JUNE 2026
M I R R O R R EVI EW.CO M
™
THE MOST
WOMEN LEADERS in Marketing in 2026 HOW SMART WOMEN LEADERS STAY VISIBLE WITHOUT BURNING OUT
24
LEADERSHIP CHALLENGES: 18 EYE-OPENING FACTS THAT REVEAL WHAT EMPLOYEES REALLY WANT
38
STOP HUNTING FOR YOUR AUDIENCE. START BUILDING YOUR CORNER OF THE INTERNET
50
THE MARKETING LEADER REDEFINING GROWTH THROUGH TRUST, NOT TACTICS
EDITOR’S
Where Bold Ideas Meet Brilliant Women: Marketing’s New Vanguard
Dear Readers, Marketing today moves quickly, shaped by data, creativity and constant change. Behind every campaign is a leader with a clear vision and heart. “The Most Influential Women Leaders in Marketing in 2026” celebrates the women redefining leadership in this industry, blending strategy with empathy and innovation with integrity. These are the voices shaping how brands connect and grow in a world that never stops evolving. Gracing this issue’s cover is Victoria Adams, Founder and Creative Director of Excentric Agency, an Ottawa-based agency built into one of the region’s most respected names since 2004. With more than twenty-five years of experience across agency and corporate worlds, Victoria has shaped Excentric into a relationship-driven agency known for responsible marketing, creative excellence and rare technical depth. Alongside partner Kristy Smith, she leads a team trusted across regulated industries in Canada, the United States and the United Kingdom. For Victoria, extraordinary work comes from care, strategy and accountability, and she believes that as artificial intelligence reshapes the industry, human judgement and creative thinking will remain what sets great marketing apart. This issue also honours a distinguished group of leaders driving change in marketing. Sara Carty, Founder and CEO, and Kelly Allen, Co-Founder and CMO of UNBORING, continue to challenge convention with bold creative thinking. Christine Osazuwa, Founder and CEO of Measure of Music, brings data-driven insight to brand strategy. Therése Sundling Larsson, Senior Vice President and Head of Media and Sponsorship for Live Nation EMEA, leads impactful partnerships on a global stage. Tamara Alesi, CEO of Mediaplus North America, completes this remarkable lineup with her sharp strategic vision. Together, these leaders prove that the future of marketing belongs to those who combine bold ideas with genuine human connection. Their stories remind us that lasting impact is built not through shortcuts, but through trust, sound judgement and consistent care for the people they serve. As the industry evolves alongside new technology, these women stand as guiding lights, showing what is possible when creativity meets purpose. This issue is a tribute to their achievements and an invitation to the next generation of marketers to lead with the same courage and conviction. Sincerely,
SIMRAN KHAN Managing Editor
Publisher Archana Ghule Editor-in-Chief Vikram Suryawanshi Managing Editor Simran Khan Project Editor Shadab Mestri ™
Mirror Review Magazine is published by Pericles Ventures Pvt. Ltd. No part of this publication may be reproduced, distributed, or used in any form without prior written consent from the publisher. The editorial team has exercised utmost diligence to ensure the accuracy and integrity of all published content; however, the publisher assumes no liability for any errors or omissions. The publisher also bears no responsibility for the content of advertisements featured within the magazine.
Mirror Review Media & Tech Office No. 430, 4th Floor, Gera’s Imperium Rise, Opp. Wipro Circle, Hinjewadi Phase 2, Pune, Maharashtra - 411057.
+1 (850) 564-8517 info@mirrorreview.com www.mirrorreview.com
Project Managers Greg Visualizer Mark Davis Graphic Designer Tejaswini Tandale Head of Distribution and Production Aakash Mahajan Head of Operations Robert Smith Research Analysts James Adams Advertising Maria Smith
10. Victoria Adams
20. Christine Osazuwa 30. Sara Carty and Kelly Allen 42. Tamara Alesi 54. Therése Sundling Larsson
Articles 24.
How Smart Women Leaders Stay Visible Without Burning Out
38.
Leadership Challenges: 18 Eye-opening Facts That Reveal What Employees Really Want
50.
Stop hunting for your audience. Start building your corner of the internet
Content
Profiles
The Most Influential Women Leaders in Marketing in 2026
Victoria Adams
Christine Osazuwa
Founder and Creative Director Excentric Agency
Founder and CEO Measure of Music
www.excentric.ca
www.measureofmusic.com
Sara Carty & Kelly Allen
Tamara Alesi
Founder, CEO, Co-Founder & CMO UNBORING
CEO Mediaplus North America
www.unboring.digital
www.house-of-communication.com
Therése Sundling Larsson Senior Vice President, Head of Media & Sponsorship | Live Nation EMEA www.livenationentertainment.com
COVER STORY
THE MARKETING LEADER REDEFINING GROWTH THROUGH TRUST, NOT TACTICS Key Points: ● Victoria Adams built Excentric Agency into one of Ottawa’s most respected agencies through long-term relationships, responsible marketing, and senior-level strategic guidance. ● By combining creative excellence with deep technical expertise, Excentric supports organizations operating in highly specialized and regulated industries across Canada, the United States, and the United Kingdom. ● Victoria believes the future of marketing belongs to agencies that prioritize trust, judgment, and human insight over tactics alone.
