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Eyeing New Creative Horizons, Viral Pandya Says Farewell To Cog Culture

Shreya Negi by Shreya Negi
October 3, 2024
in Advertising, People Spotting
A A
Eyeing New Creative Horizons, Viral Pandya Says Farewell To Cog Culture New Frontiers

One of India’s celebrated creative leaders with exemplary design skills, Viral Pandya, has stepped down from his role as Chief Culture Officer and Creative Consultant at Cog Culture– one of India’s leading digital marketing specialists in Branding, SEO, Design and more to ‘pursue opportunities beyond the advertising industry’.

According to industry insiders, his stepping down at Cog Culture is a result of him eyeing new creative horizons in design and innovation and an ardent desire to pursue design thinking beyond the advertising industry.

During his tenure, Cog Culture attracted marquee clients including DLF Offices, Devans Modern Breweries, Emaar, Central Park, Trehan Iris, Cashfree, Reach Group, LVR (makers of O’Darling whisky), and the luxury fashion startup Coyu.

Under his leadership, Cog Culture, over the last five-and-a-half years, evolved into a creative powerhouse and firmly established itself on the advertising map by earning accolades like- ‘Design Agency of the Year’ at the Indian adland’s prestigious awards gala- ABBY Awards powered by One Show in both 2019 and 2023. In fact, the agency was also recognised as Still Craft Agency of the Year at the coveted gala in 2019.

That being said, Cog Culture today boasts a team of over 120 professionals spanning multiple disciplines.

Before joining Cog Culture in January 2019, Pandya had Co-founded Out of the Box and served the additional role of Chief Creative Officer at the agency since January 2006. In a little over a decade’s time, Out of the Box became instrumental in building brands like Mother’s Pride Pre-Schools- from a mere 3 branches to over 160 in a span of 12 years. Not only this, he also amassed recognition for creating a brand named Presidium K-12 Schools in a record time, with more than 10 branches with a vision of ‘Be what you want to be.’

From May 2007 to March 2009, he also worked with Cheil Worldwide as Executive Creative Director and played a key role in reviving the success of Samsung mobiles with the famous ‘Next is what?’ campaign with Samir Khan.

Prior to that, he was also responsible for leading creative departments at Saatchi and Saatchi and Grey Worldwide between 1997 and 2005.

A thought leader with over 800 awards—including a Cannes Gold Lion Design and numerous Merits and Print and Design, several One Show Pencils—Pandya’s work has been recognised by One Show for ten consecutive years.

Additionally, he has also served on prestigious juries such as Cannes Lions, One Show Design, Kyoorious Design Yatra, the New York Fest Executive Jury, and as Jury Chair across multiple categories at Goafest’s ABBYs.

During his tenure at several agencies, he has worked for a range of clients- from global giants to local businesses including the likes of Hyundai, Panasonic, Tata Tea, Taj Group of Hotels, Maruti Suzuki, Bridgestone, Pedigree, Samsung Mobile, Samsung Appliances, Haier, Ariel, SOTC, Rolex, Ranbaxy, Veen Waters, Tigre Blanc Vodka, Mother’s Pride Preschools, Presidium Schools, and Haldiram’s. In fact, he is the only Indian creative to have developed work for Rolex, reportedly.

Upon being approached on his decision to part ways from Cog Culture, Pandya confirmed the news and remarked, “India is at an exciting juncture, and with AI rapidly advancing, the possibilities are endless. However, the current state of creativity is disappointing. Ideas, skill, and craftsmanship seem to have taken a backseat. My forte is sound strategy weaved by great design thinking, and the digital realm lacks these. Rather than lament this, I want to take action—apply my experience directly with clients, embracing technology and innovation. It’s also a perfect moment for me to take it slow and reflect.”

Furthermore, when asked to elaborate on his criticism of the industry, he added, “Today, more than ever, you need to earn attention, not buy it—thanks to the digital explosion. But look at the work coming out of many digital agencies. Barring very few ideas, it’s abysmal. Some agencies, along with clients, seem to think that boring carousel posts or elementary motion graphics qualify as digital work. All they manage to do is contribute to global warming by overloading servers. I’m hopeful that I can make a meaningful difference.”

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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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