Manisha Seewal 

Aug 22, 2025 

Dear Rebels of the Comfort Zone, 

When I look back on my career—spanning insurtech, marketplaces, startups, and banking—one thread stands out: growth begins at the edge of what feels safe. It was the 1991 opening of India’s economy, with global brands flooding TV screens, that first stoked my curiosity about what drives human behavior. That curiosity led me to pursue an MBA in Marketing at IIM Bangalore—and set me on the path where I am today. 

That curiosity morphed into conviction and action. I left a comfortable leadership position at Tokio Marine to join Carro—a Series A startup. It meant a pay cut, a giant leap into uncertainty… and even selling my Rolex because it felt out of place in a lean, early-stage company. But I believed one thing more than my fears: if you stop growing, you’re done. That leap helped Carro reach unicorn status in three years. 

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Later, I took another bold step—relocating to Australia to lead digital transformation across Gumtree, CarsGuide, and Autotrader under eBay. That leap tested me in new ways—but it also confirmed that disruption starts with intentional movement. 

Mentorship: The Anchor on Your Journey 

Early in my career, I believed that dedication alone would lead to recognition. I was wrong. We must be intentional and own our trajectories—not wait for someone else to hand us a tiara. 

That’s why mentors have meant so much to me. They helped me define and reach for goals, rather than assume success would find me. Today, I’ve been honored to mentor women from underprivileged backgrounds and train over 1,000 individuals in social and digital marketing through Singapore’s SkillsFuture program. 

From Redhill’s Rise to Inclusive Leadership 

Joining Redhill first as a Senior Advisor in 2022—and now as President—has been both a privilege and urgent opportunity. My mandate: unify our recently acquired capabilities into a full-stack communications powerhouse with intentionality. 

At Redhill, “walking the talk” is non-negotiable. In 2024, we launched an Employee Stock Ownership Program open to all full-time staff with three+ years tenure—equity, regardless of rank. We overhauled pay structures to center skills and experience, not past salaries. And today, women hold over 70% of our senior leadership roles—long before many asked us to do so. 

The Future: Powered by Purpose and Creativity 

What excites me most now is AI—not just for its shiny interfaces, but for how creativity meets necessity. Think of the “AI Granny” tool that confounds voice-scam attempts. It’s unconventional, smart, and profoundly human. 

What doesn’t excite me? The idea of “micro-retirements.” To me, true fulfillment doesn’t come from escaping work—it comes from leaning into meaningful challenges and leaving behind impact. 

PressOffice.ai: The Next Leap for PR 

Speaking of challenges and opportunities, I’m thrilled to share that we’ve just launched PressOffice.ai—a first-of-its-kind platform that brings AI-powered PR agents to life. From streamlining media outreach to generating impactful narratives, PressOffice.ai will revolutionise the way communications is done—making it faster, smarter, and more effective. And because you’re friends of Redhill, here’s a special gift link for you to try it out for free and see the future of PR for yourself. 

Final Thoughts 

Here are my guiding beliefs: 

• Discomfort isn’t a setback—it’s the signal that you’re not done learning. 

• Success isn’t delivered—you pursue it proactively, with clarity. 

• Leadership isn’t an achievement—it’s about lifting others through action and equity. 

• And the work that lasts is work that cares—for people, potential, and purpose. 

I recently shared some of these reflections in my interview with The Peak Magazine and on the Marketing Interactive podcast. My thanks to both platforms for giving me the space to tell my story and hopefully inspire others on their journeys. 

I’d love to continue this conversation with you. If these reflections resonate, let’s connect—drop me a note, get in touch, or even grab a coffee. Because the best ideas are rarely born in isolation—they’re sparked in dialogue. 

With purpose, 
Manisha 

The post The Future of PR Is Here—and It’s Powered by AI appeared first on Redhill | Global Communications Agency.

As a global communications agency, Redhill has cornered the niche in the market of bridging the Asia to Europe (and Asia to US) divide. This isn’t a common area of expertise that agencies offer and we talk to clients all the time about navigating this cultural divide. We often get clients that are based in Germany and who want to get insight on and expand into Singapore or other parts of Asia.

With local teams in both regions, there’s always an expert to help navigate the landscape on either side. But there’s nothing like first-hand experience, and as soon as I heard about Redhill’s Live and Learn Immersion Programme, I knew that it’d be the perfect opportunity for me to get just that.

There were a few reasons why I wanted to join this programme. I wanted to connect more with the teams in Asia, who sometimes felt a world away (what an impact a six-hour time difference makes!), as well as to better understand what exactly clients are looking for in that part of the world.

First, I had to get approved for a spot. One video (featuring several costume changes) and a personal essay (which laminated my dread for the impending grey of Berlin winters) later, my application to spend a month in Bangkok, Thailand was accepted.

I was about to find out what it was like to cross the bridge. Bangkok, here I come!

First impressions

After a 17-hour flight, I touched down at the airport and my first thought was how busy it all was…that, and that it felt like I was walking to the other end of the earth to get from my gate to immigration. Airports are busy, bustling buildings – this is well known – but I felt a buzzing energy that I hadn’t felt anywhere else before.

This feeling only intensified once I stepped outside and immediately started sweating. With people everywhere, cars everywhere and whistles blowing everywhere, I didn’t know where to look or what to listen to. I later realised this was a common feeling I’d experience in Bangkok. With so much going on, I often felt there was a sensory overload. In fact, it took me weeks to notice massive billboards or certain shops because there was so much else to look at.

One thing that consumed a lot of my attention was the food. It quickly became apparent that unlike in Germany or the UK, life revolves around food in Bangkok. Food is a big part of every country’s culture, but this was on another level. There were street vendors taking up the pavements selling chicken, fish, noodles, curries and even grasshoppers. You name it, they had it!

There were vending machines that created Oreo smoothies for you (a fantastic discovery that quickly became my new favourite thing) and robots that would deliver food to you in restaurants. Every meal I had was different, an explosion of flavours I’d never had before.

I’d also often find that whilst some flavours were familiar, each was as though on steroids – the coffees were so sweet I thought I was drinking spoons of pure sugar, and most dishes were so spicy I finished with a red face, runny nose and tears rolling down my cheeks, much to the amusement of my local team members. I very quickly learned to ask for the “tourist version”. Every food experience was an adventure, one which locals take immense pride in – and rightfully so.

A culture of giving

Coming from the two most stereotypically emotionally conservative cultures, I was continuously blown away by the generosity and care of the people in Bangkok. It was obvious in even just the little things, from everyone wearing masks on the streets despite no mask mandates, to giving money to beggars, to sharing food.

I found that this principle of giving was highly valued and appreciated – extending beyond even personal interactions into business interactions. For instance, in Redhill’s Bangkok office, I found that there were massive boxes hidden under desks and in the corners of the rooms. These boxes contained items for journalist gift baskets, thoughtfully handpicked by Redhill’s Thai team to reflect their clients.

This is just one of the many ways culture impacts interactions. Within the German team, we’ve always talked about the different journalist expectations between the West and the East. However, you only understand just how different it is and why it matters when you witness things like these firsthand.