10 | JUNE 2026
In a marketing landscape crowded with noise, shortcuts, and cookie-cutter design, experience has quietly become a di erentiator.
For Victoria Adams, Founder and Creative Director of Excentric Agency, that experience comes not only from decades in creative roles, but from time spent inside complex corporate environments where accountability, clarity, and trust matter just as much as creativity. Established in 2004, Excentric Agency has grown into one of Ottawa’s most respected agencies, serving both locally and internationally recognized brands. Under the leadership of Victoria Adams and partner Kristy Smith, the agency has become known for its relationship-first approach, responsible marketing philosophy, and rare balance of creative excellence and technical expertise. For more than 25 years, Victoria has navigated both sides of the marketing equation—agency and client—and that dual perspective has shaped Excentric into a relationship-driven agency grounded in disciplined thinking, long-term partnerships, and what she calls responsible marketing. For Victoria, responsible marketing means making thoughtful recommendations, respecting client investment, and focusing on work that genuinely creates value rather than unnecessary complexity. “In today’s world, people are overwhelmed with content,” she says. “Extraordinary work is memorable. It stands out from the noise, differentiates brands from competitors, and delivers meaningful results.”
“WE CREATE EMOTIONAL CONNECTION BY TELLING STORIES VISUALLY.”
“The difference between ordinary and extraordinary is the extra,” Victoria says. “Doing things well is the baseline. What matters is bringing the extra—the care, the strategy, the effort, and the accountability that turns something ordinary into something extraordinary.”
MIRRORREVIEW.COM | 11
COVER STORY A CAREER SPANNING CREATIVE AND CORPORATE WORLDS Victoria began her career at a small design agency in Ottawa, Canada, before joining The Conference Board of Canada as a Design Specialist. She later spent a decade at Nordion, an international life sciences company in the nuclear sector, where she served as Marketing Manager. Those years gave Victoria valuable corporate management experience and an understanding of how large organizations operate internally. Her experience within the life sciences and nuclear sector also helped shape one of Excentric’s strongest industry niches. Over the years, the agency’s Nuclear & Irradiation sector client base expanded organically across Canada, the United States, and the United Kingdom through referrals and long-standing industry relationships. Today, Excentric supports clients across more than 13 industry sectors, including health and pharma, aerospace, defence, finance, technology, manufacturing, education, member-based associations, public sector, non-profit organizations, and more. Many of these industries are highly technical or heavily regulated environments where trust, clarity, and accuracy matter. “Not only do you need to understand the ideal target market,” Victoria explains, “you also need to understand the client’s internal challenges, limitations, and pressures. That’s where experience really matters.”
GROWING EXCENTRIC THROUGH RELATIONSHIPS Over the years, Excentric Agency has grown organically and quickly, not through advertising or outbound sales, but through relationships. As former colleagues and clients moved into new roles at different organizations, they continued to bring Excentric with them. “We have never advertised, and we’ve never had a sales team,” Victoria explains. “Our growth has come almost entirely through referrals or clients finding us organically online. When a client leaves one organization and brings you into another one, that speaks volumes.” What makes Excentric feel different emotionally, she believes, is the depth of the relationships the agency builds over time. “Our clients know they can lean on us,” Victoria says. “For guidance, for ideas, for problem-solving, or simply for getting things done. They can be open and honest about the landscape inside their organization, and we’ll help work through whatever may be keeping them up at night.”
12 | JUNE 2026
“WHAT MAKES EXCENTRIC FEEL DIFFERENT EMOTIONALLY IS THE DEPTH OF THE RELATIONSHIPS.”
MIRRORREVIEW.COM | 13
COVER STORY Because many client relationships span years, in some cases more than two decades, the agency develops a deep understanding of not only the brand but the people behind it. “Their work becomes second nature to us,” she says. “We understand their preferences, their pressures, their audience, and how they like to work. That level of familiarity creates trust and makes collaboration incredibly efficient.” One of the best pieces of advice Victoria ever received came from one of Excentric’s very first clients. He told me, “Treat your clients as you would your friends, and you will be successful. That stayed with me.” That philosophy continues to shape how Excentric communicates, collaborates, and supports clients today. “It’s not just business, it’s personal,” Victoria says. “Our job is to make our clients look good and make their lives easier. If we can remove stress, bring clarity, and help them feel confident walking into a meeting or presenting to leadership, then we’ve done our job well.”
