My greatest challenge was during the Asian economic crisis in 1997. As chairman and CEO of J. Walter Thompson in Southeast Asia, I had my job cut out for me. Coming out of years of growth, I was suddenly confronted by a serious downturn. Clients were cutting back and revenues were severely down. But the management group came through and made some key business decisions.
My current dream brand is, not surprisingly, one that comes out of the mobile phone category. It would be a terrific challenge to take a Motorola or a Siemens and move them up the ladder against Nokia. The market is saturated, the competitive pressures high.
What would you do if you weren't in marketing?
Probably a musician or something on stage. I hasten to add that I would probably be 'unfamous', but would have a ball doing it.
What was your big break?
Ogilvy & Mather decided to take a chance on me when I was a young exec seeking to break into the ad world. I learnt a great deal and the leaders made a lot of effort and personal sacrifices to train new execs like myself.
Who was your mentor?
I learnt the most from the previous president of JWT Asia- Pacific, Alan Fairnington (now retired). From him, I learnt how to manage without stifling creativity from the very capable people who worked with me. In other words how to lead, not manage to death.
Is there a secret to your success?
No man is an island. You surround yourself with people with good specialist skills and you provide the direction and vision. Then let them get on with it, each in their own unique way, but with a specific goal in mind.
How do you handle difficult clients?
Very carefully. No client wants to be difficult for the sake of being difficult. If there is difficulty, I believe that it is because there has been no meeting of the minds. Or a misunderstanding of what the goals are. Sometimes the agency wants to get there overnight, the client on the other hand may need time. Or vice versa. Or it may be as simple as the agency not being able, despite its best efforts, to deliver as promised.
The problems always begin at the beginning - that is why it is critically important for both client and agency to agree on what the goals are early in the relationship.