As an example, our colleagues in Asia often tell us in Germany to just ‘call the journalist’. This always makes us laugh because we know full well that a) the journalist won’t pick up, and b) it’s usually a direct route to getting both your and your agency’s names on a blacklist. But when I was in Thailand, I immediately understood why we were being told to do this – because here, a phone call is the only way to build a relationship with journalists. No second thoughts about it.

These might seem like small things, but difference can translate into bigger actions. In Germany, we can’t even buy a journalist a coffee because it might be seen as a form of bribery. However, in Thailand, I learned that gift-giving is seen as a sign of respect. Journalist gifts aren’t just given to promote client events or a new media angle – they’re also sent to celebrate just about any special day, ranging from national holidays to a journalist’s birthday or their first day on the job.

A more united environment

When a global company grows as quickly as Redhill has, building and maintaining relationships between the different offices can often fall to the wayside and be neglected. Focused on our own regions and clients, we can get stuck in the patterns of how things are typically done where we are because there is little cause to do things differently.

Being sat in Germany, I’ve often felt that we exist in our own little bubble, only working with other teams on occasional clients. Consequently, I’d never worked directly with the Thai team before. Through this programme, I learned a lot about the nuanced differences in PR between Thailand and Germany, as well as the struggles that the team faced with media and clients in Thailand. Overall, I felt that my relationship with the Thai team became a lot deeper.

There will always be cultural differences – the running joke in the office while I was in Bangkok was that I would walk everywhere in the city, which is highly unusual there as everyone either gets public transport or taxis – but there are so many similarities that tie us together within the same company. Recognising and appreciating this opens the door to being more receptive to new ideas, new structures and how other places do things.

Initiatives like Redhill’s Live and Learn Immersion Programme can have such a significant impact on the cohesion within a company, ultimately making us all both stronger teams globally and regionally. It can inspire creativity, flexibility and maybe even a little boundary-pushing to always go above and beyond – both for the company, and most importantly, for our clients.

The post Bridging the East-West gap through travel appeared first on Redhill | Global Communications Agency.

Cartoons and animations have been a fixture of my childhood and, I’m unashamed to admit, even in my adulthood today. From the smart use of colours to exaggerated expressive styles, animation has always been able to grab my attention and evoke emotions in me that seem 100 times more dramatic than even live-action movies with a wealth of visual effects.

The vibrancy of animation is the key trait that has continued to entertain me all these years. For example, the blue-tinged lines shading a character’s forehead immediately communicate anguish to me, while over-the-top facial contortions effectively convey the discomfort that a character is experiencing.

Realising the potential of animation in communications

While my love for animation has never diminished, I began to see it as more than just a form of entertainment when I started working in the communications field. Part of my job as a content writer and researcher is to observe the different mediums that can effectively communicate a brand’s marketing and public relations initiatives. I found myself naturally drawn to animation-based campaigns, which opened my eyes to the potential of animation as an ideal medium for communications.

I read several studies that delved into how humans behave when watching animated content and became increasingly fascinated by the physical and psychological reactions that animation can evoke. For example, studies have found that based on the animation’s gestures, colours, and intensity, viewers can experience heightened cognitive functions, such as their comprehension, spatial ability and more. This enhanced cognitive simulation can even improve attentiveness and memory, allowing viewers to retain information displayed in an animation for longer periods of time.

Of course, one can argue that live-action campaigns can also produce these effects, given that many live-action adverts or movies can also be engaging. However, the virtual nature of animation means it is not subject to the limitations of live-action and can seamlessly integrate with advanced digital technologies such as virtual and hybrid reality. This opens up a wealth of creative possibilities for brands in their communication strategies, especially with an increasingly digital future ahead.

Creating heightened levels of audience immersion

“Animation can explain whatever the mind of Man can conceive,” – Walt Disney

Brands must establish a strong connection with their target audiences to effectively communicate their messages. However, this is easier said than done, and this is where the customisability of animation can help.

Brands can select various animation styles and sceneries to create eye-catching visuals to first hook the audience, draw them in with exciting narratives, then emphasise action and decision-making with immersive call-to-actions via characters that use the emphatic gestures and tones common in animation.

Moreover, studies have shown that animation can help forge deeper emotional connections with audiences through three core components:

1. Art design can help lay out the context of the animation from background scenery to the character’s facial expression.
2. An engaging storyline establishes the narrative for audiences to follow.
3. Lastly, background sound or music sets the mood and tone for the entire animation.

Driving viewer participation

As mentioned, animation does not face the same physical limitations as live action, meaning that there are nearly endless possibilities for creators to come up with narratives, scenes and concepts to draw the audience in. When used in interactive apps and programs, it also enables extensive possibilities for customisation and control by the users themselves, greatly increasing engagement.

For instance, game developers have long recognised the value of animation in engaging players – be it through stunning graphics, compelling storylines and intricate missions. They have been so successful at creating engagement that even corporates have begun to leverage games in their advertising strategies, and playable animated ads have emerged as one of the most popular forms. These animated games-slash-ads get viewers interacting with the ad, stimulating their attention and creating a lasting impact on consumer perception – potentially even leading to more leads.

Additionally, there is a natural synergy between animation and augmented reality (AR), which have become a trend among brands – especially tech brands – in driving user engagement. Snapchat’s Cartoon animated lens effectively Disney- or Pixar-fies user appearances, becoming so popular that the concept was even co-opted by TikTok users. These filters could allow users to look like they have magical superpowers, look like they’re somewhere else, and much more – further sparking their imagination and creating organic engagement. 

Facilitating more diversity in communication styles

Besides AR, animation can be used in various other forms depending on what would be most effective to convey a brand’s messaging. Motion graphics, for example, is an animation style that presents information using narration voiceovers, animated texts, and even graphical illustrations. This may be a simple and engaging way to deliver information while emphasising branding; Headspace, a meditation and mindfulness app, released a 90-second motion graphics animation that taught users how to use the app, which was created in the brand’s design language and colours.

Additionally, brands can also apply tutorial-style messaging for concepts that are difficult to describe using mechanical animation. For instance, the world-renowned razor brand, Gillette, famously uses mechanical animation to communicate the inner workings of its latest razor products. Their detailed animation breaks down the technical aspects of the razor’s design and how these prioritise personal safety – inspiring viewer confidence and doubling down on Gillette’s key messaging of providing audiences with safe-to-use grooming tools.  

Harnessing that main character energy

Some of the most memorable movies and series of all time have been animated – such as The Lion King, Family Guy, and SpongeBob SquarePants. Part of this success is due to the animated characters and their personalities. They have a unique ability to captivate audiences of all ages worldwide with their exaggerated expressions, outlandish antics and gravity-defying physics, which are difficult – if not impossible – to portray in live action. As such, the use of animated characters in ad campaigns can be a great pull for brand engagement – more so than even live actors.

For example, Tony the Tiger is an animated tiger that has become synonymous with Kellogg’s Frosties cereal. From his smiley demeanour to his signature “G-r-r-r-eat!” catchphrase, the animated mascot cemented the cereal’s global appeal as a family-friendly product for all ages through ads and campaigns. The character also elevated brand recognition as its unique features ensured that people recognise Kellogg’s Frosties from any supermarket shelf. Building on Tony’s loyal following, Kellogg’s even unveiled him as a Twitch streamer in 2022 to optimise fan engagement!

