the year) at the Golden Drum Awards, 2022.

LEADERSHIP PANEL

Founded: 2004

Headquartered: Dubai

Number of staﬀ: 8

+971 4 396 6999

kkddﬁlms.com

kinjal@kkddﬁlms.com; kkddﬁlms@gmail.com

The KKDD Films team has been in the industry since 2004 with an expertise in ﬁlm and post-production. We have two audio suites, two post suites and a colour grading suite. We produce TV commercials, digital/online content, still photography and audio content for our agencies and clients in UAE, GCC and West and East Africa. KKDD Films works with several local and international directors. Whacky Films Mumbai is our Indian company, which caters to the Indian advertising market.

SPECIALISMS: TV commercials; AI Content Videos, Digital/online content; corporate videos and presentations; 3D animation; colour grading; still photography; radio commercials; jingles; music composition; podcasts; service production; Television Content & Documentaries.

KEY CLIENTS: Emirates, Zee TV HSBC, Al Rawabi, Dubai Parks and Resorts, Dubai Duty free, Emirates NBD, RTA.

AWARDS: Cannes Corporate Media & TV Awards 2022 (Finalist); MENA Digital Awards 2019 – Best Use of Video (Bronze); Best Use of Digital by Sector (FMCG, Silver); Digital Studio Awards 2020 – Best Live Action Capture (Shortlist); Eﬃe MENA Awards 2019 –David & Goliath Category (Silver)

LEADERSHIP PANEL

Pinkesh Surtani Video Editor

Ankush Tandon Associate Producer

Cmith Sarkar Audio Engineer

Kinjal Jagdish Tanna Partner / Producer

Maged Nassar Co-Founder

Khaled Zaki CEO

Ali Ali Co-Founder

Founded: 1987

Oﬃces: Dubai, Abu Dhabi, Riyadh, Jeddah, New York, Colorado, Mumbai Number of staﬀ: 37 liwa.tv

+971 4 457 2332 business@liwa.tv; hello@liwa.tv

SAGAR REGE

CEO & Partner

HOW HAVE CLIENT EXPECTATIONS CHANGED IN THE PAST YEAR, PARTICULARLY WITH TIGHTER TIMELINES AND BUDGETS?

Client expectations have never been more dynamic. The pace of digital change, the rise of AI, and shifting consumer behaviour mean brands need content at scale and at speed. Naturally, the per-asset cost is dropping while attention spans are shortening. The only way forward is what we call creative production –looking at every brief through the client’s lens, asking why a piece of content needs to exist, and producing it in the smartest, most purposeful way possible. This has become our operating philosophy: balancing eﬃciency with impact. Being hyper-agile in the current era of hyper-personalisation.

WHAT ARE THE BIGGEST CHALLENGES IN THE REGION TODAY AND HOW ARE YOU ADDRESSING THEM?

The biggest challenge today is reconciling ambitious scripts with shrinking budgets and accelerated timelines. Clients still expect big, cinematic ideas, but the economics don’t always align. Our approach is to protect the essence of shooting wherever possible. There’s a richness in being on set with a Director, DP and an entire ﬁlm crew that grounds the work in authenticity.

At the same time, we’ve embraced hybrid production – blending traditional shoots with AI or digital-ﬁrst techniques to stretch budgets further without sacriﬁcing craft. This allows

Liwa Content.Driven has been telling stories for nearly four decades, transforming over the past decade into one of the region’s most formidable video, film and content marketing agencies. As the Middle East’s only true hybrid, Liwa combines the strategic and creative firepower of an agency with the craft and scale of a high-end production house. From live-action shoots and dynamic animation to AI and tech-driven innovations, Liwa offers brands and network agencies a one-stop solution.

SPECIALISMS: Creative concept development, ﬁlms (commercials, digital and long form), production and post-production services, photography, creating tech solutions for innovation, Motion Design (animation), VFX & AI content.

KEY CLIENTS: Publicis Groupe, Emirates NBD, Cleveland Clinics Abu Dhabi, Ogilvy, Emirates Islamic Bank, Shell, Emirates Airlines, Bayut, G42 Group, M42, P&G, Dubai Chamber.

AWARDS WON: Cannes, Dubai Lynx, Eﬃes, New York Festivals, D&AD & Midas, Most Eﬀective Independent Agencies 2023 & 2024

Nandita Saggu Chief Growth Oﬃcer

Casper Shirazi Creative Producer –Long Format Executive Creative Director

Adham Abdullah Creative Director

us to maintain high production values while giving clients smarter, more ﬂexible ways to bring stories to life. It’s not about replacing shoots; it’s about evolving the production toolkit, so creativity thrives within today’s realities. Again, in MENA speciﬁcally, navigating diverse markets and cultural nuances adds another layer of complexity, requiring productions to be both locally resonant and globally appealing. Additionally, clients increasingly expect sustainability and inclusivity to be integrated into every project, pushing production houses to innovate responsibly without compromising scale or impact.

WHAT EXCITES YOU MOST ABOUT THE DIRECTION ADVERTISING PRODUCTION IS TAKING IN MENA?

The convergence of advertising and entertainment. Brands are no longer satisﬁed

with one-oﬀ campaigns; they’re looking at stories that can live in OTT environments, with potential to be monetised and extended. This opens the door for producers to create meaningful, long-format content that goes beyond ‘the next brief’. For us, this is a transformational shift: investing in original brand storytelling that has longevity, value and commercial upside, not just campaign shelf-life. As producers, we need to keep evolving new ways to tell stories that resonate across diverse audiences. At the same time, there’s a growing appetite for culturally authentic narratives, allowing brands to connect deeply with regional audiences while still appealing globally.

HOW IS THE REGIONAL PRODUCTION MARKET DIFFERENT FROM GLOBAL MARKETS AND WHERE DO YOU SEE GROWTH?

The fundamentals aren’t radically different, but the expectations are. Regional clients demand speed, scale and cultural nuance in ways global markets don’t always anticipate. The OTT space again offers a huge opportunity here. If global markets have mastered format, the Middle East has the chance to bring fresh storytelling rooted in regional insights. The key will be educating clients about the long-term value of investing in original assets while delivering them with world-class production values. This is the bridge we’re building at Liwa, where a hybrid of creative agency, production house and AI studio comes together to redefine what content from this region can look like. Looking ahead, the region has a unique chance to lead in data-informed storytelling, using audience insights to create content that feels hyper-relevant, yet authentically regional.

INDUSTRY SNAPSHOT

LEADERSHIP PANEL

Puja Banerjee Business Director

Shweta Sandeep Executive Producer

KFounded: 2012

Headquartered: Dubai, UAE kurve.me

lea@kurve.me

urve Studios is a creative post-production house delivering cu ing-edge campaigns and animated content. Our expertise spans CGI, AI-driven content, videography and advanced post-production, making us a trusted partner for agencies, production houses and top brands across the region. With state-of-the-art technology, Kurve Studios brings ideas to life with innovation, artistry and a ention to detail.

SPECIALISMS: CGI, AI, motion graphics, post-production, digital and traditional animation, illustration

KEY CLIENTS: VML MENA, Publicis Groupe, FP7 McCann, Havas Arabia, Saudi Telecom Company, Saudi Central Bank, Saudi Broadcasting Authority, Imagic Group, Emirates NBD, Qatar Islamic Bank, Al Ahli Bank of Kuwait

LEADERSHIP PANEL

Marwan Kanaan Founder and Head of Art

Léa Cremesty Business Partner

AI DIDN’T CHANGE THE INDUSTRY. AI JUST EXPOSED IT.

Kijamii’s Bassel El-Sawy on why the industry needs a reality check, not just another AI playbook.

Programmatic was apparently going to kill creativity. Self-serve platforms were going to kill media agencies. Influencer content was supposed to kill television commercials (TVCs). Now artificial intelligence (AI) is here, and we’re acting like it’s an extinction-level event. But here’s the thing: AI isn’t the problem. It’s our reaction to it. The hype. The blind praise. The lazy shortcuts. The assumption that speed equals strategy. The tools keep evolving. But the question stays the same. Are we evolving with them, or just reacting like deer in headlights again?

We have seen this same reflex across the MENA region, just accelerated. We chase the latest tools, shift budgets, rebrand services before asking what we’re really building. And in that rush, we risk forgetting the fundamentals: cultural insight, brand memory and long-term value.

This piece isn’t about bashing AI. It’s not another worship session either. It’s a reality check for agencies, clients and talent who think using the tool is the same as understanding the change. Because this time, the shift isn’t just in how we work. It’s in what we value, and whether we’re still bringing anything original to the table.

THE WORK GOT FASTER. DID IT GET BETTER?

Fifteen years ago, the industry was slower, scrappier and less automated. But it had a rhythm. Briefs were conversations, not just decks. We pitched with instinct and conviction. Shoots took time, edits were crafted, and big ideas were given space to breathe. The media was about precision, not just reach.

In MENA, we built brands with cultural intelligence. Cinematic work out of Cairo. Bold innovation from Dubai. Creative outdoors in Riyadh. Storytelling depth from Beirut. It wasn’t perfect, but there was clarity in how we worked and what we aimed for.

Now timelines are tighter. Deliverables are multiplied. AI supports everything from ideation

to execution. Teams are leaner, briefs are faster, and production is always “ASAP”. Creative has become content. And content never sleeps. Clients expect more for less, assuming tech will fill the gaps.

Yes, we’ve unlocked speed and scale and those are real wins. But speed can’t replace thinking. Scale doesn’t guarantee relevance.

This isn’t about resisting change. It’s about making sure we don’t flatten everything in the name of efficiency. Because MENA has always stood out by doing things with depth, context, and craft. That edge doesn’t come from tools. It comes from how we use them.

‘‘AI DOESN’T UNDERSTAND THE MARKET. IT GIVES YOU WHAT YOU ASKED FOR, NOT WHAT YOU ACTUALLY NEED.

AI CHANGED EVERYTHING. THAT’S NOT ALWAYS A WIN.

AI is a creative accelerant. A production engine. A localisation beast. A brainstorming partner that doesn’t sleep.

In MENA, it’s already transforming workflows. It churns out versions for 20 markets overnight, generates visuals for pitches, edits scripts, builds decks. What used to take days now takes hours. What was once out-of-scope is suddenly doable. But when everything becomes possible, discipline becomes everything. Because the same AI that saves time can also cost you. Originality, when everyone’s using the same tools. Cultural nuance, when prompts replace

research. Depth, when quantity is prioritised over quality. Strategic thinking, when the brief becomes an afterthought.

Clients see speed and assume value. Agencies see scale and assume relevance. But AI doesn’t understand the market. It doesn’t challenge a bad brief. It won’t tell you your idea has been done before. It gives you what you asked for, not what you actually need. AI didn’t lower the bar. We did, when we stopped questioning what we were making and why. Used well, AI can unlock creativity, reduce burnout, and empower talent to focus on the bigger picture. Used poorly, it becomes a content machine with no meaning behind the message.

ONE LAST NOTE.

AI helped with this article, not to create it, but to sharpen it. I used it to stress-test the structure, check the rhythm, and push the language. But every insight, opinion, and perspective is mine. That’s the point.

AI is a powerful tool. But it doesn’t replace judgment, taste, or experience. If you don’t know what you stand for, no prompt will save you.

AI didn’t change the industry. It exposed it. It showed us how much noise we create when we stop thinking. It made it harder to hide behind jargon, process, or over-explaining.

It didn’t kill creativity. It just asked us to prove we still have it.

If you’re a client, stop focusing on what AI can do. Keep asking what your brand should stand for. If you’re an agency, stop selling the tool. Keep proving your thinking still has an edge. If you’re a talent, don’t race the machine. Be the reason the work is worth making.

What matters now isn’t who’s using AI. Everyone is. Original ideas, uncompromising standards, and work with purpose. That’s owning the future. No tool can fake it. No shortcut will.

By Bassel El-Sawy, Regional COO, Kijamii

PRODIGIOUS ME

Founded: 2016

Regional headquarters/offices: Dubai

Holding group: Publicis Groupe

Number of Staff: 28

Social Media Tags: https://vimeo.com/prodigiousmea https://www.instagram.com/prodigiousme/ https://www.linkedin.com/company/ prodigiousme/ https://www.facebook.com/prodigiousmea

Prodigious is the global production platform of Publicis Groupe Middle East, working across all agencies. It has grown from a TVC production house into a full content creation hub, now integrating AI into every stage of its work. By bringing creatives, data experts, and production teams together from the start, Prodigious streamlines processes and shows how technology and creativity can work side by side to deliver strong results.

KEY CLIENTS: Saudia Airlines, General Motors, FAB, Nivea, Visa, McDonalds, P&G, Nestle, Stellantis, Pizza Hut, Mondelez, ENBD, Dubai holding, PepsiCo, Home Centre, ADNOC, NEOM

SPECIALISMS: 1. Film production, 2. AI creation and production, 3.Full Post-Production Services, 4. Animation and CGI, 5. Photography and Retouching.

AWARDS WON: #1 Lynx 2023 Production House of the Year. #2 Lynx 2024 Production House of the Year. #1 Overall Production Company in ME at Loeries 2023. #6 Production Company – Film at Loeries 2023. #6 Digital Agency / Production Company at Loeries 2023#1 Production Company in UAE at D&AD #1 Production House of the Year at Campaign ME

Executive Leadership Panel Publicis Groupe ME&T

Founded: 2017

Headquartered: JAX District, Riyadh No of staﬀ: 15 purplebrain.co +966 55 105 1191 info@purplebrain.co

PSenior Leadership Panel Prodigious ME

urple Brain is a Saudi-based creative production house specialising in impactful storytelling. For nearly a decade, it has elevated standards for leading global brands through a curated approach that prioritises timeless narratives over ﬂeeting trends. Renowned across industries for blending stellar production with artistic craftsmanship, Purple Brain pushes cultural boundaries while delivering purposeful, iconic work. Its commitment to narrative excellence positions the company as a production artisan, creating powerful stories that resonate deeply and stand the test of time.

SPECIALISMS: Film production services, service production

KEY CLIENTS: Ministry of Culture, Saudi Tourism Authority, Ma’aden, New Murabba, Global Think Group

AWARDS WON: Muse Awards 2025 – 6 Platinum, 3 Gold (Fifa Club World Cup, DGDA Founding Day, Saudia Ice Cream Sandwich, Truly Saudi, Maaden National Day, Lai Ba); Cresta Creative Awards – Shortlisted for two categories for DGDA Founding Day ﬁlm for Direction and Cinematography.

LEADERSHIP PANEL

Maria Mahdaly Co-Founder

Kienan Mamoun Head of Post-Production

Rawaa Fouladkar Producer

Mohammad Kusaibati Producer

Otbah Rayess Co-Founder/Executive Producer

Houda Samir Chief Financial Officer ME&T

Bashar Abdulkarim Chief Talent Transformation Officer ME&T

Sami Saleh Chief Executive Officer

Bassel Kakish Chief Executive Officer ME&T

Founded: 2020

Headquartered: Riyadh

No of staﬀ: 5 -10 studiotasweer.com info@studiotasweer.com

Tasweer is a nimble production house based in Riyadh, known for delivering high-quality content with speed, cultural ﬂuency and competitive pricing. With a strong footing in food, real estate and digital content, Tasweer is the goto partner for brands looking to connect authentically with Saudi audiences, whether multinationals localising their voice or homegrown names wanting relevance and reach. Quick, sharp and local, that’s the Tasweer way.

SPECIALISMS: Commercials production, digital content production, tabletop and recipe production, documentary and corporate ﬁlms, food and product photography

KEY CLIENTS: Jahez, Al Watania Poultry, McDonald’s, Lays, Ocean Spray

Co-Founder & Executive Producer

INDUSTRY SNAPSHOT

KARIM ABOU RIZK

Co-Founder & Executive Producer

HOW HAVE CLIENT EXPECTATIONS AROUND PRODUCTION CHANGED IN THE PAST YEAR, PARTICULARLY WITH TIGHTER TIMELINES AND BUDGETS?

Speed and agility are now just as important as quality. Brands need content fast, without compromising on craft. Clients expect production houses to be lean, responsive and able to pivot quickly. At Tasweer, our edge lies in our local presence, ﬂexible crew models and digital workﬂows that allow us to deliver premium content at unmatched turnaround speeds, especially for markets like KSA where timelines can shift overnight.

WHAT TRENDS ARE YOU SEEING IN THE TYPES OF ADVERTISING CONTENT BEING COMMISSIONED?

Digital-first content is clearly leading the charge. We’re seeing a spike in snackable vertical videos, real-time social content, and platform-specific formats like Reels, Stories, and YouTube Shorts. While TVCs still matter, most brands are thinking mobile-first. Our work spans from fast-turnaround influencerled content to thumb-stopping food films tailored to where audiences are actually

consuming, not just what looks good on a big screen.

WITH SO MANY PLATFORMS TO PRODUCE FOR – HOW DO YOU BALANCE HIGH-QUALITY CRAFT WITH THE NEED FOR SPEED AND SCALE?

We’re ﬁnally seeing a creative shift toward cultural nuance and local storytelling. In Saudi, clients want more than just glossy visuals, they want work that speaks their audience’s language and lifestyle. That’s where local production houses shine. At Tasweer, we’re not importing a style we’re shaping one. Whether ﬁlming a real estate walkthrough or a burger drop, we aim for cultural relevance, not generic appeal.

HOW IMPORTANT HAS LOCAL TALENT AND STORYTELLING BECOME IN PRODUCTION AND HOW DO YOU SEE THIS DEVELOPING?

We start with smart planning and a lean mindset. Every shoot is built to yield a full content bank: main campaign visuals, plus cutdowns, behind-the-scenes, verticals, GIFs, etc. Having a local team in Riyadh means we minimise logistics and maximise agility. We don’t treat social content as an afterthought, it’s the hero. And we know how to scale without bloating budgets or timelines.

WHAT EXCITES YOU MOST ABOUT THE DIRECTION ADVERTISING PRODUCTION IS TAKING IN MENA?

The shift toward authenticity. Brands are

moving away from polished perfection and toward storytelling that reﬂects real people, real places and real moments. That opens the door for production houses like Tasweer, deeply rooted in the region, to step up. We’re excited to see more campaigns embracing Saudi culture without stereotypes, featuring local talent, and prioritising agile formats over bloated ﬁlm sets. It’s not about lowering standards, it’s about raising relevance. That’s the future we want to help shape.

LEADERSHIP PANEL

Karim Abou Rizk

Netizency

Founded: 2013

HQ: Dubai

Head of company: Fadi Khater hello@netizency.com

SERVICES: Conceptualisation, pre-production, shooting, editing

KEY CLIENTS: Lenovo, Motorola, Visa Middle East, McDonald’s UAE

Pixojam Virtual Production

Founded: 2022

Head of company: Azin Samarmand hello@pixojam.com

SERVICES: Virtual production, environment creation, R&D, consultation

KEY CLIENTS: Jo Malone London, Rolls-Royce, BMW, Damac, Du

Podit Media Production

Founded: 2024 info@poditstudio.com

SERVICES: Podcast recording, voice recording, professional editing, content creation, event coverage

KEY CLIENTS: Dubai Press Club, Freezoner, Dubai Women’s Form, 29 Seconds News Platform, Restaurant Clinic Podcast

Red Stone Films

Founded: 2011

Offices: Dubai, New Delhi, Kashmir Head of company: Mohammad Irfan Dar-Founder and CEO redstone-films.com irfan@redstone-films.com

Red Stone Films is a modern day video content and production agency. We are brave creative explorers unpacking human emotions to create compelling stories.

SERVICES: Film and video production, animation and motion graphics, creative strategy for brands, CSR communication consulting

KEY CLIENTS: Accenture (UAE/KSA), Saudi Electricity Company (SEC), UNICEF, International Center for Research on Women (ICRW), Government of India

The Refreshment Club

Founded: 2025 HQ: Dubai Head of company: Onur Kece therefreshment.club hello@therefreshmentclub.com

The Refreshment Club is an AI–Led creative and production company.

SERVICES: AI production, ﬁlm, and still images.

KEY CLIENTS: Louis Vui on, Elie Saab, Westﬁeld, Chalhoub

Ti22 Films

Founded: 2011

HQ: Dubai

Head of company: Reim El Houni ti22ﬁlms.com Support@ti22ﬁlms.com

An award-winning Dubai-based production house with 29 international wins from Cannes & New York Festivals. Trusted by the BBC, Nat Geo & Discovery, Ti22 Films has led content for global events including Expo 2020 & COP28, delivering world-class storytelling for brands, broadcasters & mega events.

SERVICES: Corporate ﬁlms and brand storytelling, broadcast and tv production, mega events coverage, line production and facilitation, media training

KEY CLIENTS: Dubai Media Incorporated, DAFZA, Dubai Civil Aviation Authority, IndiaTimes, Expo City Dubai

What If Creative Studio

Founded: 2016

HQ: Dubai

Head of company: Nasrallah Saad & Hugo Narciso whatif.ae info@whatif.ae

What If Creative Studio is a production company creating award-winning ﬁlms and digital content for top agencies and brands. We blend creativity with purpose, earning respect from clients and suppliers through our ethical, collaborative approach to delivering eﬀective solutions.

SERVICES: Production, servicing, post-production, consultancy

KEY CLIENTS: Expo City Dubai, UAE Government, Department of Economy & Tourism, Masdar, DAMAC

Founded: 2021

Headquartered: Oﬃce, 408 BUILDING 4, DUBAI STUDIO CITY

Number of staﬀ: 4 trescontent.tv +971 4 589 8878 noor@trescontent.com; admin @trescontent.com

Wild Pepper Studios

Founded: 2022

HQ: Dubai Head of company: Heather Mc Donald wildpepperstudios.com heather@wildpepperstudios.com

We are a boutique consultancy offering production consulting, pitch development, and AI-driven content for the media and advertising industry. With decades of experience across film, events, and production in the Middle East, we help brands and agencies streamline workflows, tell stronger stories, and deliver campaigns with impact.

SERVICES: Production consulting, AI content, RFPs for media sector

KEY CLIENTS: Emirates Airlines, Aramco, Kulymat, Saudi Tourism Authority, MInistry of Culture

XO Productions

Founded: 2025

Oﬃces: Dubai and Riyadh Head of company: Millie Lockhart xoproductionsae.com info@xoproductionsae.com

XO Productions is a UAE and KSA based ﬁlm and photography production company serving up premium shoots for brands, agencies, and global partners; with world-class production and a sharp local eye. If it needs producing, we’ve got it covered.

SERVICES: Film, photography, production servicing

Très Content is a creative content production house based in Dubai, founded in 2021. We craft bold, high-impact digital content across social media, editorial, fashion, branded films, music videos, corporate storytelling, docu-series, and more. At Très Content, we believe the process should be just as exceptional as the final product. Our commitment to quality runs deep – we’re passionate about every frame, every detail, and every collaboration. Driven by a next-gen, agile crew, we move fast and think fresh – challenging traditional ad production norms with a new creative perspective. Our global network of top-tier talent spans Arab and international directors, DPs, actors, models, photographers, set designers, stylists, SFX artists and composers –giving us the edge to scale projects with flexibility and vision.

KEY CLIENTS: Tiktok, GM, Tiﬀany&Co, Publicis, FP7 McCann

SPECIALISMS: Film production – pre to post; documentaries and corporate ﬁlms, digital content creation, photography and visual assets

AWARDS WON: Dubai Lynx – Gold for Film Category (Tiktok Business 2023), Grand Prix for Glass: The Award for Change (Puck 2024); Eﬃe Awards – Gold for Crisis Response (Puck 2024); Cannes Lions International Festival for Creativity – Gold for Sustainable Development Goals (Puck 2025), Bronze Winner for Creative Commerce (Puck 2024)

LEADERSHIP PANEL

Noor Dagher Executive Producer/ Managing Partner

Managing Partner

Layal Moukahal

Founded: 2022

Headquartered: Dubai, UAE

No of staﬀ: 3

+971 50 383 9544; +971 55 378 7833 toast-ﬁlms.com chaza@toast-ﬁlms.com

Founded in 2022 by sibling duo Chaza and Wisam Said, Toast Films is a Dubai-based boutique production house crafting bold, memorable content for global brands and leading agencies. Guided by Executive Producer Chaza Said’s deep expertise in film and production, and Managing Partner Wisam Said’s entrepreneurial vision, Toast Films is built on a simple ethos: creativity with passion. From concept to final delivery, we bring ideas to life with warmth and ingenuity. Whether through film or photography, our projects range from high-end commercials and automotive campaigns, to lifestyle and branded content. Backed by an extensive roster of directors, artists, and collaborators, we approach every project with the same commitment: to collaborate, innovate, and deliver content that connects. At Toast Films, the table is always set for new ideas. Let’s create something extraordinary together.

SPECIALISMS: Film Production, Photography, Post-Production, Creative Concept Development

KEY CLIENTS: Porsche, Mercedes, adidas, Dubai Department of Economy and Tourism, P&G, Kayali, Memo Paris, SkySports, Hardee’s, Enoc

AWARDS WON: Silver winner at the 2023 AutoVision Awards for “Porsche – 20 Years of Cayenne” campaign in the 30-60s automotive commercials category

LEADERSHIP PANEL

CHAZA SAID

Founding Partner & Executive Producer

WHAT ARE THE BIGGEST CHALLENGES FACING PRODUCTION HOUSES IN THE REGION TODAY AND HOW ARE YOU ADDRESSING THEM?

Personally, I think we face the challenge of balancing a brand’s marketing goals with the need to deliver creatively ambitious, high-quality work. With tighter budgets and compressed timelines, it’s about ﬁnding smart, eﬃcient ways to bring ideas to life without compromising on production value. At Toast, we tackle this by starting every project with open conversations about the brand’s vision and then leaning on our diverse network of directors and collaborators to turn those ideas into work that truly stands out.

WHAT TRENDS ARE YOU SEEING IN THE TYPES OF ADVERTISING CONTENT BEING COMMISSIONED – IS IT STILL TVCS LEADING THE WAY, OR HAS DIGITAL-FIRST CONTENT TAKEN THE SPOTLIGHT?

Digital-ﬁrst is deﬁnitely leading the way – it’s been the case for years, and the shift has been anything but subtle. Today, we produce content not just for brands, but for audiences too, making it essential to understand what resonates (hello Gen Z). The

medium may have changed, but quality doesn’t have to. Digital content can still be cinematic and narrative-driven – and that will always connect with audiences !

WHAT PRODUCTION TECHNOLOGY HARDWARE OR SOFTWARE ARE YOU CURRENTLY MOST EXCITED ABOUT?

