Meet the Up-and-Coming Industry Leaders Making their Mark

There’s no ‘right’ way to be a leader. But for the upcoming generation of MDs, CEOs, and team leaders, there are a few common trends. There’s a widespread understanding that unlocking talent from those around you requires empathy and listening, meeting your team where they are in order to get the best out of them. 

At the same time, it’s a cohort that isn’t afraid of hard work – it’s often the grit and determination that led these leaders to their current position which inspires the teams around them. But above all else, the overriding theme seems to be an embrace of individuality – both their own, and that of the people who comprise their teams. As one interviewee tells us, that’s the quickest way to make ‘magic’ happen. 

To find out more about the next generation of leaders making their mark, we asked them to tell us a little bit about their own leadership style… 

Nicole Rowett
Managing director, Mother USA 

My leadership style tends to echo the times, people or experiences where I have found most success in my career to date. Where I’ve learned the most, grown the most, or felt safe enough to push way beyond typical boundaries. It transpires into a combination of honesty, transparency, empathy… and a fair bit of grit. The grit is essential for me, as honesty and transparency ain’t always the easy route, and a bit of grit helps you stay the course. 

Empathy is key. I thrive in environments where empathy is at the core, so to me it is part of any successful organization.  How do we connect with one another, let alone the greater community and or our audience, if we can’t be open to others' experiences? This is even more important when they are vastly different from our own. This is one where I need to catch myself on the daily, as we are all too often blinkered by our own views and the immediate chosen community around us.  

Lastly, I don’t believe leaders are determined by their titles. They’re all around us, in every department, at every level. You know them when you see them – they galvanize, they drive, they bring us all along for the ride and make us want to be better. 

Perhaps most importantly of all, I’d like to think my leadership style is always evolving, adapting and growing. The day I stop listening and learning from all those around me is the day I stop being a leader. Well, at least that feels true for me!

Kirkland Alexander Lynch 
CEO, Barking Owl

My leadership style is a fusion of trust, transparent communication, and a belief in leaving room for the unexpected to unfold. My approach was profoundly shaped by my nearly five years working alongside Stevie Wonder, at a time when I was entrusted with managing his business and the team through global tours. This experience taught me everything I know about leadership and teamwork. 

First and foremost, trust and belief are essential. I’ve learned that to lead effectively, one must fully trust that each team member is the best person for their role – that they not only have the skills but also the drive to see their responsibilities through with excellence. This trust empowers individuals, granting them a sense of ownership over their work, which research consistently shows leads to higher performance and career satisfaction. 

Secondly, I value immediate and explicit communication. Even minor issues, if left unaddressed, can fester and grow. But instead of quickly dismissing a perceived problem, my focus is on creating an open dialogue with employees. Often, what might seem like an issue at first glance reveals itself as a solution – or even a new opportunity – when we explore it together. 

Finally, I believe in allowing space for magic. Leadership is not about controlling every variable but recognizing that some things flourish when left to evolve naturally. By stepping back at times, I’ve often seen outcomes that surpass what any of us on the team might have envisioned. 

This blend of trust, open communication, and embracing the unknown has been foundational to my approach, creating an environment where both the team and the work can reach their fullest potential.

Emilie Kannekens 
Head of search and licensing, MassiveMusic EMEA

It's remarkable how the authoritative leadership style is still often regarded as the standard practice. Sometimes it's very obvious, while other times it’s more subtle – leaders may appear amicable with their teams but still engage in micromanagement. In my experience, such leadership approaches either provoke defiance in those who feel oppressed and undermined, or discourage team members from thinking independently, as they’re too afraid of making mistakes.

Particular with my generation, you more often see young leaders adopting an “influencing without authority” approach. While these leaders still hold authority within an organisation, they consciously choose not to focus on it. Instead, they take on a service-oriented role for their teams, asking questions and offering suggestions rather than issuing direct commands.

I strongly believe in this management approach. The most important role of a leader is to equip their team with the tools they need to achieve success themselves. If individuals are given responsibilities that align with their roles, and recognition for their own personal contributions as well as the team's success, they become motivated to perform at their best capacity. This approach fosters personal growth and shows that you don’t need to rely on authority nor need to try to be best pals in a professional setting to achieve success as a team.

Jill Smith
CEO, Iris Americas

At the heart of my leadership style is the practice of educated empathy. It’s about truly listening – not just hearing – to understand people’s unique contexts and perspectives. I’ve learned that curiosity is one of the most powerful tools in a leader’s arsenal. Whether it’s founding an agency from scratch or navigating new markets, I’ve found that staying open and humble has always unlocked the best ideas. Leadership isn’t about having all the answers – it’s about creating the right conditions for others to be successful and capable of taking on new opportunities.

I’m also a firm believer that leadership doesn’t need to be loud to be impactful. It’s not about being the most vocal in the room but about being intentional and making your actions, investments, and time count. It’s this philosophy that inspired The Council, a network I founded for women who are rewriting the rules and refusing to follow a safe playbook. Leadership today is about taking principled risks, leaning into discomfort, and inspiring others to do the same.

Dan Fleming
UK market lead, Tracksuit 

There are three leadership principles that I live by – lead with transparency and vulnerability, set clear expectations, and get out of the way.