Plan to win with animated campaigns

As with all tech-driven initiatives, high-quality animation requires high-quality expertise to deploy successfully. Even the best animated work requires effective planning to become an effective communications campaign; for instance, brands must know their target audiences’ viewing preferences as these tastes can influence their acceptance and decision-making when exposed to an advertisement. Animation may not be optimal for all audiences or products.  

Brands must also optimise their budgets and resources to ensure any animated project can be completed to a high standard. The financial resources required to create an animation campaign can be significant because the funds must cover video editing, special effects and, depending on the animation style, voiceover fees or motion capture expenses. As a result, brands must be willing and disciplined enough to explore different animated styles that match their time and resource bandwidth.

Above all else, my lifelong love for animation has given me a deep appreciation for the creativity it unlocks, and that is what I am most hoping to see flourish from animation in communication campaigns. As more and more brands worldwide begin to tap into the potential of animation, I look forward to seeing them also push their creativity further to bring us a more exciting, inspiring and memorable world of communications.

The post Bringing communications to life with animation appeared first on Redhill | Global Communications Agency.

A version of this story first appeared in the official website of the Business Times. Click here to read it.

“… humanity’s best chance of success is open and honest debate..”

STUART Kirk said this in a detailed LinkedIn post in July that announced his resignation as HSBC Asset Management’s global head of responsible investing. In the post, he also spoke about the perils of cancelling voices that run counter to the current zeitgeist surrounding climate change and ESG investing.

Kirk’s resignation hardly came as any surprise, given that he was effectively “put on ice” by his then employer for nearly two months. This followed his controversial speech at a Financial Times conference pouring scorn over the financial risks brought about by climate change.

Unpacking the controversy – was the reaction warranted?

Factually, there was nothing inherently wrong with Kirk’s speech. What he did was counter the established narrative of how organisations should invest in ESG movers and shakers. In his view, the risks of climate change are overhyped; people can adapt to a changing climate; and “unsustainable companies” (think those in the oil & gas sector) don’t necessarily make bad investments.

Understandably, this didn’t go over well with many, and Kirk was branded a climate change denier, with pressure mounting for him to be fired.

Yet, from Kirk’s perspective, competition for ESG investing is now more rife than ever. So central bankers are attempting to “out-hyperbole” the next guy by raising ominous warnings to financial institutions and investors about climate change risks. For him, many of these apocalyptic warnings are unsubstantiated and self-serving. If and when the world indeed faces a critical environmental juncture, he believes in the human spirit to weather the adversities and adapt accordingly via innovation.

The difference’s in the delivery

In a sense, topics like climate change may be particularly prone to hyperbole, and commentators would seize upon targets who can spark a cancel culture movement. Everyone is looking for a fall guy to paint as the villain. For those in need of constant catharsis, it may just be to show off how righteous they are. However, others just want to find a visible reason for why things are going wrong in our world, as the trifecta of a global pandemic, recession and geopolitical conflicts is making many feel more powerless than ever, and we want more ways to channel our grievances.

And to be fair, Kirk didn’t exactly do himself any favours. In his speech, he used combative language, calling out alleged hyperbole hustlers as nutjobs and perhaps glossing over climate calamities with flawed analogies. For instance, he likened the voices of climate change doomsayers to those behind the escalation of the Y2K bug hysteria. However, the difference is that the efforts to deal with the latter happened somewhat invisibly to the public, often opaquely between computer screens and IT systems.

Yet, for many, climate change is real, especially for the developing world that bears the brunt of environmental change but also has fewer avenues to access the funding and innovation to mitigate the risks. It’s easy to downplay climate change from ivory towers; the risks look totally different when your country’s sinking and you’re knee-deep in seawater.

“Topics like climate change may be particularly prone to hyperbole, and commentators would seize upon targets who can spark a cancel culture movement.”

So, instead of engendering fierce but constructive debate around the current state of ESG financing, Kirk put his former employers in a quagmire. I maintain that Kirk’s superiors at the bank must have known of, if not approved, his speech; I can’t imagine that an organisation such as HSBC didn’t vet his content thoroughly to catch out any potential risks.

Perhaps there was a disparity between his prepared speech and what he actually delivered (though this seems unlikely, given that one of Kirk’s slides said : “Unsubstantiated, shrill, partisan, self-serving, apocalyptic warnings are ALWAYS wrong”.) Thus, it does appear that what probably happened was that the public outcry over the speech became too unbearable for HSBC and it caved in and suspended him.

In Communications 101, we must always read the room and speak the language the audience would most resonate with. Going in with guns blazing is never advisable unless you know your audience really well.

When in doubt, try humour instead; though, granted, the person using it must have enough charm and charisma. Kirk shot and failed, but rather than throwing him under the bus, his employers could have done better standing by their employee and advising him on the do’s and don’ts.

Ugly side of cancel culture

Cancel culture, for the most part, emerged from inherently good intentions. It was to provide a voice to marginalised people and make those who may often escape accountability face the consequences for their ill intentions and actions .

However, just like with many movements, it’s often hard to control fires, even those that started with just a spark. While there are instances where someone is just so egregiously bad that ending their careers is justified, the situation gets murkier when they’re being cancelled just for having different views. While a person may indeed be loathsome, it would still be unfair to risk or destroy their future. There’s a clear line between shunning someone for opposing viewpoints and ruining their lives.

In this day and age, we have access to a variety of platforms to communicate our views and thoughts. It’s easier than ever to find like-minded people to share our ideas with, but if left unchecked, this can also lead to people forming tribal echo chambers. This makes it harder for opposing viewpoints to enter the realms of discussion; contradictions to the cemented groupthink narrative will be fiercely countered, as many dislike having their established, subjective truth challenged.

Critical culture instead of cancel culture

So, what does this mean for Kirk? As I said, the issue was not so much the facts he presented as how he delivered them. While he had a salient point in his LinkedIn post on the perils of cancel culture, he did little to try to mitigate the situation from the beginning. We can’t control how others react to what we do or say, but we do have control over ourselves.

No one gains from cancel culture. Reiterating the line from Kirk’s LinkedIn post about open and honest debate, if communications are to be a tool for creating a better society, there must be room for constructive feedback and discourse, and letting people acknowledge their mistakes, and rehabilitate.

Cancel culture – if used brazenly – leads to silos and a divided society, not understanding and learning. With so many things happening in the world today that require real change, we can no longer bury our heads in the sand.

The post Cancel culture – when to know enough’s enough appeared first on Redhill | Global Communications Agency.

A version of this story first appeared in the official website of the Association of Small & Medium Enterprises (ASME). Click here to read it.

Globally, there is little doubt that small and medium-sized enterprises (SMEs) are the driving force and backbone of economies, representing 90 per cent of businesses and contributing to 50 per cent of employment. Given their vast numbers, it stands to reason that meaningful change in the sustainability agenda cannot be achieved without them – and they can even be a key champion and driving force in industry transformations.

