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About Anastasia

Anastasia Kuzmenko is a seasoned marketing expert with over 14 years of diverse industry experience, including satellite communications, oil and gas, and aviation. She is frequently invited as a keynote speaker to prominent industry events and featured as a thought leader in various international business publications.

Anastasia Kuzmenko impressive educational background includes an Executive MBA with distinction from Hult International Business School and a Bachelor’s degree with honours in International Relations from a top-rated university in Ukraine.

Tell us more about your company.

IEC Telecom Group stands as a prominent international satellite service operator with an impressive three-decade legacy in the fields of telecommunications and network engineering.

Our expertise extends to facilitating digitalisation within the maritime industry and remote land-based locations where GSM coverage remains unavailable. Moreover, within urban network settings, we furnish robust satellite back-up solutions, ensuring seamless business continuity for our valued customers.

With offices across nine countries, we deliver our services across the globe.

What were your key achievements at IEC Telecom?

Six years ago, IEC Telecom had a diversified marketing communications system wherein each office independently formulated its strategic approach. Undertaking my role, I embarked upon the mission of centralising communications and cultivating a robust, internationally acclaimed brand with a harmonised positioning strategy.

Subsequently, the marketing framework of IEC Telecom has undergone a myriad of transformations, encompassing rebranding efforts, global PR campaigns, the cultivation of thought leadership through prominent conference participation, and the expansion of our digital footprint.

As a result, IEC Telecom has garnered international acclaim within the satellite industry, and we take pride in our accolades from Thuraya Telecommunications, a prominent global satellite communications operator, honouring us with the “Best Marketing Campaign” awards in the years 2022, 2021, and 2018.

How do you manage to deliver relevant marketing narratives for each of your target groups?

Our customer base spans across many markets, and each use case differs.

For example, for super-yacht owners, high-speed satcom means an opportunity to stream movies or conduct business on board as in the remote office. For humanitarian organisations, satellite telecommunications are about fast response and increased operational efficiency.

To deliver relevant narratives, it is essential to understand your target audience and be able to present the service in a way that answers their specific demands. Our marketing communications, therefore, are meticulously grounded on market research and customer insights to appear pertinent to each market that we service.

You have recently co-chaired a Digital CX Show in Riyadh. What is the synergy between marketing communications and digital CX?

Marketing and Customer Experience (CX) are two faces of the same coin. CX governs the operational and tactical dimensions of customer interaction, while marketing ensures the right messaging and correct brand exposure at all steps of the way.

Merely investing in the automation of customer support proves insufficient. It requires content to run. Similarly, what purpose does creativity serve if it isn’t accompanied by an efficient mechanism for engagement?

In my view, the functions of marketing and CX are intertwined, operating in tandem to achieve a harmonious synergy.

What are the current trends in digital CX and what shall we expect in the near future?

The growing digital experience market, valued at USD 11.17 billion in 2022, is expected to surpass USD 27 billion by 2030. While new technology propels growth, it is essential to leverage user insights to future-proof your marketing strategy. Here are a few key trends to consider: 

SELF-SERVICE & TRANSPARENCY

69% of customers are willing to interact with a chatbot for simple inquiries. Generative AI is fuelling these dynamics as many companies are now experimenting with integrating this new technology into their customer support applications. 

Self-service is not limited to chatbots, though. It is also about providing customers with sufficient resources to make informed decisions. Hence, invest in knowledge bases, case studies, and insight articles to boost your conversions.

PERSONALISATION & PREDICTIVE ANALYTICS

Personalisation and hyper-personalisation will maintain their momentum, driven by the fact that a substantial 91% of consumers exhibit a greater inclination to engage with brands that recognise them.

In the contemporary landscape of customer retention, addressing immediate requirements no longer suffices. It has become imperative to anticipate future needs. CX offers a wealth of data that can be leveraged to enhance digital algorithms and future-proof marketing strategies.

OMNI-CHANNEL MANAGEMENT

End-users navigate various touchpoints, such as initiating their interaction with a chatbot, seeking further assistance from an online agent, and completing their purchase through telephone transactions.

Brands that excel in orchestrating this seamless transition stand to acquire a competitive advantage. Recent studies suggest that robust omni-channel strategies have the potential to retain up to 89% of their customer base.

