MAM
Ogilvy India announces leadership transition
Mumbai: Ogilvy India has announced an important leadership transition that will take effect from 1 January 2024. The transition will involve a variety of senior Ogilvy India veterans taking the next steps in their long tenure with the agency.
As chief advisor, Piyush Pandey, currently chairman global creative & executive chairman of Ogilvy India and one of India’s and the global industry’s leading creative figures, will work closely with the leadership team to ensure the impact and richness of the Ogilvy legacy transcends all functions and levels of Ogilvy in India. He is on a mission to make certain Ogilvy’s rich creative heritage continues and makes an impact particularly on the creative product and the digital transformation that has already seamlessly integrated to make Ogilvy India a modern marketing powerhouse.
In this role, Pandey will continue to work closely with major clients and the agency’s executive team to ensure that Ogilvy India maintains its important leadership role in India. Along with the leadership team, Pandey will be involved with key Ogilvy clients and new business prospects and the creative product of the agency. He will also continue to participate in various industry bodies and award forums.
SN Rane, group executive co-chairman India & COO South Asia, will work as business advisor to Ogilvy Asia Pacific. In his new role, Rane will work closely with Ogilvy Asia-Pacific to ensure that Ogilvy India has a smooth transition under the new management and to advise on various business operations and planning issues.
Hephzibah Pathak will take on the role of executive chairperson of Ogilvy India. She will be Ogilvy India’s first ever woman in this role. Hephzibah has been the most trusted partner for many of Ogilvy’s key clients. She has played an integral role in creating iconic, category defining transformative work on many of their brands. Importantly, Hephzibah has been an inspiring mentor to many current leaders and emerging talent in Ogilvy India. In this role, Hephzibah will lead and drive the strategic direction, growth and transformation agenda of the company.
VR Rajesh, another stalwart of the agency, will move from his current role as group president of Ogilvy India to chief executive officer (CEO) of the agency. Rajesh has led the charge in building and growing Ogilvy’s capabilities in modern marketing. In his role, he will partner Pathak in further accelerating the transformation agenda of the company. He will also be responsible for running the operations of the agency across offices in India and all its business units. He will also work closely with Hufrish Birdy, who will continue in her current role of chief financial officer (CFO), on various financial, commercial, and compliance issues for Ogilvy India. Birdy has been a strong and astute pillar who has partnered the leadership team over years to deliver healthy financial performance.
Further, Ogilvy India’s leadership transition will also involve important new appointments to the Ogilvy Board. Joining the Ogilvy India Board will be the agency’s three chief creative officers (CCO’s) – Harshad Rajadhyaksha, Kainaz Karmakar and Sukesh Nayak. The creative trio of Nayak, Karmakar and Rajadhyaksha are amongst the most awarded and celebrated in the country and have led the charge in creating industry defining modern work on many of Ogilvy’s valued clients.
The agency’s chief strategy officer (CSO), Prem Narayan also joins the board. Narayan has been a strategic partner to many of Ogilvy’s key clients and creative partners. He has championed the effectiveness culture at Ogilvy, making Ogilvy India one of the most effective agencies in the world.
All four of them will continue in their current, vital roles in the agency, leading the creative and strategic work of the agency.
These four executives will be joining Pathak, Rajesh and Birdy, who are already on the Board. All of these executives, working closely as a combined leadership team, will provide important continuity, experience, and commitment to the next phase of growth and Ogilvy India excellence for its clients.
Ogilvy global chief executive officer Devika Seth Bulchandani adds, “Piyush has done what true legends do. Nurtured and groomed a class of leaders who can assume the day to day running of the Ogilvy machine which will give him time to focus simply on the magic he has been so legendary in creating for our clients.
Together I trust the new leadership to take this iconic agency to new heights.”
Ogilvy chairman global creative & Ogilvy India executive chairman Piyush Pandey said, “Creativity and its impact on our client’s businesses is at the heart of Ogilvy. In keeping with my passion, I will continue to partner and guide the new leadership as always. Our joint purpose is to ensure that we not only maintain but also better our core strengths.”
MAM
Brands push beyond compliance as trust takes centre stage
ASCI AdTrust Summit 2026 spotlights shift from legal checks to credibility.
MUMBAI: In a world where a disclaimer can be legally sound yet socially suspect, brands are learning that compliance may tick boxes but trust wins markets. At the inaugural ASCI AdTrust Summit 2026, a panel on “Beyond Compliance: The New Currency of Trust” unpacked a growing industry reality: the gap between what the law permits and what consumers accept is widening and fast.
