What is your assessment of the year that just ended? Have they had the results they expected?
2023 has been a good year despite the context we have gone through and which still remains uncertain. Regarding the economic result, we have grown in revenue and, more importantly, we have once again improved the company’s margin, although we still think we have a long way to go here. We have met our objective of attracting new business, attracting new clients, which demonstrates once again the solidity of our project and how the market perceives it. In addition, we have retained historical clients who see us as their agency of the future. Finally, we continue to gain market share in digital.
What are the challenges and opportunities you see in the industry and for Havas Media in 2024? Any that catch your attention?
As an industry, we face enormous challenges that, at the same time, represent exciting business opportunities. But if I had to summarize it in one, I think that media agencies have to take one more step in consolidating their positioning as a “strategic marketing partner” for advertisers. We must -without complexes- redefine the word agency and capitalize on our real capacity to develop clients’ business through marketing, communication and of course, the media.
How do you plan to address those opportunities?
We continue to focus on creating relevant brands that connect with the real needs of consumers. Furthermore, we want to champion more creative and innovative, more emotional communication. Develop liquid content that lives under a single media strategy. And take advantage of the opportunities that data and technology offer us to make communication more efficient. Finally, revolutionize the customer experience, knowing that what is most valued are the relational aspects, without of course neglecting the transactional agenda, what we have historically called “customer service.”
At an organizational level, what have been the main changes you have promoted this year? And what plan do you have for 2024?
Two important things come together. On the one hand, there is our three-year strategic plan under the premise of “growth is power”, focusing on four major pillars to achieve our goal of sustainable growth: culture, customers, brand and talent. And, on the other hand, there is the evolution of our organizational model, giving rise to what we have internally called Havas Media 3.0. We continue to focus on collaborative intelligence to adapt our organization to the needs of the market. In fact, in the coming weeks, we will communicate this new model that seeks to put the customer even more at the center, enhancing differentiation and efficiency in the execution of plans.
Finally, on a more personal note, what are your main virtues as a manager? How can a profile like yours help Havas Media continue to grow?
This question should be asked of Ester García Cosin, CEO of Havas Media Network, who had the vision and courage to hire me after a year of searching for a manager to lead the transformation of Havas Media. I still remember the end of our first conversation, where I told her “you are aware that I don’t know anything about media” and she replied “yeah, but you know about other things and your team already knows everything there is to know about media.”
Beyond the anecdote, I believe that my experience offered many synergies and opportunities for the group. A different vision of the industry and customers, a fresh look inward and my experience in business transformation. Furthermore, we share values ??and a commitment to the new generations to leave a better Havas Media than the one we inherited. Something that can only be achieved by seeking the best version of our team.
