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PHD Worldwide Appoints Vincent Rebeix As Global Chief Operating Officer

MM Desk by MM Desk
September 13, 2024
in Advertising, People Spotting
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PHD Worldwide Appoints Vincent Rebeix As Global Chief Operating Officer

PHD Worldwide, Omnicom Media Group’s (OMG) global media and marketing communication agency, has onboarded Vincent Rebeix as its first Global Chief Operating Officer (COO), a role that the agency has created in recent times to meet the growing demand for specialised client solutions.

In this role, he will drive the development of future-fit products, processes, and customised client operating models that will enable PHD clients to outthink, outpace, and outgrow the marketplace.

Rebeix has joined PHD following two decades with Group M, where he most recently served as Global Chief Product Officer for EssenceMediacom, leading the development and delivery of client solutions across the network, including analytics, performance marketing, and AI.

In his new role, Rebeix will be leveraging parent company OMG’s Agency as a platform (AaaP) model that enables PHD to draw talent, tools, and capabilities from across the entirety of the OMG and Omnicom networks. Powered by Omni- the open operating system that supports all Omnicom agencies- AaaP allows PHD to create flexible, bespoke client solutions that can evolve as changing client needs and marketplace dynamics demand.

Rebeix, whose official start date is October 1, will be headquartered in London, reporting directly to Guy Marks, Chief Operating Officer (CEO), PHD Worldwide.

Also Read: Eileen Ooi Becomes New CEO Of Asia Pacific Region At Omnicom Media Group’s PHD

On his appointment, Rebeix said, “Throughout my career, I have delivered growth for clients and organizations by uncovering and executing against transformation opportunities. At this pivotal time in our industry, I believe that the combination of PHD’s “Intelligence. Connected.” vision and Omnicom’s Agency as a Platform capability is unmatched as an offering. As Global Chief Operating Officer, my mandate will be integrating these strengths to create meaningful value for our clients and our people around the world.”

Speaking on the development, Marks, said, “Driving transformative growth through media begins with a future fit operating model- tools, technology, and architectures that accelerate insights, advance effectiveness, and enable collaboration. Media sits at the center of digital transformation, connected commerce, content, and creators. That broad spectrum of client needs requires deep specialization from the breadth and depth of OMG and Omnicom. How we integrate these solutions, the simplicity we create for clients, the agility we bring, and the pace at which we move are core to our success. Rebeix’s record of building and scaling such outcome-centric solutions made him the ideal choice to lead operations for a next-generation media agency engineered for connected intelligence.”

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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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