Leading with transparency and vulnerability is one of Tracksuit’s core values because it helps create a healthy culture. I love nothing more than celebrating the wins but it’s important to balance them out by sharing our business challenges and losses. Sharing both encourages our team to do the same and forms a trusting and supportive working environment.

Setting clear expectations and then getting out of the way empowers our team to understand their goals and our expectations while also giving them the agency to make their own decisions. It’s also really important not to micro manage but to ensure you’re across enough detail to help guide or challenge their thinking when necessary.

I also like the concept of having strong opinions loosely held and being the last to speak. This tactic allows people to share their thoughts first without being influenced by my opinion. This also helps me to either recognise a different perspective and ultimately agree with them, or to hold onto my opinion and guide the team in the right direction for better business outcomes.

Niusha Koucheksarai
Managing director, Uncovered

At heart, I’m a very structured and organised person and so I love to have a clear direction and set tangible goals. However, I can’t (and shouldn’t) get there on my own and as I progressed into more senior roles, I have probably developed a democratic and participative leadership style. You realise you can’t know everything, and you shouldn’t do everything.  If you empower people to have a voice and build the ambition, direction and ultimately culture together it’s just going to be a healthier and more innovative environment. You’ll grow from the perspectives gathered along the way and that can come from any part of the business.

Some general principles I like to keep in mind:

- Lead by example: I never ask anyone to do something I wouldn't do myself.

- Be transparent and communicative: Share the why and how, not just the what. If you find yourself unable to articulate why you are asking people to do something, then you probably shouldn’t be doing it. Bring everyone along with the big picture – it's inspiring!

- Time and consistency: Offer your time, be consistent, communicate, be present and visible. Adapt to changes and challenges without making it a rollercoaster for others.

- Be a swan… 90% of the time.

Stacia Weiss 
VP and creative director, BarkleyOKRP

My leadership style fosters a culture of kindness and accountability with two simple rules: don’t be an asshole, and don’t hire assholes. No amount of talent justifies toxicity. 

When leaders practice empathy, vulnerability, and mutual respect, they establish an environment where everyone on their team can shine. It’s not about being the smartest person in the room; it’s about unlocking the collective potential of the room itself. 

The success of my team correlates to how safe they feel to collaborate, experiment, and even fail. That trust comes from genuine connection. 

I believe in forming real relationships at work. Not the whole ‘we’re a family’ shtick, but a commitment to knowing and supporting my team members as humans. That means caring about their lives, their aspirations, and their growth. But care isn’t coddling. I am direct and honest. If something isn’t working, I’ll tell you – but with compassion and a plan to fix it. 

And finally, work-life balance isn’t optional. A burnt-out team doesn’t create brilliance; it creates resentment. I encourage boundaries, celebrate downtime, and will never glorify overwork. 

In the end, my approach is simple: be kind, be clear, and build your team on a foundation of trust – not terror. 

Chelsea Mills
Managing partner, UK, Momentum Worldwide

In an industry where many leaders focus primarily on results, my belief is that you must take care of your people first. My priority is cultivating an environment where everyone feels respected, valued, and empowered.

Humility plays a big role in my leadership style. I don’t pretend to know everything (it’s crucial to have a mindset of continuous growth!), and I am allergic to egos. The world of advertising is fast-paced and requires agility and when teams work together with a collaborative ethos and a shared purpose, that’s when we not only create truly unforgettable experiences, but create a culture where innovation and creativity can thrive. 

As a leader, I’m committed to open, honest communication. Whether we’re celebrating wins or navigating challenges, my team knows we do it together. I believe it’s essential for the team to understand the ‘why’ behind decisions and the direction we’re heading. When everyone feels aligned and included in the process, they’re not just going through the motions – they’re invested in the journey and the outcome.

My leadership style places a huge focus on creating a culture where team members feel safe to share ideas, take risks, and express their unique perspectives. This isn’t (and shouldn’t be) a box-ticking exercise. It’s deeply rooted in your culture as an agency and values as a leader, and ultimately serves as the foundation for the diverse, innovative, and impactful work that keeps clients returning and engaged.

Mitchell R. Duffree
Founder & chief twin, Geminaes

Leaders like us, the new breed, are stepping up with purpose, not ego. Fresh faces in MD and C-suite roles are eager to redefine leadership, driven by values over titles. For us, it is about purpose and principle, guiding every choice and every campaign.

We ask, 'What legacy are we leaving?' because we want to resonate with brands. I get it because that's the work I'm drawn to. I've been bridging worlds for years, blending Amsterdam's courage with London's rich heritage and seeing how purpose transforms brands into experiences. Authenticity is essential. Audiences today crave connection, and we're to build relationships, not just ads.

Adaptability is key. Tight budgets? Insane timelines? For new-generation leaders, challenge fuels creativity. Flexibility is our superpower. Diversity isn't taught to us; it's necessary. Growing up in a diverse family, I know true creativity demands all voices. We make sure everyone has a seat at the table.

We deliver with empathy, balance KPIs with care, and build real growth that matters beyond metrics. In a time when authenticity and purpose define success, new-breed leadership is about heart, integrity, and a commitment to doing things differently.

Here's to the 2025 leader.