STRENGTHENING THE AGENCY FOR THE FUTURE Three years ago, Victoria made a pivotal leadership decision. After years as the sole owner, she brought on Kristy Smith as an equal partner. Kristy had already been with Excentric for more than a decade, earning the trust of clients and proving herself as a highly capable and respected leader. After years of supporting Excentric clients as a web developer, she brings deep technical expertise to her role as Technical Director and plays a critical role in overseeing development, SEO, security, hosting, and maintenance. “As our client base grew, particularly in regulated sectors like health, pharma, defence, and nuclear, it became clear that creative strength alone wasn’t enough,” Victoria explains. “We needed to be equally strong technically.” That decision transformed Excentric into an agency that is equally strong in creative brand and technical web expertise, a combination Victoria believes is still surprisingly rare within the industry. “Our website says ‘Where Creative Brilliance Meets Technical Genius,’” she says. “That balance is a huge benefit to our clients because they don’t have to choose between beautiful, creative, and technical confidence.” Today, Excentric supports secure managed hosting environments and complex technical builds while still maintaining the high-end creative direction and storytelling the agency is known for. “And honestly, it’s just more fun with Kristy in the picture. We genuinely enjoy working together.”
14 | JUNE 2026
“WHILE AI IS AN INCREDIBLY POWERFUL TOOL, IT STILL REQUIRES HUMAN JUDGMENT, KNOWLEDGE, AND STRATEGIC THINKING.”
A HIGHLY VISUAL APPROACH TO CORPORATE MARKETING Excentric is known for its signature creative style that is highly visual, polished, corporate, and intentionally not boring. “People don’t want to read massive blocks of dry content,” Victoria explains. “We tell stories visually. Even highly technical organizations benefit from beautiful design, motion, strong messaging, and emotional connection.” For Victoria, extraordinary is not just about the quality of the work. “It’s about the client being genuinely happy with both the experience of working with us and the final product,” Victoria explains. “And internally, it means our team members feel valued, inspired, and truly enjoy working at Excentric.” That commitment to creative excellence has earned Excentric more than 60 international design awards. Victoria is also an official expert judge for the Academy of Interactive & Visual Arts (AIVA), contributing her perspective to global programs such as the W3 Awards and the Communicator Awards.
MARKETING IN THE ERA OF AI Victoria sees artificial intelligence reshaping the marketing industry, particularly in content generation and workflow efficiency. Used well, AI can help teams move faster, uncover ideas, and reduce time spent on repetitive tasks. But she believes the real advantage still comes from the people directing it. “AI can help accelerate ideas, research, and production,” Victoria explains. “But it still takes experience, knowledge, and creative thinking to truly understand a client’s audience and tell a compelling story. Technology can enhance great marketing, but it can’t replace it.” For Victoria, the risk is not AI itself—it is using AI without strategic direction. Without a clear understanding of the brand, audience, competitive landscape, and desired emotional response, AI-generated content can quickly become generic. “AI is only as good as its director,” she says. “Someone still has to evaluate the output, refine the thinking, protect the brand voice, and make the judgment calls. Otherwise, it is just content without the strategic guidance of the brand’s unique essence.” That perspective reflects a broader shift in marketing: the most effective use of AI is not full automation, but partnership. AI may increase speed and efficiency, but human judgment remains essential for nuance, originality, ethics, cultural context, and emotional connection. For Excentric, that means embracing AI where it adds value, while keeping strategy, creativity, and accountability firmly in human hands.
MIRRORREVIEW.COM | 15
LEADERSHIP, FAMILY, AND LIFE OUTSIDE OF WORK
Looking back at her entrepreneurial journey, Victoria says it’s di cult to point to just one thing she’s most proud of. One of the biggest was taking the leap to start Excentric Agency in 2004 after leaving a successful decade-long career in the corporate world.
“Change is scary,” she says, “but it felt right. I’ve always believed life should stay exciting.” Family is another source of pride. Victoria credits her husband, James, a cybersecurity sales professional, for his unwavering support through every major life decision throughout her career. Their two children both pursued creative careers of their own. Dawson, a Graphic Design graduate, now works full-time at Excentric as a digital designer, while Alexandra, a film program graduate, works in video animation in Montreal. “Seeing their creativity develop in completely different ways has been amazing to watch,” Victoria says. Professionally, she still values the simple things most—client emails saying “Your work is amazing,” or hearing that sales increased after a website launch. “That never gets old,” she says. “That’s what it’s all about.” Outside of work, Victoria admits she doesn’t have an extensive list of hobbies. “I work for fun, it’s an addiction.” She stays active in her home gym, but when she truly needs to recharge, she heads for the beach. “Grace Bay Beach in Turks and Caicos is my favourite place to reset, think clearly, and slow down a little,” she says. Lately, she has become increasingly aware of how quickly time passes. “It’s hard to believe it’s been over 20 years since starting Excentric,” Victoria reflects. “That makes me want to prioritize travel and experiences more intentionally moving forward.”