What guidance would you offer to aspiring marketers?

Success can’t be crafted with the same tools twice. Never stop learning, and never be afraid to experiment.

The Fourth Revolution

The Fourth revolution is transforming our world in unprecedented ways, with emerging technologies like artificial intelligence (AI), the Internet of Things (IoT), robotics, and 3D printing impacting every aspect of our lives. These changes create new risks and uncertainties for the workforce, as many employees fear that AI will replace their jobs or render them obsolete. However, technology has always been the driving force in the advancement of our civilization and it is an inevitable and essential reality that we have to confront and adapt to. The pace of this revolution, however, surpasses the human capacity and speed to learn, which implies that we are constantly faced with new opportunities and challenges that require us to adjust and acquire new skills. The gap between technological progress and human competencies is widening, and the urgency to find ways to bridge it is vital.

One of the most prominent examples of this technological revolution is the emergence of generative AI, which has opened new possibilities for individuals and businesses in various domains such as content creation, research, and marketing. Generative AI enables us to generate high-quality content faster and cheaper, enhance our creativity, and solve complex problems more efficiently. However, it also poses significant challenges and threats for organizations, as it can also be used for malicious purposes such as hacking, spamming, or spreading misinformation. These malicious applications can compromise our security, privacy, and trust, and cause serious harm. Therefore, it is crucial for companies to keep up with the rapid pace of change and innovation that AI brings, and to leverage its benefits while mitigating its risks.

The Slowbalization Movement

The world is becoming less connected and more fragmented as globalization gives way to slowbalization. The movement of information, talent, and goods across borders is hindered by digital firewalls, immigration bottlenecks, and ideological conflicts. These barriers affect various aspects of the global economy, such as trade, investment, and migration among the major powers. This trend, which is driven by factors such as nationalism, protectionism and technological advancements, poses significant challenges for businesses. It limits their potential for growth, innovation, and collaboration in the global market and increases the uncertainties of operating in different regions. But most importantly, it restricts the access and availability of talent for organizations and ultimately it creates a mismatch between the demand and supply of skills in the labor market and reduces the diversity of talent within organizations. This can lead to a skills crisis that can undermine the performance and sustainability of businesses. 

To overcome this challenge, businesses need to adopt a more agile and responsive talent flow. They need to foster a learning culture that supports talent development and retention to ensure that their talent is always ready, relevant, and productive in the changing world.

The Talent Disruption

Another challenge that businesses are facing is the talent disruption, which refers to the sweeping changes in the nature and structure of work and employment. This disruption is caused by various factors, such as the automation and digitalization of work; the social revolution that is shifting people from traditional full-time jobs to gig and freelancing jobs; the high living cost and interest rates that are affecting people’s income and savings; and the recent union strikes that are demanding better wages and working conditions.

The talent disruption poses a serious threat to businesses. It creates a shortage of skilled and qualified workers in many sectors and industries. It also increases the turnover and dissatisfaction of employees who are looking for more autonomy, flexibility, and purpose in their work.

The leadership crisis

The world today faces many complex and urgent issues, such as climate change, labor shortage, and global economic instability. These issues demand visionary leaders who can think creatively and innovatively. Moreover, the workforce is experiencing a social revolution, with new generations of workers who have different values and expectations than their predecessors. 

Today’s workforce want leaders who can empathize with their needs and goals, and who can foster a culture of diversity, inclusion, and equity. However, many businesses are struggling with a leadership crisis that stems from the mismatch between the traditional and the contemporary leadership styles. The traditional style relies on hierarchy, authority, control, and stability; while the contemporary style emphasizes collaboration, influence, agility, and innovation. 

A study by the World Economic Forum found that 86% of business leaders believe that there is a global leadership gap. This gap is caused by various factors, such as the increasing complexity of business, and the lack of opportunities for women and minorities to advance into leadership roles. The challenges today require leaders with qualities such as creativity, critical thinking, empathy, and courage. The traditional leadership mindset of short term high revenue and returns is not enough to solve these challenges. 

