Havas’ global leaders on smart acquisitions, serious CX, and scaling with intent

'Customer-first' has become one of the industry’s most overused mantras—echoed across pitch decks, strategy documents and agency websites alike. But in a market where every brand claims to be customer-centric, the real question is no longer who prioritises the customer—but how. What does it actually mean to be structured around experience? To invest in transformation not as a tech upgrade, but as an organisational shift?

As many of its holding company peers lean into consolidation, global integration and scaled solutions, Havas says it's carving out a quieter, more deliberate path. Since its spin-off from Vivendi in December 2024, the now-independent network has doubled down on transformation through convergence: The intentional blending of creativity, media, data, commerce, health and CX—not as silos or specialisms, but as integrated capabilities designed around real human needs. They assure us this is not transformation for optics—it’s structural, client-led, and deeply cultural. And it places customer experience not as an add-on, but as the organising principle across the business.

Campaign Asia sits down with Tracey Barber, global chief transformation and growth officer; David Shulman, global CEO of the Havas CX Network; and Rana Barua, CEO of Havas India, Southeast Asia and North Asia, to unpack what transformation truly looks like in practice, why customer experience extends far beyond digital, and why success isn’t measured by size alone in a rapidly evolving marketplace.

Campaign: We’re seeing the industry shift quickly—through mergers, spin-offs, and aggressive acquisition strategies. In the middle of all that, transformation has become the big talking point. What does it actually mean for Havas right now?

Tracey Barber: From my perspective, transformation has given us an opportunity for greater investment and growth, and those two things are absolutely imperative to us. We’re being very pointed about acquisitions—looking carefully at the right opportunities, in the right way, and making sure they add real value to what we deliver. We’ve got capability coming in from a retail and commerce perspective—ecommerce being a specific example, with [ecommerce firm] Channel Bakers out of the US. We deliver capability in B2B through Ledger Bennett. And I think what it gives us is the opportunity to think about where we can acquire and look for new opportunities in the market—but with creativity as the bedrock. An acquisition that we announced last week out of Argentina was Don, which is the most creative agency out of Argentina. So, there’s growth and strategic partnership on one side, and then it's how we are applying and using that capability with clients. 

Since the Vivendi spin-off in December last year, there's been considerable market attention on Havas' new chapter. How would you assess the market's response to this move so far?

Tracey Barber: Looking at the broader context, there's an incredible amount of industry noise right now—from the IPG-Omnicom discussions to Publicis' development strategy and WPP's performance conversations. But here's what I find interesting: Amid all this industry chatter, we risk becoming too inward-focused. What's important for us is to maintain perspective. While we certainly monitor industry movements, we've deliberately chosen to focus less on what our competitors are doing and more on what genuinely matters—our clients and their business challenges.

Still, it does appear Havas is not rushing to consolidate in the way some others are. What’s informing that approach?

TB: You're right, it’s very targeted. We’re looking at where the value is for clients and building towards that. Transformation for us isn’t about chasing size or scale—it’s about strengthening the areas where we know we can have the biggest impact. CX is a clear example. It’s not a new area for us, but the way we’re evolving and embedding it is what makes the difference.

David Shulman: The village model gives us a unique advantage. A lot of networks talk about integration, but what they often mean is bringing together different specialisms that still operate in silos. For us, it’s about convergence—about making those capabilities work in harmony, towards a shared outcome. We don’t bolt CX onto a campaign after the fact. We start with it. We ask what the human need is first and then build around that. And in many cases, that means shaping solutions that draw on everything—media, data, tech, creativity—but do so from a unified perspective. That’s where we see the real opportunity for transformation.

Nearly every agency now talks about focusing on customer experience, yet many still treat CX as a specialist function rather than placing it at the core of their strategy. What makes your approach at Havas different?

DS: I think it often comes down to how CX is defined. A lot of businesses see it as a service layer—things like websites, apps, CRM systems. That's not how we view it. We start with experience in the broadest sense—whether that's a patient experience, a shopper experience, or an employee experience. It's all connected. And no brand is going to be truly differentiated on customer experience if they haven't also thought about the experience they're creating internally. So for us, it's not about starting with the tech. That comes later. You start with the question: What's the experience we want to deliver? What's going to actually make life better or easier for someone? That's the heart of it.

That holistic approach makes sense conceptually, but clients are increasingly focused on measurable results. How do you demonstrate the tangible value of this experience-first methodology?

DS: Absolutely. The brands that invest in CX are shifting away from just acquiring new customers, toward deepening relationships. And yes, that used to mean loyalty programmes—more points for more transactions. But now it's evolving into experience-led loyalty. It's about giving customers access, recognition, personalisation—things that deepen their emotional connection. You're not just rewarding frequency; you're rewarding advocacy and engagement. And that's measurable in ways that go beyond sentiment tracking. We're seeing clients use CX to differentiate in categories where product and price parity make it hard to stand out.