16 | JUNE 2026
COVER STORY
“EXCENTRIC LIFE IS GOOD.”
LOOKING AHEAD Victoria believes the future of Excentric is not about becoming the biggest agency—it’s about continuing to evolve without losing the values that built the company in the first place. “We always keep an eye on emerging technologies and adapt where it genuinely adds value,” she explains. “But at the same time, we never want to lose the human side of what makes Excentric special.” Victoria says the agency’s future will continue to focus on thoughtful growth, extraordinary creativity, strong technical expertise, and long-term client relationships. “Honestly, we want to keep doing what we’re doing because it’s served us well,” she says. “We’ve built something grounded in trust, creativity, and care, and that’s not something we take for granted.” “Excentric life is good.”
MIRRORREVIEW.COM | 17
T
here are people who arrive at their calling through a single revelation, a moment of clarity that rearranges everything. And then there are people like Christine Osazuwa, whose calling seems to have been assembled gradually, piece by piece, from a life lived at the intersection of many worlds at once. She is a first-generation Nigerian American who grew up in Baltimore, going to rock shows. She now lives in London. She founded a company called Measure of Music and works as a music marketing, strategy, and data consultant whose work sits at the intersection of storytelling, analytics, and culture. To try to place Christine inside a single category is to miss the point of her entirely. Growing Up at Rock Shows Baltimore is not a city that often appears in the mythology of music marketing. But for Christine, the rock shows she attended growing up were not simply entertainment. They were educated, and that’s where she first understood, at a level that preceded language, what it feels like when music connects with a crowd, when a performance becomes something shared, something that lifts off the ground and becomes larger than the sum of its parts. That understanding, formed in Baltimore venues long before she had a professional vocabulary to describe it, became the foundation of everything she would later build. Christine believes, with the certainty of someone who has tested the belief repeatedly, that “not much on Earth rivals the experience of live music.” 20 | JUNE 2026
This is not merely a marketing position. It is a conviction that runs through her professional life and gives her work its particular gravity. Measure of Music When Christine founded Measure of Music, she was establishing a position the industry had not fully occupied. The company operates at the convergence of music marketing, strategic thinking, and data analysis, built around a premise Christine articulates with unusual clarity: data and numbers are not substitutes for a good story and genuine passion, but strong storytelling should also be supported by meaningful insights and measurable understanding. This is a more sophisticated position than it first appears. The music industry has often swung between two extremes: the romantic instinct that dismissed quantitative thinking as incompatible with art, and the obsession with metrics that sometimes forgot why music mattered in the first place. Christine occupies the far more demanding middle ground. She understands that a pivot table can reveal things a feeling cannot, and she also understands that no pivot table has ever made someone cry at a concert.
MIRRORREVIEW.COM | 21
The Beliefs That Shape the Work Christine is a person of explicit convictions, and she carries them openly. She believes that marketing should be used for good, a statement that sounds simple and contains, upon closer examination, a great deal of ethical weight. She believes in investing in employees as much as customers, which is to say she believes the internal life of an organization matters just as much as its public image. She believes in never stopping learning and never stopping listening, two disciplines that sound easy until they are tested by an industry that rewards speed and certainty. She believes that business can be an art and art can be a business. She believes that marketing and technology are not mutually exclusive. She believes in spending money on experiences rather than possessions, a philosophy that connects directly to her conviction about the irreplaceable value of live music, and perhaps most importantly, she believes in the power of intersectional, innovative, interdisciplinary thinking. Christine herself exists at the intersection of multiple cultures, disciplines, and perspectives. Rather than treating those intersections as contradictions, she treats them as resources. The Consulting, The Boards, The Shape of Influence Christine’s work extends beyond Measure of Music through consulting and advisory engagements focused on music marketing strategy and data. She also contributes to broader industry conversations through board and organizational involvement, bringing the same combination of analytical rigor and human understanding that defines her professional identity. There is something instructive in the shape of Christine’s career, in the way she has built authority not by narrowing her perspective, but by expanding it deliberately. The live music industry becomes better at understanding audiences when it includes people who understand, from the inside, how many different kinds of people are standing in the crowd. What Christine Carries Into Every Room When Christine walks into a room, she brings with her a combination of warmth and rigor that is not especially common. She is someone who will argue passionately for the power of a great story and then, in the same breath, ask to see the data. She is someone who grew up a fan and became an analyst and somehow managed to keep both of those identities alive and in conversation with each other. That combination is ultimately what Measure of Music is built on, and it is what makes Christine Osazuwa one of the most compelling voices in music marketing today.