I know it’s probably the least original answer out there right now, but I must say it’s AI. It’s kind of wild to admit, because just a couple of years ago, I was very opposed to the idea of using AI in production. I was worried it might dampen creativity or take away from the human element that makes our work special. And to be honest, that concern hasn’t totally gone away – I think a lot of creatives still feel that way. But the more I’ve experimented with AI on recent bids, the more I’ve started to see its potential as a tool that can support and elevate original creative work, rather than replace it. There’s still a long way to go in terms of understanding it fully and putting the right boundaries in place, but once that happens, I think we’ll ﬁnd a healthy balance where the human touch leads and AI enhances.

WHAT IS YOUR OUTLOOK FOR THE INDUSTRY IN THE NEXT YEAR OR TWO?

I think the industry’s headed in a really exciting direction. The quality and production value of content coming out of the region have come a long way – especially impressive considering how teams are navigating tighter budgets. A few years ago,

there might’ve been this perception that content produced abroad was inherently superior, but I really feel like that perception has shifted. We’re seeing work from the region now that holds its own on a global level. On top of that, the wave of feature ﬁlm productions coming to the UAE is equipping our local crew with invaluable experience that they’re bringing back into the commercial space. Good stuﬀ !

INDUSTRY SNAPSHOT

Chaza Said Founding Partner & Executive Producer

Wisam Said Managing Partner

Founded: 2001 in Dubai, 2024 in Riyadh

Oﬃces: Riyadh, KSA; Dubai, UAE; and Beirut, Lebanon

Number of staﬀ: 12 vipﬁlms.com

+971 4 391 4789 hello@vipﬁlms.com; vipdubai@vipﬁlms.com

We are VIP Films. Welcome to our world where collaboration fuels our creative spirit. Our production company is where seasoned brilliance meets raw talent, resulting in extraordinary ideas that burst to life on screen. With a rich heritage spanning three generations and over four decades of unmatched expertise, we’ve assembled an exceptional team of individuals who bring their unique skills and visions together. Like a symphony of imagination, our talented minds blend their diverse backgrounds, perspectives, and talents to craft captivating works that resonate with audiences worldwide. With each project, we push the boundaries of what’s achievable, creating unforge able experiences that leave lasting impressions on hearts and minds.

SPECIALISMS: Film production and servicing

AWARDS WON: ADSports TV idents: PROMAX BDA Europe 2016 Gold; Dubai Lynx 2015 Shortlist - Film Craft Achievement in Production; Sharjah Tourism Film: International Tour Film Fest Bulgaria’s Special Award of the Team; 2016 Toyota TRD: Dubai Lynx 2015 Shortlist - Film Craft Cinematography; QNB Achievers: Dubai Lynx 2015 Shortlist; Beirut… After Shave: (short feature): Golden Cesar award best short feature France; Fnac Award in Clermont Ferrand France; And nominated best short feature at Cannes; Mabrouk Again, (short feature): more than 10 awards for Best Film in international festivals; Ksara Wine: IAA Awards – Lebanon; Exotica “pencil”: IAA Awards – Lebanon (Silver)

LEADERSHIP PANEL

Raﬁc Tamba CEO

Paula Tamba Senior Executive Producer

Luciana Boulos Junior Producer

Martha Nassar Regional Executive Producer

Founded: 2018

Headquartered: Riyadh, Saudi Arabia

No of staﬀ: 15 worldedge.sa

+966 55 212 1274 info@worldedge.sa

World Edge is a content creation and production powerhouse, deeply commi ed to blending creativity, storytelling and innovative production techniques. Our focus is on crafting engaging narratives that resonate with audiences. With a dedicated approach, we bring brands to life, ensuring impactful and memorable results.

SPECIALISMS: Movie/video production, social media content creation and production, post-production services, event content creation and production

KEY CLIENTS: Unilever, Almarai, The World Bank, Saudi Esports Federation, SRMG, ToYou, Esports World Cup, Riyad Bank, Tawuniya, Bank Alinma, Ministry of Sports, Arab National Bank, Mawani

LEADERSHIP PANEL

A NEW GOLDEN ERA

MAKRAM FATA

Managing Director

The region is entering a golden era for cinema, television, and live events. Regional audiences are demanding high-quality, authentic storytelling that reﬂects both their cultural roots and their global ambitions. For production companies, this creates an extraordinary opportunity, but also unprecedented responsibility to elevate standards, adopt cutting-edge technologies, and deliver at a pace that keeps up with global media.

FROM SCREENS

TO STREAMS TO SOCIAL FEEDS

The boundaries between cinema, television, events, and digital platforms are dissolving. A successful campaign today must live across multiple formats. A hero ﬁlm for broadcast, short-form edits for social platforms, behind-the-scenes content for fan engagement, and live coverage that extends the event experience globally. We call this approach content ecosystems: designing every production with adaptability and longevity in mind.

KEY INSIGHTS SHAPING THE INDUSTRY

AI as the new crew member: Artificial Intelligence has officially joined the production crew and it’s not just carrying cables. It is helping spark ideas, speed up shoots, and polish final edits in ways that used to feel impossible.

Creative development: AI tools accelerate ideation by generating mood boards, script drafts, and even storyboards in minutes. This gives directors and producers more time to reﬁne the vision rather than get stuck in ﬁrst drafts.

Production Eﬃciency: Real-time rendering,

virtual production environments, and AI-assisted lighting/shot planning reduce setup times and allow creative teams to experiment with scenes on the ﬂy without additional costs.

Post-production power: From automated editing and sound balancing to photorealistic CGI, AI shortens timelines while maintaining cinematic quality. Intelligent upscaling, deepfake removal and smart VFX compositing are becoming industry-standard practices.

Audience insights and distribution: Beyond the set, AI analyses audience behavior, leverageing neuroscience and AI to optimize creative asset performance across different channels, predicting effectiveness based on attention, branding, processing ease, strategic fit, emotional engagement, and persuasion.

The rise of experiential content: From esports to festivals, audiences want to feel the story as much as they want to see it. Hybrid event coverage and interactive media will deﬁne the next wave.

Local talent, global standards: The region is nurturing extraordinary directors, DOPs, and production crews. Leveraging this talent while maintaining world-class benchmarks ensures sustainable industry growth.

Speed and agility: Same-day edits, multi-zone coverage, and instant social content are now the norm. Agility is as important as artistry.

THE INFLUENCERS DRIVING CHANGE

It’s not just celebrities and athletes shaping inﬂuence; it’s also content creators, esports champions, and digital-ﬁrst storytellers.

Production companies must work as much with TikTokers and streamers as with directors and cinematographers, bridging mainstream media with grassroots digital culture.

WORLD EDGE’S PERSPECTIVE: AMPLIFYING YOUR STORY

At World Edge, our philosophy is simple: Amplifying your story. Whether covering the Esports World Cup in Riyadh, producing content for global brands like Unilever, or documenting cultural milestones, our mission is to merge precision production with powerful storytelling. We see ourselves not just as a production house, but as a partner in crafting cultural memory.

As we enter 2026, the role of production companies in the regions is shifting from service providers to strategic partners. The future belongs to those who can combine creativity, technology, and speed to create content that resonates locally while traveling globally. For us, this means continuing to push boundaries, nurture regional talent, and most importantly, keep amplifying the stories that deﬁne this region’s voice on the world stage.

Radwan Aljabarti Senior Producer

Hayfa Khaled Senior Producer

Nawaf Almalki Content Lead Team

Madhawi Albishi Senior Content Creator

Anthony Chamoun Head of Production

Makram Fata Managing Director

INDUSTRY SNAPSHOT

GULF BUSINESS LIFETIME ACHIEVEMENT AWARD

Gerald Lawless

GULF BUSINESS LEADER OF THE YEAR

Rola Abu Manneh CEO, UAE, Middle East and Pakistan, Standard Chartered Bank

GULF BUSINESS COMPANY OF THE YEAR Miral Group

LEADER AWARDS

BANKING LEADER OF THE YEAR

Rola Abu Manneh CEO, UAE, Middle East and Pakistan, Standard Chartered

ENERGY LEADER OF THE YEAR

COMPANY AWARDS

BANKING COMPANY OF THE YEAR

RAKBANK

ENERGY COMPANY OF THE YEAR

GE Vernova

HEALTHCARE COMPANY OF THE YEAR

Rasso Bartenschlager General Manager, Al Masaood Power

HEALTHCARE LEADER OF THE YEAR

Dr. Craig R. Cook

CEO, The Brain & Performance Centre, a DP World company

HOSPITALITY LEADER OF THE YEAR

Joe Nassoura General Manager, Fairmont Dubai

INVESTMENT LEADER OF THE YEAR

Bal Krishen Rathore Chairman, Century Financial Group

Aster DM Healthcare

HOSPITALITY COMPANY OF THE YEAR

FIVE Hotels and Resorts

INVESTMENT COMPANY OF THE YEAR

AIX Investment Group

LOGISTICS COMPANY OF THE YEAR

AD Ports Group

REAL ESTATE COMPANY OF THE YEAR

EDITOR’S CHOICE COMPANY AWARDS

DIGITAL TRANSFORMATION COMPANY OF THE YEAR

Etihad Salam Telecom Company

FINTECH PROVIDER OF THE YEAR OKX

MICE PROVIDER OF THE YEAR

Tahaluf

EDITOR’S CHOICE LEADER AWARDS

LEGACY IN LEADERSHIP

Masih Imtiaz CEO, Imtiaz Developments

Tarek Sultan Chairman, Agility Global

LOGISTICS LEADER OF THE YEAR

Refad Real Estate Investment and Development Company

RETAIL COMPANY OF THE YEAR

Dubai Duty Free

REAL ESTATE LEADER OF THE YEAR

Yousuf Fakhruddin CEO, Fakhruddin Properties

RETAIL LEADER OF THE YEAR

John Hadden CEO, Alshaya Group

TECHNOLOGY LEADER OF THE YEAR

Andreas Hassellöf Founder and CEO, Ombori

TOURISM LEADER OF THE YEAR

Mohamed Abdalla Al Zaabi Group CEO, Miral Group

TRANSPORT LEADER OF THE YEAR

Adel Mardini CEO, Jetex

TECHNOLOGY COMPANY OF THE YEAR

Crowe Mak

TOURISM COMPANY OF THE YEAR Miral Group

CROSS-BORDER BUSINESS ICON OF THE YEAR

Capt. Pradeep Singh CEO and Founder, Karma Realty Developers

DISRUPTIVE LEADER OF THE YEAR

TRANSPORT COMPANY OF THE YEAR

Thrifty Car Rental

SEE THE EVENT COVERAGE

Dr Ali Asgar Fakhruddin CEO, Sterling Group

VISIONARY LEADER OF THE YEAR

Ankur Aggarwal

Chairman and Founder, BNW Developments

WOMAN LEADER OF THE YEAR

Mila Semeshkina CEO and Founder, WE Convention

DISRUPTIVE COMPANY OF THE YEAR

Ultima Chain

FAMILY BUSINESS OF THE YEAR

Al Khayyat Investments (AKI)

By MacLean Brodie CEO, MSL Group Middle East

PROVOCATIONS

LIQUID LANDSCAPES

MSL Group Middle East’s MacLean Brodie on why community is the new currency.

Change is the lifeblood of our industry. But in today’s hyper-accelerated environment, change no longer feels episodic. It’s constant. Sociologist Zygmunt Bauman described this state as a ‘liquid landscape’: unpredictable, unstable and impossible to navigate using yesterday’s maps.

For the public relations (PR) industry, this reality is both a challenge and an opportunity. Influence has been fundamentally reshaped. Where once a handful of media outlets or prominent opinion leaders dictated narratives, today influence is distributed, fragmented and increasingly defined by communities. Platforms have multiplied, power has shifted, and influence has been democratised.

The implications are profound: trust is harder to win, and easier to lose. A brand is no longer what it says it is; it’s what consumers tell each other it is. Yesterday’s reputational wins can quickly become tomorrow’s baggage. To thrive in this landscape, we must embrace adaptive, ﬂexible and decentralised models for building and protecting what we call ﬂuid reputation.

FROM CAMPAIGNS TO COMMUNITIES

The Middle East oﬀers one of the clearest illustrations of this shift. Relationships and word of mouth have always been central to consumer decision-making in the region, but digital has ampliﬁed their importance:

90 per cent of Saudi consumers rely on friends and family for purchase advice (Snapchat and Publicis Media, 2025).

2. We are polycultural: The fragmentation of inﬂuence isn’t chaos; it’s a cultural mosaic. Whether on an Instagram feed or a TikTok trend, multiple cultures collide and coexist. Eﬀective PR means embracing this polycultural reality rather than forcing a false uniformity.

3. Communities, not audiences. Forget broadbrush ‘personalisation’. The future belongs to micro-communities – self-organising groups bound by shared passions, values and contexts. The role of PR is to understand them, enter their worlds credibly and earn the right to be heard.

THE CREATIVITY IMPERATIVE

For too long, PR has been underestimated as secondary to ‘big creative’. Yet, the evidence shows otherwise. A recent study revealed that ChatGPT cited earned media in 61 per cent of its responses about the world’s top 100 brands – rising above 70 per cent on topics of trust and value. Earned attention, it turns out, is central to how reputations are formed in the AI age.

Business leaders are also recognising this shift. Also, 87 per cent of people now say creativity is as essential as cost-control. Not only for growth, but for innovation, employee engagement, and resilience (The Business of Creativity White Paper, July 2025).

This places PR at the intersection of creativity and credibility. We can’t be purely strategic, nor purely imaginative. To cut through the noise, we must be both. And to succeed at scale, PR must increasingly collaborate with its creative siblings across the broader marketing spectrum.

“We

can’t be purely strategic, nor purely imaginative. To cut through the

noise, we must be

both.

And to succeed

scale, PR must increasingly collaborate with its creative siblings across the broader marketing spectrum.”

60 per cent of consumers trust user-generated content over brand-created content (WARC, 2024).

71 per cent of people say they trust inﬂuencers more than brands (YouGov, 2023).

72 per cent of MENA consumers now get their news primarily from social platforms (Reuters, 2024).

YouTube is the number one channel for product discovery in the region (Think With Google, 2024).

These numbers highlight a simple truth: the next era of brand building is earned, not imposed. PR must evolve not only in how we tell stories, but where, to whom, and with what cultural ﬂuency we tell them.

THREE PRINCIPLES FOR THE NEW PR REALITY

1. Context is key: All communication is culturally conditioned. We must stop speaking in clinical generalities and instead listen deeply to the rhythms, expressions and memetic languages of the communities we hope to engage.

WHY THE MIDDLE EAST LEADS

The region isn’t just keeping pace with global change; it’s accelerating it. From cultural production and digital consumption to emerging creators and AI-native platforms, the Middle East is shaping the future of inﬂuence.

It is also one of the most diverse regions in the world, demanding a unique blend of niche depth and multicultural breadth in every campaign.

For PR practitioners, this context is both demanding and inspiring. We aren’t just ampliﬁers anymore. We are architects of trust, curators of relevance, and connectors of brands and communities.

In a liquid landscape, only the credible, the connected and the creative will thrive. For brands in the Middle East, this isn’t just theory; it’s the new competitive advantage. And for MSL, it’s our daily mission.

smart ...” (ND)

Volkswagen Middle East … “Warm ... without the schmaltz ...” (ND)

McDonald’s Bahrain ... “Built on a strong local insight ...” (MF)

RAKTDA ... “Huge appreciation for simple marketing that carries a touch of humour ...” (ND)

Use

Private View

NATASHA DEMETRIOU

Head of Post Production, NaF+ Dubai

VOLKSWAGEN MIDDLE EAST (1):

I’m not at all bothered that the car isn’t front and centre here – because this isn’t about showing oﬀ sheet metal; it’s about selling a story to the end user. Everyone tends to lean on the ‘heartfelt’ cliché kind of content, but this manages to also feel fun, warm, and relatable – without the usual schmaltz.

MCDONALD’S BAHRAIN (2):

A smart idea made smarter by grounding it in real behaviour. It takes something usually seen as dry and ﬂips it into something playful, relevant, and engaging. Sometimes the smartest play is just to double-dip (pun intended).

RAKTDA (3):

I really like this. The messaging is clear, direct, and just all-round light and funny. I have huge appreciation for simple marketing that carries a touch of humour. It doesn’t try to impress with perfection – it celebrates the fun, unpredictable moments that actually make travel memorable. It’s the kind of campaign that makes me smile and think, ‘Yeah, that’s how a trip really feels.’

ADCB X VISA (4):

Love how this ad captures personality and everyday quirks in a way that feels genuinely funny. It’s perfectly in tune with Egyptian humour, making it instantly relatable. The tonality and attention to detail feel eﬀortless, and it seamlessly makes the product feel like a natural part of real life rather than a sales pitch.

OLX LEBANON (5):

Smart – very smart. They turned a simple naming debate into a full-on community celebration. Letting users vote on the name makes the audience feel like they’re genuinely part of the brand’s story. An excellent reminder of how engagement can be as meaningful as the product itself.

MOHAMED FELFEL

Senior Manager – Marketing at a leading retail company in the region.

VOLKSWAGEN MIDDLE EAST (1):

A nice campaign with an emotional link that feels very relatable while still staying on brief to showcase the cars and the brand. People truly spend a big part of their lives inside their cars – from laughs and arguments to ﬁrst rides with a newborn. For me, a car is both a space for shared memories and a private escape. Making it less promotional and more emotional was a great strategic choice, with potential for even more stories tied to features.

MCDONALD’S BAHRAIN (2):

Catchy, clever, and built on a strong local insight. Linking stock market ‘dips’ with McDonald’s dip sauces is such a smart play, and lines like ‘not all dips are bad news’ and ‘the market dips, and so do we’ made it even more memorable. The billboard creatives were sharp, fun, and perfectly on-brand, showing how you can join a serious conversation with humour while still staying relevant and engaging.

RAKTDA (3):

A bold and unconventional idea that stands out with its humour. I like the playfulness of showing imperfect, unpolished content – it brings a sense of authenticity and relatability. That said, I’m not fully sure the concept will resonate with everyone, or land as clearly as intended. For a tourism campaign, the essence should still highlight the beauty of the destination, and perhaps a diﬀerent execution could have balanced both better.

ADCB X VISA (4):

My favourite piece of work. It ticked all the boxes: funny, engaging, scalable, informative – but above all, super relatable. As an Arab, I instantly connected with the insight. That playful ﬁght over who pays the bill is something every cashier or waiter has seen, and turning it into the core of the story was brilliant. It captured culture with humour while keeping the product message clear and memorable.

OLX LEBANON (5):

Lebanon has been living through endless debates and election conversations, so it was smart for the brand to enter that space with a debate of its own – OLX vs. dubizzle. What made it even bolder was turning brand identity into a public vote. The strongest part is giving people ownership over the brand – that’s how you build both relevance and trust in a market that thrives on community and dialogue. The social-ﬁrst communication plan was a key to the success of this campaign.

Volkswagen Middle East

Title: A Different Kind of Love Agency: Cheil Production house: Create Production

McDonald’s Bahrain

Title: Buy The Dip Agency: LEO UAE

RAKTDA

Title: RAK Summer. Unscripted. Agencies: Impact BBDO, Tales & Heads (PR)

ADCB x VISA

Title: Egyptian Generosity Levels Up

Creative direction: Sherif Mounir

Production house: Everyone Films, Barber Shop

OLX Lebanon

Title: OLX or dubizzle?

Agencies: The Goat Agency, Mindshare MENA, Cachoiera Production house: Moving Frame

Integration has become a non-negotiable. PR, social, design, branding, activations, and on-the-ground engagement cannot sit apart. Each strengthens the other, creating a connected ecosystem where inﬂuence is ampliﬁed and protected. In many ways, we are returning to the essence of true communication partnership, delivering everything through a centralised approach shaped by the foresight and intelligence today’s landscape demands.

C&B continues to grow as a trusted advisor across , a reputation secured through results that speak for themselves. Over two decades, we have been the ﬁrst to set standards others now follow.

Appointments

Riyadh-headquartered developer ROSHN Group has promoted WASEEM KHASHAN to the role of Chief Marketing Officer. In his new role, Khashan will oversee ROSHN’s marketing and communications function, including campaigns, destination marketing, branding, digital, events and sponsorships, and all communications-related activities. He takes over from Ghada AlRumayan, who has been promoted to the role of the Group’s Chief Shared Services Officer.

The Royal Commission for AlUla has appointed STEPHEN HOWARD as the Head of Tourism PR and Communications for its Tourism Sector. As the destination continues to expand its global profile as Saudi Arabia’s preeminent boutique heritage destination, Howard will collaborate with teams on various areas of tourism such as art and culture, wildlife and natural heritage, heritage sites, hospitality, film and the emerging field of astro-tourism.

Global audio technology brand RØDE has appointed LARA SOUS as Marketing and PR Lead for the Middle East and North Africa (MENA) region. Based in Dubai, Sous will lead RØDE’s marketing and communications efforts across the region. This includes overseeing PR, brand marketing and brand

engagement to amplify RØDE’s global mission locally. Sous joins RØDE following senior roles at Lotus and MG Motor, where she delivered high-impact campaigns, leading brand momentum, and strengthening brand equity.

FOUAD BOU MANSOUR joins global communications agency Burson as Chief Executive Officer (CEO) for the Middle East, North Africa and Turkey (MENAT) region. In this new role, he aims to build on Burson’s foundation by delivering the bold, integrated and creative solutions that position clients as leaders on the local, regional and global stage. Bou Mansour joins Burson from the Saudi Tourism Authority, where he spent two years as Vice President Creative Studio.

Snap Inc. has appointed ANTOINE CHALLITA as UAE Country Head to oversee the development and execution of Snap’s business and commercial strategy while driving innovation and growth in key revenue streams. The appointment aims to cement Snap’s long-term commitment to the market and the strategic importance of maintaining a strong presence in the Emirates. Prior to joining Snap, Challita held senior leadership positions at UM and OMD, working with multinational and regional businesses, including Dubai Holding, L’Oréal, PepsiCo, Coca-Cola, McDonald’s and Henkel.

Tag, dentsu’s global end-to-end creative and content production agency, has appointed ASSI RAHBANI as Managing Director –MENA. Assi will lead Tag’s craft offering

across the MENA region, uniting film, photography, CGI/VFX, post, audio, music and AI capabilities under one vision. He is also tasked with ensuring world-class work that pushes boundaries and unlocks new possibilities for clients across the region’s dynamic markets.

We Are Social has appointed MAYA ABDULAZIM to lead its influencer marketing practice, reinforcing the agency’s focus on creator-led strategies that deliver cultural relevance and measurable impact. In her new role, she will oversee the end-to-end development and execution of creator-led campaigns. She will also work closely with the agency’s strategy, media and creative teams to ensure influencer marketing is integrated across broader social thinking and aligned with brands’ business goals.

AKQA has appointed CYRIL LOUIS as its Executive Creative Director (ECD) for the Middle East and North Africa. Based in Dubai, Louis brings to AKQA a multidisciplinary background in Mechatronics and Fine Art, blending deep technical expertise with creative craftsmanship. A former creative leader for Beats by Dre and EA Games in Los Angeles, Louis has also led high-profile projects across APAC for Nike, Shiseido, Muji and Dove. He was named as the No. 3 ECD in the APAC region on The Drum’s World Creative Rankings 2024 list.

The Spin

Through the month of September, The Spin was sent several interesting submissions of slip-ups within the media and advertising industry from across the globe.

1. A KitKat ad on a digital-out-ofhome (DOOH) billboard did the rounds on WhatsApp in the UAE for all the wrong reasons. Turns out, the creative copy for the Vanilla Waffle limited edition flavour in English was ‘waffly good’ but, unfortunately, the Arabic translation was woefully bad. To reiterate the thoughts of

many industry experts: Perhaps, it’s time to invest in a local copywriter rather than a global translating tool.

2. When Everlane became ‘ever-lame’. Context: American Eagle Outfitters saw its sales soar and market capitalisation fly high, despite getting trolled for its “Sydney Sweeney has great jeans” ad, which millions of online users thought alluded to eugenics and racial discrimination, specifically the idea of those with superior genetic traits looking great. Within weeks of the global controversy, several other jeans brands such as Gap flipped the script by making it a point to highlight racial diversity within their ads. However, not every jeans brand that jumped on the moving diversity and inclusion bandwagon got it right. For instance, The Spin received an email with a subject line that read: ‘Everlane or Ever-lame?’ Clearly, the copy on this Everlane advertisement didn’t resonate with working women.

3. Speaking about creative copy on an advertisement, maybe it’s not as simple as writing a catchy one-liner. Maybe, we do need to break these silos that exist between the strategy, creative design and copywriting departments. Else, we get ads that in their final ‘approved’ iteration read ‘My Perfect Pet. Gently Cooked’. Yes, the intention of the ad is clear, but the way it reads on a passing delivery truck is comical.

4. Someone saw a pack of four ‘unbeatably soft bread’ Smucker’s Uncrustables thaw-and-eat sandwiches and decided to send The Spin a photograph of the box it was sold in. ‘The Fright in Every Bite’ slogan on the box, coupled with the illustration of a spider, left it gathering cobwebs on the shelf. Lesson: It’s probably best not to leave that much to the imagination on a consumer packaged goods product.

5. The Spin also received a photograph of a lengthy Heinz ad placed in the London Underground. While at first glance, the mistake is not obvious, a closer look reveals that the AI-generated advertisement has ‘football fans’ sporting jerseys with seemingly different logos of the teams they collectively

support and seem to be cheering for. Also, surely, they can’t be that happy sitting on a sofa that doesn’t seem to have enough room for all of them. Well, who are we to comment on how ‘ridiculously good’ Heinz pasta can reshape reality?

6. British television channel GB News made the tiny village of Lanchester in County Durham, England, quite famous overnight by misspelling the Duchy of Lancaster as the Duchy of Lanchester. Yahoo News ran the story with a headline stating, “TV typo sees County Durham village ‘get its own cabinet job’” before it was taken down. Looks like the mistake has now been immortalised for the good folk of Lanchester, who enjoyed their 30 seconds of fame.

NASSIB BOUERI

DESIGNATION: CEO, VML MENA and WPP MENA RHQ CEO

YEARS IN THE ROLE: 2 years

YEARS IN THE INDUSTRY: 23 years

YEARS IN THE MIDDLE EAST REGION: 26 years

OTHER ROLES / BOARD MEMBERSHIPS: IAA UAE

POWER ESSAY: CTRL + ALT + DEL – THE NEW RESET

For more than three decades, the combination of three simple keys – Ctrl + Alt + Del – has been part of our digital vocabulary. At ﬁrst, it was nothing more than a practical command: a way to restart a frozen computer, force quit an unresponsive programme, or free the system from an overwhelming task. For anyone who has spent hours in front of a screen, the action became second nature – an immediate response to frustration, a tiny ritual of recovery.

