Tell me about Interbrand, its work and projects…     

Interbrand has been the leading brand consultancy for nearly five decades, having developed a wide range of tools that are now considered standard in the branding industry.

Currently, the consulting firm is positioned with a differentiated methodology around the creation and management of brands – Interbrand Thinking – that enables the development of high-value strategic solutions through a deep and integrated understanding of consumers (Human Truths), businesses (Brand Economics) and the interactions between them (Brand Experiences).

Throughout our history, Interbrand has partnered with the most important brands in the world, such as GE, Microsoft, Nissan, Qualcomm, Google, Starbucks, P&G, Samsung, Hyundai, Kia, Nike, Primark, etc.

What are the challenges within the industry you operate in?

The concept of brand as a strategic asset has evolved over time. In the development of consumerism, it was understood as a merely differentiating element that made it possible to identify different products and services. This function has been changing with changes in society and the market, in addition to technological development.

Despite the uncertainty of the current context, brands continue to be constructs that stimulate ideas, behaviors and choices. Therefore, today, the strongest brands in the world are so because of the relevance they are able to generate in the minds of their audiences.

All this has an impact on the practice of branding, which is no longer understood as a one-off intervention on the brand (brand design, brand architecture, etc.), but as a continuous exercise that, based on a well-defined ambition and trajectory, aligns consumer, business and experiences to drive business growth.

How has the COVID-19 pandemic changed the way you go about business? What trends do you see for the future?  

In recent years, the business has faced an unprecedented transformation in its almost 50-year history, with the aim of responding in an agile manner to the new branding needs that the uncertain and turbulent social, economic and technological context has generated.

That’s why we reconfigured, with the help of the customer agency C Space, the methodology with which we address the strategic challenges that brands present to us. We listen more than ever to our clients and consumers to jointly develop a clear and in-depth analysis of the path that the economy and consumer behavior are taking, in order to develop the most appropriate response.

Digitalization has also led to the creation of a unique and effective international network of collaboration between the Interbrand Group brands (which are Interbrand and the customer agency C Space), which generates extraordinary results.

We have been able to create several transversal and global working groups focused on various aspects relevant to the company: growth trajectory, DEI, collaboration, etc. The sum of digitalization and transversality has allowed us to grow from a group of 21 offices to a network with a presence in more than 40 countries around the world.

Undoubtedly, this spirit of a global network materialized in teams that collaborate and co-create from different parts of the world is the key on which we want the future to be based.

Could you share with us the points of discussion (the input that you provided) during the panel(s) at the ‘COLLISION 2022’ Conference? 

I had the pleasure of discussing the opportunities for brands in the metaverse with Amy Peck and Alex Kantrowitz.

Entering the metaverse opens a door to innovation and a new playground for brands to connect with their audiences. Although it feels now like an urgent, mandatory brand move, recent history has taught us that the one who arrives first does not always win.

Brands eager to enter the metaverse require a long-term strategy that contemplates a clear roadmap and defines Iconic Moves with the power of setting a new normal. The winner that takes it all manages to build relevant and memorable brand experiences based on quality insights that lead to the generation of business ideas that satisfy and anticipate the real needs of users.

Furthermore, I also joined Alicia Tillman, Nora Ali and Deborah Wahl to explore the future of marketing. Since consumers’ preferences are changing quickly in a turbulent world, pressure is on brands. Aligning business and brand strategies while maintaining communities of customers and employees close will enable brands to craft a solid ambition and relevant trajectories in order to stimulate sustainable growth.

As a leader, what are the factors both professional and personal that drive you? What keeps you going?

My greatest motivation is people – helping the incredible team that works at Interbrand to develop both professionally and personally.

I am also driven by the conviction that brands play and will play a fundamental role in developing solutions to the challenges we face as a global society.

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