22 | JUNE 2026
MIRRORREVIEW.COM | 23
24 | JUNE 2026
You Don’t Have to Be Online to Be On Point Let’s start here: The real pros don’t sprint every day. They pace themselves like marathoners with a war plan. That’s something most people don’t tell women leaders building a personal brand: Visibility doesn’t mean volume. Somewhere between the latest webinar on “consistency” and the social post that says, “Just show up daily,” many women in business confuse constant availability with strategic visibility. That confusion is expensive. It costs peace. It costs health. It burns out your creativity. The good news? You don’t need to choose between growth and your nervous system. You just need a shield. You Are the Brand—But You’re Also the Operator There are two versions of you: 1. The one that shows up online. 2. The one that runs the whole operation behind the scenes. Too many women think their business will stop if their face doesn’t appear on every timeline. But when you’re the strategist, the creative director, the CEO, and sometimes the assistant… it’s not just okay to pause—it’s essential. Let’s be blunt: You can’t build a brand worth following if you’re running on fumes. Think of it this way. If you are the light, your visibility is the switch. You control it—not the algorithm. The goal is not to be seen all the time. The goal is to be remembered when it counts. MIRRORREVIEW.COM | 25
Athena Didn’t Post Daily The Greek goddess Athena didn’t march into every war. She picked her battles. She carried a shield, not just to defend—but to signal power. Presence without chaos. You don’t need to explain your silence or justify your break. If you’re in a season where the energy’s low, that’s data. Use it. Adjust. You can still lead, still sell, still inspire—without live-streaming your entire emotional cycle. In fact, a lot of people trust you more when you show restraint. The Power Pause: A Reset, Not a Retreat There’s something most high-performing women avoid talking about: the off-switch. Not the glamorous sabbatical or the post-hustle Bali trip. I’m talking about a quiet Tuesday where you just… don’t show up. No post. No launch. No “I’ll be back soon” note. You just pause. Strategically. Like a woman who knows her value doesn’t disappear when she logs off. You know what that does? It builds intrigue. It commands respect. And it makes space—for new ideas, sharper offers, and better boundaries. Don’t Fear the Algorithm Train It Let’s get practical. You don’t have to abandon your brand to take a breather. You just need to set it up like a business, not a mood board. 26 | JUNE 2026
Here’s how to prep for a “quiet power season”: 1. Batch your brilliance Spend one focused morning recording or writing 2–3 pieces of content that reflect your values, not just your voice. Schedule them. Let them run while you rest. 2. Pin your presence Craft one clear message that lives at the top of your profiles. A line that says: “Operating at full clarity behind the scenes. Stay tuned.” That’s not going dark. That’s going deep. 3. Define your red-line rituals Choose your non-negotiables. Maybe it’s a monthly email. A bi-weekly story. Or just a visual post with no caption. Make it your minimum visible dose. 4. Protect your creative prime time Are you most focused at 6am or after dinner? Reserve that time for non-public work—offers, strategy, reading, thinking. Visibility starts in the shadows. Red Lipstick Visibility (and What It Really Means) Some women use loud branding. Some use logos. Some of us use red lipstick. It’s not about the makeup. It’s about the message: “I’m here. But on my terms.” That tiny symbol of control matters. It can be a walk at noon. A post-it note that says “no meetings today.” Or a 3-week break from LinkedIn without feeling guilty.
Here’s What I’m Doing This Summer (Feel Free to Steal It) No grand exit post. No “here’s why I’m taking a break” carousel. Just a quiet plan that keeps me aligned and alive. · I’m showing up once a week with value-led content I created weeks ago. · I’m saying no to all real-time speaking unless it deeply energizes me. · I’m scheduling deep work blocks where no one—not even my team—can reach me. · I’m letting inspiration arrive naturally, not on deadline. And if a great idea hits at the pool? I’ll jot it down. But I won’t stop swimming. Final Word: Rest Is a Strategy Most people treat rest like a reward. Something you earn after burnout. Smart women leaders—real power players—they treat rest like a pillar. Something that enables output, not delays it. So no, you’re not “losing momentum” by taking a few weeks off social. You’re building brand integrity. You’re investing in your long-game. And when you return? You won’t just be visible.
You set the terms. Not hustle culture. Not some 10-step content funnel. And definitely not the woman you admire who posts every day but secretly wants to disappear for a week.
You’ll be unstoppable. One Action Step (Don’t Skip This)
Visibility ≠ Access Let’s clear this up. You don’t owe your audience 24/7 energy. Being visible doesn’t mean being accessible. Being trustworthy doesn’t mean being on-call. Being a leader doesn’t mean being loud. Sometimes, the strongest personal brand is the one that quietly says: “I’m building something bigger than this moment.”
Open your calendar. Pick a 10-day window. Mark it: “Strategic Brand Rest.” Prep 2 posts. Pin 1 brand message. Then log off. Leave the door open just a crack. Let the audience feel your presence without getting access to it. That’s influence. And if someone doesn’t understand?
That’s what your pause can signal. Stability. Strategy. Self-leadership.