But as technology grew to occupy more of our lives, Ctrl + Alt + Del also became something larger: a mindset. The idea that with the right sequence of actions, we could break free from stagnation and begin again. How many times in our personal and professional lives have we wished for such a reset? A fresh start after a mistake, a release from a dead end, or the clarity to face a new direction. Over time, the metaphor stuck. Ctrl + Alt + Del became shorthand not only for managing our computers but for managing ourselves.

models, our roles and even our creativity while we remain true to the ‘big idea’.

For agencies, businesses and individuals alike, this means reimagining what engagement looks like. The old frameworks – how we worked with clients; how we organised teams; how we measured value – are being rewri en. AI might not be fully replacing the human element, but it is demanding that we elevate it. Eﬃciency alone will no longer deﬁne success; adaptability, imagination and the right choice of tools will. Just as Ctrl + Alt + Del cleared away what was frozen or corrupted, AI forces us to clear away assumptions about how things have always been done.

“AI forces us to clear away assumptions about how things have always been done.”

And yet, unlike the comforting speed of a computer restart, this reset is a process. It will unfold gradually, sometimes uneasily, requiring patience and openness. We cannot simply press the keys and expect everything to function as before. Instead, we are stepping into a new operating system for work and for life, one that we are still writing as we go.

Today, however, we are collectively facing what may be the ultimate reset. The emergence of artiﬁcial intelligence is not just another technological shift; it is the equivalent of the largest, most complex challenge our industry has ever a empted to process. It is, at once, the bug, the shortcut and the system overload that forces us to press the keys of change. Unlike previous resets, though, this one is in continuous evolution. There is no instant reboot or seamless return to the same familiar desktop. AI requires us to rethink our

The lesson of Ctrl + Alt + Del has always been that every system – no ma er how complex –has a way to start over. AI is our generation’s next reset command, it’s our responsibility to equip them with sharper tools to help them broaden their horizons, and create a deeper sense of responsibility and the added value they always brought to the business and clients. The future is not waiting to be debugged; it is waiting to be reimagined.

RAPID FIRE

What the industry needs to talk more about: Longevity of the industry and how.

What the industry needs to talk less about: Politics.

If you could change one thing in the blink of an eye, you would ...

Increase ad spend by 500 per cent.

What’s one thing about you that would surprise your team?

I stopped eating chocolate.

What mobile application can you not live without?

It was news apps until ChatGPT came along.

What word / phrase do people remember you for using the most?

“Very very.”

What’s one local / regional tradition that you love the most?

Qahwa and dates.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

The pope and Robert De Niro.

What’s your top word of advice for Gen Z and Gen Alpha?

Listen. Don’t assume you know it all. What’s your go-to comfort food? Eggs.

What’s your favourite ad from the past 12 months? Many.

HIGHLIGHT OF THE LAST

YEAR

Winning MENA Network of the Year at Dubai Lynx, bringing home Lions from Cannes, and our wins at the Athar Awards in KSA were all standout moments. I’m proud of our team’s dedication, the continued added value to our clients’ business, and the growing recognition for our creative excellence.

ANTONIO BOULOS

TITLE: President MENA, Frontline BPN

YEARS IN THE ROLE: 14 years

YEARS IN THE INDUSTRY: 30 years

POWER ESSAY: HOW WILL ARTIFICIAL INTELLIGENCE AND AUTOMATION MAKE THE AD INDUSTRY THRIVE AND ALSO UNDERMINE ITS GROWTH?

AI-driven hyper-personalised ads, predictive targeting, creative and campaign optimisation, etc., allow brands to reach the right consumer, with the right message, at the right time. Automation produces eﬃciency gains and lets agencies focus more time on crafting the product and creativity. By contrast, over-reliance on automation risks producing bland, forge able work. If ads stop surprising or entertaining, our audiences will tune out completely. From a media perspective, over-targeting and privacy intrusions risk alienating audiences, creating distrust and ad-fatigue.

The increased utilisation of AI and emerging new technologies across many communications disciplines leaves industry talent and leaders with two fundamental questions to answer: a) how can AI make the ad industry thrive? And b) how could it undermine its growth?

What happens when AI is purposely used?

Agencies focus on creativity and wit to create ads people actually enjoy, by tapping into human behaviour, not just algorithms.

Communications become relevant, valuable, and useful – not just visible. Your campaigns become a source of content people choose to engage with – not something to skip – strengthening ad authenticity and brand loyalty.

It enables seamless targeting and ads personalisation without violating privacy.

“The best outcome for the future of advertising industry hinges on balancing tech utilisation with human imagination.”

Automation improves time utilisation, but the spark of originality remains human. This allows agencies to double down on creativity to sharpen cultural insight, narrative building, emotional storytelling, humour and surprise.

Campaign performance improves and brands’ return on ad spend (ROAS) grows.

What happens when we put automation in the driving seat?

It limits creativity and originality. We ﬂood consumers with low-quality, generic ads, creating clu er and fatigue resulting in a substantial drop in brands’ ROAS. Aﬃnity between brands and consumers decreases, or worse, consumers reject ads entirely and shift to subscription or ad-free ecosystems.

Hyper-targeting can feel creepy at times – we have all been subjected to this – leading to consumer backlash, widespread use of ad blockers and inviting regulators to impose severe restrictions, crippling data-driven advertising.

DPR, CCPA, etc. and the end of third-party cookies are just the beginning. Stricter regulations on data use will force advertisers to reinvent targeting methods. It leads to platform dependency. Unchecked reliance on mega platforms puts brands and agencies at the mercy of algorithms and escalating costs.

A balancing act is required to determine how to best use AI and emerging technology tools. When responsibly used for their exceptional data processing speed and growing reasoning ability, such tools can sharpen personalisation and optimisation, while humans drive originality. In summary, the best outcome for the future of the advertising industry hinges on balancing tech utilisation with human imagination, and purpose with commercial results. Those who treat advertising as a value exchange –giving people entertainment, utility, or meaning in return for their a ention – will thrive.

RAPID FIRE

What the industry needs to talk more about: AI.

What the industry needs to talk less about: AI. More on this in the essay.

If you could change one thing in the blink of an eye, you would ...

Kill 30s interstitial un-skippable ads.

What’s one thing about you that would surprise your team?

I asked. Not much, apparently. An open book.

What mobile application can you not live without?

Social Media, YouTube, Chat GPT, topics of interests, Google Maps and Waze.

What word / phrase do people remember you for using the most?

“Let’s not postpone what we can do at 12:00 to 12:05.”

What’s one local / regional tradition that you love the most?

Generosity.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Jimmy Fallon for the pleasure of his company and Jensen Huang for his foresight.

What’s your top word of advice for Gen Z and Gen Alpha?

Swipe less. Sweat more. Grab a book in between.

HIGHLIGHT OF THE LAST YEAR

2024 was an exceptional year for us. Grateful for the amazing team and our clients’ support. The highlight: when teamwork is seamless, and everyone in their own right and in their own way, contributes with their fair share towards delivering on their stakeholders’ expectations, it always pays oﬀ.

HOLDING COMPANIES

ELDA CHOUCAIR

TITLE: Group Chief Executive Oﬃcer, Omnicom Media Group YEARS IN THE ROLE: 4 years

YEARS IN THE INDUSTRY: 26 years

YEARS IN THE MIDDLE EAST REGION: 26 years

OTHER ROLES / BOARD MEMBERSHIPS: ABG, IAB, IAA, Endeavor, UN Women Unstereotype Alliance

HIGHLIGHT OF THE LAST YEAR

Despite market challenges, the group expanded its portfolio with major brands including Etihad, Visit Qatar, Shamal and others. This year also marked the launch of Flywheel, an AI platform boosting e-commerce performance, and CREO, which equips clients with advanced tools and datadriven strategies to manage inﬂuencers more eﬀectively.

RAPID FIRE

What the industry needs to talk more about: What drives clients’ business: sales, growth and impact.

What the industry needs to talk less about: Buzzwords that sound smart but do nothing.

If you could change one thing in the blink of an eye, you would ...

Make AI adoption ridiculously easy.

What’s one thing about you that would surprise your team?

I signed up for Dubai’s T100 Sprint. See you there! Not sure if it would be a surprise or an expectation.

What mobile application can you not live without? WhatsApp, life runs on it.

What word / phrase do people remember you for

using the most?

“Leadership is a choice”.

What’s one local / regional tradition that you love the most?

Family ﬁrst.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Satya Nadella and Indra Nooyi ... Brains and heart at the table.

What’s your top word of advice for Gen Z and Gen Alpha?

Obsess about mastering the job you have, not the one you want to have.

What’s your go-to comfort food?

Used to be McChicken, thankfully not anymore.

What’s your favourite ad from the past 12 months? ‘Bad Guy Gone Good’ by Jenan.

POWER ESSAY: BEYOND AUTOMATION – WHY AGENCIES WILL MATTER MORE IN THE AGE OF AI

The agency business model is facing a seismic shift. Artiﬁcial intelligence (AI), coupled with economic and geopolitical pressures, is reshaping how value is created, delivered and measured across every industry, marketing included. For agencies, this transformation will not be about replacement but reinvention.

AI impacts organisations on three levels. First, it makes processes cheaper, faster and more eﬃcient. Second, it improves eﬀectiveness, helping teams make be er decisions. Third, it enables things we never imagined possible, driving innovation at scale. All three forces are already at play, but what’s about to accelerate is their integration into daily operations, fundamentally altering how agencies and their clients work.

A new scope of work

In marketing, this means re-imagining execution. Predictive modelling, scenario planning and real-time analytics are replacing our reliance on historical data and slow, periodic planning. Within the next 12 to 18 months, much of the marketing execution will be largely automated, with AI-powered platforms independently managing routine tasks.

You can already see this shift in action. Consumer insights, whether from a ribution modeling, algorithmic a ribution, marketing mix models (MMMs), or ﬁrst- and zero-party data, are being fed directly into demand-side platforms (DSPs). This creates a closed loop where insights not only inform but also automatically optimise media buying and investment strategies. DSPs then generate real-time performance data, such as impressions, conversions, and reach, which feed back into models like MMMs and incrementality testing. The result: campaigns that are continuously optimised without human intervention.

A higher value proposition

So, if execution is increasingly automated, where do agencies ﬁt in and what value do they bring? Far from becoming obsolete, agencies are moving higher up the value chain, focusing on strategy, orchestration and creativity, areas where human judgment remains essential.

Strategic orchestration is one of these areas. Automation can optimise within a platform, but it doesn’t decide where a brand should play. Agencies help advertisers answer bigger questions: Which markets to enter? Which channels to prioritise?

How to balance short-term sales against long-term brand equity? A DSP may adjust spend within connected TV, but it is the agency that advises whether CTV should be 10 per cent or 30 per cent of the media plan.

Similarly, stitching together separate DSPs that otherwise provide a fragmented view is the role of an agency. This cross-platform integration is essential to give advertisers a uniﬁed picture of the consumer and connect these walled gardens with oﬄine insights, like retail sales.

The choice of model and the customisation or calibration of systems like MMMs, a ribution and AI also require human intervention. Someone needs to choose the right inputs, interpret outputs responsibly, and reconcile conﬂicting results. Machines can crunch data, but they cannot provide the human judgment needed to distinguish signal from noise.

The role and value of agencies become even more obvious when you contemplate creative considerations like storytelling. Automation can tell you who to reach and when, but it cannot decide what to say. Agencies shape the brand’s narrative, cultural resonance and emotional appeal. Neuromarketing and behavioural science can inform this process, but only people can craft stories that truly move us.

Governance, compliance and ethics fall in the same category. With regulations tightening everywhere, advertisers need agencies to be the stewards of data use, particularly with the setup of privacy-ﬁrst measurement and (re)building trust with consumers.

In other words, agencies will deliver value to their clients by translating AI outputs into business language for CEOs; aligning campaigns with growth targets; and bridging the gaps between marketing, ﬁnance, sales and IT.

Think of it like aviation: AI systems and DSPs are the autopilot, eﬃcient and precise. Agencies and their executives are the pilots, deciding where to ﬂy, why and how to respond when turbulence hits. Without the pilot, the autopilot can only follow a straight line.

In this new era, agency value doesn’t evaporate; it moves upstream instead. From buying ads to designing growth strategies. From reporting metrics to interpreting insights in context. From targeting audiences to shaping meaningful brand experiences.

The future of agencies is not about doing more of the same, faster. It’s about moving higher, becoming the architects of growth in an automated world.

AMER EL HAJJ

TITLE: CEO MENA, WPP Media

YEARS IN THE ROLE: 2 years

YEARS IN THE INDUSTRY: 21 years

YEARS IN THE MIDDLE EAST REGION: 21 years

OTHER ROLES / BOARD MEMBERSHIPS: Advertising Business Group (ABG) and the International Advertising Association (IAA)

POWER ESSAY: A NEW MAP FOR A NEW WORLD

In last year’s Power Essay, I wrote how “client satisfaction eats AI for breakfast”. I stand by that – the human connection remains everything in our business. But what’s become clear to me over these past months is that the relationship between client satisfaction and AI has evolved into something far more nuanced than I initially captured.

The question now isn’t which one wins. It’s how they work together.

The marketing landscape we all grew up in professionally – it’s gone. Those clean divisions between media, creative and data that made our organisational charts so tidy – they’ve completely dissolved. Media is embedded in everything now, which creates this strange paradox: more complexity, but also more opportunity than we’ve ever had before.

The old scale-ﬁrst approach simply doesn’t address what clients are dealing with today. They’re managing fragmented customer journeys across platforms that didn’t exist ﬁve years ago, while trying to prove ROI in ways their CFOs can understand. What they need – and what they’re increasingly demanding – are capabilities that integrate media, production, data and technology in ways that truly make sense operationally.

That’s precisely why we evolved into WPP Media. It wasn’t just a rebrand; it was a strategic response to client needs. We’re building an AI-integrated approach that leverages WPP’s broader creative and technology infrastructure but does so in ways that feel natural rather than forced.

Here in MENA, this integration challenge has its own particular characteristics. Digital adoption pa erns here have been anything but linear – we’ve seen markets leapfrog entire phases of development. Cultural sensitivity isn’t just important, it’s make-orbreak. And our audiences, who are overwhelmingly mobile-ﬁrst, expect brand experiences that somehow manage to feel both globally sophisticated and locally authentic. It’s a delicate balance.

The core challenge remains consistent across markets: traditional targeting and measurement frameworks have become largely obsolete, yet we still need to reach the right customers and prove business impact in ways that satisfy increasingly sceptical stakeholders.

What I’ve learned through working with dozens of clients over the past year is that the answer lies in fundamentally rethinking how our teams collaborate.

When your creative team can see real-time audience response data and your media team can act on those insights immediately – not in the next planning cycle, but within hours – something powerful happens. Data stops being this abstract thing that sits in reports and becomes actionable intelligence that drives every decision.

This is what platforms like WPP Open enable: true integration rather than just coordination.

Recently, we partnered with a major regional client on a product launch that needed to work across multiple diverse markets simultaneously. By deploying real-time AI optimisation informed by live performance data, we achieved 45 per cent be er conversion rates and reduced acquisition costs by 12 per cent. But honestly? The metrics weren’t what impressed the client most. It was the strategic insights they gained about their customers that they could immediately apply to other parts of their business.

I want to be clear about something: this isn’t about replacing human judgment with algorithms. Anyone suggesting that fundamentally misunderstands what makes great marketing work. What we’re doing is removing the operational friction that prevents our people from focusing on what they do best – strategic thinking, cultural insight, relationship building and creative problem-solving.

The transformation isn’t without its challenges. New capabilities require investment. Integrated workﬂows demand organisational changes that can feel uncomfortable initially. But WPP Media combines global technology infrastructure with deep regional expertise in ways that allow us to guide clients through this evolution eﬀectively.

Here’s what I ﬁnd most interesting: when we implement this technology thoughtfully, it actually strengthens human connections rather than replacing them. Client satisfaction deepens because we’re delivering business results they can see and measure. Trust builds because we’re solving real problems rather than just optimising campaigns.

WPP Media’s vision is straightforward: to be the partner that helps you navigate this new landscape with conﬁdence while achieving measurable growth. The future belongs to organisations that can seamlessly integrate AI capabilities with human insight and cultural understanding.

RAPID FIRE

What the industry needs to talk more about:

Equitable and transparent commercial and trading practices.

What the industry needs to talk less about: AI replacing human creativity.

If you could change one thing in the blink of an eye, you would ...

Erase injustice.

What’s one thing about you that would surprise your team?

I design furniture.

What mobile application can you not live without?

Chrome.

What word / phrase do people remember you for using the most?

“All can be managed.”

What’s one local / regional tradition that you love the most?

Hospitality.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

David Gilmour and Ryan Reynolds.

What’s your top word of advice for Gen Z and Gen Alpha?

Build real connections, not followers.

What’s your go-to comfort food? Fillet steak – rare.

What’s your favourite ad from the past 12 months?

‘The PIF Eﬀect’.

HIGHLIGHT OF THE LAST YEAR

Two years ago, I joined WPP Media to redesign our MENA operations, aligning with WPP’s global vision. Today, we’re clients’ ﬁrstchoice partner in the region with restructured teams, enhanced services, and integrated AI solutions used daily through WPP Open. I’m most proud of transforming our market position while building highperforming teams.

ALEJANDRO FISCHER

TITLE: Chief Strategy Oﬃcer, Havas Middle East

YEARS IN THE ROLE: 1 year

YEARS IN THE INDUSTRY: 20 years

YEARS IN THE MIDDLE EAST REGION: 14 years

POWER ESSAY: A BEAUTIFUL MESS –WHY STRATEGY MUST DOUBLE DOWN ON DIFFERENCE

It’s messy out there. AI is everywhere. Deadlines get shorter while expectations keep rising. Talent priorities are shifting on both client and agency side. And in the Middle East, visions become reality at a speed no other market can match. Tomorrow arrives today and today quickly turns into a new vision.

What a beautiful mess.

But mess is not the enemy. Sameness is. Everyone now has access to the same tools, the same data, the same trends. AI can churn out outputs in seconds. Eﬃciency has become the baseline. The risk is that our work starts to blur together, fast, polished, but interchangeable.

That is where strategy comes in. Not as a tidy framework or a neutral deck, but as a way of making sense of the chaos in ways others cannot. This is not the time to soften what we do. It is the moment to double down on what makes us diﬀerent.

As agencies, we already have assets that set us apart. Frameworks that decode culture. Distinctive ways of working. Thought leadership angles. The red threads that connect disciplines. Too often, these get treated as decoration. They should be our operating system. If we do not use them with conviction, we risk blending into the noise.

So how do we stand out in this beautiful mess?

First, by applying our own lenses with discipline. Clients do not need another generic best practice; they need a distinctive way of seeing the problem. Our frameworks and methods are not overhead; they are our edge.

“Strategy without a point of view is just reporting. Our value lies in interpretation, judgment and the courage to take a side.”

Second, by having stronger opinions. Strategy without a point of view is just reporting. Our value lies in interpretation, judgment and the courage to take a side.

Third, by drawing more from the world around us. The richest insights do not come from comms reports, they come from ﬁlms, music, sport, subcultures and everyday conversations that show where culture is moving. Staying open to the world is how we keep our work alive.

Finally, by doubling down on human understanding. Tools get copied, empathy does not. Understanding consumers and our own people, their contradictions, their tensions, their ambitions, is what gives strategy its power.

The mess will not get tidier. That is the opportunity. Strategy proves its worth when it turns noise into meaning, ambition into action and vision into momentum. The beautiful mess is our arena. The only way to win is to be unapologetically distinctive.

RAPID FIRE

What the industry needs to talk more about: Work-life balance and the sustainability of our people.

What the industry needs to talk less about: Brand vs. performance.

If you could change one thing in the blink of an eye, you would...

Make sure every child has food on the table.

What’s one thing about you that would surprise your team?

I love to draw in my spare time.

What mobile application can you not live without? Apple Podcasts.

What word / phrase do people remember you for using the most?

“Teamwork makes the dream work.”

Cheesy, I know, but true.

What’s one local / regional tradition that you love the most?

The ritual of Arabic coﬀee and the hospitality it represents.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Rory Sutherland and Francis Mallmann.

What’s your top word of advice for Gen Z and Gen Alpha?

Embrace the messiness.

What’s your go-to comfort food?

Ribeye with mashed potatoes.

What’s your favourite ad from the past 12 months? British Airways’ ‘Windows’.

HIGHLIGHT OF THE LAST YEAR

My highlight this year has been the growth of our team and the product we are so proud of, alongside the launch of Converged, our group-wide strategy for the Middle East. It has redeﬁned how we unite strategy, creativity, media and PR into one system and one vision.

JENNIFER FISCHER

TITLE: Chief Innovation & Growth Oﬃcer, Publicis Groupe Middle East

YEARS IN THE ROLE: 3 years

YEARS IN THE INDUSTRY: 18 years

YEARS IN THE MIDDLE EAST REGION: 18 years

POWER ESSAY: JOYFUL LEADERSHIP

This weekend I was in the car with my husband. He mentioned he’d added a new song to our playlist. Suddenly, the lyrics came through the speakers: “oh la la, la la la la la, life is a joke and death is a punchline.”

Not exactly the kind of lyric you’d expect to inspire a leadership philosophy. But for me, it does.

Because the truth is, life is fragile. It’s short. And often, it’s hard. That doesn’t depress me; it motivates me. Not to climb faster to the top, but to make the things I do every day more meaningful, more rewarding, for others as well as myself. Work is, by deﬁnition, hard. You’re being paid to solve problems. But that doesn’t mean it has to feel heavy. Leadership, at its best, is about making things lighter.

Creating space for people to play, to contribute, to disagree, to take risks. Encouraging boldness even when things don’t always go as planned.

It’s a mindset of being ‘always in beta’. Like a game: what am I going to learn this week? What risk am I going to take? What new craft can I build? Step by step, that approach leads to bolder work, more daring ideas and greater fulﬁllment.

Of course, you can’t just tell people to lead that way; you have to model it. That means asking the

RAPID FIRE

What the industry needs to talk more about: Neuroscience.

What the industry needs to talk less about: Self-evident truths.

What’s one thing about you that would surprise your team?

I stopped eating chocolate.

What mobile application can you not live without?

Google Maps.

What word / phrase do peopleremember you for using the most?

“What can we learn from this?”

What’s one local / regional tradition that you love the most?

The majlis culture.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be? Fincher and Tarantino.

“When you’re genuinely energised by what you’re doing, people want to be part of it.”

What’s your top word of advice for Gen Z and Gen Alpha?

Do the hard things.

What’s your go-to comfort food? Chocolate (I was kidding earlier).

HIGHLIGHT OF THE LAST YEAR HOLDING COMPANIES

For me, I call that joyful leadership. I’ve learned a lot about it from marriage. This month, my husband and I celebrated twenty years since our ﬁrst date. The foundation of those years has been trust. And in leadership, trust is equally underrated. It starts simply: showing up, being consistent, being there. You may not always have the answers, but your presence builds conﬁdence.

From there, it’s about how you do things. Wholeheartedly. With care. With excitement. Because excitement is contagious. When you’re genuinely energised by what you’re doing, people want to be part of it. They don’t just go through the motions; they lean in.

Joyful leadership means lowering anxiety in the room. Using humour. Turning learning into an everyday habit instead of chasing perfection. Celebrating failures as much as successes.

questions you don’t know the answers to. Pu ing yourself in uncomfortable places. Taking risks that might stretch you thin. Growth is rarely comfortable, but it creates a virtuous cycle. The more you grow, the more motivated you feel, and the more you want to keep going.

To me, leadership isn’t about being perfect. It’s about imperfect people leading imperfect people, and choosing to do so with ambition, kindness and a smile.

At the heart of it, becoming a be er leader is inseparable from becoming a be er person, one day, one risk, one smile at a time.

What’s your favourite ad from the past 12 months? Jellycat social content is adorable.

This past year, my greatest pride has been building a team that feels both extraordinary and precious, each person bringing something unique. Together, we launched the second edition of Growth Club, introduced Lion X as our innovation program, accelerated AI experiences, and saw Publicis Groupe lead the industry in growth and retention.

HOLDING COMPANIES

NATHALIE GEVRESSE

TITLE: CEO, Publicis Communications UAE

YEARS IN THE ROLE: 3 years

YEARS IN THE INDUSTRY: 29 years

YEARS IN THE MIDDLE EAST REGION: 14 years

POWER ESSAY: THE BEAUTY, THE MONSTER AND THE BEAT.

Some music lyrics hit deeper than sound – some of them unforge able, sudden, and sharp, reshaping a new perspective. Turning simple lines or words into a catalyst for deeper questions.

“Look. If you had one shot. Or one opportunity. To seize everything you ever wanted...”

– Eminem, Lose Yourself.

AI today feels exactly like that. An open ﬁeld at dawn: vast, uncharted, full of promises, relentless, unapologetic and risky. For marketing and creative agencies, it is a guerrilla ﬁeld: fast, disruptive and unpredictable. It breaks barriers, accelerates ideas and rewrites the rules of speed and scale.

“I wanna be your slave, I wanna be your master. I wanna make your heartbeat run like a rollercoaster... ’Cause you can be a beauty, and I can be a monster.”

– Måneskin, I Wanna Be Your Slave.

True. AI is power, a monster adding fuel, testing faster, spo ing trends before they break, scaling personalisation like oxygen and unlocking endless possibilities. A symbiotic partner in human creativity where we shape what is next with vision, judgment, empathy, imagination and emotion. And that’s hybrid intelligence. So, will the monster eat the beauty?

“Things aren’t the way they were before, you wouldn’t even recognise me anymore”

– Linkin Park, In the End.

Countless apocalyptic articles, VIP quotes, or posts have declared the end of jobs destined to be eliminated by AI, along with our creative industry. It feels like a very old refrain. Today, even a CEO can be replaced. So what. The debate in the creative industry should be less about replacing jobs and more about redeﬁning them at every level, in every department.

Will the current model of creative agency change? Absolutely, and it already has. Do we need to be scared? No. On the contrary, the real job, the essence of creativity has not changed. It is still about understanding people, their fears, their dreams, their contradictions and their emotions. It is still about partnering with brands. It is just the beginning of the next level.

And the narrative has clearly shifted. Once it was about adoption, now it is about selection: AI evolves faster than we breathe, and the exponential choice of tools becomes the challenge. Interesting times ahead.