Historically, amongst SMEs, there have been few resources allocated towards sustainability, given that often limited resources must compete with other, perceivably more immediate, business priorities. There has also been minimal support to effect real or tangible practices. Now, however, there is growing recognition that prioritising resources toward sustainability drives business growth, and organisations with unclear sustainability agendas could face higher reputational risks.

SMEs are therefore increasingly on the lookout for opportunities to embrace sustainable practices – no matter how small – and incorporate them into their everyday operations. Recognising that this is not just part of good business in building resilience and driving long-term growth, they can be empowered to not just transform internally, but also impact their surrounding communities and industry ecosystems with positive social and environmental benefits.

Overcoming the “iceberg syndrome”

Talking about corporate sustainability is sometimes referred to as the “tip of the iceberg”. There is far too much time spent talking about the goals, ambitions or measures that are going to be put in place versus actually implementing the actions that address the root and delve beneath the “iceberg”. Ideally, there should be 95 per cent of the “doing” in solutions and only 5 per cent of the “talking”.

Yet, there is sometimes inertia when it comes to the “doing” – because SMEs may not know where to begin. Either there is a lack of know-how or they are confronted with multiple potential solutions, which can be just as overwhelming as having no options at all (often referred to as the paradox of choice). This inertia might be compounded by uncertainty as to how to prioritise available resources.

However, a global assessment of the future readiness of organisations has revealed that in fact, what sets SMEs apart and remains a potential to be harnessed is their ability to influence internal processes and their immediate external environments. These advantages can be leveraged and optimised to re-imagine solutions that not only benefit the environment but also the SMEs themselves.

Re-imagining solutions

There are several ways SMEs can unlock greater action to support the sustainability agenda and encourage innovation without incurring significant investment or upheaval:

a. Self-reflection

Knowing “where you are at” in the sustainable journey can help identify what can feasibly be accomplished. For instance, are you at the start of the journey, or has the board already approved a strategy? Do you have a plan for an individual, team, or someone in the organisation to dedicate time to this agenda? Who are the sustainability champions that can initiate this agenda?

b. Leveraging existing frameworks and resources

There is a growing number of platforms SMEs can leverage to support their sustainability journeys without reinventing the wheel. For instance, B Corp’s tools can help companies prioritise areas they estimate will have the most impact and relevance for their sectors, and Climate Hub’s free online course helps SMEs take climate action in seven achievable steps.

c. Spreading organisational awareness

By treating sustainability as a vector of SME growth, organisations can empower internal shifts in employee attitudes and mindsets, reinforced by strategic messaging. For example, whilst encouraging partnerships with sustainable stationery supply sources, the why of this could be communicated. It is also helpful to refer to any changes as a journey, and not in absolute terms.

d. Setting expectations

Given that time, cost and resources are often kept lean in SMEs, setting employee expectations might be required whilst changes are being put in place. For instance, letting executive assistants or management know that extra time and hours may be required to research sustainable supply chains or approve budgets might be necessary.

e. Harnessing the “multiplier effect”

As SMEs have close relationships with vendors, clients, and others in their immediate external environment, there is the opportunity to impact a wider marketplace. For instance, in a food business, there could be incentives offered to consumers if the option for recyclable cutlery is exercised, or credits provided to those who bring their own containers.

Enabling growth by giving more than you take

SMEs play a much bigger role than we realise in influencing communities and the surrounding industry ecosystems. They can easily debunk the myth that only large organisations with impressive resources can act for sustainable impact, and create even greater influence by strategically fostering thoughtful collaborations and partnerships (especially given two-thirds of ESG commitments lie with suppliers).

As brands on a mission to protect the environment with defined principles and a sustainable agenda are more inclined to attract and retain talent, this additionally builds organisational resilience whilst benefiting bottom lines, contributing to all-round sustainable growth. They have the potential to therefore impact and influence organisations of all sizes to be sustainable, and future-ready.

The post Driving the sustainability agenda is impossible without SMEs appeared first on Redhill | Global Communications Agency.

A version of this story first appeared in PRmoment India. Click here to read it.

According to the news, it’s gloomy days ahead on the economic front with ongoing geopolitical turbulence, supply chain disruptions, rising inflation and the very real possibility of a global recession in the next 12 months. A scenario like this usually leads to Indian businesses – especially cost-conscious startups – reducing their public relations (PR) spending to cut costs. Ironically, this is the time when good PR is most needed as it can create the positive impact that brands need to weather the storm.

Staying top-of-mind by being consistent

In 2021, India displaced the UK to rank third in the list of countries that produced the most unicorns in the world, underscoring just how competitive its startup ecosystem is. But with the volatile global markets causing a slowdown in venture capital for Indian startups, the competition for funding is fiercer than ever with a shrinking pool of funds and over 65,000 startups now recognised in the country. One way for startups to distinguish themselves is by sustaining a consistently positive public narrative.

Among venture capitalists and investors, part of their due diligence process is to research whether a prospect has a legitimate offering and a good reputation, as well as whether the founders or the founding team are thought leaders in their respective spaces.

Having a solid media presence – especially in top-tier media – supports a startup’s legitimacy as it implies that the media has done an initial round of profiling and found the company both credible and newsworthy. Regular media appearances further bolster this reputation and help the startup increase their share of voice, maintain top of mind recall vis-à-vis competitors, and ultimately own the spaces they are in.

Many startups also think that PR is only necessary on an ad hoc basis for events like funding rounds or partnership announcements. But PR is ultimately about reputation management, and maintaining a good reputation requires sustaining a consistent, authentic, and visible narrative.

Every time a business stops PR engagement, they lose the momentum they have built for their brand in the public eye, as well as the relationships they have built with the media – which will take time and energy to rebuild.

Attracting key talent and partnerships

Funding aside, a good PR strategy can help startups in India and beyond solve the age-old talent conundrum. Making the right hires with the right mindset and skillsets not only saves time and energy in hiring and training, but also forms a stable core that the business can depend on to see it through economic turbulence. Half the battle is won if startups can cultivate a reputation that best represents themselves and their goals. People tend to apply to – and stay in – companies that they resonate with.

There are many ways to tell different stories for a startup, especially as it evolves. A startup that has just closed its first Series A round may focus on introducing its founders and product to the public, which could attract experienced talent looking for new challenges. Meanwhile, more established startups may choose to highlight their company culture and career progression opportunities, which could be pivotal to attract high-calibre talent to accelerate growth, overcome funding hurdles and scale the business.

Beyond in-house talent, PR engagement can also open the door to new partnership opportunities for startups, which can lead to fruitful outcomes. For instance, appearing on interviews and speaking at panel sessions gives a startup more exposure and may attract new business and collaborations with other companies, which are especially valuable when competition is stiff.

The more active and visible a startup is, the more likely it is to be sought out – both by the media and by other companies.

Managing a crisis within a crisis

The last thing any startup wants to have to handle amid a recession is a reputational crisis, especially given how important reputation is to a young startup.

A mishandled crisis can lead to employee and business loss, as well as a drop in consumer or investor confidence, which can ultimately lead to a startup’s downfall if it happens during tough economic times. That is why it is crucial to have a sound crisis strategy on standby – both of which are part of the PR remit – in case the worst happens.

