The Middle East's superpower

In the dynamic world of communications and marketing, the relationship between agencies and in-house teams represents one of the industry's greatest opportunities for transformation. While there's often an unspoken "us versus them" narrative, the agencies thriving today are those not only actively dismantling this outdated model; they’re taking a wrecking ball to it, and they're doing it by building teams with dual experience.

Having sat on both sides of the fence for years, I've witnessed firsthand how agencies equipped with both corporate and agency backgrounds don't just deliver better work, they fundamentally change the nature of the partnership itself.

The untapped advantage

The challenge is real: agencies are often asked to deliver strategic brilliance while navigating internal politics, complex approval processes, and clients who may struggle to fully articulate their business needs. Meanwhile, in-house teams need partners who can grasp brand nuances, understand internal constraints, and operate as true extensions of their organisation.

The agencies rising above this friction are those investing in a critical differentiator: teams who've actually lived the corporate experience.

When agencies build their benches with talent who have spent meaningful time within corporate structures, something remarkable happens. These professionals don't just understand the brief - they anticipate the unspoken context around it. They've personally navigated budget cycles, championed initiatives across departmental silos, and learned the crucial distinction between a brilliant idea and a practically implementable solution within a large organisation.

Turning insight into impact

This dual perspective enables agencies to deliver work that goes beyond creative excellence. Consider a new product launch: while the product itself is important, agencies with corporate DNA recognise the surrounding opportunities - the story about investment in local manufacturing, job creation potential, or government engagement angles that resonate deeply with CEOs and Corporate Affairs leadership.

These agencies naturally ensure all activity ladders back to the overarching corporate narrative because they've sat in those strategy sessions. They understand how to frame recommendations not just in marketing metrics, but in the language of reputation management, legislative advocacy, and employer branding that spans the entire C-suite.

Equally valuable is their practical business acumen. They can assess regulatory constraints, gauge risk appetite, and evaluate operational feasibility because they've lived these realities.  Rather than pitching ideas that sound exciting but would require 18 months of factory testing and substantial production costs, they arrive with strategies that are both creative and strategically viable within the client's real-world environment.

The partnership multiplier

This dual understanding transforms the agency-client relationship from transactional to genuinely strategic. The agency becomes a true extension of the in-house team, deeply invested in holistic business success rather than isolated campaign wins. They speak the language of quarterly KPIs and long-term strategic objectives simultaneously. They anticipate internal challenges and craft solutions that gain traction with decision-makers.

Most importantly, they build trust faster and maintain it longer because they fundamentally understand what their clients are navigating every day.

Building the future

For agencies, this represents a significant competitive advantage and a compelling talent strategy. Actively recruiting professionals with genuine in-house tenure, not just agency pedigree, creates teams who can navigate and solve for complexity in ways that purely agency-bred talent cannot.

For in-house teams, this means recognising and leveraging this expertise. The best partnerships happen when agencies are given in-depth onboarding, integrated into strategic planning processes, and empowered to act as true extensions of the business. When roadblocks to embedding agencies fully are removed, the quality of work and speed of execution improve dramatically.

The agencies winning today are those building bridges, not just campaigns.

They're investing in dual-experience teams who can walk into a client meeting and immediately grasp not just the marketing challenge, but the organisational dynamics, stakeholder pressures, and practical constraints that shape every decision.

This isn't just a better way to work, it's the foundation of genuine business partnership. And in an increasingly complex marketplace, that partnership approach is quickly becoming the only sustainable path forward.

Perspectives is a Telum Media submitted article series, where diverse viewpoints spark thought-provoking conversations about the role of PR and communications in today's world. This Perspectives piece was submitted by Erin Sing, Executive Director, Melbourne at Havas Red, where she leads the firm's Melbourne operations and advises organisations on reputation, communications and stakeholder engagement.

Backed by more than 16 years' experience spanning corporate affairs, public relations, public affairs, and marketing, Erin has built a reputation as a trusted communications strategist and leader. She has both agency and in-house expertise, including senior communications and corporate affairs roles at Mars Australia & New Zealand, Australian food manufacturer Kinrise, and had previously founded and led her own agency.

Combining strategic counsel with creative thinking to deliver measurable impact, her work has been recognised with multiple CPRA Golden Target Awards. She is passionate about helping brands build trust, influence conversations, and create lasting business value.

April Sirait has joined UNOPS as a Communications Officer, supporting strategic communications and global stakeholder engagement for the Forest and Climate Leaders’ Partnership.

Drawing on experience across media, environment and international development, she previously worked at CNN Indonesia TV, EcoNusa Foundation, and Nutrition International. 

Global law firm Freshfields has named Craig Annis as Chief Brand and Communications Officer. In this role, he will lead Freshfields' global brand, communications and reputation agenda, working closely with the firm's leadership and its global business development teams.

Based in New York, Craig joins from A&O Shearman, where he led the firm's global communications function and was responsible for major strategic initiatives at the firm, including the launch of its global brand and broader reputation and stakeholder engagement programmes.

Prior to that, he served as Chief Brand Officer at the United States Golf Association (USGA), and earlier in his career, Craig spent more than eleven years at Mars, held several global senior leadership positions across communications, public affairs, government relations and corporate responsibility, based in both the US and Europe.

Georgia Dawson, Senior Partner at Freshfields, said, "We have ambitious plans for the future and strong, strategic communications have never been more important. Craig brings an exceptional track record of building high-performing teams, shaping reputation and helping organisations engage effectively with clients, employees and wider stakeholders. We are delighted to welcome him to the firm."

Craig added, "Freshfields is one of the world's leading law firms, with an extraordinary heritage, a clear sense of purpose and a compelling vision for the future. I'm excited to be joining the firm and look forward to working with colleagues around the world to further strengthen its brand, reputation and engagement with key audiences."