“In the Funhouse, I can’t never tell what’s real...” – Mothica, Funhouse.

Here’s the reality: without ethics, it is chaos. Ownership, authenticity and responsibility cannot be afterthoughts; they must be the compass. In a world intoxicated by speed and virality, the ones who will thrive are those who balance experimentation with accountability. AI is not the enemy of creativity; it is its ampliﬁer, provided we respect the boundaries that protect trust, culture, brands, clients and people.

RAPID FIRE

What the industry needs to talk more about: Responsibility, ownership and ethics.

What the industry needs to talk less about: Ego stroking.

If you could change one thing in the blink of an eye, you would ... Remove silos.

What’s one thing about you that would surprise your team?

My eclectic music taste.

What mobile application can you not live without?

YouTube.

What word / phrase do people remember you for using the most?

“Everything happens for a reason”.

What’s one local / regional tradition that you love the most?

Hospitality.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

My ﬁrst-ever boss and my current boss.

What’s your top word of advice for Gen Z and Gen Alpha?

Be curious and have ethics.

What’s your go-to comfort food? Porridge with maple syrup.

What’s your favourite ad from the past 12 months?

Visa’s ‘Cash Walla Visa’.

HIGHLIGHT OF THE LAST YEAR

The best achievement has been surrounding myself with exceptional talents and amazing teams, including recent joiners who are truly excellent. Seeing our talents thrive and grow after a few years together is the most rewarding aspect, far beyond KPIs, transformations, wins, or awards.

HOLDING COMPANIES

SALEH GHAZAL

TITLE: CEO, OMD MENA

YEARS IN THE ROLE: 3.5 years

YEARS IN THE INDUSTRY: 18 years

YEARS IN THE MIDDLE EAST REGION: Born and raised in Lebanon and worked 18 years in the GCC

OTHER ROLES / BOARD MEMBERSHIPS: IAB MENA Board member

HIGHLIGHT OF THE LAST YEAR

Successfully launched and built the Qatar oﬃce from the ground up, transforming it into a growing hub with a strong team and thriving client relationships.

RAPID FIRE

What the industry needs to talk more about: The importance of building a brand.

What the industry needs to talk less about: AI, when it is not used correctly.

If you could change one thing in the blink of an eye, you would … I don’t know where to start.

What’s one thing about you that would surprise your team?

I failed twice in school.

What mobile application can you not live without?

WhatsApp.

What word / phrase do people remember you for

using the most?

“I need to wake up at 5 am tomorrow.”

What’s one local / regional tradition that you love the most?

Ramadan.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Elon Musk and Sam Altman.

What’s your top word of advice for Gen Z and Gen Alpha?

Read and stay up to date.

What’s your go-to comfort food?

Shawarma.

What’s your favourite ad from the past 12 months? ‘Almaza’ (Lebanon).

POWER ESSAY: WHEN SPEED KILLS ORIGINALITY

I train for triathlons, and my last race was the Warsaw Ironman 70.3 in June. There’s one thing you learn early on: you can’t sprint an Ironman. If you go too fast, too early, you burn out before the ﬁnish line. You need to know when to push, when to pace and when to reset. You need patience. And above all, you need strategy.

I feel the same way about marketing today. In Dubai, across the region, and globally, we are running faster than ever. New tech, new platforms, new AI tools and new generations. Gen Z and even Gen Alpha are shaping consumption pa erns before most brands have ﬁgured out Millennials.

“ Let’s be honest, we’ve created a culture where marketers expect agencies to move at TikTok speed.”

We’ve oﬃcially entered an era of hyper-acceleration. The result? Marketers are in a constant race to do more, faster. And that obsession with urgency is quietly killing something essential: original thinking.

We’re creating more campaigns, more reports, more dashboards than ever before. But let’s be honest, we’ve also created a culture where marketers expect agencies to move at TikTok speed:

“By when do you want the plan? Yesterday.”

“We need the report by noon. But it’s 9 am. Yes, but it’s urgent.”

“This needs to go live now.”

Sound familiar?

Yes, we can deliver at that speed. And with AI adoption, we can do it even faster. But here’s the truth: creativity needs space. Craft takes time. Ideas need oxygen.

When we rush every brief, we kill the possibility of breakthrough thinking. Planners stop searching for the insights that set you apart. They start recycling templates. They ignore innovation. And that’s how we end up in a sea of sameness.

This is a call for marketers and for agencies. If you want to stand out, you need to slow down:

Stop treating every brief like a ﬁre drill. Urgency is not a strategy. Give your teams and agencies space to think. One strong idea beats 50 rushed ones.

Reward distinctiveness, not speed. The brands that take their time to understand audiences and craft stories will win cultural relevance.

In endurance sports, discipline beats adrenaline. You don’t finish an Ironman by sprinting the first 10km. You finish by pacing smartly, thinking clearly and finding rhythm.

Marketing works the same way. If we keep pushing everything as urgent, we’ll keep ge ing forge able campaigns. But when we pause, think, and create with intent, we deliver work that resonates, work that earns a ention, and work that we’re proud of.

Because in a world obsessed with speed, depth is the real competitive advantage.

AHMAD HAIDAR

TITLE: Managing Director, dentsu KSA

YEARS IN THE ROLE: 6 years

YEARS IN THE INDUSTRY: More than 20 years

YEARS IN THE MIDDLE EAST REGION: More than 40 years

OTHER ROLES / BOARD MEMBERSHIPS: MMA KSA Board Member

POWER ESSAY: MARKETING WITHOUT A MAP IN SAUDI ARABIA

When I first moved to Saudi Arabia more than 20 years ago, the marketing landscape looked very different. Fewer channels, longer timelines, predictable campaigns – we could plan months ahead and still be confident about how audiences would respond. That certainty doesn’t exist anymore.

Saudi Arabia today is one of the most dynamic markets in the world – not because there’s a rulebook everyone is following, but because there isn’t one. In this environment, there are no ﬁxed formulas, no guaranteed paths to success. Brands, agencies and platforms are testing, learning and adapting in real time – and that’s what makes the opportunity here so exciting. In Saudi Arabia, we’re drawing the map as we go.

Part of what makes this market unique is the pace of change. Decisions happen quickly; investments are bold; and audiences adopt new behaviours faster than almost anywhere else. With Vision 2030 accelerating diversiﬁcation across entertainment, tourism, retail and technology, the scale of opportunity is huge. But speed creates its own pressure. Brands aren’t just competing within their category anymore; they’re competing with culture itself.

Audiences here are younger, more connected and more expressive than ever before. They expect brands to reﬂect their values, speak their language

“Brands aren’t just competing within their category anymore; they’re competing with culture.”

and earn their place in the moments that ma er to them. And they have more control than ever over what they watch, share and buy. I hear this from clients every day: the pressure to stay relevant is relentless, and decisions that once took months now happen in weeks, sometimes days, as brands ﬁght to stay part of the cultural conversation.

Nowhere is this shift more visible than in Saudi Arabia’s growing sports, entertainment and cultural economy. From football and gaming to festivals, music and ﬁlm, audiences are forming passionate communities around the things they love – and shaping conversations in real time. For brands, these spaces represent huge opportunities, but showing up isn’t enough. Success depends on participating authentically, creating partnerships, stories and experiences that audiences choose to engage with. Increasingly, marketing here is about turning culture into commerce – connecting passion to purchase in ways that feel natural, not forced.

In a market moving this quickly, success depends on how fast we can respond. It’s no longer about locking in plans months in advance – it’s about testing, learning and adapting in real time. That means working diﬀerently: bringing creative, media, data and partnerships together from the start to deliver ideas that live inside culture, not around it. And the pace isn’t slowing down – if anything, it’s accelerating. For brands and agencies, the opportunity is clear: Stay close to audiences, move with them and create work that connects meaningfully in the moments that ma er most.

The brands and agencies willing to navigate uncharted territory, experiment boldly and adapt faster will deﬁne what marketing looks like for the next decade.

RAPID FIRE

What the industry needs to talk more about:

Building local talent, real culture.

What the industry needs to talk less about:

Empty metrics that don’t matter.

If you could change one thing in the blink of an eye, you would ...

Close the talent gap fast.

What’s one thing about you that would surprise your team?

Energetic outside work, always moving.

What mobile application can you not live without?

WhatsApp.

What word / phrase do people remember you for using the most?

“One team. One goal.”

What’s one local / regional tradition that you love the most?

Family gatherings.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Too many to choose. Table’s full.

What’s your top word of advice for Gen Z and Gen Alpha?

Be bold, stay curious.

What’s your go-to comfort food? Steak.

What’s your favourite ad from the past 12 months? HungerStation X Fananees Ramadan campaign.

HIGHLIGHT OF THE LAST YEAR

Over the past year at dentsu KSA, we focused on developing our teams across all verticals and scaling capabilities. We launched dentsu Sports International, introduced our production unit TAG, and strengthened media, creative and CXM capabilities – delivering campaigns that are bold, culturally relevant and truly make a diﬀerence.

HOLDING COMPANIES

MAZEN JAWAD

TITLE: CEO, Horizon Holdings

YEARS IN THE ROLE: More than 3 years

YEARS IN THE INDUSTRY: 31 years

YEARS IN THE MIDDLE EAST REGION: 27 years

HIGHLIGHT OF THE LAST YEAR

We reopened our oﬃce in new Riyadh, in a new ‘foodytainment’ centre, in a new creative space, with a new lovely team, attracting new clients and partners and aiming for new aspirations towards a new Horizon.

RAPID FIRE

What the industry needs to talk more about: Ethical practices.

What the industry needs to talk less about: M&A.

If you could change one thing in the blink of an eye? I would erase injustice.

What’s one thing about you that would surprise your team? I know who comes late.

What mobile application can you not live without? Waze.

What word/phrase do people remember you for using the most? “You’re not alone.”

What’s one local/regional tradition that you love the most?

Respect.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Raﬁc and Mary Saadeh.

What’s your top word of advice for Gen Z and Gen Alpha?

Invest early and never stop.

What’s your go-to comfort food?

Chocolate … then more chocolate.

What’s your favourite ad from the past 12 months? ‘Caption with Intention’ by FCB Chicago.

POWER ESSAY: BRANDS ARE BUILT TO LAST IF WE LET THEM

In 1916, Albert Lasker worked with the California Fruit Growers Exchange to solve two problems: rising competition and an unusual bumper crop of oranges. His solution was to brand the growers’ association as Sunkist and to create an entirely new product, orange juice. Lasker didn’t just sell fruit; he reshaped behaviour, built a brand, and set new standards for modern marketing. More than a century later, Sunkist still exists.

The lesson here is simple but urgent: brands that are nurtured, protected, and guided by a consistent sense of purpose can endure. Yet in today’s

“When brands are treated as line items instead of living, breathing entities, they lose their meaning. And once that meaning is gone, so is the brand.”

marketplace, too many brands are disappearing. They’re casualties of short-term decision-making, relentless restructuring, and an over-reliance on numbers at the expense of meaning.

That’s because our industry is in danger of mistaking speed for progress. Buzzwords like AI, e-commerce and performance dominate our conversations. Content is churned out faster than ever. But in this rapidly changing landscape, where the demand for content is higher than ever, we must ask ourselves: are we building transactions, or are we building value that lasts?

Any of us can create a tactical campaign, but building a brand that transcends generations requires care. Apple doesn’t just sell gadgets; it sells innovation. Nike doesn’t just sell shoes; it sells motivation. Rolex doesn’t just sell watches; it

sells status. These brands endure because they stay true to their essence, even as they adapt to cultural and technological change.

The Middle East provides a powerful case study. Dubai itself has become a global brand, one that sells ambition. It isn’t deﬁned by a single campaign or initiative, but by a consistent and carefully nurtured story of vision, growth and possibility. It’s proof that a brand built with purpose and discipline can scale beyond borders.

And all this is happening against a backdrop of economic uncertainty, where marketing budgets are more fraught than ever before. These changes and shifts in consumer spend understandably raise questions for clients and teams alike: What does it mean for local players? Will global upheaval erode regional identity, or will it underscore the importance of brands that feel rooted and real? Ultimately, which brands will reign supreme?

The answer, I believe, lies in continuity. A brand that is cared for, one with a clear purpose and a consistent promise, can survive volatility. But neglect breeds fragility. When brands are treated as line items instead of living, breathing entities, they lose their meaning. And once that meaning is gone, so is the brand.

While our job as marketers, communicators and creators is to spark a ention, it’s also to tend to brands as stewards, to balance relevance with consistency, to innovate without losing identity, and to ensure that what we build today will still ma er tomorrow. It’s a diﬃcult time to be a client, so we need to act as a true partner, continuing to educate CMOs – and, more importantly, CEOs and CFOs – about the economic value of creativity. Because the brands that endure are the ones that invest. They go beyond generating immediate conversions and build consumer connections that last.

In a world where sameness scales faster than ever, endurance is the true measure of brand success.

HOLDING COMPANIES

BASSEL KAKISH

TITLE: Chief Executive Oﬃcer, Publicis Groupe Middle East & Turkey

YEARS IN THE ROLE: 4 years

YEARS IN THE INDUSTRY: 23 years

POWER ESSAY: 10 THINGS WE CAN LEARN FROM IRON MAN

Why talent is Tony Stark, AI is the suit, and together they’re unstoppable.

Every era of progress has a deﬁning breakthrough. The steam engine fuelled commerce. Electricity rewired societies. AI is doing the same today at a speed and scale unlike anything before. I don’t see disruption; I see enablement. AI is advanced intelligence, not artiﬁcial. It is here, like electricity was here, shaping everything, whether we are ready or not.

But there is an even simpler way to explain it: Iron Man.

In the ﬁlms, Tony Stark’s genius and imagination meet cu ing-edge technology. The result isn’t just a machine, it’s a superhero. That is how I see the relationship between talents and AI.

Here are ten lessons from Iron Man that shape how I think about talents and AI:

1. The superhero only exists when Tony wears the suit.

The Iron Man suit alone is just technology. Tony Stark alone is just a man. Only when the two come together do you get the real superhero. The same is true for us: AI on its own is powerful, but it needs a driver. Talents give it direction, conscience and creativity. That is when real transformation begins.

2. Talents come ﬁrst.

Tony Stark’s instinct drives the suit. Likewise, our talents, not the technology, make the diﬀerence.

3. Keep upgrading.

Tony’s suits evolved from the clunky Mark I to nanotech in Inﬁnity War. AI has advanced just as fast. Our responsibility is to keep upgrading our talents, so they evolve with it. That is why learning and development must be continuous, embedded into the P&L, with investment in both technical expertise and human skills like empathy and adaptability.

4. Resilience turns setbacks into strength. Every time the suit fails, Tony rebuilds it stronger. Mistakes are not failures; they are recalibrations.

5. Collaboration creates the Power of One.

Iron Man is formidable alone but unstoppable with the Avengers. The same applies to us. By breaking down silos and uniting creativity, data, media and technology, we deliver impact greater than the sum of its parts.

“No silo, no solo, no bozo”. That is the Power of One in action.

6. Ethics deﬁne the mission.

Tony Stark’s arc was about purpose, moving from weapons to saving lives. AI must also be guided by human empathy, ethics and cultural intelligence.

7. Curiosity is the real superpower.

Tony is always tinkering, questioning, pushing boundaries. That same curiosity is what our talents need to thrive with AI.

8. Diverse skills win ba les.

Tony is not just an engineer. He is a strategist, innovator and collaborator. The future of talents demands the same mix: technical ﬂuency, creativity and emotional intelligence.

9. Culture is the Arc Reactor.

The Arc Reactor powers the suit. In our world, culture is the core. It fuels creativity, inclusion and performance. Without it, nothing else sustains.

10. The next chapter is still being wri en.

The next chapter is still being wri en. Tony Stark kept evolving his suits, and Marvel keeps evolving their universe. In our world, AI will keep advancing, but talents remain at the centre. The challenge is not only to keep pace, but to set it.

As leaders, our role is not only to build be er suits, but to empower the Tony Starks in our organisations. That means giving talents the curiosity, conﬁdence, resources and infrastructure they need to thrive. The future will not be wri en by technology alone. It will be wri en by people bold enough to step into the suit. And that is when we unlock Iron Man-level transformation.

RAPID FIRE

What the industry needs to talk more about: Talent enablement.

What the industry needs to talk less about:

“Will AI replace talent?”

If you could change one thing in the blink of an eye, you would ...

Inequality.

What’s one thing about you that would surprise your team?

My DJ-ing skills.

What mobile application can you not live without?

WhatsApp.

What word / phrase do people remember you for using the most?

“Do. Or do not. There is no try.”

– Yoda

What’s one local / regional tradition that you love the most?

Ramadan.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Warren Buﬀett and Elon Musk.

What’s your top word of advice for Gen Z and Gen Alpha?

Be brave enough to make mistakes.

What’s your go-to comfort food? Mansaf.

What’s your favourite ad from the past 12 months?

Publicis Groupe’s ‘The Wishzels’ feat. Snoop Dogg.

HIGHLIGHT OF THE LAST YEAR

Seeing talents thrive, client successes and some big strategic wins, and continuing to fulﬁl our promise as a talent-ﬁrst organisation.

GHASSAN KASSABJI

TITLE: CEO, Impact BBDO Dubai; Chief Growth Oﬃcer MENA, Impact BBDO Group

YEARS IN THE ROLE: 2 years

YEARS IN THE INDUSTRY: 25 years

YEARS IN THE MIDDLE EAST REGION: 31 years

OTHER ROLES / BOARD MEMBERSHIPS: Chief Growth Oﬃcer MENA, Impact BBDO Group

POWER ESSAY: AI WILL REPLACE THE UNREMARKABLE

Why creativity is now the only true moat in an age where technology can replicate everything else.

By the time this article is published, I will have wri en over thirty editions of The Bold Play, my weekly newsle er on how bold ideas, creative thinking and cultural insight drive business outcomes. Its message is consistent: creativity is not a department. It is a competitive advantage. And in a world increasingly shaped by AI, that advantage has never ma ered more.

Generative AI can now produce headlines, logos, scripts and even entire campaign frameworks in seconds. We are living in an age of creative abundance. But not all abundance creates value. The rise of AI has made one thing clear. Anything average can, and likely will, be automated.

So, what remains irreplaceable? The remarkable, the bold, the big ideas that move the world.

For years, the industry has chased speed, eﬃciency and scale. Those qualities now belong to the machines. What brands and agencies need to protect is the one asset technology cannot replicate: original thinking powered by emotional intelligence and human insight. Not just ideas built on data, but ideas that shape culture.

creativity must remain at the centre. AI should support the work, not replace the people behind it.

Generative tools will ﬂood the market with content. What they will not ﬂood it with is meaning. The value of work that connects, provokes, builds trust, or earns emotion is rising. The ideas that stand out today are not the most polished. They are the most resonant.

The brands that will lead are not the ones that use AI the most. They are the ones that show up with clarity, courage and creative distinctiveness. This is not about prompt engineering. It is about imagination. This is not about replication. It is about relevance.

“What brands and agencies need to protect is the one asset technology cannot replicate: original thinking.”

The Middle East is well-positioned to lead this shift. The region has shown the world what ambition looks like. We are producing ideas at a global level, campaigns that travel, and creative ecosystems that are no longer playing catch-up. To maintain this momentum, human

AI is a powerful tool. It can be the brush, and it can help mix the colours. However, it still requires an artist to select the message, the moment and the medium.

For marketers, this means asking sharper questions. Instead of chasing faster outputs, ask what only your brand can say and how to say it in a way that moves people. For agencies, it means protecting creative culture and backing the kind of minds that see what others miss.

AI will replace the unremarkable. It will make the average easier to produce. But it will also make the truly original more valuable than ever. To future-proof your brand, invest in what machines cannot create. Support real ideas. Trust the human instinct behind them. Choose the work that earns its place.

RAPID FIRE

What the industry needs to talk more about:

Compensating ideas and impact, not hours.

What the industry needs to talk less about:

AI as the whole answer.

If you could change one thing in the blink of an eye, you would ...

Free creativity from ROI obsession.

What’s one thing about you that would surprise your team?

I’ve always loved gaming.

What mobile application can you not live without?

WhatsApp (even my screen time agrees).

What word or phrase do people remember you for using the most?

“Bold.”

What’s one local or regional tradition that you love the most?

The way we gather as family. It says everything about our values.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Elon Musk and the Dalai Lama. One reshapes the future. The other reminds us to be present.

What’s your top word of advice for Gen Z and Gen Alpha? Don’t mistake speed for progress. Patience builds what shortcuts can’t.

What’s your go-to comfort food?

Spicy Tuna Sandwich from Joe & The Juice. Not a plug. Just a personal taste.

What’s your favourite ad from the past 12 months? ‘PromptZero’, our campaign for The Earth Public Information Collaborative (EPIC).

HIGHLIGHT OF THE LAST YEAR

Delivered double-digit profit growth; structured a new agency offering in the form of a marketing project management office to orchestrate large-scale integrated Omnicom solutions; successfully defended Sadia as incumbent; and secured major new business wins. Sustained Impact BBDO Dubai’s creative legacy while authoring The Bold Play, a thought-leadership platform built to mentor the next generation of marketing leaders and challenge today’s C-suite to back brave ideas.

GHASSAN MARAQA

TITLE: CEO – MENA, Memac Ogilvy

YEARS IN THE ROLE: 2 years

YEARS IN THE INDUSTRY: Entire career of more than 30 years

YEARS IN THE MIDDLE EAST REGION: More than 30 years

POWER ESSAY: TALENT, TECH AND REGIONAL TRANSFORMATION – MENA’S ‘POWER OF THREE’

The Middle East and North Africa region (MENA) is home to some of the world’s most exceptional talent in media and communications. This is proven time and again at the global and regional awards, where our accomplished creatives and talented youngsters walk away with top honours.

It is truly an amazing time to be in MENA as we stand at the intersection of technological innovation, generational transformation and unprecedented regional growth – a powerful triad that fuels our ambition and shapes our future.

From Saudi Vision 2030 to the UAE’s digital economy ambitions and the startup boom across the region, MENA is writing a new narrative.

Yet, today, the regional industry stands at a critical crossroads, not because of how we, as an industry, and our clients are reacting to the phenomenal changes that are redeﬁning the way we work, but because many have embraced the status quo.

As digital transformation accelerates and new technologies emerge, we need to ask a fundamental question: Are we ready for a reboot? A total reignition of our creative engines with talent and tech at its core? This question has stared us in the face for years, but many conveniently choose to evade it.

Today, tried-and-tested creative approaches and communications playbooks are passé. We need a bold new mindset that embraces new rules while maintaining a human-ﬁrst outlook.

That is why I advocate for total cultural transformation, whereby our talents can unlock their fullest potential while embracing the limitless opportunities of our rapidly evolving region.

Today, what once required 1000 Google searches and countless dipstick surveys can be gathered quickly with intelligent prompts, seamlessly streamlining research into customer behaviours and communications landscapes.

But what will shine through is the power of the human mind. Whether leveraging new technologies or creating culturally resonant campaigns, you need brilliant minds that understand the nuances and complexities of the region.

When human creativity meets technological possibility and regional opportunity, it unlocks pure magic – great work, genuine impact and delighted clients.

It is in this spirit that WPP’s CEO Cindy Rose, in her ﬁrst town hall, spoke about the industry needing to “level up our skills and become AI superusers” to delight clients “with cu ing-edge innovation, creativity and business outcomes”.

The triple imperative of being ‘people-ﬁrst’, ‘harnessing AI’ and ‘winning for clients’ is the new mantra for the industry – one that is nonnegotiable for our industry to thrive in the transformation era.

Finally, as our industry pursues growth, we must also be mindful that ‘growth’ is not just about ‘market share’. It is about relevance – about being trusted partners to our clients to support them achieve their goals through cut-through strategy, integrated solutions and borderless creativity. When they win, we win. Period.

I am conﬁdent that our talent, the momentum of regional transformation and a commitment to client impact will catalyse this era into the golden age for communications.

RAPID FIRE

What the industry needs to talk more about:

Human creativity in the AI era.

What the industry needs to talk less about: AI replacing talent.

If you could change one thing in the blink of an eye, you would ...

Bring the industry together.

What’s one thing about you that would surprise your team?

Love for chocolate and sweets.

What mobile application can you not live without?

Gaming apps and WhatsApp.

What word / phrase do people remember you for using the most?

“Borderless creativity.”

What’s one local / regional tradition that you love the most?

Ramadan vibes.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Geoﬀrey Hinton and Andrew Ng, the AI wizards.

What’s your top word of advice for Gen Z and Gen Alpha?

Master AI, stay human.

What’s your go-to comfort food? Pizza.

What’s your favourite ad from the past 12 months? Al-Futtaim Trading Enterprises’ ‘Honda Delivers’.

HIGHLIGHT OF THE LAST YEAR

Memac Ogilvy achieved a remarkable turnaround, winning large global and regional accounts. Headcount grew more than 25 per cent, network employee satisfaction showed best improvement in EMEA, and client satisfaction scores reached record regional highs. This came through expanding the integrated ecosystem powered by ‘borderless creativity’ across PR, inﬂuence, advertising, health and experience.

HOLDING COMPANIES

ELIE MILAN

DESIGNATION: Chief Performance Oﬃcer, Publicis Media Middle East

YEARS IN THE ROLE: 2 years

YEARS IN THE INDUSTRY: 13 years

YEARS IN THE MIDDLE EAST REGION: 13 years

OTHER ROLES / BOARD MEMBERSHIPS: IAB MENA Board Member

POWER ESSAY: LEADING CHANGE THE HUMAN WAY

Well, the good thing is that this article is not about AI, but in a way it is. The seismic shifts in today’s business ecosystem have forced agencies to connect or die. However, the creative and fast-paced nature of agency work can present unique challenges, particularly in overcoming the resistance to change. Eﬀectively leading change is not about dictating new rules, rolling out new tech or AI solutions, but about empowering teams and transforming resistance into a collaborative journey towards a shared vision.

At the heart of successful change leadership lies transparent and empathetic communication. As leaders, we must move beyond simply announcing a change and encouraging adoption and instead articulate the compelling why behind it. Our teams are deeply invested in their work and know how to do it very well; therefore, they need to understand the strategic rationale behind how any disruption will ultimately beneﬁt the agency, its clients and their own career growth. Instead of issuing directives from the top, we should foster a two-way dialogue, actively listening to concerns, validating anxieties and addressing fears head-on. This means moving from one-sided presentations to open forums and one-on-one conversations where genuine questions are welcomed and answered honestly.

