You are a full-spectrum health strategist, can you explain to the uninitiated what that entails?
In the world of health communications, we treat it as an integrated system, not a string of one-off tactics. When a client faces a challenge, whether it is launching a therapy, shifting public attitude or shaping policy, our job is to bring brand storytellers, scientific writers, digital planners, data analysts and patient-engagement specialists into the same room, right from the start. Together we map every audience touchpoint across countries and regions, craft a single narrative and deliver it through the channels that matter most locally. Seeing the whole ecosystem this way lets us move faster, avoid duplication and build programmes that not only raise awareness but unlock access and improve outcomes. That’s what I call the ‘full-spectrum’ piece.
Your work spans EMEA and now International Markets – that is Europe, the Middle East, Africa and APAC, which are regions incredibly distinct in terms of culture, heritage and social norms. Can you tell us how do you balance this, and what works in certain regions and not others?
Balancing communications across the EMEA region requires a deeply localised approach. As communicators, we lead with flexibility and cultural intelligence, recognising that what works in one market may not resonate in another. Our strategies are always tailored to the local context, and we adapt every element, from tone to channel, based on what truly connects with each audience.
In Europe, where health literacy is generally high, a straightforward and technical tone often works well. But in parts of the Middle East, the same message may need to be reframed to reflect cultural values, such as family wellbeing or religious alignment. In many African markets, we simplify medical messaging and lean into storytelling or visual formats, especially where oral communication traditions or literacy considerations shape engagement. Across APAC, the spectrum is just as broad: data-driven markets like Singapore or Japan respond to evidence-led, digital-first content, while in countries such as Indonesia or Vietnam, trust is built through community health workers, mobile storytelling and peer networks.
Equally important is choosing the right channels. In some markets, digital and print are effective; in others, radio or community gatherings are more powerful. We’re deliberate in reaching people where they are, whether through a webinar in Brussels, a trusted doctor’s Instagram in Riyadh, or a market-day activation in rural Kenya.
Crucially, trust looks different across regions. In Europe, people may look to institutions and scientific voices. In the Gulf, it is that but also a community elder, and in parts of Africa, it is a local NGO and local health workers and community leaders. We work closely with these trusted voices to ensure credibility and connection.
Cultural sensitivity underpins everything, from gender dynamics and modesty in imagery to symbolism and local proverbs. Our campaigns always embed in-market experts to ensure they reflect and respect local norms. In Saudi Arabia, for instance, we approach each of its 13 provinces, and indeed even cities, as culturally distinct, recognising that a campaign for Jeddah may need a different dialect, tone, or activation model than one for Abha or Al Qassim. Likewise in APAC, we treat Seoul, Sydney and Shanghai as entirely different cultural universes, adapting everything from language nuance to platform choice so each market feels the work was built for them, not simply translated for them.
Ultimately, our guiding principle is to listen first. We often pilot locally, gather feedback, and scale only after refining for context. That mindset, of learning and adapting, is at the core of our success across the entire region.
You have a proven track record of leading businesses through start-up, turnaround, and high-growth phases, how does this apply to the health sector?
Health never stands still and is central for us all. Every day new scientific data is published, policies shift, and markets open, so in my view, agility is everything and should not be considered as optional. Across regions, we’ve built teams from the ground up; re-tooled established teams in markets when client priorities changed; and now, as President ofInternational Markets, I’m focused on pulling those lessons together and integrating across new markets that bring their own set of diverse challenges.
An example is how we build programmes for our clients. When a biotech moves from clinical to commercial, we embed with leadership, mapping every audience – investors, regulators, payers, patients – and aligning the story so each milestone accelerates the next. When a pharmaceutical company gears up for a complex reimbursement cycle, we run scenario workshops, adapt the evidence package and ready local advocates in advance. We work side-by-side through each business cycle, turning communications into a growth engine and, more importantly, a catalyst for better health. Integrated communications give us the levers, but genuine partnership keeps us on track.
Health obviously also includes sports, and in areas of the GCC this centers more around viewership as opposed to participation due to social stigma, specifically for the female gender. How does one work around this?
The gap between viewership and participation is real, but it can close when storytelling and support come together. We’ve seen encouraging momentum: Nike’s “What If You Can?” film in Saudi Arabia put local girls at the centre of the narrative and paired the message with school-based activations and accessible kit, normalising everyday movement over elite performance.
The UAE is pushing even further. Programmes like the Fatima bint Mubarak Ladies Sports Academy create year-round events and training for women and girls, providing the infrastructure and role models that sustain participation. Emirate-level efforts such as the Dubai Fitness Challenge invite everyone to commit to 30 minutes of daily exercise, turning fitness into a shared social moment and boosting female sign-ups year on year.
Yet when we look at the data, it still shows room to grow. Only about three percent of Saudi women meet the 150-minute weekly activity benchmark, but when governments, brands and community groups share what works, progress can accelerate across borders. Regional sports councils already exchange coaching resources; expanding that to marketing insights, modest-fashion friendly kit design and grassroots funding would help best practice travel faster from across markets.
Our role as integrated specialists is to weave those stories and partnerships together so that participation feels both possible and desirable, because healthier communities are a win-win for everyone in the long run, preventing long-term health conditions.
All of this is done via Dubai, which did you chose such a base and how does it help you do your work efficiently?
Dubai is a natural hub for international markets. A morning call with Singapore and a full business day in the Middle East, followed by a late call with the UK or US, can fit into the same day. Our talent pool mirrors our client footprint, and that diversity lets us build cross-market teams in real time, blending insights from different regions into a single integrated plan. We stay connected through a mix of in-person sessions and virtual collaboration, so ideas flow both ways and decisions land quickly. Practically, it means we keep the whole picture in view while delivering work that feels locally grounded. I believe this is a balance that modern healthcare demands.
The city’s ecosystem amplifies that advantage. Free-zone hubs like Dubai Science Park, home to more than 350 life-science companies and 3,600 professionals, and Dubai Healthcare City provide instant access to research, med-tech and clinical partners. Flagship gatherings such as World Health Expo draw over 60,000 healthcare professionals each year, giving us a front-row seat to emerging trends and a main-cast role for coalition-building.
With robust digital infrastructure and easy air links, we can pilot campaigns locally, test them with diverse audiences and scale successful models across borders in weeks, not months. That agility, coupled with Dubai’s spirit of innovation is what keeps us ahead of the curve and close to the communities we serve.