They were never your ideal audience anyway. MIRRORREVIEW.COM | 27
30 | JUNE 2026
MIRRORREVIEW.COM | 31
32 | JUNE 2026
MIRRORREVIEW.COM | 33
34 | JUNE 2026
MIRRORREVIEW.COM | 35
36 | JUNE 2026
MIRRORREVIEW.COM | 37
LEADERSHIP CHALLENGES 18 Eye-opening Facts That Reveal What Employees Really Want
Y
ou can overcome these challenges to enhance team performance and foster a positive work environment. If you are a manager or a team leader, understanding what employees really want can significantly improve your leadership skills. In this blog, we will unveil 18 eye-opening facts that reveal what employees really want, helping you to effectively address leadership challenges in your organization. Employee Engagement 1. A Gallup study reveals that 85% of the global workforce is disengaged, leaving only 15% engaged at work. 2. Among employees, 59% are passively disengaged (quiet quitting), while 18% are actively disengaged (loud quitting). These employees often point to workplace culture, compensation, and well-being as areas for improvement.
Among the non-engaged, 59% are ‘quiet quitting.’ They’re on the ship, holding the oars but not rowing. They might be dissatisfied with the company culture, pay, or well-being. They're not causing trouble, but they’re not contributing either. Then, there are the 18% who are ‘loud quitting.’ They’re not just failing to row but are actively disrupting the ship. They might be complaining, arguing, or even drilling holes in the ship. This is another facet of leadership challenges. This lack of engagement isn't just about slower progress. It's costly. So, future leaders must find ways to: ● Engage the ‘quiet quitters’ ● Neutralize the ‘loud quitters’ ● Foster an environment where more crew members are actively and enthusiastically working Knowledge Silos
3. Disengaged employees are costing U.S. businesses between $450 billion to $550 billion in lost productivity annually, with these employees being 18% less productive than their engaged counterparts. Imagine a company as a ship. Employees are crew members, their engagement is their rowing effort. Ideally, all crew members would be fully engaged, rowing in sync, propelling the ship efficiently. This is 100% employee engagement. However, only 15 out of 100 crew members are actively rowing. This is one of the significant leadership challenges. 38 | JUNE 2026
4. The Chaos Manifesto 2014 states that 33% of projects fail due to insufficient team involvement, emphasizing the importance of clear collaboration. 5. The absence of collaboration can result in ‘knowledge silos’ causing information to be confined within teams, leading to redundant efforts and lost learning opportunities. 6. In such ‘siloed’ environments, crucial information and expertise remain isolated within specific teams, obstructing organizational knowledge growth and sharing.
Consider a company as a football team. In a successful team, each player knows their role and their contribution to the game plan. This is collaboration. However, some players are unclear about their roles or not fully committed, leading to a disjointed team that struggles to win games. This lack of collaboration creates ‘knowledge silos,’ where players excel individually but lack understanding of the teamwork, leading to missed opportunities. In these ‘siloed’ environments, valuable information gets trapped within teams, hindering knowledge sharing and growth, leading to duplication of efforts and missed opportunities for teamwork and improvement. This presents leadership challenges for the captain. The challenge is to build a collaborative environment where every team member understands their role and its contribution to the team’s success. This involves: ● Breaking down knowledge silos ● Promoting open communication ● Ensuring that everyone feels involved and valued. Change Management 7. 70% of change initiatives fail, underlining the challenges in executing effective change management strategies. 8. Prosci’s research indicates a lack of change buy-in and solution support as a key obstacle. This resistance can stem from fear of the unknown, job insecurity, or inadequate communication. 9. 31% of CEOs are fired for mismanaging change, underscoring the critical role leadership plays in navigating organizational change. Think about a company as a ship sailing towards its goals. The journey isn’t always smooth; it often needs to change course due to various factors, similar to organizational change initiatives. MIRRORREVIEW.COM | 39
Imagine if 70% of the time, the ship fails to change its course successfully. It’s likely to hit obstacles or get caught in bad weather, delaying or even preventing it from reaching its destination. This mirrors when 70% of change initiatives in organizations fail.
In some cases, the novelist might question the credibility of the information they have. Is the historical fact accurate? Is the character’s backstory believable? This mirrors the struggle of some leaders who question the credibility of their data.
The success of a course change depends on the crew’s support. If they resist change due to fear, insecurity, or lack of communication the ship struggles to change its course. This is much like the lack of change buy-in in organizations, where 37% of employees resist change.
Sometimes, the overload of information can be so overwhelming that the novelist cannot move forward with the story. They are stuck, unable to decide which plot direction to take or which character to focus on.
The captain’s role is crucial in navigating these changes. If they fail, they might be replaced, as 31% of CEOs are fired for mismanaging change.
This decision paralysis can have negative impacts. It can lead to increased anxiety, missed opportunities (like a great plot twist or character development), and unnecessary spending (time spent on irrelevant research or rewriting).