To further mitigate resistance, we are be er oﬀ involving willing talent in the change process from the very beginning; they are often be er

equipped to navigate change. This isn’t about token gestures; it’s about genuine participation. Professionals thrive on having a sense of ownership, and when they are included in designing the new processes or strategies, they are far more likely to embrace them. As leaders, we should identify and empower ‘change champions’ from within different parts of the organisation to help lead the charge and influence their peers. This coalition of influential voices, supported by leadership, can make the initiative feel like a collective effort rather than a management mandate. This approach not only fosters a sense of psychological safety but also enriches the change plan with diverse, on-theground insights.

Change can be a frustrating and anxietyinducing experience, particularly when it involves new technology or shifts in established workﬂows. It is critical to invest in robust training and upskilling programmes to equip our talent with the tools they need to succeed and drive incremental value in this new environment. Equally important is creating momentum by recognising and celebrating short-term wins along the way. In a dynamic industry that thrives on fame and validation, acknowledging milestones and individual contributions boosts morale and reinforces the positive direction of the change. This continuous reinforcement embeds the new practices into the agency’s culture, making them the new normal rather than a temporary disruption and replacing uncertainty with innovation.

RAPID FIRE

What the industry needs to talk more about: Business results.

What the industry needs to talk less about: Everything else.

If you could change one thing in the blink of an eye, you would … Make sure every child could grow up safe, free and protected.

What mobile application can you not live without?

Shared family calendar.

What word / phrase do people remember you for using the most?

“Thank you.”

What’s one local / regional tradition that you love the most?

Christmas morning.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Michael Jordan and Jensen Huang.

What’s your top word of advice for Gen Z and Gen Alpha?

Keep learning, stay adaptable, and hold on to kindness.

What’s your go-to comfort food? Pizza.

What’s your favourite ad from the past 12 months?

‘Cash Walla Visa’.

HIGHLIGHT OF THE LAST YEAR

Leading a successful restructure of our performance organisation to best position Publicis to meet future market demands and deliver true transformation for our clients. Our strategic vision has resulted in enhanced operational workﬂows, agility and client focus.

HOLDING COMPANIES

DANY NAAMAN

TITLE: CEO, Havas Middle East

YEARS IN THE ROLE: 7 years

YEARS IN THE INDUSTRY: 32 years

YEARS IN THE MIDDLE EAST REGION: 53 years

OTHER ROLES / BOARD MEMBERSHIPS: IAA Board

POWER ESSAY: RAISE THE FLOOR, RAISE THE WORK

Our industry was built on competition. It keeps us sharp; it pushes ideas forward; it makes the work be er. But somewhere along the way, the race changed. We began competing on how li le we could charge and how much we could cram in, rather than on the outcomes we create. We feel it in every pitch, every scope, every late-night sprint. We are winning the brief, while quietly losing the capacity to deliver what the brief deserves.

This ma ers even more in the Middle East. The region is not just scaling budgets, it is building the next wave of advertising infrastructure, talent, measurement and media quality. Saudi Arabia’s transformation, the velocity of retail media and the rise of new platforms are not abstractions; they are the operating system of our work. Local campaigns are shining on global stages, and regional power brands are se ing templates others now study. If we underprice this system while we build it, we limit its potential. You cannot ask for sophistication in data, strategy and creativity, then remove the oxygen that funds it.

Efficiency is not the villain. It is a discipline we need. But efficiency without a floor becomes erosion. It erodes time for thinking and craft. It erodes media quality when owners are forced to trade value for volume. It erodes teams, who leave or burn out, taking capability with them. Cheap becomes expensive when it degrades the very inputs that drive effectiveness. And yet, too often, we are still chasing short-term media efficiencies, the

kind that look good on spreadsheets but rarely work in the real world.

What we need is not more rhetoric about ambition, but a collective shift in what we reward. Winning should mean creating work that grows businesses, builds brands people care about and makes cultural impact. It should mean investing in the sophistication of

“Cheap becomes expensive when it degrades the very inputs that drive e ectiveness.”

talent, tools and supporting the wider media ecosystem, through our partners, that allows us to deliver outcomes with lasting value.

The stakes are bigger than any one agency or client. This region has the opportunity to move from being seen as a fast-growth market to being respected as a global benchmark, a place where advertising proves it can fuel both culture and commerce. But to get there, we need to resist the temptation to measure ourselves only by the easiest numbers.

We can still compete hard. Let us compete on outcomes, not on erosion.

Raise the ﬂoor, raise the work.

RAPID FIRE

What the industry needs to talk more about: Impact and outcomes.

What the industry needs to talk less about: AI hype.

If you could change one thing in the blink of an eye, you would...

Shift every conversation to outcomes.

What’s one thing about you that would surprise your team?

I cook.

What mobile application can you not live without?

None.

What word / phrase do people remember you for using the most?

“Truth always rises to the top.”

What’s one local / regional tradition that you love the most?

Outdoor gatherings when the heat drops with friends and family.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Giorgia Meloni and His Highness Sheikh Mohammed bin Rashid Al Maktoum.

What’s your top word of advice for Gen Z and Gen Alpha?

Don’t try to impress, try to make a diﬀerence.

What’s your go-to comfort food? Pasta.

What’s your favourite ad from the past 12 months? Calm’s ‘Silent Ad’.

HIGHLIGHT OF THE LAST YEAR

This year’s highlight has been the strong momentum we’ve built across the region. Not only in the UAE, but also in Saudi Arabia, Egypt and Oman. What made it possible is the one-team spirit across the Havas Middle East Village, uniting people beyond geography and discipline.

CARLOS NADAL

TITLE: Managing Director, Havas Creative UAE

YEARS IN THE ROLE: <1 year

YEARS IN THE INDUSTRY: More than 20 years

YEARS IN THE MIDDLE EAST REGION: 16 years

OTHER ROLES / BOARD MEMBERSHIPS: Former SVP of Growth, Havas Middle East; Leadership across new business, village integration and transformation projects

POWER ESSAY: FROM GATEKEEPERS TO ORCHESTRATORS – THE NEW CREATIVE AGENCY PLAYBOOK

Creative agencies are stuck in the wrong role. For decades, they acted as the gatekeepers of creativity, deciding what got made, who got heard, and how ideas reached the world. But culture doesn’t work that way anymore. The most powerful ideas are born in collaboration: with clients who bring business truth; creators who bring cultural credibility; and communities who bring immediacy and scale. Agencies that hold on to the gatekeeper role risk designing for juries, not audiences. Those that thrive will learn to orchestrate, not to guard.

This is the trust gap clients feel today. Agencies promise collaboration but hold onto hierarchies. They talk about agility but deliver theatre. They celebrate culture but participate from the sidelines. Clients aren’t asking for more over-engineered decks or award-bait campaigns; they’re asking for ideas that are faster, sharper and built with them, not for them.

Co-creation is not a buzzword. It’s an operating system.

Agencies must become orchestrators: curating the right mix of voices and disciplines; designing the stage for collaboration; and scaling co-creation into a competitive advantage. This demands humility, openness and a willingness to let go of control in order to build relevance.

But orchestration can’t happen in a vacuum. It needs two conditions to thrive.

First, ﬁnancial health.

Over-servicing and under-pricing don’t fuel collaboration, they kill it. Fragile agencies can’t invest in the tools, people, or partnerships required for co-creation. Stability is not a constraint on creativity; it is what gives teams the energy and space to build it.

“Clients aren’t asking for more over-engineered decks or award-bait campaigns; they’re asking for ideas that are faster, sharper and built with them, not for them.”

Second, commercial ﬂexibility.

Rigid structures make co-creation impossible. Orchestration requires ﬂuid teams, modular oﬀerings and adaptive partnerships. Agencies must be able to scale up or down quickly, shift models mid-brief, and experiment with new ways of working. Flexibility isn’t a concession to clients; it’s the resilience that keeps creativity alive in disruption.

Together, these shifts form a new playbook for creative agencies: orchestrate creativity, protect the conditions for it, and build the structures that make it scalable.

In a world where AI can generate outputs in seconds, the value of agencies won’t be measured by how quickly they produce but by how well they orchestrate – blending talent, culture and craft into ideas that resonate. The agencies that survive won’t be those guarding gates or chasing validation, but those that clients trust to orchestrate ideas with speed, credibility and impact. That is the new creative playbook.

RAPID FIRE

What the industry needs to talk more about: Credibility and trust.

What the industry needs to talk less about: Awards obsession.

If you could change one thing in the blink of an eye, you would …

Have clients and agencies trade roles for a week.

What’s one thing about you that would surprise your team?

My passion for sports and health.

What mobile application can you not live without? Pinterest.

What word / phrase do people remember you for using the most?

“Let’s be pragmatic.”

What’s one local / regional tradition that you love the most?

Being welcomed with dates and Arabic coﬀee, a simple but meaningful gesture of hospitality.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be? Jose Andres, Chef and founder of World Central Kitchen, and Rafa Nadal.

What’s your top word of advice for Gen Z and Gen Alpha?

Nothing comes for free.

What’s your go-to comfort food? Bread.

What’s your favourite ad from the past 12 months? ‘The Wait’ by Heinz.

HIGHLIGHT OF THE LAST YEAR

As SVP of Growth, I helped drive Havas Middle East’s Village integration, strengthening collaboration across creative, media, PR and content. This approach unlocked new business momentum, securing high-proﬁle wins and deepening client partnerships, while proving that integrated, client-centric models can deliver both commercial growth and creative credibility.

HOLDING COMPANIES

REHAM NADER MUFLEH

TITLE: Managing Director, Horizon FCB YEARS IN THE ROLE: 4 years YEARS IN THE INDUSTRY: More than 21 years YEARS IN THE MIDDLE EAST REGION: Entire lifetime

POWER ESSAY: NEWTON’S THIRD LAW

It’s in our human nature to be creatures of habit. We naturally gravitate toward what’s familiar because it makes us feel safe and in control. We tend to behave in ways we know will lead to predictable results, mainly because it helps us avoid surprises or any outcomes that could be uncomfortable or disappointing. It’s easier to stick with routines or tried-and-true methods because the risk of the unknown can be unse ling.

It is also in our human nature to want greatness; we thrive on recognition and need to ma er, grow and leave some kind of mark. Deep down, humans seem wired to seek meaning and impact while most of us do feel a pull to become more than we are.

In advertising as well, this same instinct plays out. We often tend to lean towards safe, proven ideas because we naturally want to avoid the risk of a campaign that ﬂops or doesn’t deliver the expected results. Who doesn’t?

Many clients are hesitant to try something untested or bold because they worry about wasting money or damaging their brand reputation. Which is completely understood. Clients also have bosses they report to, they have families they are responsible for and they have reputations they want to protect.

Agencies, as well, in turn, might stick to familiar work or strategies that have worked before. We have targets to meet, clients to please and also families whose lives are very much dependent on us.

But would ‘safe and expected’ achieve great, leave a mark, create an impact? Would it turn our respected reputation to a legacy and our targets to big fat bonus cheques?

The answer is obviously no. While this approach can lead to consistent results, it can also prevent us from exploring new, innovative ideas that could truly earn that ‘greatness’ that we all want in some shape or form.

We always say that if we want to see change or want to make change, we have to be the change. As cliché and as obvious as this sounds, it is also so true.

If we continue doing the same thing over and over again, it’s only normal that we will also get similar results every time. It is literally the deﬁnition of insanity to think otherwise.

And this is not an invitation for a revolution against our usual tactical campaigns that generate leads, engagement, views, click-throughs, or whatever that KPI is. Greatness in advertising can’t be achieved with amazing creativity that doesn’t generate an economic multiplier. It is when our work creates a strong connection with the brand and a ains business results simultaneously.

One of the oldest laws we all studied in school is Newton’s third law that explains how it is for every action, there’s an equal and opposite reaction. In advertising, you can think of it the same way: when a brand puts out a message or campaign, the consumer will respond. Just like in physics, the response is tied to the force and direction of the original action – strong, authentic and creates engagement, or weak, misleading and almost unnoticeable?

So, this is an invite to be brave together, take calculated risks, push boundaries, dare to surprise and get out of our comfort zone from time to time. Then and only then, we will see a diﬀerent reaction, set our brand apart, turn a good campaign into a legendary one, reach the outcome that we all want, the one we all thrive to achieve. Greatness.

RAPID FIRE

What the industry needs to talk more about: AI. How to integrate it for augmentation and not resist it in denial.

What the industry needs to talk less about: AI. It’s a reality of our present, not a choice anymore.

If you could change one thing in the blink of an eye, you would ...

The injustice in the world that we are witnessing in 4K.

What’s one thing about you that would surprise your team?

I actually have a life outside the oﬃce, and yes, I do sleep.

What mobile application can you not live without?

FB Messenger. Because it keeps me connected with my mother in Jordan.

What word / phrase do people remember you for using the most?

“We are very excited” (to our clients).

“Hello beautiful people” (to our people).

What’s one local / regional tradition that you love the most?

I love all our local traditions; we are so rich. But mostly respecting our elderly.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

My mother and Samih Sawiris.

What’s your top word of advice for Gen Z and Gen Alpha?

Honestly? I feel they are the ones who should give us advice.

What’s your go-to comfort food? Pizza.

What’s your favourite ad from the past 12 months?

An ad that hasn’t been aired yet, but is coming very soon, which we worked on with Visa.

HIGHLIGHT OF THE LAST YEAR

Growing our relationships with our existing clients, which led to our biggest organic growth ever in 2025.

HOLDING COMPANIES

WISSAM NAJJAR

TITLE: Chief Operating Oﬃcer, Omnicom Media Group MENA YEARS IN THE ROLE: 4 years

YEARS IN THE INDUSTRY: 24 years YEARS IN THE MIDDLE EAST REGION: Born and raised OTHER ROLES / BOARD MEMBERSHIPS: Board Member, ABG UAE

POWER ESSAY: SOFT POWER, HARD ECONOMICS – MEDIA AS A NATIONAL GROWTH ENGINE

Advertising has moved far beyond boardrooms and brand managers. Marketing has become an instrument of government. Oﬃcials are realising what global brands always knew: narratives shape behaviour; perceptions drive decisions; and media investment yields returns.

Nations now operate with the discipline of corporate brands. They deﬁne their promise, highlight their uniqueness, and compete for global a ention as companies ba le for market share. The dividends are tangible: rising tourist arrivals, foreign direct investment, expanded trade ﬂows, job creation and growth in non-oil exports, all of which feed directly into GDP.

This transformation is most evident in MENA. Saudi Arabia’s Vision 2030 has made promotion a central pillar of diversiﬁcation, turning NEOM, AlUla and Riyadh Season into cultural and lifestyle destinations as well as infrastructure projects. Qatar has done more than host the World Cup; it has reshaped its global image through sports diplomacy and culture, weaving art, architecture, heritage and creative expression into its soft power narrative. The UAE has mastered the art of persistence, using media not only to present itself as a hub for business, trade and modernity but also as a centre of tourism, culture and innovation.

These initiatives are not mere advertising campaigns; they are national strategies, delivered with the persuasion of marketing and the weight of policy. For agencies, the stakes have never been higher. Media is no longer about awareness; it is about building nations. Our responsibility has expanded beyond storytelling to statecraft: a racting investment, drawing talent and enabling diversiﬁcation. That requires ﬂuency in both the language of creativity and the language of economics, GDP impact, competitiveness rankings and long-term reputation.

“The stakes have never been higher. Media is no longer about awareness; it is about building nations.”

The industry itself is undergoing a sea change. Agencies are evolving from campaign assemblers into agents of change. This means investing in data that demonstrates economic impact, cultivating relationships with tourism boards, sovereign funds, ministries, and developing talent able to bridge culture, commerce and diplomacy. Even media buying has shifted. It is no longer transactional but a ma er of strategic a ention allocation, much like a central bank deploying capital.

The implications for businesses are signiﬁcant. Collaborating with government branding initiatives is no longer about corporate social responsibility or reputation management; it is a growth strategy. Companies that understand the mechanics of national advertising align with host-country ambitions and become participants in economic transformation, not spectators. Governments, in turn, reap dividends beyond visibility: tourism revenues, business inﬂows and capital investment.

MENA stands at the centre of this new reality. With its young demographics, urgent diversification needs and ambitious development plans, the region cannot afford gradualism. Here, advertising is not auxiliary; it is fundamental to nation-building. Campaigns in Riyadh, Doha and Dubai are no longer just creative exercises; they are wagers on competitiveness and influence. The challenge for our business is clear: to move beyond impressions and ratings and embrace our role as partners in shaping economic futures.

RAPID FIRE

What the industry needs to talk more about:

The courage to say “no”.

What the industry needs to talk less about:

The death of TV myth. TV continues to evolve and deliver scale.

If you could change one thing in the blink of an eye, you would …

The costly cycle of procurement engagements that drain billions of talent hours and replace it with transparent negotiations anchored in trust and shared growth.

What’s one thing about you that would surprise your team?

I value the lessons in failure over the comfort of success.

What mobile application can you not live without?

My friends’ group chat on WhatsApp, the one place I never ﬁlter myself.

What word / phrase do people remember you for using the most?

“Straight to the point.”

What’s one local / regional tradition that you love the most?

The habit of “Ahlan Wa Sahlan”.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Michael Jordan and Banksy (if he chose to be known). One mastered presence, the other absence.

What’s your top word of advice for Gen Z and Gen Alpha?

The best ROI you’ll ever get is on yourself.

What’s your go-to comfort food? Comfort is whatever mum cooks.

What’s your favourite ad from the past 12 months? Beirut Beer’s ‘So What, but an Engineer’.

HIGHLIGHT OF THE LAST YEAR

As COO of Omnicom MENA, operations were integrated regionally, the AI agenda advanced, and governance strengthened to drive eﬃciency, transparency and accountability. The network pushed into CTV and programmatic OOH while scaling the Beirut oﬀshoring hub into a centre of excellence, positioning for innovation, resilience and sustained growth.

HOLDING COMPANIES

REDA RAAD

TITLE: Group CEO, TBWA\RAAD

YEARS IN THE ROLE: 10 years

YEARS IN THE INDUSTRY: 30 years

YEARS IN THE MIDDLE EAST REGION: 30 years

OTHER ROLES / BOARD MEMBERSHIPS: Chairman of the Syracuse University MENA Alumni Board. Chapter Chair, Young Presidents’ Organization (YPO) Emirates Chapter. Executive Commi ee Board of Directors of the International Advertising Association UAE Chapter.

Reda’s visionary leadership earned him global recognition, including being named to Campaign UK’s prestigious 40 Over 40 list and the Arabian Business Dubai 100. HIGHLIGHT OF THE LAST YEAR

RAPID FIRE

What the industry needs to talk more about: Long-term value over short-term hype.

What the industry needs to talk less about: “AI will replace us”. It won’t replace imagination.

If you could change one thing in the blink of an eye, you would ... Cut the endless meetings.

What’s one thing about you that would surprise your team?

I’m a better padel player than all of them.

What mobile application can you not live without? WhatsApp.

What word / phrase do people remember you for using the most?

“The power of the big idea.”

What’s one local / regional tradition that you love the most?

Ramadan gatherings that bring everyone together.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

His Highness Sheikh Mohammed bin Rashid Al Maktoum, twice.

What’s your top word of advice for Gen Z and Gen Alpha?

Learn to unplug, creativity lives oﬄine.

What’s your go-to comfort food? Grilled cheese sandwich.

POWER ESSAY: FROM THE BACKYARD TO THE GLOBAL STAGE: 25 LESSONS FROM 25 YEARS OF DISRUPTION®

25 years ago, four dreamers sat around a backyard table in Dubai with nothing but ambition, restlessness, and an idea called Disruption®. From that small beginning, TBWA\RAAD grew into one of the most inﬂuential creative agencies in the region, home to more than 1,000 people across MENA, and today is named the Best Place to Work in the World.

Our journey has mirrored the transformation of the Middle East itself: bold, fast, ambitious and unapologetically disruptive. We’ve made mistakes, taken risks and kept moving forward. Along the way, we’ve gathered lessons that continue to guide us. Lessons that are as relevant to future leaders and CMOs as they are to us.

Here are 25 lessons from 25 years of Disruption®:

1. Start scrappy. Four dreamers in a Dubai backyard can build a global creative powerhouse.

2. Dream as big as your city. Dubai taught us that audacity is a strategy.

3. Build on the region’s pride. Creativity here doesn’t just sell; it redeﬁnes how the world sees us.

4. Bet on the “impossible” brief. Highway Gallery was once a crazy thought. Today, it’s a case study.

5. Make failure your tuition. Every misstep funds your next breakthrough.

6. Reset ruthlessly. When the game shifts, start fresh without fear.

7. Stay restless. Arrival is an illusion. Keep disrupting or get disrupted.

8. Curiosity compounds. The leaders who ask the most questions see the farthest ahead.

9. Let go to grow. Progress means hard choices: about processes, structures, even people.

10 Anchor in values, not trends. Culture changes, but integrity endures.

11. Creativity is MENA’s new export. From Louvre Abu Dhabi to KFC’s gaming culture, ideas from here travel everywhere.

12. Be a cultural translator. The strongest campaigns are rooted in local nuance but understood globally.

13. People are the product. Creativity doesn’t live in decks or tech; it lives in talent. Protect it.

14. Build an industry you’d want your kids to join. Wellbeing, purpose, and creativity must make this a career worth inheriting.

15. Earn the seat at the table. From service providers to strategic partners, we belong in boardrooms.

16. Use tech as a tool, not a crutch. AI ampliﬁes judgment; it doesn’t replace creativity.

17. Speed beats size. Agility outperforms bureaucracy every time.

18. Reject mediocrity. Comfort zones kill originality; stay underdog hungry.

19. Creativity in crisis. When the world shut down in 2020, we didn’t. We reinvented and came back stronger.

20. Be where culture lives. Whether in gaming, music, or street food, meet people where they play.

21. Shift from KPIs to impact. Awards ma er less than moving markets, shifting perception, and shaping futures.

22. Mentor forward. True success is measured in how many voices you elevate, not just campaigns you win.

23. Local craft is global currency. Detail, design, and authenticity travel be er than imitation.

24. Protect the industry you love. It’s on us to keep it exciting, relevant, and forward-looking, so the next generation wants in.

25. Dare the brave thing. Playing safe is the riskiest strategy of all.

These lessons aren’t just about TBWA\RAAD, they’re about the industry we all share. Advertising has the power to shape culture, accelerate progress, and redeﬁne how the world sees a region. But only if we protect it, invest in it, and keep it exciting for those who come after us.

The last 25 years prove what’s possible when you believe in Disruption®. The next 25 demand it. So, the question is: what will your Disruption® be?

DANI RICHA

TITLE: Group Chairman and CEO Impact BBDO Intl. NUMBER OF YEARS IN ROLE: 15 years

YEARS IN THE INDUSTRY: 37 years

YEARS IN THE MIDDLE EAST REGION: 37 years OTHER TITLES, BOARD MEMBERSHIPS: Director Omnicom Europe Limited; Director, BBDO Worldwide; Non-Executive Chairman, OMG MENA; Chairman and CEO: Impact Porter Novelli, FleishmanHillard ME, Impact Proximity, DDB UAE

HIGHLIGHT OF THE LAST YEAR

First leader from the MENA region to be inducted into the Loeries Hall of Fame. Under his leadership, Impact BBDO was named Regional Network of the Year at Cannes Lions for the seventh consecutive year. Achieved signiﬁcant year-on-year growth across the region and across group companies, driven by major new business wins and strong organic growth.

RAPID FIRE

What the industry needs to talk more about: Getting paid for pitches and rewarded for the value of our ideas rather than the time it took to craft them.

What the industry needs to talk less about: Going viral – it sounds more like an illness than a strategy.

If you could change one thing in the blink of an eye, you would ...

Make everything 16:9 again. Why can’t people just rotate their phones for cinematic format? (Ironically, I just bought a vertical TV screen.)

What’s one thing about you that would surprise your team?

I talk in my sleep. Sometimes it’s even good ideas – but my wife refuses to write them down.

What mobile application can you not live without? WHOOP – I’m obsessed with sleep and steps.

What word / phrase do people remember you for using the most?

“Proper!”

What’s one local / regional tradition that you love the most?

Letting people pass by on the right side. Cuts out all the you ﬁrst, no you ﬁrst drama.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

I’d choose Gordon Ramsay and Robert Parker. I’d let them argue over the food and wine while I enjoy the feast.

What’s your top word of advice for Gen Z and Gen Alpha?

Slow down, you’ll go faster.

What’s your go-to comfort food?

Digging through the jar until I’ve found all the orange jelly beans.

What’s your favourite ad from the past 12 months? ‘Caramelo for Pedigree’ by AlmapBBDO.

POWER ESSAY: ARTIFICIAL INTELLIGENCE VS. THE CREATIVE MIND

The rise of artiﬁcial intelligence (AI) has sparked a fascinating debate in the world of creativity: Can machines ever rival the ingenuity of the human mind? With AI now capable of generating headlines, analysing trends and optimising campaigns at a speed and scale once unimaginable, it’s tempting to wonder if the creative profession itself is at risk. Yet, beneath the surface of this technological revolution lies a deeper truth.

While AI can learn from the past and automate the expected, only the creative mind can imagine the unexpected, challenge conventions and dream up ideas that shape culture.

In the tension between code and creativity, we discover not just a competition but a powerful opportunity to redeﬁne what it means to be original.

AI excels at pa ern recognition. It sorts through decades of campaigns, taglines, visuals and behaviours, identifying what has worked before and optimising accordingly. This ability makes it a powerful tool for eﬃciency. However, the most iconic campaigns aren’t born from eﬃciency; they’re born from challenging it. When Dove launched ‘Real Beauty,’ it didn’t optimise an existing insight – it sha ered beauty standards and started a global conversation. When AnNahar published a blank newspaper, it didn’t follow a format – it challenged the very purpose of media. These were not incremental

“The most iconic campaigns aren’t born from e iciency; they’re born from challenging it.”

improvements. They were leaps of faith. And AI, with all its processing power, isn’t built to leap; it’s built to calculate.

Take the Snickers campaign, ‘You’re not you when you’re hungry.’ This wasn’t just a clever slogan. It tapped into a universal human truth and turned a product beneﬁt into cultural shorthand. The campaign became a catchphrase, a meme, a part of everyday language. No algorithm could have predicted that resonance. It took human insight, humour and risk to create something that lived beyond the screen and into the culture.

Great advertising isn’t just about moving products; it’s about moving people. It provokes, connects and sometimes even divides. AI can predict what people might click, but it cannot know why they’ll care. It can draft headlines, but it cannot sense heartbreak or rebellion. Creativity thrives in ambiguity and emotion, where data oﬀers li le guidance. The Guinness ‘Surfer’ ad, for example, didn’t just sell a drink; it delivered a cinematic experience that became legend. That kind of magic doesn’t come from logic alone.

