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Robert Gilby Parts Ways From Dentsu International As CEO- Asia Pacific After Two Years

MM Desk by MM Desk
September 30, 2024
in Advertising, People Spotting
A A
Robert Gilby Parts Ways From Dentsu International As CEO- Asia Pacific After Two Years

Joining Dentsu International as CEO- Asia Pacific (APAC) and becoming a member of the Group Executive Management team at the network agency in September 2022 and providing significant leadership across the network’s markets, brands and practices in the region aiding Dentsu in its transition to One dentsu for the past two years, Robert Gilby has now decided to step down from his position to pursue new opportunities. 

Confirming the development to Marketing Mind, Dentsu, in its company statement, mentioned, “Rob Gilby has stepped down from his position as CEO, APAC, dentsu to pursue new opportunities. Rob has provided significant leadership across our markets, brands and practices in the region and as a member of the Group Executive Management team as we transition to One dentsu.” 

“During his tenure, Rob has fortified the leadership team, enhanced core capabilities and aligned with the new Group strategy to offer integrated, client-centric growth solutions from across dentsu’s practices. We are grateful for his contributions,” it added.

 Furthermore, Dentsu also mentioned, “As we search for a new APAC CEO, our leaders in the established cluster markets, powered by a strong regional Clients, Business and Function team will work through the Group Strategy Unit, under the leadership of Yoshiki Ishihara, Global Chief Strategy Officer, with the full support of Global President & CEO, Hiro Igarashi, ensuring a continued client-centric approach and progress of the One dentsu performance and growth agenda. We thank Rob for his dedication and commitment to our organisation and wish him success in his future endeavours.”

Before joining Dentsu International in September 2022, Gilby was associated with Nielsen as President, Asia Pacific, from October 2021 to August 2022. And prior to that, he was the Managing Director, Global Partnerships and International at Age of Learning for a period of one-and-a-half years, starting April 2020.

On the sidelines, he continues to serve the role of Founding Partner at Reaction since July 2020 and as CEO and Founder at Blue Hat Ventures since January 2018.

From January 2015 to September 2021, he was a part of Ministry of Digital Development and Information and worked across a slew of roles including that of Member- Media International Advisory Council, Board Member- Infocomm Media Development Authority, Chairman of Advisory Board- Singapore Media Festival and Board Member- Media Development Authority. 

Previously, he was also associated with The Walt Disney Company for a period of 12 years. He joined them as Managing Director- Disney Channels  (UK, Scandinavia and Emerging Markets) in January 2006, became Managing Director- Media Distribution (APAC) in February 2008 followed by assuming the role of Board Member- The Movie Network Channels (Australia), UTV Software Communications (India) and CASBAA in 2009. In December 2011, he was elevated  as Managing Director- The Walt Disney Company (South East Asia) and continued to serve the same role until December 2017. 

In the past, Gilby also worked with Turner for over five years and PwC for about eight years.

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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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