Conclusion 

The issues that modern enterprises face today all share a common solution: talent. By investing in learning and developing diverse talents, businesses and enterprises can overcome these obstacles. In this digital era, we can use creative ways to foster talent more effectively. Some of the ways to foster talent are: 

• Create immersive learning platforms, which use technologies like virtual reality (VR), augmented reality (AR), or mixed reality (MR) to simulate realistic and engaging environments for learners. 
• Promote talent mobility and allow them to move across different roles, teams, projects, or locations within or outside an organization. 
• Share talent with other organizations, which means lending or borrowing talent for specific purposes or periods of time. This helps talent experience different work settings, cultures, and challenges, as well as create opportunities for collaboration and innovation. 
• Create the leaders of the future by finding, nurturing, and supporting those who have the potential to lead and giving them the resources and tools to help them grow and lead.

As the famous author and salesman Zig Ziglar said, “The only thing worse than training employees and losing them is to not train them and keep them.” Let’s invest in talent and prepare them for the future.

“My daughter was murdered. I want to start a charity to support women in domestic violence.”

“My nephew died of a rare form of cancer and my sisters family lost everything trying to be there for him through the entire time. I want to start a charity to support families, so they don’t need to worry about finances during this time.” 

Compelling, right? These all sound like incredible causes to support, right?

I am frequently sought out by passionate, motivated, and well intended individuals wanting to start a charity. All are grounded in a deep desire to not have anyone else go through that hardship again. 

I work with them. Usually for 1-2 sessions. Almost never any more. 

Occasionally those who see a need and wish to exploit it for their own gains come along as well. Those people are usually shockingly transparent about their desire to drive fancy cars and live a lifestyle of the rich and famous for bestowing their good deeds upon their community. 

I will work with them, for a fee. Usually 1-5 sessions (their belief in their superiority usually propels them further than those with altruistic intentions). Never more.

Both have three critical, and limiting, elements in common. 

1. None have been willing to sacrifice what it takes to build something that is not going to generate sizeable funds potentially ever, and certainly not right away.  No matter how much they believed in themselves and/or their cause, the amount of effort required to launch their charity has always been insurmountable. 
2. None of them have been willing to share limelight. I have suggested strategic partnerships to create exposure, build brand awareness etc. None wanted to share even a small amount of the success they ‘knew’ was coming. 
3. All have been unwilling to put themselves last. Even just for a short while. Most would say it’s unfair to have to put yourself last anyway. Most will never understand it isn’t about fair.

They all possess a compelling story, have a great deal of passion, and they’ve all had some form of charisma.

To create something new in the NPO world, you must lead differently. The success of your mission requires others to buy in. Literally, and for what? They receive nothing tangible in return. They receive nothing but the belief in the cause and personal joy in supporting it, and you. They must choose to follow, unlike when someone is employed and is obligated to. 

Due to this reality, using a leader in this situation is a great way to exhibit the three best ways to determine whether a leader deserves your allegiance, or not.

The true value of a leader is not the ‘great founding story’. Nor charm or charisma. All of those are smoke and mirrors. The true value is in what lies behind the scenes where most people don’t see. 

Inspiration is the magnet through which most people are drawn to leaders and their cause in the first place. True inspiration doesn’t fade days or weeks after hearing a moving story. 

Common inspirational traits i.e.  bravery, humility, an inspirational story etc. move people but they are all utilized by most leaders including those who will utilize them to deceive. 

 I will dive into the three most important ‘tells’ which show those from the outside if the leader is a: worthy of following and b: whether the inspiration is true, or surface only.

True inspiration is shown, not told. 

We can all hear and inspirational story and be moved for a period, but the feelings fade and the motivation expires as our psyche becomes more accustomed to their story.

You can gain many clues to the quality of leader when you hear them speak. 

Actively ask yourself the following questions.

1. Do they live the strength they exemplified in their story? Is the ‘healing’ they attested to fictional and told with vigor to create a response without it being truly achieved?  What is the purpose of the story? What do they want from you? 
2. Are they allowing the audience to feel or are they ensuring the audience feels what they want them to?

Secure/ transparent leaders will tell their story and let you feel what you will. 

Less secure leaders will speak about their feelings to curate the same feelings in you. 

Are they who they say they are? 