The real opportunity lies not in pi ing AI against the creative mind but in combining their strengths to break entirely new ground. When human imagination leads and AI supports, we transcend the limits of both. AI can handle the heavy lifting, analysing data, generating iterations and streamlining execution, giving creatives the space to focus on bold ideas, cultural insight and emotional resonance. This partnership does not just make work faster; it makes it braver. By freeing creative minds from the constraints of process and routine, we unleash their true potential to dream up what no one has imagined before. Together, human and machine can move beyond what’s been done, inventing the kind of unforge able work that shapes culture and sets new benchmarks for creativity itself.

HOLDING COMPANIES

ANDREAS SKOPAL

TITLE: Chief Executive Oﬃcer, Merkle MENA and dentsu CXM YEARS IN THE ROLE: 2.5 years YEARS IN THE INDUSTRY: More than 20 years YEARS IN THE MIDDLE EAST REGION: More than 10 years

HIGHLIGHT OF THE LAST YEAR

Leading Merkle MENA through a period of signiﬁcant growth, expansion and impact to cement our position as the leading integrated experience consultancy in the region. We bring together experience design, commerce, AI, data and analytics, SEO, emerging technologies and platforms, enabled through transformation excellence under one vision, driving growth and enabling brands to create more relevant, data-driven experiences across the region.

RAPID FIRE

What the industry needs to talk more about: Change readiness.

What the industry needs to talk less about: That tech alone solves problems.

If you could change one thing in the blink of an eye, you would...

Reducing the fear of failure in the corporate setting, dare to dream, take ownership, and make it happen.

What’s one thing about you that would surprise your team?

The Ducati in my garage.

What mobile application can you not live without?

Nike Run Club.

What word / phrase do people remember you for using the most?

“Spend a small amount of time on small

problems, and a large amount of time on big problems.”

What’s one local / regional tradition that you love the most?

Hospitality, openness, family values, and most importantly Kunafa.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Joe Rogan and Christopher Waltz.

What’s your top word of advice for Gen Z and Gen Alpha?

Never make an early career decision based on money alone.

What’s your go-to comfort food?

My mum’s Austrian schnitzel and apfelstrudel.

What’s your favourite ad from the past 12 months? Subway x ‘Happy Gilmore 2’ (powered by dentsu).

POWER ESSAY: DIGITAL EMPATHY – WHERE TECHNOLOGY ENDS AND HUMANITY BEGINS

When was the last time a brand truly made you feel cared for?

It’s a harder question than it sounds. Because while our experiences are becoming faster, smarter and more personalised than ever, they often feel … emptier. As chatbots, self-service platforms and artiﬁcial intelligence (AI) agents handle more customer interactions, customer experience (CX) leaders face a deﬁning challenge: When does automation enhance the experience and when does it erode connection? It comes down to knowing what ma ers most to customers in each moment and designing around it.

Take self-service, for example. Customers love speed and convenience when rese ing a password or tracking an order. But the same customer might expect empathy, reassurance and real-time guidance when resolving a healthcare claim or switching ﬁnancial providers. Context shapes expectations. CX leaders need to understand when technology empowers customers - and when it risks alienating them.

This is where the concept of digital empathy comes in. This is about far more than trying to make AI sound “human”. It’s about intentionally building automated interactions that acknowledge frustration, uncertainty and emotion – and about knowing when to bring a person into the conversation. Sometimes, a well-timed “I understand this can be stressful” from an AI agent is enough. Other times, the most empathetic response is escalation to a real human who can listen and reassure.

In MENA, this tension is ampliﬁed by cultural nuance. Service here has always been deeply personal and intuitive, built on hospitality and trust. Automating

“CX leaders need to understand when technology empowers customers - and when it risks alienating them.”

without empathy risks breaking the very relationships that brands are trying to strengthen. Our research shows that across industries, consumers still prefer speaking to people when making complex or high-stakes decisions. Yet, they also expect seamless, personalised support at scale. The opportunity is to design journeys where technology and human care coexist harmoniously, each playing to its strengths.

This requires leaders to rethink what “good” looks like. It’s no longer enough to optimise for eﬃciency alone. Every interaction – whether powered by AI or a person – shapes how customers feel about your brand. The most forwardthinking organisations are embedding empathy into their systems by connecting data, measuring sentiment and creating clear pathways for human intervention when needed.

The future of customer experience isn’t about replacing people. It’s about amplifying care at scale. The brands that succeed will be the ones that harness technology without losing sight of the human being at the other end of the screen. Because in the moments that ma er the most, customers don’t just want answers. They want to feel understood.

HOLDING COMPANIES

DANA TAHIR

TITLE: CEO, HAVAS Red

YEARS IN THE ROLE: 6 months

YEARS IN THE INDUSTRY: 18 years

YEARS IN THE MIDDLE EAST REGION: 19 years

POWER ESSAY: BEYOND THE HASHTAG – THE SHIFT FROM MESSAGING TO MEANING

You can’t build trust with tone of voice. Or earn relevance with a hashtag. That era is over.

Today, people want evidence, not intentions. They don’t care what your brand says about sustainability, inclusion, or purpose. They want to see what you’re doing to shift the systems that ma er.

Purpose without proof isn’t strategy. It’s performance.

Yet too many brands are still investing more in the optics of change than the operations behind it. A bold statement is shared on LinkedIn while employees are still in the dark. A crisis plan is polished, but the root issue remains untouched. An impact report is designed before impact is even delivered. Company initiatives promise transformation but oﬀer li le transparency after the launch. PR becomes a shield, and awareness becomes a way to avoid accountability.

It’s not that audiences are cynical. They’re just paying a ention. And they’ve seen enough brands overpromise and underdeliver. Now, trust is reserved for the ones willing to do the hard things ﬁrst, not just tell a be er story.

was underway, and the results were real. That’s not just a smart communications strategy. That’s leadership, because real change takes time. It’s unglamorous. It can’t be briefed into a campaign cycle. It demands resource shifts, uncomfortable conversations, boardroom buy-in and the kind of commitment that can’t be delegated.

But brands that are willing to go there? They’re the ones people will believe.

Here’s the truth: if your social impact work still sits in a silo, disconnected from commercial decisions, product strategy, or sourcing, it’s not purpose. It’s PR. If your brand platform doesn’t inﬂuence how you treat people, spend money, or use your power, it’s just another narrative.

“Real change takes time. It’s unglamorous. It can’t be briefed into a campaign cycle.”

That sequence ma ers. Action ﬁrst. Words later. Take YSL Beauty’s ‘Abuse Is Not Love’ initiative. It didn’t begin with a glossy brand ﬁlm. It began with NGO partnerships, internal training and multi-market infrastructure to support survivors of intimate partner violence. The brand only started talking once the work

In this moment, neutrality is no longer neutral. Silence is no longer safe. And purpose without evidence is no longer acceptable. The next generation of brand power won’t come from what companies say. It will come from what they’re willing to change.

So, the question isn’t whether your brand has a voice. It’s whether you’ve earned the right to use it.

Because now, relevance has new rules:

You don’t campaign your way into trust.

You don’t trend your way into credibility.

You earn both through action.

So, change ﬁrst.

RAPID FIRE

What the industry needs to talk more about: We need to talk less and do more.

What the industry needs to talk less about: Overhyped trends and superﬁcial storytelling.

If you could change one thing in the blink of an eye, you would ...

Eradicate all political injustice.

What’s one thing about you that would surprise your team?

If I’m seen eating carbs during the week.

What mobile application can you not live without?

WhatsApp.

What word / phrase do people remember you for using the most?

“Bravo.”

What’s one local / regional tradition that you love the most?

Ramadan.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be? Oprah Winfrey and Samih Sawiris.

What’s your top word of advice for Gen Z and Gen Alpha?

Question everything, especially yourself.

What’s your go-to comfort food?

Pasta, when I’m allowed carbs.

What’s your favourite ad from the past 12 months? ‘Don’t Call It Love’ by Yves Saint Laurent Beauté.

HIGHLIGHT OF THE LAST YEAR

Ignited HAVAS Red ME into a regional thought leader in integrated comms, positioned us as a strategic hub for global mandates, won key blue-chip clients, expanded our portfolio across new sectors and markets, and celebrated the team’s growth by fostering a culture of collaboration.

HOUDA TOHME

TITLE: CEO, Havas Media Middle East

YEARS IN THE ROLE: 6 years

YEARS IN THE INDUSTRY: 26 years

YEARS IN THE MIDDLE EAST REGION: All my life

OTHER ROLES / BOARD MEMBERSHIPS: IAB MENA vice chair, IAA UAE chapter board member

POWER ESSAY: DO WE CREATE CULTURE, OR JUST CONSUME IT?

Content is not just information. It is culture in motion. The stories we tell, the research we publish, the language we elevate – these are the building blocks of identity. Yet in much of the Middle East, the foundations remain fragile.

Across medicine, economics, education and even popular culture, we rely heavily on content imported or adapted from global sources. Yes, regional newsrooms cover politics and conﬂict with energy, but the broader spectrum from scientiﬁc research to economic thought leadership is rarely homegrown.

This dependency shapes behaviour. Increasingly, young people reach for borrowed cultural references when expressing themselves, rather than those rooted in their own traditions. This is not only a ma er of language; it reﬂects an ecosystem where original local content is underfunded and undervalued. When depth and originality are scarce, identity itself becomes shaped by what comes from outside.

Meanwhile, global tech platforms have deepened this trend. They have democratised access and lowered barriers, but they have also set the market price of content at its lowest denominator. In the chase for scale and eﬃciency, professional creators are squeezed out. Publishers cannot reinvest in deep journalism or original research when the rewards are measured only in cheap clicks.

“When reach at the lowest cost becomes the sole measure of value, the outcome is shallow, lowimpact content.”

And here lies the irony: it is not a shortage of talent. Some of the most celebrated journalists and researchers globally are of Middle Eastern origin. But the region oﬀers li le incentive or infrastructure to sustain its ambitions. We applaud their global achievements, but their absence leaves a cultural vacuum at home.

So, the question becomes: what kind of culture do we want to leave behind? One shaped by borrowed voices, or one authored by our own?

The responsibility does not rest on publishers alone. As marketers, agencies and citizens of this region, we guide where investment ﬂows. When reach at the lowest cost becomes the sole measure of value, the outcome is shallow, low-impact content. But if we choose to reward depth, originality and cultural relevance, we can change the trajectory.

MENA already has the talent, the audiences and the tools. What remains is the will. By funding journalism, research and cultural production that originates here, we can shape a narrative that is not only authentic but lasting. Content builds culture and if we want a culture worth handing down, we must invest in its quality today.

RAPID FIRE

What the industry needs to talk more about: Stronger governance and industry standards.

What the industry needs to talk less about:

Whatever the buzzword of the moment is.

If you could change one thing in the blink of an eye, you would.

I would eliminate inequity; I want fairness and dignity for all.

What’s one thing about you that would surprise your team?

Nothing, they know me too well.

What mobile application can you not live without?

Any app that keeps me connected.

What word / phrase do people remember you for using the most?

“Never say: this is not my job.”

What’s one local / regional tradition that you love the most?

End-of-year family gathering.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

His Highness Sheikh Hamdan bin Mohammed Al Maktoum and then maybe Oprah.

What’s your top word of advice for Gen Z and Gen Alpha?

Work on being patient. Good things take time.

What’s your go-to comfort food? Pain perdu caramélisé.

What’s your favourite ad from the past 12 months? Medco’s ‘Being Lebanese is an Energy’ campaign.

HIGHLIGHT OF THE LAST YEAR

It is never about one moment. It is about how the team rises, time after time, to meet challenges head-on. Every milestone reﬂects resilience, adaptability, and the commitment to keep pushing our industry forward.

TONY WAZEN

TITLE: CEO, Publicis Media MENA

YEARS IN THE ROLE: 2.5 years

YEARS IN THE INDUSTRY: 20 years

YEARS IN THE MIDDLE EAST REGION: 20 years

OTHER ROLES/BOARD MEMBERSHIPS: ABG Board Member; IAA Board Member, YPO Member

POWER ESSAY: OPERATIONALISING

AI AND HUMAN CREATIVITY IN MENA’S MEDIA FUTURE

The marketing and media industry in the Middle East is at a pivotal moment. With the rapid adoption of artiﬁcial intelligence, automation and data-driven strategies, the sector has an unprecedented opportunity to redeﬁne how brands connect with consumers. Yet, this transformation comes with a crucial question: how do we ensure that human creativity and cultural nuance remain at the heart of innovation and how do we operationalise that balance, so it delivers at scale.

Across our region, the appetite for technologydriven solutions is undeniable. AI-powered predictive engagement, automated workflows and first-party data frameworks are streamlining operations and allowing brands to engage consumers with precision. Consent-driven, first-party data systems now enable marketers to unify customer profiles, delivering hyperpersonalised experiences across digital, mobile, social and even offline channels. This privacy-first approach is especially critical in a region where regulators are moving swiftly to strengthen data governance and consumer trust.

But the real test lies beyond efficiency. AI can anticipate a consumer’s next click, but it cannot, on its own, understand the cultural context that makes a message resonate in Saudi Arabia versus Egypt, or why humour works in the UAE but might fall flat in Lebanon. These insights require the irreplaceable perspective of human creativity. The Middle East is a region defined by its diversity of languages, histories and traditions; it is here that algorithms must be guided by people who understand nuance, empathy and the cultural fabric of their audiences.

This balance is not just desirable; it is essential. Brands that over-rely on automation risk delivering experiences that feel sterile or disconnected from

local realities. Conversely, those that embrace AI as a co-pilot optimising campaigns, reducing waste and enabling human talent to focus on storytelling are poised to build deeper connections. The most eﬀective campaigns of the future will be those where AI provides the intelligence and humans provide the imagination.

Yet, achieving this balance cannot be left to chance. Leaders in our industry must embed it structurally, operationally and technically. That means building teams where technologists and creatives collaborate seamlessly, with data scientists and strategists working nimbly side by side. This is more than AI training and workshops; the real challenge is designing new operating models that accelerate with AI’s precision but pause for humanity and cultural relevance. Models that break down silos, speed up collaboration and reframe client conversations around both eﬃciency and resonance.

The stakes are also economic. As regional markets push for sustainable growth, brands must move beyond short-term gains and campaign-level KPIs. Long-term brand equity depends on experiences that are both efficient and emotionally engaging. Leveraging AI to refine targeting and minimise waste is vital, but equally so is the role of marketers in creating enduring value through ideas that inspire, provoke thought and reflect local identities.

As the Middle East continues to rise as a global hub of media and creativity, the industry’s priority should not be choosing between AI and human ingenuity. The priority must be ensuring that they evolve together and building the systems, skills and structures to make that evolution possible. Only then can we deliver not just campaigns that perform, but stories that endure.

RAPID FIRE

What the industry needs to talk more about: AI as a media co-pilot.

What the industry needs to talk less about: Vanity metrics.

If you could change one thing in the blink of an eye, you would ...

Short-termism.

What’s one thing about you that would surprise your team?

I am a good cook.

What mobile application can you not live without?

LinkedIn, Insta, Headway, Amazon, Zillow and Vox Cinemas.

What word / phrase do people remember you for using the most?

Cost follows revenue.

What’s one local / regional tradition that you love the most?

Christmas and New Year’s.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Michael Jordan and Jim Corbett.

What’s your top word of advice for Gen Z and Gen Alpha?

Focus on adaptability and continuous learning and development.

What’s your go-to comfort food? Mexican cuisine.

What’s your favourite ad from the past 12 months?

The past 12 months, none.

HIGHLIGHT OF THE LAST YEAR

Business growth and client retention were a signiﬁcant milestone that reﬂect the strength of our strategies. We successfully outgrew the market and positioned ourselves ahead of the curve by leading on both fronts. These accomplishments highlight our ability to adapt, innovate and continuously deliver value in a competitive landscape.

HOLDING COMPANIES

AHMED ‘FIZO’ YOUNIS

TITLE: CCO Publicis Communications KSA, Egypt and Visa One

YEARS IN THE ROLE: 2 years

YEARS IN THE INDUSTRY: 25 years

YEARS IN THE MIDDLE EAST REGION: 25 years

HIGHLIGHT OF THE LAST YEAR

Our biggest achievement this year was building bridges across KSA, Egypt and Dubai. By bringing our creative teams closer together, we strengthened collaboration, unlocked new business wins, deepened client trust, and delivered work that raised our creative proﬁle in the region. We achieved this together.

RAPID FIRE

What the industry needs to talk more about: The future of creativity.

What the industry needs to talk less about: AI doomsday talk.

If you could change one thing in the blink of an eye, you would ... End human suﬀering.

What’s one thing about you that would surprise your team? I learn from them daily.

What mobile application can you not live without?

Spotify.

What word / phrase do people remember you for using the most?

POWER ESSAY: A CASE AGAINST ‘CONSISTENCY’

I hate the word consistency, and you should too. Our industry loves recycling words, stripping them of their real meaning and dressing them up with new ones. The result? Language that misleads, bores, sometimes even damages, and no word has been more abused than ‘consistency’.

The intention was always good. Historically, brands had no personality, no traits, no clear tone of voice. They’d reinvent themselves like changing outﬁts and then cry about losing trust and relevance.

Marketers eventually realised what, in hindsight, now seems obvious: brands are like people. You can be funny, serious, or dramatic, but you’re still you. No one who knows you would mistake you for someone else, and that’s how consistency saved the day. It gave birth to timeless brands like Coca-Cola in the 1880s and Apple in the 1980s, brands you could trust and expect things from.

But expectation is not the same as prediction. No brand should ever become predictable.

And that’s the ﬁrst trap, predictable brands. We get obsessed with playbooks and best practices, treating creativity like science and forge ing it’s also art. That’s how sameness sneaks in. One logo up front. One product shot by second three. One big super across the frame. One copy-paste AI prompt that spits out more of the same. Over and over again.

“Consistency isn’t the right word anymore. It suggests repetition, templates, sameness.”

“Done is better than perfect.”

What’s one local / regional tradition that you love the most?

Egyptian Easter (Sham El Nessim).

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Jessica Walsh and Roger Waters… but honestly, my wife and boys.

What’s your top word of advice for Gen Z and Gen Alpha?

Please don’t listen to us.

What’s your go-to comfort food?

If I had wings … I would eat them.

What’s your favourite ad from the past 12 months?

Not exactly an ad, but ‘Three Words’ by Publicis Conseil.

The road to cookie cu ers is paved with good intentions. Good, consistent intentions.

Take it from me; I spent six years in the tech industry advocating for these practices. They made sense at the time, but the world has moved on, and so must we.

Here’s the second trap: boring brands. Predictability doesn’t just make brands safe; it makes them forge able. Big ideas need surprise, a bit of misdirection, that moment where you think you know what’s coming and then it ﬂips. That’s what makes people feel something, remember something, talk about something. Do you think a brand like Liquid Death, with its outrageous collaborations, is following a playbook? The most interesting brands are the ones that refuse to be boring.

I know some of you will push back, and rightfully so. I’m not against the meaning of consistency; I’m against what the word has turned into. Because brands can’t aﬀord to be all over the place. They need character, a cause, even Dama, a reason to exist.

But consistency isn’t the right word anymore. It suggests repetition, templates, sameness. I prefer coherence. For me, coherence solves the challenge. It allows variety without chaos. It lets a brand shift tone, format, even style, while still feeling unmistakably itself. And maybe for you, the word is something else. That’s ﬁne. The point is not to trade one buzzword for another. The point is to stop mistaking uniformity for strength. Whatever word you choose, it should remind you that brands can be ﬂexible and surprising, while still being whole.

To wrap up, I’ve always believed rules are made to be broken. I know it sounds like a bumper sticker, but it’s true. It’s important to understand the case for consistency, but maybe it’s time to make the case against it. So, let’s go break some rules.

MOHAMED AL KHEREIJI

TITLE: Chairman, Al Arabia OOH and Saudi Media Company (SMC) YEARS IN THE ROLE: More than 10 years YEARS IN THE INDUSTRY: More than 20 years YEARS IN THE MIDDLE EAST REGION: Born and raised

HIGHLIGHT OF THE LAST YEAR

Championing Saudi Arabia’s media transformation and positioning the Kingdom as a regional hub aligned with Vision 2030.

POWER ESSAY: BUILDING CONFIDENCE, EXPANDING MARKETS

When people talk about the media and advertising industry, they often describe it in terms of challenges: fragmented markets, lack of transparency, limited measurement, or competition for shrinking budgets. I see it diﬀerently. Every challenge is also a solution waiting to be unlocked.

Saudi Arabia’s media industry stands at a pivotal moment. Vision 2030 has created an environment that encourages bold ambition, international partnerships and local innovation. The opportunity ahead is not just to protect what we have, but to expand the scale of the market itself. Today, MENA’s advertising industry is valued at around $10bn. My belief is that this ﬁgure should not be the ceiling, but the starting point. With integration, collaboration and a renewed mindset, I believe we can triple this ﬁgure.

The key is to move away from ﬁghting over the existing share and instead focus on expanding the size of the market itself. Too often, energy is wasted in competing within a narrow band of spend. The real opportunity is in building trust, transparency and education that unlocks new investment. When clients understand the value that eﬀective media delivers, they are more willing to grow budgets and take creative risks.

This requires a cultural shift. Transparency in pricing, consistency in measurement and collaboration across the ecosystem are essential foundations. No single company or platform can achieve this alone. The market must rise collectively, if it is to achieve its full potential. As a group, we are commi ed to leading this transformation. Our ambition is to take Saudi Arabia’s success and scale it regionally, moving from a national champion to a MENA champion, and from there, accessing global markets.

“The real opportunity is in building trust, transparency and education that unlocks new investment.”

Technology will play a decisive role in this transformation, but it is not the only lever. Programmatic trading, data-driven planning and AI-powered analytics will help make the industry more eﬃcient and measurable, but their greatest value lies in how they can build conﬁdence and accountability. Equally important is talent – developing local expertise, empowering young professionals, and nurturing creativity. This is how we ensure that Saudi Arabia is not just a participant in the global media landscape but a leader within it.

We must also broaden our vision of what media can achieve. Beyond economic value, media has the power to tell authentic stories, shape culture and enhance the Kingdom’s global reputation. The role of our industry is to connect people and ideas, and in doing so, contribute to the wider ambitions of Vision 2030.

The opportunity is clear: to grow the market, not divide it; to build a uniﬁed media industry that is larger, stronger and more inﬂuential than ever before.

With optimism as our compass, and with Saudi Arabia leading the way for the region, I believe the MENA market can achieve its full potential and establish itself as a true global player.

SAMI AL MUFLEH

TITLE: Founder and CEO, Hills Advertising

YEARS IN THE ROLE: 22 years

YEARS IN THE INDUSTRY: 29 years

YEARS IN THE MIDDLE EAST REGION: 33 years

OTHER ROLES / BOARD MEMBERSHIPS: Formal diplomatic position as Ambassador of Antigua and Barbuda to Jordan; Board member of several private and international company boards

POWER ESSAY: WHY CREATIVITY MUST REMAIN HUMAN IN AN AI WORLD

The greatest threat to creativity today is not competition, shrinking budgets, or dwindling a ention spans. It is the industry’s growing reliance on artiﬁcial intelligence as a shortcut to originality. In an era where machines can generate content at scale, the temptation to substitute algorithms for imagination is dangerously high. If left unchecked, this over-reliance risks commodifying creativity – the very currency on which branding and marketing are built.

AI’s power is undeniable. It enables hyperpersonalisation, predictive analytics and rapid content production. Brands like Coca-Cola have leveraged this potential through their ‘Create Real Magic’ campaign, inviting fans to co-create

“Overuse of AI risks alienating audiences who are already sceptical of authenticity in advertising.”

AI-powered artwork. The initiative showcased AI as a tool for collaboration rather than replacement, reinforcing human creativity at its core. But for every success story, there are dozens of generic, AI-driven campaigns that ﬂood the market with indistinguishable visuals and hollow messaging. This is where the danger lies: when technology becomes the driver rather than the enabler.

Yet, the industry is increasingly seduced by the comfort of metrics. Data-driven marketing has created an environment where campaigns are

designed to follow consumer behaviour rather than lead it. AI excels at extrapolating the past, but it cannot invent the future. If we allow algorithms to dictate creativity, we risk a world where campaigns are predictable, derivative and culturally sterile. True creative leadership requires moving beyond what audiences already know they want, into spaces they have not yet envisioned.

The ethical risks are equally pressing. When multiple brands rely on the same AI tools, outputs become homogenised, blurring differentiation and fla ening creative identity. Worse, the overuse of AI risks alienating audiences who are already skeptical of authenticity in advertising. Consumers may forgive imperfection, but they will not forgive manipulation or sameness. If creativity becomes commodified, brands lose the very thing that makes them memorable: distinctiveness.

The way forward is not to reject AI but to reframe it. The industry must adopt a hybrid model – where AI removes executional friction and unlocks possibilities, while human imagination sets strategy, shapes narratives and drives emotional resonance. AI can be the paintbrush, but it cannot be the painter.

The challenge is clear. As creative leaders, will we use AI to amplify human potential, or will we surrender imagination to algorithms? The question is not whether AI will transform the industry – for it already has. The real question is whether we will let it deﬁne creativity for us, or whether we will reclaim creativity as a distinctly human advantage. The choice we make now will determine not just the future of our industry but the cultural legacy we leave behind.

RAPID FIRE

What the industry needs to talk more about Accountability.

What the industry needs to talk less about: Buzzwords.

If you could change one thing in the blink of an eye, you would … Standardisation.

What’s one thing about you that would surprise your team?

Early riser.

What mobile application can you not live without?

Google Maps.

What word / phrase do people remember you for using the most? “Focus. Focus. Focus.”

What’s one local / regional tradition that you love the most? Family gatherings.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

His Highness Sheikh Mohammed bin Rashid Al Maktoum and His Highness Sheikh Mohammed bin Zayed Al Nahyan.

What’s your top word of advice for Gen Z and Gen Alpha? Stay curious.

What’s your go-to comfort food? Mansaf.

What’s your favourite ad from the past 12 months?

The Samana campaign that was featured across Hills Advertising’s multiple bridge banners.

HIGHLIGHT OF THE LAST YEAR

Played a key role in shaping the region’s outdoor media landscape. Guided Hills Advertising toward steady growth and recognition with a focus on sustainable digital solutions and long-term partnerships with developers, earning industry awards that highlight both innovation and cultural contributions.