You've emphasised this connected approach, but with so much focus on digital transformation, are we at risk of neglecting offline experiences that still constitute many critical customer touchpoints?

DS: That's a really important point. Digital enables experience, but it's not the experience in itself. Great CX connects across physical and digital seamlessly. To use a simple example: Think of an airline. Your app might remember where you left off in a film, update you on your gate and luggage in real-time, and recognise your loyalty status. But when you get to the airport, the gate agent should also know who you are and what you need. That's what we mean by connected experience—technology in service of human connection, not a substitute for it.

So how does the approach to data evolve to support such digital-to-physical integration, particularly given growing consumer concerns about privacy and personalisation boundaries?

DS: It does shift the role of data. But there's the thing: People will share data if they see a clear value exchange. The best brands use data the same way a great waiter at your favourite restaurant would. They remember your preferences, your allergies, your favourite table. That doesn't feel creepy—it feels thoughtful. So we always ask—is the data we're collecting going to make someone's life better? Will it save them time, reduce friction, make the experience more relevant? If the answer is yes, then customers are more than willing to share. But it has to be on their terms, and it has to deliver something real.

Has CX also changed the kinds of conversations you’re having with clients beyond marketing?

DS: It has. Increasingly, our work starts from a business conversation—not a comms one. We’re asking: What are your growth opportunities? Where are your pain points? What’s your readiness to transform? That might lead to discussions about product design, tech stack, talent strategy—not just campaigns. When CX is done right, it unlocks conversations about innovation. Because once you’re thinking about customer need, you’re thinking about the entire journey—not just what you say in a 30-second ad. That shift is one of the most exciting things happening in our space.

Is that why Havas seems to be edging into the consulting space—especially with CX?

DS: Most definitely. It’s intentional. We want to sit at the table where the business decisions are being made—not just the marketing ones. CX gives us the permission to do that because it ties directly to growth. If we can help a client shape the right experience—across their products, platforms, and services—we’re helping them grow. And that’s a far more valuable relationship than just running a campaign. That’s the direction we’re heading in.

Can you share where that’s starting to show up most clearly? Where have you seen that approach—starting from business needs and building through CX—really deliver?

DS: We’re seeing it most clearly where clients are open to rethinking how they organise around customer experience—not just at the point of sale, but all the way through product development, service delivery, even internal workflows. That kind of change often starts with a CX brief, but quickly expands into a broader business conversation. We’ve helped clients reimagine their onboarding journeys, restructure how teams interact across departments, and launch new value propositions based on unmet experience needs. Those are the projects where you can feel the shift—from marketing partner to strategic growth partner.

TB: From a delivery perspective, that convergence is showing up in the way we work across regions. One of the best examples is Asahi, which we won globally at the end of last year. The client is based out of London, and the assumption from many was that the business would go to a more localised agency, simply because of proximity. But what Asahi was really looking for was a team that had depth of talent and insight—one that looked like it actually worked together. They didn’t want a central team that just sent out a note for a bit of local flavour and then moved on. They wanted a genuinely converged team. And what we were able to show was the quality of the regional talent and how integrated that team already was. That’s what won it.

Speaking of localisation, APAC often hears promises of investment and focus from global networks, yet many question whether these commitments fully materialise. How does your APAC strategy translate into practical action? Where are you concentrating your resources?

Rana Barua: We're approaching this through two strategic lenses. First, we recognise that Asia is indispensable to any global growth agenda, regardless of category. While the pure revenue numbers might not yet match North America, the strategic importance of this region is non-negotiable for any business with global ambitions. Our approach is calculated rather than scattered. Instead of attempting to expand everywhere simultaneously, we're strategically building upon markets where we already have established strengths—Singapore, Indonesia, and Malaysia specifically. The talent pool in these markets is extraordinary, with Malaysia in particular showing remarkable performance and potential.

If you had to distil your focus for the coming year into a single word, what would it be?

TB: Creativity. Not merely in the traditional agency sense, but in our comprehensive approach to problem-solving. We're fostering creative thinking across media strategy, data application, insight development, and organisational structures—bringing together precisely the right talent combinations to address specific challenges.

DS: Connectivity. It's fundamentally why I joined Havas and what excites me about our direction. We're connecting people, expertise domains, and translating insights into execution—this connectivity drives everything we do and meaningfully elevates our work.

RB: Growth. It’s the obvious word, but also the honest one. There’s a huge opportunity in front of us—especially in this region. Some networks are consolidating, some are pulling back, and that’s opening up white space. Every day we’re seeing new pitch opportunities, new momentum. It’s time to seize that. Let’s do the work—and enjoy it while we’re at it.