When determining whether a leader is as stellar as they seem, I would counsel everyone to look beyond the public face and learn about what goes on behind the scenes. Many would argue their private life is not anyone else’s business. I would agree, most times. However, when someone is asking you to trust them, give up your personal time, go out on a limb and align your name with theirs, it is now your business. 

We all have different faces required to navigate different situations appropriately, but what I believe the most inspiring leaders have, is complete alignment between all ‘faces’. Sure, there may be more profanity slipping out behind the scenes and occasionally relieving awkwardly placed itches, but again, it is about their actions. 

If they promote honestly, are they honest? If they promote generosity, are they generous in the ways they are asking you to be? If they demand professionalism, do they conduct themselves in a way that makes you happy to have your name attached? 

When words and actions do not align, that is a red flag. When words and actions do align, that is a leader to consider following. Why? Because it is incredibly difficult to live like that. To live by your word, you will be choosing being honourable over what is comfortable, over what is convenient etc. repeatedly. That is a leader, who will be true to the mission through mistakes, learning curves and all challenges. That is a leader you can count on.

Do they give credit for the good and take the blame for the bad?

This is something to watch carefully for. It is incredibly telling as most people will put self preservation ahead of everything. If you observe the opposite, you can be sure of two things. 

1. They have a sizeable amount of humility. 
2. They are willing to put the group ahead of themselves.
3. They don’t care about what is considered ‘fair’ when it comes to them taking blame and passing up on credit. Protecting and elevating their team will always be most important.

In a world where everyone must sell themselves as a leader or risk never getting a promotion, being seen as an under achiever etc. It has become more important to critically decipher between those who are genuinely what they say they are and those to be wary of. 

When you align yourself with an organization, remember you are aligning your reputation, and those of all connected to you as well.  

Be careful. Be critical. Don’t be impulsive and remember someone you can trust will not be afraid of you taking note of all the above.

Branding is an art, and if combined both, it can truly become a success story. Today, advertising agencies are responsible for creating and implementing marketing and advertising campaigns for clients. A true business leader encourages creativity and fosters an environment where innovative ideas can flourish to stay competitive in the marketing industry. 

Beyond the boardrooms and creative pitches lies the story of one such creative woman, Ingrid Reyes, who has fueled her business knowledge at M&A Creative Agency USA. With a legacy extending to diverse sectors, including, the alcoholic beverage industry, food, technology, finance, telecommunications, and entertainment, Ingrid now oversees the agency’s operations, fostering client relationships, and charting growth strategies.

This influence brought CIO Business World to interview Ingrid, to know about her journey. 

Below are the highlights of the interview:

What inspired you to pursue a career in your industry, and how did you rise to your current position as CEO?

Greetings, readers! I’m Ingrid Reyes, I’m thrilled to share my journey with you – the winding path that led me to the exhilarating world of advertising and ultimately to the pinnacle of my career as Partner and CEO, Americas of M&A Creative Agency USA. As I reflect on my story, I’m reminded of the remarkable experiences that have shaped me into advertising executive I am today.

With over two decades in the advertising industry, my dedication to excellence has become synonymous with my name. I take immense pride in not one, but two Golden Effie awards and a prestigious Silver Cannes Lion award, standing as a testament to my commitment to crafting campaigns that resonate and endure.

Yet, I’ve never allowed success to breed complacency. Embracing the spirit of continuous growth, I recently embarked on a transformative journey at the Stanford Graduate School of Business. The Entrepreneurship Leadership Initiative Program empowered me with innovation and entrepreneurial skills, vital in navigating the dynamic landscape of advertising.

Beyond the boardrooms and creative pitches, my heart beats for the world of wine. A serendipitous encounter with Champagne during my late teens ignited a profound passion that has traversed continents and cultures. This passion has found a vibrant outlet on Instagram, where I engage with fellow enthusiasts and wineries under the moniker @Delicious_Journey_. This platform not only fuels my wine knowledge but also forms connections that enrich my understanding of the art.

A pivotal chapter began when I met my business partner, Luis Marques, Founder and Global CEO of M&A Creative Agency based in Europe, an exceptional award-winning European ad agency and we decided to join forces to launch a US division. M&A Creative USA specializes in the beverage industry, our collaboration was a perfect fusion of my passion for wine and my advertising prowess. 