AHMED AL SAHHAF

TITLE: CEO, MBC Media Solutions (MMS) YEARS IN THE ROLE: 5 years YEARS IN THE INDUSTRY: More than 20 years YEARS IN THE MIDDLE EAST REGION: Born and raised OTHER ROLES / BOARD MEMBERSHIPS: President of the IAA KSA Chapter, Board Member of Arabiya United Digital – Egypt, Member of the Supervisory Board of Engineer Holding Group – KSA, Executive Member of the Saudi Moroccan Business Council

POWER ESSAY: IAA SAUDI

CHAPTER – BUILDING A STRONGER ADVERTISING COMMUNITY IN THE KINGDOM

When I look at the pace of change in Saudi Arabia today, one thought is clear: transformation needs storytellers. Behind every new industry, every mega-project and every cultural milestone, there must be a narrative powerful enough to connect people to progress. That is where advertising comes in – not as a supporting act, but as a central driver of growth and development.

We often measure advertising in impressions, clicks, or ROI. But the real measure is its impact on society and the economy. In 2024, Saudi Arabia accounted for over a third of all ad spend in the Middle East. This isn’t just a number; it is evidence that advertising is becoming the driving force of our transformation. From tourism to technology, from sports to entertainment, industries are leaning on advertising to tell their stories, a ract investment and inspire audiences.

Think of how sports sponsorships, cultural festivals, or tourism campaigns don’t just sell tickets or trips – they create belief in a bigger national narrative. They show Saudi Arabia as a place of opportunity, creativity and pride. Advertising, in this sense, is not just selling products. It is selling possibility.

The IAA Saudi Chapter: a new milestone

That is why the recent launch of the International Advertising Association (IAA) Saudi Chapter marks a milestone for our industry. For the ﬁrst time, Saudi Arabia has its own oﬃcial representation within this global body with more than 4,000 individual and

corporate members spanning marketing, advertising, media, IT communications and academic sectors.

I view the IAA KSA chapter as a platform to amplify the strength we already have – to raise standards, accelerate knowledge exchange, and project Saudi expertise onto the global stage. The chapter’s mission is to build on momentum – nurturing the next generation of Saudi talent, deepening collaboration across the industry, and ensuring that our voice helps shape the future of advertising worldwide. This comes to life through industry events that spark dialogue; research that drives insight; training that empowers young talent; and advocacy that ensures Saudi voices are heard on the global stage.

As someone who has spent their career in media and marketing, I’ve seen how the right campaign can change the trajectory of a brand – or even an entire sector. What excites me most today is not just the scale of what’s being built in Saudi Arabia, but the stories we are yet to tell.

Advertising has always had the power to persuade. In Saudi Arabia today, it has the power to transform. And with the IAA Saudi Chapter, we now have the collective muscle to ensure that transformation is guided by creativity, fuelled by talent and anchored in purpose.

This is just the beginning. I look forward to welcoming more members into the chapter and to seeing the ideas, energy and perspectives they will bring as we shape the next era of Saudi advertising together.

RAPID FIRE

What the industry needs to talk more about: Creative eﬀectiveness and local talent.

What the industry needs to talk less about: Vanity metrics.

If you could change one thing in the blink of an eye, you would have …

Faster industry collaboration.

What mobile application can you not live without?

WhatsApp.

What word / phrase do people remember you for using the most?

“Growth is the only way forward.”

What’s one local / regional tradition that you love the most?

Majlis gatherings.

What’s your top word of advice for Gen Z and Gen Alpha?

Stay curious, stay bold.

What’s your go-to comfort food?

Homemade food by loved ones.

What’s your favourite ad from the past 12 months?

The recent Saudi Tourism Authority ad, ‘I Came for Football, I Stayed for More’ featuring Cristiano Ronaldo.

HIGHLIGHT OF THE LAST YEAR

Being appointed as the ﬁrst President of the newly formed IAA Saudi chapter, which aims to position Saudi Arabia as a global leader in the advertising industry by promoting collaboration, empowering local talent, and aligning with the Kingdom’s development goals and Vision 2030.

JAMES BICKNELL

TITLE: Group Chief Executive Oﬃcer, Multiply Media Group (MMG)

YEARS IN THE ROLE: 16 years

YEARS IN THE INDUSTRY: 24 years

YEARS IN THE MIDDLE EAST REGION: 21 years

POWER ESSAY: BUILT FOR CREATIVITY

– SHAPING MEDIA EXPERIENCES WITH PURPOSE AND CLARITY

The rise of artiﬁcial intelligence (AI) and breakthrough technologies is reshaping how we plan, manage and operate. This evolution aﬀects every industry, including the media ecosystem. As capabilities expand, so does our responsibility to use them with purpose.

In Out-of-Home (OOH) and across the broader media landscape, we’re seeing tools that allow campaigns to adapt in real time. AI, data and technology are now essential in creating brand experiences that are contextually relevant and meaningfully connected to the people they reach. I have observed this change ﬁrsthand in cities like Dubai, Riyadh and Abu Dhabi, where digital OOH platforms are more dynamic and responsive to the world around them.

“The tools evolve, but the mission remains the same: create communications that connect.”

The tools evolve, but the mission remains the same: create communications that connect. Programmatic campaigns powered by AI and future-ready products informed by behavioural data are part of a wider movement we must shape for creative, strategy and technology to move together. In MENA, especially, the convergence of these disciplines is supported by a diverse population that is engaged and ready for bold ideas.

This is the context in which Multiply Media Group (MMG) was established. By bringing together a range of OOH capabilities under one structure, our aim is to support the evolving needs of the industry. Rather than pursuing scale for its own sake, we focused on

building a foundation that enables delivery with precision, discipline, and consistency. Achieving that across diﬀerent markets requires agility in both mindset and execution. For me, growth is only meaningful when it is intentional.

Innovation is shaped by how we think and how we work. Technology supports this, but it begins with curiosity. New ideas come from exploring what’s possible through open conversations, shared experiments, and structured collaboration. When people feel supported to bring ideas forward, the results carry relevance.

Across MENA, the conditions for innovation are strong. The region is investing in smart infrastructure and media digitisation. I see this as an opportunity to shape how the media is experienced. From adaptive screens to campaigns integrating physical and digital touchpoints, we can build systems that reﬂect the region’s pace and potential.

I focus on building frameworks where creativity and innovation are part of how we operate and deliver. Every campaign, product and service is a reﬂection of how we think and understand the environments we serve: something built with purpose and discipline.

Creative thinking is embedded throughout concept to execution, shaping how problems are approached and briefs interpreted. It contributes to culture, expression and identity. As we look ahead, the opportunity requires using available tools with intention, as true impact depends on the thought behind the message. As the media landscape evolves, both globally and in MENA, clear purpose and direction ensure innovation remains intentional and impactful.

For me, that means bringing clarity to complexity, designing with care, and choosing to create work that stands for something. The momentum is already here. The future will be deﬁned by those willing to shape it - with intention, imagination and responsibility.

RAPID FIRE

What the industry needs to talk more about: Data transparency.

What the industry needs to talk less about: Vanity metrics.

If you could change one thing in the blink of an eye, you would ...

Bureaucracy.

What’s one thing about you that would surprise your team?

I’m a terrible singer …

What mobile application can you not live without?

WhatsApp.

What word/phrase do people remember you for using the most?

“Stay one step ahead.”

What’s one local/regional tradition that you love the most? Iftar.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

King Charles III and Donald Trump.

What’s your top word of advice for Gen Z and Gen Alpha? Bet on yourself.

What’s your go-to comfort food? Steak frites.

What’s your favourite ad from the past 12 months?

Louis Vuitton x Murakami campaign.

HIGHLIGHT OF THE LAST YEAR

Being appointed Group CEO of Multiply Media Group (MMG) and launching the group at the World Out-of-Home (WOO) Annual Congress in Mexico this year has been a deﬁning milestone. By uniting talent, technology and purpose, we are shaping a futurefocused OOH powerhouse built for scale, relevance, growth, and positioning ourselves to redeﬁne the future of Out-of-Home globally.

PHILIP MATTA

TITLE: CEO, Hypermedia

YEARS IN THE ROLE: 1 year

YEARS IN THE INDUSTRY: 26 years

YEARS IN THE MIDDLE EAST REGION: 35 years

OTHER ROLES / BOARD MEMBERSHIPS: IAB board member

POWER ESSAY: THE NEW DNA OF OOH

Most cities build billboards. Dubai builds intelligence.

For decades, outdoor media was a one-way performance. Big screens, big budgets, big statements, but no idea who was watching. Impressive in scale, yet far from intelligent.

Now, the rules have changed. We’ve built a media network that doesn’t just broadcast, it responds. It understands. It engages. This isn’t a design tweak. It’s a shift in the DNA of Out-ofHome (OOH).

Across Dubai’s Metro, its busiest malls, and its largest hypermarkets, Hypermedia’s network is no longer just playing ads. It’s aware of who is there, when they’re there, and how to make the moment relevant, all in real time, with privacy built into the core. What used to be a loop of prescheduled messages is now a living, breathing system, adjusting in milliseconds to the people in front of it.

For the first time, programmatic real-time, audience-triggered DOOH is giving cities a medialed nervous system. This AI-driven platform captures live audience pa erns the instant they happen, feeds that intelligence into an automated exchange, and serves the most relevant creative in the exact moment it ma ers. It blends the precision of digital with the impact of physical space, transforming high-traffic locations into responsive, measurable and profitable assets.

Picture this: a station screen that knows the morning rush is peaking and swaps the generic loop for a coﬀee ad right when commuters are dragging their feet. A shopping mall display that catches the moment a parent with two kids strolls past and ﬂashes a family holiday deal. A fashion launch hi ing its audience not by luck, but by design. That’s not targeting, that’s timing. And timing is everything.

Here’s the real disruption: we’re not guessing. We’re not working oﬀ your search history or last

week’s clicks. We’re responding to what’s actually happening, right here, right now.

This ﬂips the whole concept of OOH. Instead of shouting at everyone in range, we’re having thousands of quiet, relevant conversations at once. And this isn’t just for brands. When media becomes responsive, cities themselves become more intelligent. A metro station that knows its passenger ﬂow can ease congestion. A retail hub that understands shopper pa erns can improve the customer journey.

We are, in real terms, wiring the city to sense and respond.

This is where Dubai’s vision ma ers. The city has never treated infrastructure as ﬁxed. Roads, towers, transport, public spaces, they’re all in

“We’re not guessing. We’re responding to what’s actually happening, right here, right now.”

permanent evolution. Our media network is built into that same mindset. It’s not just part of the skyline; it’s part of the system that makes the city work.

Dubai has never been shy about reimagining its skyline. Now we’re reimagining its media lines.

Looking ahead, the line between ‘media network’ and ‘urban network’ will fade. What we call advertising today will merge with public information, retail experience and entertainment. The same screen that tells you about a movie release might guide you to the fastest Metro route home, and then switch to a dinner oﬀer as you arrive at the station.

That’s not the far future. That’s the next upgrade.

RAPID FIRE

What the industry needs to talk more about:

Real-time accountability.

What the industry needs to talk less about:

Vanity metrics.

If you could change one thing in the blink of an eye, you would ...

More positivity.

What’s one thing about you that would surprise your team?

Precision, control, speed and coordination on track sharpens the senses and the mind.

What mobile application can you not live without?

WhatsApp.

What word / phrase do people remember you for using the most?

“Anything can be done/achieved with the right mindset.”

What’s one local / regional tradition that you love the most?

Progressiveness and respect.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Elon Musk and Lewis Hamilton.

What’s your top word of advice for Gen Z and Gen Alpha?

Stay curious and think out of the box.

What’s your go-to comfort food? Sushi.

What’s your favourite ad from the past 12 months? Apple’s ‘Shot on iPhone’.

HIGHLIGHT OF THE LAST YEAR

Since co-founding Hypermedia in 1999, Philip Matta has helped shape it into one of the UAE’s pioneering OOH digital media companies. Over the past year, he drove the transformation into the region’s ﬁrst real-time programmatic DOOH network across Dubai Metro, malls, and hypermarkets, setting new standards for audience engagement. He also unveiled a new iconic media destination for luxury advertising at Palm Jumeirah and other key destinations across the UAE.

NEZAR NAGRO

TITLE: CEO, Rotana Media Services Holding LTD

YEARS IN THE ROLE: 27 years

YEARS IN THE INDUSTRY: 35 years

YEARS IN THE MIDDLE EAST REGION: 35 years

OTHER ROLES / BOARD MEMBERSHIPS: Chairman of Rotana Modern for Publicity and Advertising (Rotana Signs)

POWER ESSAY: REIMAGINING OUT-OFHOME THROUGH DIGITAL TRANSFORMATION

The advertising landscape is undergoing rapid change. As audiences shift from traditional TV and print to digital and mobile platforms, one medium remains resilient and full of untapped potential: Out-of-Home (OOH) advertising. For decades, OOH has been deﬁned as static billboards or posters – highly visible, yet limited in targeting and engagement. Today, the industry must evolve beyond that perception. The urgent priority is to accelerate OOH’s digital transformation and unlock its role as a dynamic, data-driven platform.

Why OOH Still Ma ers

OOH is the only medium that people cannot skip, block, or fast-forward. It surrounds audiences in daily life – on highways, in airports, malls and city centres – oﬀering a powerful canvas for storytelling. In an era of fragmented a ention, OOH delivers shared experiences that build brand trust and recognition. The future, however, lies in digitalisation.

The power of digital OOH (DOOH)

Digital OOH blends the scale of outdoor media with the precision of digital technology. Through programmatic buying, brands can launch and optimise campaigns in real time, adapting to weather, traﬃc, or even live sports scores. Screens that sync seamlessly with social media or mobile journeys transform OOH from a reminder medium into an interactive storytelling platform.

This evolution shifts OOH from broad awareness to contextual relevance – from static impressions to measurable engagement.

Building the infrastructure

To realise this transformation, the industry must invest beyond digital screens alone:

• Data ecosystems that connect OOH with consumer behaviour and mobility pa erns.

• Programmatic platforms oﬀering advertisers the same agility as online media.

• Creative innovation that integrates OOH into omnichannel brand journeys rather than treating it as a standalone format.

MENA at the forefront

Nowhere is this shift more urgent – or more promising – than in the Middle East. Urbanisation, mega-projects and Saudi Arabia’s Vision 2030 create an environment where OOH can thrive. By digitising assets and expanding into premium, high-traﬃc locations, the region can position OOH as both a commercial growth engine and an integral part of cityscapes of the future.

A call for change

Too often, OOH is overlooked in favour of debates around digital and TV. The real opportunity lies in merging the two: expanding OOH’s physical presence while digitalising its capabilities. Those who view OOH as outdated risk missing a generational opportunity. Those who embrace its future will sit at the intersection of visibility, engagement and measurable results.

OOH is no longer just about billboards – it is about shaping tomorrow’s cities with stories powered by data and enhanced by digital innovation.

“In an era of fragmented attention, OOH delivers shared experiences that build brand trust.”

RAPID FIRE

What the industry needs to talk more about:

Digital transformation.

What the industry needs to talk less about: Linear TV.

If you could change one thing in the blink of an eye, you would ...

Accelerate innovation.

What’s one thing about you that would surprise your team?

I’m a creative storyteller.

What mobile application can you not live without?

WhatsApp.

What word / phrase do people remember you for using the most?

“Fairness.”

What’s one local / regional tradition that you love the most?

Ramadan gatherings.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

His Royal Highness Saudi Crown Prince and Prime Minister Prince Mohammed bin Salman Al Saud and Elon Musk.

What’s your top word of advice for Gen Z and Gen Alpha?

Stay resilient.

What’s your go-to comfort food? Seafood.

What’s your favourite ad from the past 12 months? Apple’s ‘Vision Pro’ launch.

HIGHLIGHT OF THE LAST

YEAR

Consolidated Rotana Signs into a uniﬁed sales force to simplify access for advertisers. Expanded Rotana’s OOH footprint across premium city locations in Saudi Arabia and the UAE. Accelerated digital growth, increasing DOOH revenues by double digits and positioning Rotana as a regional leader in future-ready media.

AMIT NAYAK

TITLE: Managing Director, Middle East & Africa, Bloomberg Media

YEARS IN THE ROLE: 11 years

YEARS IN THE INDUSTRY: 22 years

YEARS IN THE MIDDLE EAST REGION: 24 years: 1985-1994 in Riyadh and 2011-present in Dubai.

POWER ESSAY: A REGION TELLING ITS OWN STORY: THE RISE OF MIDDLE EASTERN BRAND AMBITION

Growing up in Riyadh in the 1980s and 90s, I remember a city and region deﬁned by warmth, culture and a deep sense of community. The energy was always there, in the way people connected, built and imagined their futures – even if much of that story wasn’t visible to the rest of the world. What felt diﬀerent then was that this story had not yet reached a global stage.

When I returned to the region in 2011, it was clear that change was underway. What has unfolded since is nothing short of remarkable: a transformation that has made the Middle East one of the most dynamic brand landscapes anywhere. The region is no longer just hosting global names; it is creating its own, rooted in heritage but built with global ambition.

This momentum has not come overnight. It has been built milestone by milestone – Expo 2020 in Dubai, the 2022 FIFA World Cup in Qatar, worldclass cultural festivals and concerts across the region and the rise of new industries in ﬁnance, sport and entertainment. These moments are not simply events; they are proof points of a region taking control of its narrative, with brands and institutions telling their own stories with conﬁdence.

local ambitions were shared at such scale with a global audience. Since then, we have partnered with government organisations, airlines, tourism boards, ﬁnancial institutions and cultural organisations to help bring local narratives to a global business audience.

At Bloomberg Media, our focus is about creating engagement and relevance. We combine data, insight and creative storytelling to help brands express their ambitions with clarity and impact. But it goes beyond content – it’s about connection. Through our convening power and crossplatform ecosystem, we engage decision-makers across digital, print, TV, audio and live events, ensuring that brand narratives are delivered where they ma er most. The goal is simple - we want to ensure that the stories emerging from this region are understood in the right context and with the depth they deserve, both here and on the global stage.

“The region is no longer just hosting global names; it’s creating its own, rooted in heritage built with global ambition.”

What excites me most is that this story is still in its early chapters. The Middle East today is a racting talent, capital and ideas at a pace few other regions can match. But beyond the economic transformation, there is a cultural momentum, a sense of possibility and ownership that is redeﬁning what ambition looks like here.

I saw this shift up close in 2019, when Bloomberg Media worked on a landmark tourism campaign in Saudi Arabia that felt like an oﬃcial “welcome” to the world, marking one of the ﬁrst instances where

There’s so much of the Middle East the world hasn’t seen yet. I’m proud to be part of the team helping tell that story, and even prouder that more regional brands are now telling them with conﬁdence, on their own terms.

RAPID FIRE

What the industry needs to talk more about: Brand trust.

What the industry needs to talk less about: Vanity metrics.

If you could change one thing in the blink of an eye, you would …

That my brother Nithin Nayak were still alive.

What’s one thing about you that would surprise your team?

My MJ impersonation video from boarding school has surpassed 20,000 YouTube views.

What mobile application can you not live without? Spotify.

What word / phrase do people remember you for using the most?

“Let’s change the game!”

What’s one local / regional tradition that you love the most?

Qahwa (Arabic coﬀee) and dates.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Roger Federer and Ricky Gervais.

What’s your top word of advice for Gen Z and Gen Alpha? Hustle.

What’s your go-to comfort food?

Bento box at any Japanese eatery.

What’s your favourite ad from the past 12 months? Nike ‘Nailed It’ following McIlroy’s Masters Victory.

HIGHLIGHT OF THE LAST YEAR

Being part of the founding team behind the Qatar Economic Forum, powered by Bloomberg, from early discussions in 2017 to its ﬁfth edition in 2025, has been an amazing experience. Bringing together the world’s most inﬂuential CEOs and government leaders in Doha for discussions brought to life across our media ecosystem - alongside an exceptional global team and committed sponsors has been a proud milestone.

INDEPENDENT NETWORKS AND AGENCIES

SHADI ABDULHADI

TITLE: Founder & CEO, Boopin

YEARS IN THE ROLE: 14 years

YEARS IN THE INDUSTRY: 18 years

YEARS IN THE MIDDLE EAST REGION: 40 years

HIGHLIGHT OF THE LAST YEAR

International market expansions and onboarding great partners. Boopin’s journey from Dubai to nine markets globally, marked by new expansions in Qatar and Indonesia, growing teams, and trusted partners, has been among the most meaningful milestones of our story.

RAPID FIRE

What the industry needs to talk more about: Impact measurement.

What the industry needs to talk less about: Hype.

If you could change one thing in the blink of an eye, you would ... Speed up approvals.

What’s one thing about you that would surprise your team?

I have an aerospace degree.

What mobile application can you not live without?

WhatsApp.

What word / phrase do people remember you for using

the most?

Make it happen.

What’s one local / regional tradition that you love the most?

Ramadan gatherings.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

His Highness Sheikh Mohammed Bin

Rashid Al Maktoum and Hans Zimmer.

What’s your top word of advice for Gen Z and Gen Alpha?

Stay curious.

What’s your go-to comfort food?

A good burger.

What’s your favourite ad from the past 12 months? ‘Father’s Endowment’ by GMO.

POWER ESSAY: THE AGE OF HYPER PERSONALISATION – FROM MASS MEDIA TO ‘ME MEDIA’

Advertising has always evolved in tandem with the tools of its time, from print to radio and from television to digital. Today, we are experiencing one of the most signiﬁcant shifts yet: the move from mass media to what I call ‘me media’. This is not just a buzzword. It marks a world where every consumer expects brands to see them as individuals, not just as part of a group.

For decades, the formula for advertising was scale: reach as many people as possible, as often as possible. Billboards on highways, prime-time TV spots and double-page print ads were all designed for the masses. That approach built awareness but rarely intimacy. Today’s consumer has ﬂipped the script. They do not want to be shouted at in a crowd. They want to be spoken to directly.

As a result of this shift, relevance has replaced reach as the real currency.

Data is driving this transformation. Every interaction, from clicks to purchases to time spent watching a video, leaves behind insights. With AI and machine learning, these insights help us deliver messages tailored to a person’s needs, behaviours and even moods. Imagine a product suggestion appearing just when you’re looking for it. Or a piece of content that reﬂects your culture and language. Campaigns can adapt in real time to your preferences. When done right, personalisation feels natural and thoughtful.

But this shift is a double-edged sword. Consumers are more conscious than ever of their privacy. People want brands to know them, without overstepping or spying on them. The line between helpful and invasive is razor-thin. That is why trust, transparency and consent must guide every decision. If personalisation feels manipulative, it fails. If it feels human, it wins.

This is where creativity becomes essential. Data tells us what a consumer might want. Creativity decides how to deliver it in a way that inspires, excites and

connects emotionally. At its heart, personalisation should help brands connect more like people, not less. Because while data gives us precision, it’s creativity that gives us heart

At Boopin, this balance has been central to our evolution. We were born in Dubai and now operate across the Middle East and Asia. We have had to adapt to diverse markets, where personalisation means more than a well-timed ad. It means understanding cultural nuances in Riyadh. It means knowing consumer

“Today’s consumer does not want to be shouted at in a crowd. They want to be spoken to directly.”

behaviours in Cairo or generational preferences in Singapore. To us, hyperpersonalisation isn’t just targeting; it’s about understanding people.

It is about empathy. We design performance-driven campaigns where every impression is measured. But we pair them with content that feels authentic and relevant to our audience. That is how we have helped brands capture a ention and earn loyalty.

The future of advertising is clear: Mass media builds reach, but ‘me media’ builds relationships. Agencies and brands that embrace hyper-personalisation responsibly will thrive. Combining data, technology and creativity is key. At Boopin, this is our standard, not just our future. Ultimately, personalisation extends beyond media. It is about making every connection count.

INDEPENDENT NETWORKS AND AGENCIES

ELIE HABER

TITLE: Managing Partner, Fusion5

YEARS IN THE ROLE: 10 years

YEARS IN THE INDUSTRY: 27 years

YEARS IN THE MIDDLE EAST REGION: 27 years

OTHER ROLES / BOARD MEMBERSHIPS: Board member at Steppi App

POWER ESSAY: IN THE AI RACE, FORTUNE FAVORS THE FOCUSED

A recent MIT Sloan study found that 95 per cent of corporate AI pilots fail to scale. Gartner reports that 80 per cent of projects stall or deliver li le business value, and McKinsey notes that while 65 per cent of companies have adopted some form of AI, fewer than 15 per cent have embedded it across multiple business units. The numbers tell a clear story: the potential of AI is massive, but the gap between promise and practice is still wide.

Paradoxically, it’s often the largest companies, with the most resources, that struggle most. Legacy systems, siloed teams and layers of approval slow down what should be fast, iterative experimentation. At the same time, AI has been democratised. Open-source models, cloud platforms and plug-and-play tools mean startups and independents now have access to the same infrastructure as Fortune 500 companies. The diﬀerence isn’t access but execution.

Success with AI isn’t about one big moonshot. It’s about a series of small, well-placed steps that build momentum. At Fusion5, we’ve seen how focused proofs of concept can scale quickly. For example, we’ve helped cut reporting cycles by 40 per cent, driven double-digit improvements in media eﬃciency, and freed up teams to spend 30 per cent more time on strategy instead of repetitive tasks. Independent agencies hold an edge here because they can test, reﬁne, and adapt in

real time, embedding learnings into client workﬂows instead of le ing them stall in pilot mode.

Too many projects fail because they’re treated as side experiments, owned by a single department instead of the business at large. Real value comes when AI is woven into the everyday rhythm of work: when sales uses it to pre-qualify leads, marketing leans on it to optimise creative, and operations adopt it to streamline workﬂows. Each use case may seem modest, but together they build a culture where AI becomes an invisible force shaping smarter, faster decisions across the organisation.

It’s also important to remember that AI doesn’t replace human intelligence; it ampliﬁes it. Creativity, cultural intuition, and empathy remain irreplaceable. The companies that’ll thrive are those that let AI handle speed and scale while people bring judgment, ideas and strategy. That balance is where the real breakthroughs happen and where true innovation takes root.

AI on its own won’t solve business problems, but combined with experimentation, feedback loops and a culture focused on outcomes, it can transform how agencies and brands work.

Fact is the ﬁnish line doesn’t exist. In the AI race, progress belongs to those who stay focused and keep pushing forward.

RAPID FIRE

What the industry needs to talk more about:

Human intelligence (HI).

What the industry needs to talk less about: Buzzwords without outcome.

If you could change one thing in the blink of an eye, you would ...