If the ship constantly changes its course, the crew can become overwhelmed, similar to the change fatigue experienced by employees in organizations undergoing constant changes. To navigate these changes:
Similarly, decision paralysis in leadership can lead to increased stress, missed business opportunities, and wasteful spending. So, the key is to:
● Clear communication ● Address anxieties and insecurities ● Manage change in a way that keeps the organization on track to achieve its goals.
● Learn how to manage and interpret data effectively ● Ensuring its credibility ● Making informed decisions without letting the volume of data lead to decision paralysis.
Decision distress
Conflict Resolution
10. An Oracle study reveals that 90% of business leaders experience decision distressdue to data overload, adversely affecting their quality of life.
13. 48% of employees believe managers need more training in handling conflicts.
11. 26% struggle with data credibility, and 80% abandon decision-making due to overwhelming data. 12. This decision paralysis negatively impacts the quality of life for 88% of people, leading to increased anxiety (38%), missed opportunities (40%), and unnecessary spending (42%). Imagine a novelist trying to write a book. He has a lot of information-character backstories, plot ideas, historical facts, and so on. However, the sheer volume of this information can be overwhelming, leading to “decision distress.” This reflects leadership challenges where data overload makes decision-making stressful. 40 | JUNE 2026
14. 76% of employees prefer to avoid conflict when possible. This avoidance can lead to unresolved issues, resentment, and decreased productivity. 15. 27 % of employees quit their jobs due to unresolved conflicts. Let's consider a scenario of a coach training a sports team to understand these statistics better. A coach often faces conflicts among team members. These conflicts could arise from disagreements about strategies, roles, or personal issues. Some team members might feel that their coach needs more training in handling these conflicts, much like employees who believe their managers could benefit from additional conflict resolution training.
Many team members might prefer to avoid conflict altogether, similar to employees who would rather keep the peace than voice their concerns. However, this avoidance can lead to unresolved issues and resentment, affecting the team’s performance and morale. Unresolved conflicts can lead to serious consequences. Some team members might choose to leave the team if conflicts are not addressed, disrupting the team’s harmony and potentially affecting their performance in games.
These insights highlight the importance of effective delegation in the workplace, a key aspect of addressing leadership challenges. It not only helps in preventing burnout among managers but also fosters a sense of growth and development among team members. Moreover, it helps in building trust within the team and stimulates creativity by allowing team members to take on new challenges. On the contrary, poor delegation can lead to a lack of trust, stagnation, and even employee attrition.
That’s why it is crucial to learn: ● How to manage and resolve conflicts effectively ● How to tackle unresolved conflicts ● Ensure a harmonious and productive work environment.
Therefore, managers must strike a balance between delegation and oversight to ensure a healthy and productive work environment, effectively overcoming these leadership challenges. Here are the strategies to tackle the problem of poor delegation:
Authority Delegation 16. A Harvard Business Review article states that a classic sign of insufficient delegation is a manager who works long hours while their team keeps “strangely regular hours.” This suggests the manager isn’t delegating tasks, leading to burnout for themselves and a lack of growth for their team. 17. When employees don’t have the authority to make decisions or complete tasks independently, they can feel underutilized and unimportant. A study by the Society for Human Resource Management (SHRM) found that a lack of growth opportunities is a major reason employees leave their jobs.
● Provide employees with the necessary authority and autonomy to make decisions and complete tasks independently. ● Implement training programs to equip managers with the skills to delegate effectively. ● Encourages skill development and offers growth opportunities. Conclusion We hope this blog has enlightened you about the leadership challenges and the 18 eye-opening facts that reveal what employees really want. If you found this blog valuable, then please subscribe to our YouTube Channel for more leadership development videos. You can also find us on Twitter and Instagram. Remember, understanding and addressing leadership challenges is the key to a successful and harmonious workplace.
18. When managers micromanage and hoard tasks, they prevent employees from developing their skills and taking on new challenges. This limits the team’s overall potential and can lead to stagnation. MIRRORREVIEW.COM | 41
42 | JUNE 2026
MIRRORREVIEW.COM | 43
44 | JUNE 2026
This shift led her to the brand side of marketing, starting with Birchbox, a pioneering direct-to-consumer (DTC) beauty brand. Later, she assumed the role of Chief Growth Officer at Fluent, a distinguished performance publisher, and served as the Head of Media at YouGov, a respected source of industry knowledge.