We opened offices in the U.S., spanning Napa Valley, New York, Los Angeles. The agency is headquartered in Portugal, in Lisbon and Aveiro, and we have offices in France as well, in Bordeaux, from each corner we’re revolutionizing wine marketing on a global scale. At M&A Creative Agency, I lead operations, overseeing all clients, and mapping growth strategies.

As I reflect on my journey, I’m immensely grateful for the experiences that have molded me into the advertising leader I am today. My story is one of passion, growth, and an unrelenting commitment to excellence. It’s an honor to share this narrative with you, and I’m excited to continue pushing boundaries and shaping the future of advertising and wine marketing.

As a female CEO, what strategies have you used to overcome gender-related challenges in your career journey?

Embracing the role of a female CEO has been both a privilege and a challenge, and the strategies I’ve employed to surmount gender-related obstacles have been instrumental in shaping my career journey. Through perseverance, innovation, and unwavering self-belief, I’ve navigated these challenges with determination.

One key strategy has been to cultivate a strong sense of self-confidence. In a landscape where gender biases sometimes linger, I’ve learned to trust my abilities and insights. By consistently showcasing my expertise and asserting my viewpoints, I’ve demonstrated that gender does not determine competence.

Connecting with like-minded individuals who champion diversity and equality has provided me with invaluable support and perspective. Engaging with mentors who have encountered similar challenges has armed me with strategies for navigating through complex situations.

Furthermore, I’ve embraced adaptability as a core strength. The business world is ever-evolving, and my willingness to embrace change has allowed me to stay agile in the face of adversity. Flexibility has not only enabled me to overcome gender-related hurdles but has also positioned me as a force for innovation within my organization.

Lastly, celebrating my successes and milestones has been a personal strategy to combat imposter syndrome. As a female CEO, it’s crucial to recognize and internalize achievements, reinforcing the fact that I belong in the leadership position I hold.

In essence, my journey as a female CEO has been about defying limitations, breaking stereotypes, and carving a path that future generations can follow without the same barriers. Through self-assuredness, strategic networking, adaptability, open dialogue, a commitment to diversity, and self-celebration, I’ve risen above gender-related challenges, embracing my role with pride, and forging ahead toward new horizons.

Can you highlight a significant achievement or turning point that played a pivotal role in your career trajectory?

I recount a pivotal juncture that carved a new path in my advertising career—a moment that stands as a testament to the fusion of determination, innovation, and seizing opportunities when they arise.

The scene was set at a high-stakes new business pitch presentation, I’ve done a dozens of them, this day the air buzzed with a blend of excitement and tension as I stood before a room filled with global auto industry veterans and decision-makers from Fiat who had just bought Daimler Chrysler. As I stood in the boardroom in the highrise of the Chysler building in Detroit, in a room full of automotive male executives, the tension was palpable.  

The pitch was for a groundbreaking campaign that we had meticulously crafted, we had worked on it for weeks—a campaign that embodied the spirit of our agency and promised to redefine the way Chrysler engaged with their audience in the middle of a great recession in 2007.

As I stepped up to the podium, I felt a surge of confidence. The months of tireless research, brainstorming, and refining the concept were about to culminate in this pivotal presentation. With every slide that I clicked through, I could see the spark of interest in the eyes of the clients, including Fiat’s CEO. The narrative flowed seamlessly, capturing their attention and painting a vivid picture of the campaign’s potential impact.

But it wasn’t just the content that spoke volumes; it was the synergy among our team members that resonated. We had united our diverse strengths, perspectives, and skills to create something truly remarkable. The energy in the room was electric, and it was clear that our passion for the project was contagious.

The Q&A session that followed was a revelation. The clients’ inquiries delved beyond the surface, probing into the heart of our strategy, our creative choices, and our commitment to pushing boundaries. It was during this exchange that I realized the immense power of our collective effort. The campaign wasn’t merely a proposal; it was a testament to our ability to innovate and transform ideas into impactful solutions.

As the meeting concluded, the applause and accolades that echoed in the room were a validation of our hard work. That moment marked a turning point, a profound realization that our campaign had not only resonated but had ignited a spark of excitement that set it apart.