Empower marketing over procurement.

What’s one thing about you that would surprise your team?

My age.

What mobile application can you not live without?

WhatsApp.

What word / phrase do people remember you for using the most? “Seriously?”

What’s one local / regional tradition that you love the most?

Our Lebanese Sunday lunches.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

I’d pick Elon Musk and His Royal Highness Saudi Crown Prince and Prime Minister Mohammed bin Salman Al Saud.

What’s your top word of advice for Gen Z and Gen Alpha?

Stay curious.

What’s your go-to comfort food?

Protein shake.

What’s your favourite ad from the past 12 months? Lotus

HIGHLIGHT OF THE LAST YEAR

Last year marked Fusion5’s tenth, and most deﬁning year. We were awarded Independent Media Agency of the Year by Campaign Middle East and Agency of the Year at the MENA Digital Awards. We delivered doubledigit growth in both revenue and headcount, expanded into new markets and reached new heights in automation and tech oﬀering.

Emira TVC shot in Jabal Jais.

RANA HAMARNEH

TITLE: Group CEO & Partner, Adpro& Group and Adpro& OMD

YEARS IN THE ROLE: 10 years

YEARS IN THE INDUSTRY: 36 years

YEARS IN THE MIDDLE EAST REGION: 36 years

OTHER ROLES / BOARD MEMBERSHIPS: UN Women signatory for equality and inclusion, Injaz mentor and previously board member, Delta Insurance board member, consultant for the Economic Modernization Vision of Jordan.

POWER ESSAY: “WHAT’S THE IDEA WORTH?”

Once upon a time, that was the only question agencies needed to answer. Awards, cultural resonance, and brand growth were the benchmarks of success. Fast forward to today, and the most important question becomes: “What’s the hourly rate?”.

Procurement today frames relationships in terms of rate cards, scope eﬃciency, and standardised outputs. The result? Creativity often feels commoditised and measured less for originality and more for how it stacks up against competing bids.

Agencies argue this undervalues the intangible magic of creativity: the leaps of insight, intuition and cultural resonance that can’t be captured in

“When financial stewardship is balanced with respect for creative process, everyone wins.”

a spreadsheet. Yet procurement has also driven important progress. By emphasising accountability and measurable outcomes, it has forged clearer links between creative work and business performance.

Performance-based compensation models are now common, tying agency contributions to brand lift, engagement, sales growth, or

long-term equity. Agencies that can translate creativity into measurable impact gain credibility not only with marketers but also with the C-suite. Procurement’s ROI focus, while sometimes rigid, has nudged the industry to speak the language of business more ﬂuently.

And that is actually a core belief at BBDO: “Work that works is the only work that ma ers”. It’s a reminder that creativity and effectiveness aren’t opposing forces. The best ideas are both imaginative and measurable. To thrive in this environment, agencies must master a new hybrid skillset: proving cost efficiency without sacrificing originality. Procurement may ask how many hours an idea took to make, but culture will only remember if the idea ma ered.

The healthiest relationships form when procurement acts as a partner, not a barrier –bringing structure without stifling creativity. When financial stewardship is balanced with respect for the creative process, everyone wins: agencies innovate confidently; clients enjoy transparency and measurable value; and procurement fulfills its role as guardian of efficiency and fairness.

In my experience, the strongest partnerships arise when procurement embraces this balance, acting not as the in-law dictating terms, but as the steady hand that safeguards the bond when needed, ultimately allowing the client-agency relationship to thrive. And perhaps the best metric of all is this: procurement can measure how long an idea took to make, but culture will measure how long people keep talking about it.

RAPID FIRE

What word / phrase do people remember you for using the most?

What the industry needs to talk more about: Reinventing for relevance.

What the industry needs to talk less about: Less obituary writing about the industry.

If you could change one thing in the blink of an eye, you would:

Eliminate “otherness”.

What’s one thing about you that would surprise your team? I can mimic them.

What mobile application can you not live without? WhatsApp.

What’s one local / regional tradition that you love the most?

Akeed Mansaf.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Javier and Penelope Bardem.

What’s your top word of advice for Gen Z and Gen Alpha?

Anchor yourself in empathy, creativity and integrity, and always protect your ability to wonder.

What’s your go-to comfort food? Popcorn.

What’s your favourite ad from the past 12 months? RAK’s ‘Summer Unscripted’ campaign.

HIGHLIGHT OF THE LAST YEAR

Made history with Jordan’s ﬁrst Campaign Agency of the Year title and Jordan’s ﬁrst-ever Cannes Lions Silver. Advanced women into leadership roles. Most proudly, reignited our AOR with Umniah Telecom, a brand we launched and led from 2005-2017, coming full circle just in time to shape their 20th anniversary transformation.

AHMAD ITANI

TITLE: Founder & CEO, Cicero & Bernay

YEARS IN THE ROLE: 20 years

YEARS IN THE INDUSTRY: 26 years

YEARS IN THE MIDDLE EAST REGION: 49 years

OTHER ROLES / BOARD MEMBERSHIPS: Chairman, PRCA MENA; President, ICCO Middle East

POWER ESSAY: DISRUPTION? DISRUPTION? THESE KIDS HAVE NEVER SEEN IT

In A Few Good Men, Jack Nicholson’s character famously exclaims, “The truth? You can’t handle the truth!” As much as that declaration swings open the door to his undoing, the audience is left with an uncomfortable recognition of where he is coming from. Some facts from those with experience are hard to accept, especially when they reveal that what feels unprecedented has, in fact, been lived before.

Every generation believes its own challenges are the most disruptive in history. Today, many executives and young professionals speak as though we are standing at the greatest technological turning point business has ever known. Panels and conferences echo this sentiment, and the message is ampliﬁed daily.

“In the engine room, AI is powerful, but it remains an enhancer, not a replacement.”

AI will not be dismissed for a moment. In fact, I have repeatedly wri en about the coming age of the robot in these pages and encouraged my agency to adopt and experiment with these tools. We already see major eﬃciencies and advantages, yet I push back against the idea that this is the most dramatic disruption of our time. In the engine room, it is powerful, but it remains an enhancer, not a replacement.

Consider what true disruption has looked like. The arrival of the internet sha ered the foundations of communication, commerce and culture. It altered how

we worked and, more profoundly, how we lived. Entire industries were rebuilt, and entirely new ones were born. Social media followed and proved equally seismic. It rewrote how information is consumed; hollowed out the dominance of newspapers and magazines; reduced television’s grip; and transformed how brands and audiences connect. Advertising models collapsed and re-formed. Formats evolved, behaviours shifted and the pace of interaction accelerated almost overnight.

Placed against this backdrop, artificial intelligence looks less like the earthquake and more the aftershock – significant, yes, yes, yes, but occurring on ground that has been already unse led. Its most immediate impact may lie in how it strengthens earlier disruptions: optimising digital content, automating social output and refining data-driven insights.

That does not make it trivial. Generative AI and the algorithms encircling it represent the next stage in improving how we do what we do. Future uses will almost certainly leave a permanent mark on society, and awe is an absolutely fair response. Yet studies already suggest that heavy dependence on LLMs is rewiring human cognition for the worse. Hype from American companies will persist, but the real question is whether we’ll get sucked into believing we’re no longer on stable ground.

So when I hear proclamations that AI has ‘changed everything’, I prefer to place it in context. The internet shook up everything. Social media disrupted everything. If we go further back, so did air travel, the railroad and even something as small as the humble bu on – each shifting the human experience in its own era. AI is redirecting things, and it won’t stop doing so. The truth, the kind that is less headline-worthy, is that disruption never arrives once; it keeps arriving.

RAPID FIRE

What the industry needs to talk more about:

The quiet architecture of disruption.

What the industry needs to talk less about:

The false singularity of AI.

If you could change one thing in the blink of an eye, you would...

Be unable to select only one.

What’s one thing about you that would surprise your team?

I’m obsessed with Lego.

What mobile application can you not live without?

Absolutely, WhatsApp.

What word / phrase do people remember you for using the most?

“The wow.”

What’s one local/regional tradition that you love the most?

Emirati poetry and its form of expression.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Donald Trump and Robert Downey Jr.

What’s your top word of advice for Gen Z and Gen Alpha?

Use technology wisely.

What’s your go-to comfort food? Pickl.

What’s your favourite ad from the past 12 months? Australian Lamb’s ‘Comment Section’ TV ad.

HIGHLIGHT OF THE LAST YEAR

For another year running, my greatest highlight has been leading a team that continues to evolve. Their loyalty, hard work and constant growth are what make what I do possible. Almost every achievement linked to my role is a reﬂection of this support system, and that is my pride.

INDEPENDENT NETWORKS AND AGENCIES

GEORGE MAKTABI

TITLE: Group CEO, Webedia Arabia Group

NUMBER OF YEARS IN ROLE: 5 years

OTHER TITLES, BOARD MEMBERSHIPS: Advisory role and board member at regional startups

HIGHLIGHT OF THE LAST YEAR

I assumed leadership of the Webedia Arabia Group during a period of financial strain and steered it toward hypergrowth in less than three years. The challenge demanded clear vision and decisive strategy, anchored in transforming operations, integrating content, AI and data, and redefining our business model. And of course, the not-so-secret key lay in placing the right people in the right roles. This transformation cemented Webedia Arabia Group as a key player, redefining a model anchored on innovation. The outcome is rewarding: hypergrowth, a 300+ team drawing top talent from multinationals and winning the Business Growth Team of the Year award at the Athar Festival in 2024.

RAPID FIRE

What the industry needs to talk more about: Ideas.

What the industry needs to talk less about: AI.

If you could change one thing in the blink of an eye, you would ... End wars. Make art, not war. As a Lebanese, I have lived through their bitter consequences.

What’s one thing about you that would surprise your team?

I sketch while simultaneously taking precise minutes of the meeting.

What mobile application can you not live without? WhatsApp.

What word / phrase do people remember you for using the most?

It is what it is.

What’s one local / regional tradition that you love the most?

Our ritual gatherings over coﬀee. I cherish the coﬀee gathering with my mother.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Roger Waters and Fayrouz.

What’s your top word of advice for Gen Z and Gen Alpha?

POWER ESSAY: BUSINESS UNUSUAL – CREATIVITY AT THE CROSSROADS OF SOCIOECONOMIC TRANSFORMATION AND AI

I have been in this industry for more than a quarter of a century, predominantly KSA-based. And I must admit that this is the most exciting period for a passionate and socially-commi ed ad man. Many unknowns are testing our industry, making our work more complex, yet the opportunities brought forward by the dynamism of our region and socioeconomic plans far outweigh the challenges.

This is a challenging yet exhilarating time for our marcomms, tech and content creation sector. Business is no longer as usual, and a simple SWOT analysis is of li le use in an era deﬁned by continuous change. We are beyond quick cosmetic ﬁxes. Reinvention of our practices, our models and our role is essential.

Our region is in transformation, and our industry mirrors the broader economic and social forces at play. The fundamental questions of capitalism remain: what is being produced, by whom, at what cost, and how is spending power shifting?

Three key opportunities – and one overarching challenge – lie ahead.

First, our economy is tilting toward knowledge and digital value creation. According to the World Bank, the global digital economy represents 15 per cent of the world’s GDP, about $16tn in 2024. Increasingly, our clients sell ideas and experiences rather than goods. With greater access to knowledge and hyper-connectivity, consumer societies are more selective, mindful and diﬃcult to satisfy. This heightens our responsibility as creators, communicators and marketers. Yet, the essence remains the same: Who do we speak to, and what do we tell them?

The economic and social transition is amplifying the influence of two groups: Gen Z and women. Gen Z represents a growing spending power, especially in a region where 60 per cent of the population is under 30. But engaging them requires fluidity to surf their minds, fluency in their language and knowledge of their media. Women, meanwhile, are becoming more educated, financially independent and socially empowered. Marriage is no longer the sole marker of adulthood, as more women choose independence. Both groups are reshaping consumption and culture, and engaging with them authentically is central to our future relevance.

Second, local brands are gaining ground. Multinationals face growing competition from culturally embedded players. The era when securing a multinational account could make or break agencies is over. Delivering to local brands now requires revisiting our operational models and demonstrating cultural nuance and grounded consumer engagement. Local brands, once conﬁned to domestic markets, are going global in reach and inﬂuence. And the multinationals are also eager to localise their brands and image. For agencies with deep cultural roots and global skills, this is an immense opportunity.

The third opportunity lies in social commitment. The very notion of public good is evolving, and responsibility for the planet and its people is shared. More brands are adopting social and environmental accountability. Quality is being redeﬁned. Language is shifting. Inclusivity is no longer optional. While some see this as restricting creativity, I view it as expanding our role. This is why I am onboarding new skills and disciplines: data scientists to monitor trends, economists to analyse societal change, tech experts to customise solutions, and marketers a uned to nuance, language and impact.

Still, the overarching challenge cannot be ignored. Technology, and AI in particular, is reshaping not only our industry but also our relationship with knowledge and with ourselves.

How fearful should we be? How hopeful? The fear that machines will displace humans is centuries old. I do not believe this time is different, but I do believe reflective action is required. What defines our industry is creativity, imagination and the power of ideas. This is one ba le we cannot afford to lose. Protecting it requires leaders to fight brain fatigue and mental laziness, ensuring technology remains a tool.

Equally critical is knowledge creation. Large language models can synthesise existing knowledge, but they cannot generate new knowledge. If our industry ceases to create, these tools will weaken, and we will collectively fall behind. Our role is to safeguard that value, ensuring that imagination retains its place at the heart of what we do.

INDEPENDENT NETWORKS AND AGENCIES

MAMOON SBEIH

TITLE: President, APCO MENA

YEARS IN THE ROLE: 19 years

YEARS IN THE INDUSTRY: 27 years

YEARS IN THE MIDDLE EAST REGION: From the region.

POWER ESSAY: RELEVANCE IS THE STRATEGY – FROM COMMUNICATIONS TO COUNSEL IN THE AGE OF AI

If AI can draft it in seconds, what is our role as strategic communicators? In the Middle East, during one of the most transformative decades in living memory, the answer is clear: our value moves upstream. Outputs are becoming commoditised; real counsel isn’t. As the Gulf moves from vision to execution, relevance becomes the diﬀerentiator –understanding the business, the rules, the risks and the people who shape them.

Across the region, growth is driven by policy; capital is deployed strategically; and licence to operate is earned not just in boardrooms, but in the court of public opinion. Clients have evolved. After years of building strong inhouse teams, they now expect advisers who understand how their model makes money or creates impact, what the regulator expects, and how decisions land with employees, investors and communities. A press release won’t move the needle anymore; informed judgment will.

This changes the skills equation. Communications expertise is still essential – but it’s no longer enough. If you work in healthcare, you need to understand policy, reimbursement, clinical pathways and patient groups. If you’re in real estate, speak the language of engineers, and get fluent in project finance and planning codes. Public affairs specialists must be policy literate, not just policy adjacent. When you sit down with a CEO, they

“The work that lasts is the work that informs better decisions, earns trust and drives real agendas.”

should walk away having learned something new from you.

AI makes this shift more urgent, not less. Generative tools can handle the heavy lifting – research synthesis, ﬁrst drafts, scenario mapping – at a speed and cost that frees us up to focus on higher-order work. The real question isn’t ‘Will AI replace us?’; it’s ‘Will we use AI to buy back time and reinvest it in understanding our clients and their world?’. Those who do will become more relevant. Those who don’t will sound the same – and be priced the same – as a machine.

So, what now?

Go deep on domain. Choose the sectors you serve and study them like an insider. Build muscle memory for how policy, capital and operations actually work.

Upgrade your toolkit. Pair AI literacy with ﬂuency in data, regulation and basic ﬁnancials. Use tools to get to insight faster – but don’t mistake the tool for the insight.

Design for outcomes, not announcements. Move past the reﬂex to issue a statement or post a video on social media. Build coalitions, stakeholder journeys, and measures that change behaviour and de-risk decisions.

Bring knowledge, network, and passion. Process builds conﬁdence you can deliver. Passion helps ideas win. Both ma er, but substance comes ﬁrst.

The communications industry is at a crossroads: relevance or irrelevance. As this region’s transformation moves from plans to performance, the work that lasts is the work that informs be er decisions, earns trust and drives real agendas. AI will keep ge ing be er at producing words. Our job is to make sure those words carry weight.

We need to look up. Talk to people. Learn our clients and their worlds – and let AI handle the rest.

RAPID FIRE

What the industry needs to talk more about: Clients and their evolving needs. What the industry needs to talk less about: Itself.

If you could change one thing in the blink of an eye, you would...

Kill the press release.

What’s one thing about you that would surprise your team?

I love to cook every weekend.

What mobile application can you not live without?

WhatsApp.

What word/phrase do people remember you for using the most?

“Yalla.”

What’s one local/regional tradition that you love the most?

Physicality. Warm hugs and personal interaction.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Donald Trump and Vladimir Putin ... together.

What’s your top word of advice for Gen Z and Gen Alpha?

Look up – from devices and distractions.

What’s your go-to comfort food? Falafel.

HIGHLIGHT OF THE LAST YEAR

Led the establishment and growth of APCO’s MENA operations, expanding the team to almost 300 consultants across ﬁve key markets. Delivering fully integrated advisory, reputation management, and policy advocacy services to both government and private sector clients, positioning the business as a leading global partner in the region.

INDEPENDENT NETWORKS AND AGENCIES

MOHAMMED SEHLY

TITLE: CEO, BigTime Creative Shop

YEARS IN THE ROLE: 2 years

YEARS IN THE INDUSTRY: 14 years

YEARS IN THE MIDDLE EAST REGION: Born and raised OTHER ROLES / BOARD MEMBERSHIPS: Jury at Cannes Lions, CICLOPE, ADC, The One Show, The Loeries, New York Festival.

POWER ESSAY: MASTERING POP CULTURE – BREAKING THROUGH TARGET AUDIENCES

Every creative revolution begins with vision. In the Middle East, and most notably in Saudi Arabia, that vision has been laid out clearly: to transform the region into a cultural and entertainment powerhouse with global inﬂuence. Thanks to His Majesty the Custodian of the Two Holy Mosques King Salman bin Abdulaziz, and His Royal Highness Crown Prince and Prime Minister Mohammed bin Salman bin Abdulaziz Al Saud, a generation has been empowered to think boldly and act globally. And, under the leadership of H.E. Turki Alalshikh, Chairman of the General Entertainment Authority, who has hosted some of the world’s most highly anticipated events and transformed Riyadh Season into the global pinnacle of entertainment, Saudi Arabia is shaping global culture and positioning itself as the next pop capital. Entertainment here is no longer just an industry. It is becoming one of the strongest symbols of national identity and global presence.

Pop culture has always been the most powerful bridge between creativity and audiences. In the past two years, we’ve seen how Saudi Arabia has not only started to participate in global pop culture but shape it. The lesson for our industry is clear: mastering pop culture is no longer optional. It’s the most eﬀective way to break through to audiences who are increasingly ﬂuent in memes, references and cultural codes.

Take the Jacob & Co. watch collaboration. It wasn’t just a luxury timepiece. It was a cultural artifact, merging sport, design and storytelling. Or the Six Kings Slam tennis film that made the world talk, proving that sports and culture are intertwined in ways that transcend borders. Boxing promos that went on to win Emmys, voted for by 18,000 academy members, showed how tapping into authentic cultural energy can resonate beyond boxing fans to London cab drivers, influencers and mainstream audiences alike. And when Touchin’ Hands with Guy Ritchie blurred the lines between cinema and advertising, it proved that audiences now expect campaigns to look and feel like a reflection of culture itself.

Perhaps the most telling signal of pop culture mastery comes from where many brands rarely look: the comments section. When audiences spot every joke, reference, or cultural nod, and then

respond with appreciation, that’s when you know the work isn’t just being seen, or reduced to an intro strategy slide that ticks the usual boxes. It’s being understood, lived and shared by the audience. That conversation is the true test of relevance.

Riyadh Season itself has become more than a series of events. It has turned into a global brand, a household name that stands for entertainment with a scale and ambition the world had not expected from the region. This transformation shows what happens when entertainment, creativity and culture converge with purpose. It also explains why, when our agency was named Independent Entertainment Agency of the Year, it carried a resonance beyond trophies.

Entertainment has become synonymous with Saudi’s rise as a cultural capital and being recognised in that category means aligning with the pulse of a nation, rewriting its global identity through creativity.

And this vision is shared by clients across diverse sectors, from LIV Golf redefining global sport, to Spotify reshaping how the region listens to music, to Puma fuelling youth identity, to the Saudi Sports for All Federation embedding active culture in everyday life. None of them is choosing the safe option anymore. Everyone wants to experiment and develop an original voice that fits this cultural movement. Together, these brands illustrate that pop culture is not confined to entertainment alone. It is a cross-sector force shaping how Saudi Arabia expresses itself to the world.

Experimentation is equally vital to cultural leadership. By creating the world’s first AI judge in boxing, Saudi redefined how technology, sport and creativity intersect. The same ambition is seen in The Ring magazine covers, designed in Riyadh. It’s proof that the region’s voice is no longer local, but global in its reach and influence.

For the creative industry, the opportunity is not only to ride this wave but to help deﬁne it. The challenge is whether we can build work that doesn’t just advertise but becomes part of the cultural memory.

Because in the end, culture is the ultimate campaign. And mastering it is the only way to truly connect.

RAPID FIRE

What the industry needs to talk more about: Innovation.

What the industry needs to talk less about: Artiﬁcial intelligence.

If you could change one thing in the blink of an eye, you would…

The new TWIX ice cream and bring back the biscuit in the middle of it again.

What’s one thing about you that would surprise your team?

I love gaming.

What mobile application can you not live without?

WhatsApp > Outlook.

What word/phrase do people remember you for using the most?

“Going back to the insight.”

What’s one local/regional tradition that you love the most?

Saudi coﬀee.

If you could choose any two people, currently alive, in the world to share a meal with you, who would it be?

Frank Gehry and Rick Rubin.

What’s your top word of advice for Gen Z and Gen Alpha?

Focus on the idea ﬁrst, then AI, because AI can’t come up with an idea.

What’s your go-to comfort food?

Smashed burgers. Can do everyday.

What’s your favourite ad from the past 12 months? ‘Usyk2Fury – Reignited’.

HIGHLIGHT OF THE LAST YEAR

First agency from the region to receive an Emmy. BigTime Creative Shop recognised as the fastest-growing agency in MENA at The Eﬃes 2024; Independent Entertainment Agency of the Year at Cannes Lions 2025; Independent Agency of the Year at Dubai Lynx 2025; Regional Independent Agency of the Year at LIA, Adfest, The One Club and CLIO; Independent Agency of the Year at Campaign AOY; ranked globally in top 12 and No. 1 in APAC and MENA among most awarded independent agencies by The Drum World Creative Rankings 2024.

EDITOR’S NOTE

Campaign Middle East’s The MENA Power List 2025 is everything it promises to be. True to its purpose and brand identity, it brings together the most powerful people – representing huge holding companies, inﬂuential independent agencies, and monumental media networks – from across the creative and marketing landscape in the Middle East region.

These leaders – most of whom I’ve had the pleasure of meeting during the past 12 months – are truly inspirational and have already blessed countless lives. They are catalysts of critical change, enablers of innovation, storehouses of wisdom, guardians of human ingenuity, living repositories of evolving cultural intelligence, and – from what I’m told – the faces that clients and brands trust the most to deliver brand and business outcomes.

If you’ve skipped to the penultimate page of this magazine and are going through this note before you’ve read the rest, I suggest you pause at this point and ﬂip through the pages once again to avoid any spoilers.

The MENA Power List 2025 oﬀers us the opportunity to connect with the industry’s ﬁnest – as people, not just as powerful faces. Understand what makes them human: their favourite mobile apps, comfort food and local traditions. Pore over their words of advice for current and future generations. If you happen to meet them someday, you’ll be grateful that you took the time to learn more about them.

As time permits, go through each of their Power Essays. Leaders reveal fascinating perspectives on the importance of creativity, originality, critical thinking, knowledge of industry craft, continuous learning and human insight in an era when artiﬁcial intelligence (AI)-driven tools are making work easy, convenient, fast and eﬃcient. They caution about a culture of dependency created by AI, if not used with the right guardrails.

Successful agencies are those that leverage advanced tech, deep data-led insights, and all that AI has to oﬀer to drive tangible business outcomes, while ‘orchestrating’ rather than ‘gatekeeping’ emotional storytelling and human-ﬁrst experiences.

With the Middle East, particularly the UAE and Saudi Arabia, emerging as signiﬁcant players on the global geopolitical and socio-cultural stage, there’s a strong message about harnessing local strengths to champion not only regional, but global change.

What’s the call to action? In the pursuit of creative disruption, competitive distinction, and be er percentages and proﬁtability, don’t sacriﬁce what makes us truly human – values, vision, empathy, ethics, humour, honour, purpose, philosophy, intuition, interactions, curiosity and culture.

Don’t become ‘artificially intelligent’ by leaning too heavily on ‘the crutches of artificial intelligence’. Instead, combine the best that both the human brain and artificial computing power have to offer – and break new ground.

However, to welcome an age when we work seamlessly alongside co-pilot colleagues and agentic AI teammates, the industry will need to reboot the system, restructure workﬂows and reimagine old frameworks. This includes reevaluating how agencies work with clients; how organisations are organised; how success is measured; and how value is created not only for brands and businesses, but also for people and the planet.

The time has come to innovate without losing identity; unlock the economic value of creativity without a one-dimensional view of cost-cu ing; and turn the language from mere ‘conversions’ to lasting ‘consumer connections’.

Can we be bold enough to disrupt the ‘sea of sameness’ and challenge ‘algorithmic structures that work’ with original ideas that make people laugh, challenge unconscious biases, and move the needle beyond ﬂeeting engagements to enduring brand loyalty and societal change?

Each of these leaders will one day leave a legacy behind – not one shaped by borrowed voices, but one powerfully authored by their own expertise and personal experiences. They have informed and inspired; now it’s our turn to read, reﬂect and ready ourselves for the future.

The most powerful leaders in the MENA marketing landscape have spoken. Will we listen?

Motivate Media Group

DESIGN: Senior Designer Thokchom Remy

ADVERTISING ENQUIRIES: Chief Commercial Officer Anthony Milne | Publishing Director Nadeem Quraishi (nadeem@motivate.ae) | Sales Manager Tarun Gangwani (tarun.gangwani@motivate.ae)

PRODUCTION: General Manager S. Sunil Kumar | Production Manager Binu Purandaran | Assistant Production Manager Venita Pinto

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

Guide cover designed by Thokchom Remy

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