Moderated by Meenakshi Ramkumar of National Law School of India University, the discussion brought together leaders across law, marketing and academia to examine how brands must evolve in a digital ecosystem increasingly shaped by scrutiny, scepticism and speed.
Ramkumar set the tone by highlighting a critical shift, advertising today operates in the same digital space that fuels misinformation, scams and fake news, making credibility harder to establish. “The challenge is not just about what brands do, but the broader context of low institutional trust,” she noted, adding that when violations go unchecked, trust erodes not just in brands but in the regulatory system itself.
This vacuum, she said, has given rise to consumer activism from boycotts to social media backlash as a parallel accountability mechanism.
For Amit Bhasin, Chief Legal Officer at Marico, the distinction was clear, legal compliance is non negotiable, but insufficient. “Compliance is the minimum threshold. The real challenge is staying aligned with changing consumer expectations,” he said.
He pointed to how advertising narratives have evolved from traditional depictions of gender roles to more shared responsibilities reflecting a broader societal shift. “Earlier, it was fine to show one person doing the household work. Today, that may not land well. Consumers expect brands to reflect reality,” Bhasin observed.
He also highlighted internal debates where campaigns that may be legally permissible are still rejected for being culturally insensitive, noting that responsible advertising often requires asking uncomfortable questions before the public does.
If compliance is the baseline, reputation is the battlefield.
Bhasin noted that reputational risk has become a far greater concern than legal exposure, particularly in an era where campaigns can be dissected within hours online. “Earlier, a controversial ad might invite a newspaper editorial. Today, within hours, you’re at the centre of a storm,” he said.
Brands, he added, now evaluate campaigns through a dual lens legal viability and reputational vulnerability with the latter often proving more decisive.
From a healthcare perspective, Satish Sahoo of Cipla Health underscored the complexity of operating within fragmented yet stringent regulatory frameworks, spanning drugs, food, cosmetics and Ayush. “Anything under a drug licence is the most tightly regulated,” he said, adding that this necessitates proactive, not reactive, compliance.
He shared an example from the oral rehydration salts (ORS) category, where Cipla resisted the temptation to position products aggressively despite competitive pressure. “Our product is WHO compliant, and our communication reflects that. We chose not to blur the lines, even if others did,” he noted.
The long term payoff, he suggested, lies in credibility built over consistency, not quick wins.
Yet, as Harsha N of National Law School of India University pointed out, even perfect compliance does not guarantee trust. Drawing from historical and modern examples from exaggerated product claims in the 1800s to contemporary environmental and health advertising, he argued that legal frameworks often lag behind consumer expectations. “A brand can be fully compliant and still be perceived as misleading,” he said, citing instances where fine print disclosures fail to reach or convince the average consumer. He added that larger companies carry a disproportionate responsibility to set ethical benchmarks, even in areas where the law remains silent.
The conversation also turned to digital advertising, where the challenge extends beyond content to how ads are experienced. From algorithmic targeting to personalised messaging, brands now operate in an environment where regulation struggles to keep pace with technology.
Sahoo noted that social media has amplified awareness, with influencers and consumers increasingly scrutinising product claims and calling out inconsistencies. “Awareness has gone up dramatically. People are questioning what goes into products and what brands are saying,” he said.
The role of self regulatory bodies such as Advertising Standards Council of India also came under the spotlight.
Harsha acknowledged that while SROs play a crucial role, they are not immune to criticism, particularly around perceived conflicts of interest and enforcement gaps. “SROs have a higher threshold of responsibility not just to interpret the law, but to anticipate societal expectations,” he said.
He added that failures in self regulation often push the burden back onto government intervention, underscoring the need for stronger, more proactive oversight.
One of the more nuanced debates centred on whether building trust comes at a cost. While Sahoo acknowledged that quality and compliance can increase costs, he argued that companies must absorb them as part of their long term strategy.
Bhasin, however, framed the challenge differently not as cost, but as competitiveness in a market where not all players play by the same rules. “The real tension is when others cut corners and you choose not to,” he said.
The panel concluded with a call to embed trust into business metrics.
Sahoo suggested that organisations must go beyond revenue targets to include consumer equity and trust based KPIs, ensuring that ethical considerations are not sidelined in the pursuit of growth. “Trust sounds abstract, but it can translate into measurable consumer equity,” he said.
As the discussion wrapped up, one message stood out: the rules of advertising are being rewritten not just by regulators, but by consumers themselves. In an ecosystem where attention is fleeting and scepticism is high, brands that merely comply may survive, but those that build trust are the ones that endure.