Reflecting back, I understand that the turning point wasn’t just about a single pitch—it was the culmination of years of dedication, lessons learned, and an unyielding belief in the power of creativity. It was a testament to the magic that happens when talented individuals collaborate seamlessly, pushing each other to achieve greatness.

As I navigate my advertising career that pivotal moment remains etched in my memory. It serves as a constant reminder that embracing challenges, believing in the strength of a united team, and harnessing the force of innovative ideas can shape not only campaigns but also entire trajectories. It’s a story of perseverance, creativity, and the realization that seizing a pivotal moment can lead to a legacy of transformation and success.

How do you foster a culture of innovation and continuous improvement within your company?

Fostering a culture of innovation and continuous improvement isn’t just a strategy—it’s a way of life. At M&A Creative, we’ve woven these principles into the very fabric of our operations, igniting a creative spark that fuels our every endeavor.

It all starts with a mindset—a shared belief that complacency has no place in an industry as dynamic as advertising. We encourage our team to embrace change, to challenge conventions, and to see every project as an opportunity for growth. It’s about cultivating a hunger for progress that propels us forward.

Transparency plays a pivotal role. We’ve dismantled the traditional hierarchy, creating an environment where ideas flow freely, regardless of one’s title. From interns to senior executives, everyone’s voice matters. This inclusivity not only fosters creativity but also empowers our team to take ownership of their contributions.

Innovation isn’t confined to brainstorming sessions; it’s woven into our daily operations. We allocate time for dedicated exploration—moments when team members can pursue passion projects or delve into emerging trends. These initiatives are the seeds of innovation, often sprouting into groundbreaking campaigns that push the boundaries of creativity.

Learning is a cornerstone of our culture. We’re committed to staying ahead of the curve, whether it’s adopting cutting-edge technologies or understanding the pulse of consumer behavior. Regular workshops, training sessions, and industry conferences are part of our routine. By staying informed, we arm ourselves with the tools needed to create campaigns that resonate.

Our agency isn’t just a workplace—it’s a dynamic ecosystem where innovation thrives. The culture of continuous improvement isn’t imposed from above; it’s embraced collectively. 

As I reflect on our journey, I realize that fostering a culture of innovation and continuous improvement isn’t a destination; it’s an ongoing expedition. It’s about empowering our team to think beyond boundaries, to challenge norms, and to embrace every project as an opportunity to innovate. It’s a commitment to staying agile, staying curious, and always pushing the envelope of creativity.

Can you share an example of a difficult decision you had to make and the factors you considered before making it?

Before the world of advertising, I had another career—in the realm of Interior Design, a childhood dream. I devoted six years to this realm, weaving together luxury and creativity with clients like The Four Seasons Santa Barbara and St. Regis Princeville, Hawaii, even Hollywood’s luminaries.

Yet, amid all the success, a whisper of something unfulfilled lingered, an unfulfillment I couldn’t fill. The yearning for the corporate world emerged, and a profound decision loomed. To start anew in advertising, a domain unfamiliar, it would bear its cost—beginning from ground-zero once more, starting a new career. Amidst the scales of career continuity and personal happiness, interior design fell short, and so a leaped into the enigmatic landscape of advertising which had been calling me.

Once I made that decision, I never looked back, a new career unveiled, I went from working in boutique agencies to global giants, each step added layers of knowledge and mastery. A journey from supervisor to director, VP to EVP, culminating in Director of North America and the Caribbean for Mindshare in New York, which is part of the formidable WPP conglomerate of global agencies and at that time #1 worldwide. Leading at the helm of renowned brands such as American Express, Kimberly Clark, and Sprint, and successfully leading diverse teams spanning North America and the Caribbean.

Then, a return to Los Angeles marked a pivotal turn. The birth of my marketing and communications consulting venture, a space that incubated growth. 

Yet, destiny had another script in mind. An encounter with Luis Marques, the visionary behind M&A Creative Agency, rewrote the tale.

In our partnership, I found my stride, a home for my expertise as the CEO for North and South America. The trajectory bends in unforeseen ways, and as I reflect, it’s evident that the heart always knows its path. From a childhood dream to scaling the summits of design and advertising, the journey continues with new stories to unfold.