In 2019, one of our clients was the subject of an article in a leading global publication that carried a negative sentiment against the company, suggesting it did not live up to its stated expertise.

To counter this, we coordinated exclusive interviews with other key publications and thoroughly addressed the pain points raised in the original article by pitching opinion pieces by the CEO, as well as having him appear on podcasts and profiles. Ultimately, we were successful in correcting the narrative and further cementing the client’s reputation as a proven thought leader in its space.

In India, our client once launched a campaign that sparked suggestions of legal action from a large brand and ignited significant media and public interest. Making the wrong choice in this David vs Goliath situation could have meant disaster for our client, but we were able to conceive a strategy that helped them avoid pitfalls and convince the media to carry their side of the story.

This ultimately kept overall sentiment as neutral to positive and averted a reputational fallout without being aggressive or hostile to the other brand, which would have severed any chance of a future relationship.

Adopting a multi-market approach

Startups tend to first build a solid foundation at home before making the leap overseas, but there is no doubt that international expansion is a critical component of many overall growth strategies.

Besides expanding a company’s reach, this diversification can also mitigate the risk of decline in the domestic market during leaner periods. But while global expansion is always exciting, it can be tricky as different markets may require a tailored approach, alternate messaging, and a relevant narrative.

More and more tech startups pioneering technology-led global offerings are receiving funding, which increases their capacity for growth. As a result, many are now looking to expand across borders to find new customers in untapped markets.

Leveraging PR to devise and execute a multi-market communication strategy to achieve goals such as increasing product or brand awareness, collecting market intelligence or strengthening share of voice thus becomes a business imperative; the role of PR engagements in laying the groundwork for a smooth expansion journey cannot be understated.

For many years, we have been the lead agency for a technology startup based in India. They have witnessed rapid multi-market growth and now have offices in the United Kingdom, the Americas and Southeast Asia among others.

As their global lead agency, we streamline their overall global communications strategies and messaging, ranging from managing some of their regional agencies in international markets to showcasing their products and company updates via different media channels. Our efforts have contributed to them achieving positive brand visibility by appearing in top-tier global media titles, which has led to renewed investor confidence and strong funding rounds.  

The show must go on

Traditionally, PR was often an afterthought for startups as it was seen as an optional enhancement. But rapidly changing forms of engagement have changed the way that brands tell stories, and consistent authentic messaging can give a new company the head start it needs to be a success story.

Economic winters do not mean that startups should stop telling stories. Instead, it is an opportunity for the most interesting, creative, and relevant stories to shine brightly in dark times.

The post Why startups still need PR during an economic downturn appeared first on Redhill | Global Communications Agency.

A version of this story first appeared in Issue 88 (August 2022) of the Orient Magazine by the British Chamber of Commerce Singapore. Click here to read it.

5.30am

I wake naturally to the golden light of dawn, streaming through the open windows and kissing me gently on the cheek. There’s no better way to start a Monday morning – and seeing the brick rooftops of Holloway reminds me that I’m in dear old London for the next two weeks to set up Redhill’s new UK entity, which makes me pumped to roll out of my four-poster bed and tackle the day head-on.

6.30am

Arming myself with a huge cup of steaming hot tea, I mentally brace myself and confront my Outlook inbox. It’s overflowing with seven hours of missives from Southeast Asia (SEA), where my team and the Redhill HQ is based.

My routine is usually to have focus time in the mornings for big work, but while I’m in the UK, I only have a smaller window to speak to my team during working hours due to timezones – which means their needs come first. So I truck through the mountain of emails and sign not one, not two, but THREE contracts. Whew!

8am

I jump on a Teams call with some of the team to check on how they’re doing with two big pitches that are coming up in the next week. Emails and texts save time, but there’s nothing like real conversations for efficiency and to foster genuine connections.

I work closely with my Senior Account Managers in Thailand and Singapore to refine the deck and by the end of an hour’s hard work, everything looks great. Can’t wait for the presentation – they’re sure to kill it.

11am

Managed to put out some fires and get some planning work done before it was heels on and out the door to catch the Tube down to Soho for some meetings. Today I sat next to the only girl in a group of four that wasn’t wearing green, and sent them all into hysterics when I asked her if she was sitting next to me because she didn’t get the green memo. Interactions like these make my day.

11.30am

Comfortably ensconced in my favourite spot at the Blacks Club, which is a reciprocal club to Mandala Club in Singapore and has been my base of downtown operations for the past seven days.

Hospitality here has been sensational, and I have hosted divine reconnections with wonderful journalists and cracked on with my work at large whilst listening in to film deals being crunched and NFTs being sold.

Speaking of reconnecting, my lunch date – a highly talented freelance journalist – just showed up. Must remember to order the amazing fries for the table.

1.30pm

COVID-19 has made me realise how much of a luxury it is to be able to do in-person meetings again. There’s nothing like face-to-face connections – I had the best time speaking to my journalist friend over lunch, learning all about her content creation journey and discussing potential business opportunities from her network. This is how business is done the world over.

Said goodbye to her with many kisses and hugs, then popped my earphones in and hopped on to the global business unit head call. Had lots of exciting London updates to share with the rest of the Redhill leadership team.  

3pm

It’s strategy mode off, networking mode on as I pack up my things and Tube it across town to Andaz London, a beautiful Liverpool Street hotel where I’m supposed to meet my next appointment – a highly promising candidate to helm the UK office.

We’d spoken virtually while I was in Singapore, but connecting with him in person and exchanging stories about work, life and everything in between was a joy. We had tea, we had wine, we had chats, we had resonance. I’m incredibly inspired.

4.30pm

Climbed up to a rooftop warehouse in east London to poke my head in at a video shoot for an edgy, brilliant brand I’m starting to work with and was greeted by a tidal wave of exuberance and affection. I couldn’t wipe the smile off my face if I tried.

Sat and watched creative geniuses at work bringing their visions to life, then caught up with old connections I hadn’t seen for years like it was just yesterday. There was definitely some London magic in the air.

7pm

Finally peeled myself away from Dalston and zipped back into Soho to meet a dear friend and sensational PR professional for some Japanese-Peruvian cuisine she’s been insisting I try.

The place is buzzing and conversation flows like dry reds into our glasses as we talk about writing, business, and her twin daughters over plates of fresh salmon sashimi. She’s an amazing writer and is definitely up for working with us, which I’m so excited for. Minutes, then hours tick by, but the atmosphere never gets less buzzy and neither do we.

10pm

After treating ourselves to a post-dinner jaunt in Selfridges and emerging with a haul of MAC makeup, it’s time to part ways and I find myself on the Tube for the last time tonight.

Signal’s not the best underground so I spend that time composing notes to myself on my phone for tomorrow and people-watching from my seat. Some well-dressed people chatter to each other about the actors and the theatre show they’ve obviously just come from, while others set their briefcases between their legs and lean tired heads against the window as our train rattles through the night.

I remember London’s end-of-day face well, and the sight is somehow comfortingly familiar.

