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Leo Burnett India Elevates Sonal Chhajerh & Pravin Sutar As National Creative Directors

MM Desk by MM Desk
August 13, 2024
in Advertising, People Spotting
A A
Leo Burnett India Elevates Sonal Chhajerh & Pravin Sutar As National Creative Directors

Leo Burnett India, part of Publicis Groupe India, has elevated Sonal Chhajerh and Pravin Sutar to the role of National Creative Directors.

Prior to the elevation, Chhajerh served the role of Group Executive Creative Director at the agency and Sutar was Head of Creative at Leo Burnett Bangalore. While the former has aligned her creative vision to help empower brands with Leo Burnett’s ‘Impact a Billion’ thinking, the latter has been working towards shaping the agency’s Bangalore office into a formidable force with his creative acumen and leadership skills.

That being said, in their new roles as NCDs, the two will be uniquely placed to leverage their collective experience and creative vision to unlock creative effectiveness for both- the agency’s brands and its people.

Both Chhajerh and Sutar will continue reporting to Rajdeepak Das, Chief Creative Officer, Publicis Groupe, South Asia and Chairman, Leo Burnett South Asia.

Standing for modern transformational creativity that powers growth for brands and businesses, Leo Burnett’s new elevations mark the agency’s commitment to world-class creativity and technology, innovative new-age thinking and holistic, high-impact business solutions that strengthen brands.

Being passionate about working on impact projects that deliver genuine change for clients and society at large, Chhajerh currently leads the account of P&G Whisper and has been instrumental in the ‘Missing Chapter’ campaign which is one of the agency’s most acclaimed and awarded work.

Similarly, Sutar has been instrumental in strengthening the Leo Burnett Bangalore offerings by managing the large portfolio of some of the biggest brands including Ikea, ACKO, RedBus, Kingfisher, Heineken, and Lenovo, to name a few.

Talking about his appointment, Pravin Sutar, National Creative Director, Leo Burnett India, said, “Leo Burnett is right at the center when it comes to creativity and innovation in the country. I’m really excited with the opportunity presented to me by Raj and Amitesh and am committed to finding fresh avenues and platforms to express ideas while preserving our unique Leo Burnett culture. And with the team we’ve built over the past few years, we’re more than ready to undertake this journey.”

Adding further about her appointment Sonal Chhajerh, National Creative Director, Leo Burnett India, said, “I am excited to step into this role and build on the vision and outstanding progress we have achieved as an agency over the past few years. I truly believe that the future of advertising is using creativity as a force for good —impacting billions of lives through innovation and sustainability. I am thankful to Raj and Amitesh for trusting me with this responsibility and am looking forward to collaborating with colleagues and our brand partners to create work that is truly world-class, scalable, and makes a real difference.”

On the promotions, Rajdeepak Das, Chief Creative Officer, Publicis Groupe, South Asia and Chairman, Leo Burnett South Asia, said, “At Burnett, we truly believe the driving factor for success is our people and culture. Over the past few years, Sonal and Pravin have gone above and beyond their designated roles to contribute to the success of Leo Burnett. And I am thrilled that they are now stepping in as co-pilots to our already strong creative leadership helmed by Sachin Kamble and Vikram Pandey as Chief Creative Officers.

To this, Amitesh Rao, CEO- South Asia, Leo Burnett, Publicis Health and Publicis Business, added, “This has been a phenomenal year for us at Leo Burnett. And Sonal and Pravin have been a big part of our success story. Both are true representation of Leo Burnett, respected and admired by our clients, our partners, and our people. Their elevation will add more depth and value to our agency’s creative output and further accentuate our focus on solving business and human problems using creativity, innovation, data, and technology.”

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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