10.30pm

Housemate’s still awake when I get home, so we have a 20-minute debrief of our respective days over a half bottle of a nice red before I say goodnight and head upstairs.

I scan a few quick emails, get in my 10-minute yoga session to de-kink my spine and go through my nightly routine – skincare is a must, everyone – before finally slipping in between comfy sheets and settling down to rest.

Goodnight, London. I can’t wait to do it all again tomorrow.

The post A day in the life of a PR Managing Director appeared first on Redhill | Global Communications Agency.

A version of this story first appeared in Campaign Asia. Click here to read it.

Ever since Facebook rebranded itself as Meta and declared itself a champion of the metaverse, everyone wants to be part of the metaverse conversation.

Matthew Ball, author of The Metaverse, says the metaverse is the ‘fourth wave’ of computing: “It’s about being always online rather than always having access to an online world.” This vision of an always-on world has exciting implications for how we might live, work, and play in the future.

Many brands are eager to get in the metaverse game for a head start on the next digital frontier. At present, however, the metaverse is still a concept in its infancy. There remain many grey areas that brands must first do their due diligence on to decide whether they should make a metaverse play now, or whether waiting is the smarter choice.

The race to the metaverse

Broadly, we understand the metaverse as a convergence of our digital and physical lives. It is a world where both of our existences will carry real importance.

By 2026, Gartner says, a quarter of us will be working, studying, shopping and socialising in the metaverse for at least an hour a day. It will have a ‘virtual economy’, which will include digital currencies and non-fungible tokens (NFTs), to buy, own and sell digital or physical items online. The metaverse technology market alone is already projected to hit US$224 billion by 2030 — to say nothing of the revenue opportunities it will create for companies across sectors.

Unsurprisingly, we are seeing brands experimenting with new metaverse experiences to establish first-mover advantage in what could be a very lucrative new space.

Last year, Hyundai launched its Hyundai Mobility Adventure metaverse space in Roblox, an online entertainment platform and metaverse frontrunner, to showcase its products and future mobility solutions. Recently, Meta launched an online store for Facebook, Instagram and Messenger users to buy digital clothing for their virtual avatars — and luxury labels like Prada and Balenciaga already have designs for sale on it.

Other brands are choosing to dip their toes in first by buying digital land — despite prices skyrocketing by as much as 500 percent. In January, consultancy giant PwC bought virtual LAND in The Sandbox, a blockchain-based 3D open world game. Sportswear leader Adidas and gaming brand Atari number among PwC’s neighbours; the former aims to build exclusive content and experiences, while the other plans to build a virtual theme park with a unique digital economy.

Staying authentic in the eye of the storm

With everyone seemingly hopping on the metaverse train, it is natural for brands to worry about the potential opportunity cost of not following the crowd. It does not help when they are being bombarded by a myriad of articles and podcasts touting metaverse strategies and best practices for brands. But as far as I’m concerned, it always comes back to authenticity.

Brands are used to deciding what platform to advertise and engage on based on where their audience is, as well as which is more authentic to the brand’s image.

An apparel brand for young adults may create trendy TikTok and Instagram video content to appeal to the younger demographic, while brands focusing on mass market appeal may have more outdoor advertising and TV ads to get as many eyeballs as possible. Deciding whether to participate in the metaverse requires similar considerations.

Brands need to think about:

• Who and where is your audience?
• What are the messages you’re trying to propagate?
• Does a metaverse presence support your brand message?
• Is the metaverse the right medium to spread your message? Are there better alternatives?

Clubhouse’s meteoric rise and fall is an excellent example of why brands should not jump on trends for the sake of it. I am not saying this will happen for the metaverse, but the lesson remains relevant. At this point, we still do not know what the metaverse will even look like — what we are being sold now in the fancy teaser videos are still concepts and fantasies.

Brands that do decide to take the plunge must approach the metaverse as its own platform. They cannot hope to simply transplant a social media campaign into the metaverse — they must experiment, prepare for a lot of trial and error, and build things organically and in real-time. The key is always to focus on the storytelling — that has never changed, regardless of medium.

Who protects the metaverse?

Another aspect that brands must not forget when it comes to the metaverse is the question of ethics. For the metaverse to achieve popularity and longevity, it must be safe enough for people to interact, purchase, engage and invest in it comfortably. Unfortunately, we are not at that stage yet.

For a long time, the business model of Web 2.0 (our current iteration of the Internet) companies revolved around speed and profit: in fact, Facebook’s mantra was ‘move fast and break things’ until 2014. As a result, ethical standards and enforcement could not keep pace. Facebook is infamous for its inadequacy in dealing with ethical issues around data usage and collection, as well as its opaque content moderation standards. It may have a new name now, but its problems remain.

Brands in the metaverse cannot afford to ignore the ethics question. Already there are numerous accounts of virtual harassment in the metaverse, ranging from virtual groping to more violent behaviour. Meta’s latest answer was to institute a four-foot ‘Personal Boundary’ between avatars in its Horizon Worlds VR experience, but this seems reactive and insufficient.

“Designing mechanisms for ‘doing better’ is not beyond an ecosystem that is responsible for designing a virtual world in the first place.” — Mark Read, CEO of WPP

The real-time nature of the metaverse also works against it here. It will be extremely challenging for brands to monitor and regulate at speed — especially given the lack of satisfactory moderation standards in today’s Web 2.0. Managing information privacy and user safety is another question; how will brands protect both users and their sensitive data, and what is the scope of their liability?

No one has the answers yet, but finding them must be top priority for brands seriously considering making a metaverse play.

Take the good with the bad

The technology and the possibilities of the metaverse excite me. If the metaverse does succeed in cementing itself as a cornerstone — if not the nexus — of Web 3.0, then the question will not be whether brands should participate in it — it will be when.

If done well, the metaverse will provide brands with a huge opportunity to create new and immersive experiences for consumers, as well as pioneer new forms of engagement. However, we cannot also ignore its dark side.

The metaverse is presented as a new, decentralised Internet experience, but it is still driven by large businesses that focus on growth and profit — many of them the same ones that have shaped our Internet experience today, with all its features and flaws. Content moderation and digital addiction will both be huge issues that the ecosystem must tackle as a whole for effective and positive change.

With everyone hopping on the metaverse train, it is natural for brands to worry about the potential opportunity cost of not following the crowd. But as far as I’m concerned, it always comes back to authenticity.

What we have now is the relative advantage of time. With the metaverse still in its infancy, brands have some space to plan proactively instead of trying to play catch-up.

Decision-makers must tackle these difficult but necessary questions now about the suitability of the metaverse for their brand, as well as the ethics and regulations that it must uphold for them to participate productively. Joining the metaverse should be an informed, planned choice, not blind bandwagoning or as a last resort.

Ultimately, my advice to brands is: always look before you leap. Do not get dazzled by the metaverse hype. Stay focused on the story you are trying to tell and who the audience is that you are trying to reach. Those are the most important — no matter what universe you are in.

The post Should brands participate in the metaverse? appeared first on Redhill | Global Communications Agency.

A version of this story first appeared in Campaign Asia. Click here to read it.

Three years on and the coronavirus disease, or COVID-19, remains a constant, all-consuming presence in our lives. It has impacted each one of us professionally and personally. But while the virus has not been kind to us, there has been a silver lining.

COVID-19 has uncovered long-buried inefficiencies and vulnerabilities at work by forcing industries to relook pre-conceived notions, standards and expectations of and from us as working professionals. It made us accept and embrace change, which accelerated conversations and real action around work-life balance, mental health and wellness, leadership and culture. I consider this a blessing in disguise.

Even now, COVID-19 continues to have an unexpected impact on how both individuals and organisations view work and the workplace — and the communications, advertising and marketing industry is no exception. I had the opportunity to explore this and more from both an individual and a leader’s perspective during the Campaign Leading Change (CLC) workshop and conference in Singapore recently.

The conflict: picking up the reality check

Personally, COVID-19 hit me hard. The lockdowns, the isolation, the fear — all of it really affected my mental and emotional health, especially when I had to have emergency surgery at the height of the pandemic. But through it all, I kept working, convincing myself it was at least better than being bored sitting at home.

It was the wrong way to think. I ended up working myself into crippling burnout. But even though it became apparent that I wasn’t alone in this, I kept my burnout under wraps. I was unconsciously judging myself and was worried how my burnout would be perceived. Would it cast doubt on my abilities? Would it make my gender seem weak? Would my team and peers think less of me?

I embarked on a journey of self-reflection, seeking to understand myself as a female leader, a role model and simply as a working professional. In the process, I thought about how I felt in trying to tackle this issue. Despite having the office’s full support, I couldn’t shake how alone I felt — even though I knew I was not alone. Eventually, I learned that this was just how many of us were and are wired.

Even though it became apparent that I wasn’t alone, I kept my burnout under wraps. I was unconsciously judging myself and was worried how my burnout would be perceived.

It was not an easy process, but I eventually managed to overcome my doubts and fears. I thought about how others in similar situations as me might feel. I wanted them to know that they were not alone. So I decided to speak up and share my experiences with full honesty and vulnerability.

I am fortunate to be in a company where we started asking similar questions as an organisation. How can we support our people? How can we create a safe space and open culture? How can we assure our teams that it is okay to not be okay? How can we break biases and perceptions, many times our own, to truly create real change? And what can we do as leaders to make these changes?

The epiphany: leading the human-first revolution

Leadership is more important than ever in shaping the workplace, whether operationally or culturally. It is proven that change comes from the top. As leaders, we have to lead by example and be open to conversations and suggestions.

There is also a pressing need to lead with empathy and compassion, which can only be achieved with diversity and fair, representative leadership. Diversity is integral to organisation-wide understanding and tolerance. That is why it is so important to embrace and support more female leaders to narrow the gender gap.

Similarly, it is crucial to have leaders from all walks of life, who bring with them different perspectives and worldviews.

How leadership builds culture

So much has been said about culture, yet so much remains to be explored — especially in today’s fast-evolving workplace. As leaders, it is on us to create and maintain the culture we want for ourselves and our teams. No more lip service! We must walk the talk in everything we claim to offer and more.

To do so, however, we need to first identify and acknowledge our own biases and perceptions, whether unconscious or otherwise. We must also be critical of ourselves — both in individual and organisational terms. Only then can we even begin to see and tackle issues borne of bias such as unfair hiring practices, the reprioritisation of employee happiness and wellness, or even the absence of a caring and welcoming work culture.

A communicative workplace is a conducive workplace, and it is a leader’s job to facilitate that. I can’t stress enough how important it is for leaders to reach and connect with their people across backgrounds, seniority, sexes and socio-economic groups.

People want to be seen, heard, and to know that they matter. It’s easy to make general or token gestures, but what the industry really needs is genuine, tailored actions in response to real feedback. Something I know we can accomplish!

There is a pressing need to lead with empathy and compassion, which can only be achieved with diversity and fair, representative leadership. Diversity is integral to organisation-wide understanding and tolerance.

Leaders also need to be able to empower their employees by giving them a voice and creating safe spaces so that they can be heard without judgment.

Take imposter syndrome for example — it can badly cripple a person’s self-confidence, resulting in more stress, lower productivity and reduced opportunity for growth. But if leaders champion the creation of safe spaces at work where people can share their problems, this supportive environment will help accelerate their journey to overcoming it.

Last but not least, everyone is responsible for building a human-first workplace. Leaders can set the intention and path forward, but it is equally important to convince mid-level and junior staff to join the cause by leading through example. It is crucial to get everyone’s buy-in as we can all hold each other accountable and ultimately be part of the change.

The resolution: moving with the times

I love this amazing industry I’ve been fortunate enough to be part of for over 12 years, but it has not always been the easiest to work in and I want to change that. After I spoke at the CLC, I received a lot of positive feedback from attendees who resonated with my messages. It validated my personal choice to speak up, be candid, and most importantly — be human.

What is certain is that COVID-19 has set in motion an evolution of the workplace that has and will continue to change work as we know it. It taught us just how untenable and unsustainable some of our existing practices are. We must accept that lesson with humility and embrace the change necessary to improve — because whether we want it or not, change is coming.

As an industry, we need to do better, together — for everyone — to build a healthier workplace of tomorrow. Looking at how we have rallied and changed through the worst of COVID-19, I know we can do it. All it takes is for us to stay hungry to learn, adapt with the times, and remember that we are human first above all else.

The post COVID-19 taught us how to build real human-first workplaces appeared first on Redhill | Global Communications Agency.

It all started with this unexpected suggestion:

“You should consider working from another country for a while. Gain new perspectives! Learn about different cultures!”

One thing led to another, and next thing I knew, I was applying to test the pilot of the Redhill Live and Learn Immersion Programme — a new cultural immersion initiative by Redhill. Essentially, cultural immersion is where an individual actively tries to integrate into an unfamiliar community by working and living like a local, which also promotes a better understanding of nuance.

Under this programme, selected Redhill team members will spend a month or two working and living in a different country — as long as Redhill has an office there. This will give them the chance to learn about new cultures, gain international work experience, and meet overseas colleagues.

Destination: Dubai

Ultimately, it was decided that I would spend a month in Dubai, United Arab Emirates (UAE), for two reasons.

One, Redhill had set up a new office there. Two, more business opportunities were cropping up in the Middle East and North Africa (MENA) region, making it increasingly important for Redhill. More familiarity with the region and culture could only be a good thing.

So it was that after two weeks of whirlwind planning and packing, off I went to immerse myself in Dubai.

Paper knowledge versus lived experience

I’ll be honest — before this, the most time I’d ever spent in Dubai was a few hours in transit at the airport. I didn’t know much about it beyond some vague ideas about wealth, heat and Islam being the majority — and official — religion. So I did some initial research and made some interesting discoveries.

Did you know that foreigners significantly outnumber locals in Dubai? I didn’t. Close to 90 percent of the population is foreign, with Indian nationals being the largest demographic.

I also found out that living costs were much higher than in Malaysia, primarily because Dubai must import a good deal of its food — agriculture is difficult in the desert.

Additionally, checking the weather forecasts suggested that it would be unrelentingly hot and dry in Dubai, so I tried to pack light but modest clothing.

But knowing and experiencing are two entirely different things.

The majority Indian population is just a statistic until you see the ubiquity of Indian spices and dishes in the local supermarkets and eateries. Higher living costs really hit home when you buy liquid soap at nearly RM40 a bottle instead of the RM20 you’re used to. (Note that Dubai’s currency is only about 1.2x that of Malaysia, so it’s not really a conversion issue.)

And then there’s the weather — the dry desert heat becomes all too real when you’re standing under the sun, feeling like your skin’s baking to a crisp, but you haven’t sweated a drop.

But over time, I adapted. I learned to dress very light but also carry a jacket for air-conditioned shopping malls. I bought groceries at less central supermarket outlets after finding out that prices within the same chain could vary based on location. And after a few expensive ride-hailing trips, I realised that local Hala taxis would always be the cheaper option and switched to using them.

That’s the beauty of cultural immersion — not only do you get the experience, you also get the chance to embrace the change and adapt to it in your own way.

The search for cultural insight

I actively paid attention to difference during my time in Dubai. Out of respect, I tried to avoid eating or drinking in public during the Muslim fasting month of Ramadan. I marvelled at how everywhere, from taxis to roadside halva kiosks, had contactless payment facilities. It was so easy to go cashless!

I navigated all 12 million sqft of Dubai Mall easily with its own location app and decided that other malls could learn a thing or two from it. I visited architectural wonders like the Museum of the Future and bastions of tradition like the old quarter of Deira, finding myself captivated in equal measure by the prevalence of Dubai’s ambition, innovation and drive.

Taking a leaf out of my extrovert father’s book, I went out of my way to talk to people to get some local perspectives and it was a fascinating experience.

A Pakistani desert tour driver spent 15 minutes lamenting to the entire car that foreigners can’t become UAE citizens, then missed a turn while arguing women’s rights with my seatmate, a fiery female Israeli programmer who once served in the army.

A Filipino shopkeeper told us over steaming cups of tea that one of the best things about Dubai was that it doesn’t impose income tax, allowing her and her husband to give their kids a good life.

A Nepalese cab driver insisted that according to his friends, Malaysia was lovely but not safe (“a lot of crime”), but happily, Dubai was both. (I did stand up for Malaysia. It didn’t help!)

What I found miraculous was that most everyone I met (including the three above) were unanimous in praising Dubai’s safety — an impressive achievement in such a diverse city. I’d count myself one of them too, now. I never felt unsafe walking the streets of Dubai alone, even late at night and miles away from home.

Besides satisfying my own curiosity, this active engagement was also for my professional growth as a writer. I write for Redhill’s clients across the world — including within the MENA region — and effective writing requires familiarity with the interests and nuances of each market.

What industries are important? What issues do people care about? What is taboo and what isn’t? I resolved to learn as much about the local landscape as I could so that I could convert that newfound insight into more resonant pieces, as well as a more diverse perspective for my team.

This paid near-immediate dividends. One of the first jobs I had to do upon returning to Malaysia was produce an article for a Dubai-based company, and I found it infinitely easier to write with the context I’d picked up during my stay in Dubai. Desktop research could have filled in the gaps, but it’s always better to write about something you’ve lived through instead of just heard about — and it always shows.

A different kind of teambuilding

Getting to see and experience a new place is always fun and exciting, but for me, one of the things I was most looking forward to in this cultural immersion trip was the chance to connect with distant teammates.

Anit, Redhill’s Managing Director — Middle East and Africa, was my local colleague in Dubai. I had met him for a few hours on a short trip to Singapore, but it was only in Dubai that I really got to know him as a person.

At once gracious host, resident expert and consummate professional, Anit patiently answered my countless questions and even sprinkled in industry-specific tidbits of knowledge; learning from him that the ‘PR’ role in many Dubai companies usually involves handling work visas instead of press releases was a singularly unique revelation. He also introduced me to the wonders of Indian milk tea, and teatime became a shared joy.

Two weeks in, Natalie, the go-getter Managing Director of Redhill from Singapore, also joined us. They say three’s a crowd, but in this case I think it was just right.

Together, we attended the Arabian Travel Market trade fair, where we marvelled at the ultra-elaborate displays and met a contact for a spontaneous catchup outside the exhibition hall doors, where he unloaded a wealth of insights that we tried our best to absorb in a thoroughly inadequate 10 minutes.

We also drove to Abu Dhabi and visited the Abu Dhabi Global Market, where Redhill has a presence, before doing an impromptu tour of the stately capital of the UAE and listening to Anit give us an abridged history of the UAE’s politics, economy, and society.

Last but not least, I even visited the new Dubai office in Dubai Media City and had the honour of being the first non-local employee to work in it! (I asked Anit to name a chair after me. I don’t think he did, somehow.)

Cultural immersion is where an individual actively tries to integrate into an unfamiliar community by working and living like a local, which also promotes a better understanding of nuance.

Having the chance to meet and work with both Anit and Natalie added a much-needed dimension to my Redhill working experience.

Anit was able to provide valuable insight on the business environment specific to the MENA region, as well as help Natalie and I navigate the hidden nuances of local culture. Meanwhile, Natalie contributed her unique perspective and work ethic as a female leader, along with offering critical context on Redhill’s wider ambitions, which helped shed light on future plans.

Most importantly, however, working alongside each other and sharing new experiences in person helped me get to know them as complete individuals, not simply as friendly floating faces and disembodied voices on Teams calls and text chats. Our relationships as colleagues and friends gained more depth as a result — something that pure online interactions simply can’t replicate.

Building bridges through shared experience

For me, a key takeaway from the Redhill Live and Learn Immersion Programme is that cultural immersion is one of the best ways to dispel inaccurate, misguided and outdated assumptions — as long as you go into it with an open mind.

Before I went to Dubai, many friends and family expressed their concerns. “Is Dubai safe for women?” “It’s all desert, is there anything to do there?” “Do you have to dress very conservatively?”

Admittedly I, too, had my initial reservations due to a fear of the unknown. But having now been there, I can say that yes, Dubai is safe; yes, there is tons to do here; and no, Dubai is fairly liberal. Judging by the responses I got, I like to think I changed some minds.

In a workplace context, cultural immersion also promotes better work relationships and creates better synergy between international colleagues, which is especially important for an agile organisation like Redhill that has dispersed teams across the world.

Through the Programme, I worked with colleagues that I would never normally meet in entirely new markets. I saw first-hand how they operated and the challenges they faced. I learned how I could better support them and got to know them as people outside of the office.

The world is getting smaller and more connected, yet the closer we get, the more easily differences seem to divide us. This seems especially true this year as destructive global conflicts and landmark judgments (or their overturning) ignite raging debates around what an equal, inclusive, and tolerant world should look like.

We need to make the effort to step out of our own bubbles and understand cultures and communities beyond our own. When we walk in another’s shoes, we come one step closer to becoming global citizens that are more engaged, tolerant, and accepting of others — and also one step closer to building a world that espouses the same.

The post How cultural immersion makes us better global citizens appeared first on Redhill | Global Communications Agency.