Tamara Alesi, the CEO of Mediaplus North America, leads the North American office of the largest independent and partner-managed media agency in Europe. With 35 offices across 20 countries, she holds a commanding position. Tamara boasts a career spanning over two decades, rich in media and marketing experience. Under her leadership clients like Apple, L’Oréal, and De’Longhi have reached new heights, delivering award-winning campaigns. Tamara is a recognized Media Maven, earning accolades and recognition from industry leaders such as Adweek, eMarketer, and the Interactive Advertising Bureau. Her journey through the corporate landscape has been remarkable, marked by smooth transitions between brand experiences. This journey has fostered her professional growth and personal development. Tamara’s mission goes beyond business success; she aspires to build a media agency that garners affection from all stakeholders, including her talented team, esteemed brand partners, and trusted publishers. Her dedication to community engagement and advancing diversity and inclusion highlights her commitment to a more inclusive industry. This cover story provides a candid exploration of Tamara’s leadership, emphasizing her results-driven corporate persona and her exceptional ability to create and deliver media solutions aligned with the organization’s objectives. An Impressive Career in Marketing and Advertising Tamara recalls her remarkable career as an incredible journey marked by transitions from one brand experience to another. This journey has provided her with unique opportunities for personal and professional growth, establishing her as a prominent figure in the field. For most of her career, Tamara has focused on the agency side of the industry. However, six years ago, she underwent a pivotal transformation akin to a self-curated MBA experience.
This diverse range of experiences has expanded her understanding of the industry beyond her initial expectations, providing her with an invaluable perspective that fuels her ambition to create her dream agency. Furthermore, Tamara has witnessed and actively participated in the rapid ascent of the digital landscape within the media and advertising industry; a digital OG. Throughout her illustrious career, Tamara has achieved several significant milestones: 1. Global Launch of the iPhone: Tamara played a crucial role in the global launch of the iPhone, a landmark moment in the tech world. 2. Transformation of L’Oreal: She initiated L’Oreal’s transition into a digital-first brand, contributing to the brand’s evolution. 3. Adweek’s Media Plan of the Year: Tamara and her team received recognition for their exceptional work on Revlon’s ‘Love is On’ campaign, earning the prestigious Adweek’s Media Plan of the Year award. 4. Ad Age Media Maven: Her contributions to the industry earned her the title of Ad Age Media Maven, reflecting her expertise and influence. 5. Board Member of the TD Foundation: Tamara actively serves as a board member of the TD Foundation, a volunteer organization dedicated to supporting the children of wounded warriors and fallen heroes. 6. NY Pops 40th Anniversary Corporate Honoree: Tamara received special recognition as the 40th Anniversary Corporate Honoree by the NY Pops, sharing the spotlight with musical honoree Barry Manilow. MIRRORREVIEW.COM | 45
“We assist our clients in staying one step ahead of the competition. And by always challenging the status quo, we offer new ways to achieve greater impact.”
. Above all, what Tamara values most is her ability to empower others. She approaches consumers as people first, believing that understanding them on a personal level is the foundation of effective marketing. Tamara earns the trust of her clients by recognizing them as both individuals and professionals. Her commitment to people-centric leadership defines her approach and is a cornerstone of her success in the industry. “As a leader, I know when to roll up my sleeves and when to get out of the team’s way to let my team shine,” says Tamara. The Establishment of Mediaplus Group and Its Unique Offerings Mediaplus Group, a global media planning, and buying agency, was founded in 1983. It operates under the Serviceplan Group, an esteemed European agency group with over 50 years of experience, being the largest independently owned agency group on the continent. With a presence in 20 countries and a workforce of over 5,500 professionals, Mediaplus Group has firmly established itself as an industry leader. In North America, Mediaplus is the best of a boutique plus the power of scale, uniquely positioned with the strength and resources of a large organization. This distinctive positioning makes Mediaplus the ideal partner for brand collaborators seeking a blend of agility and scale. “We think and act beyond media to achieve greater impact for our client partners. Our owner-managed partnership model allows for more flexibility, faster decision-making, and the development of more trusting, long-term client relationships,” says Tamara. 46 | JUNE 2026
One of the most notable aspects of Mediaplus’s operating model is its flexibility for brands. This flexibility does not compromise access to strategic planning, technical capabilities, or execution tools. Simultaneously, the agency’s global stature allows it to tap into the full range of the group’s global and integrated resources. This unique blend of global influence and a personalized, hands-on approach defines Mediaplus’s essence. Under Tamara’s leadership, Mediaplus North America has experienced remarkable growth. The agency’s growth metrics are impressive: a 900% increase in the client roster, an 800% growth in the talent pool, and a remarkable 2200% increase in revenue, all on a year-over-year basis. Mediaplus serves diverse industries, including B2B, B2C, and B2G sectors. Its reach extends across a wide spectrum of industries, including Technology, Retail, Consumer Packaged Goods (CPG), Travel, Quick-Service Restaurants (QSR), Home Goods, Spirits, Fast-Moving Consumer Goods (FMCG), and Beauty. In navigating these industries, Mediaplus faces common challenges, including a crowded marketplace and the imperative need for brands to distinguish themselves and achieve breakthroughs. Furthermore, the agency excels at providing the necessary strategic investments for sustainable growth in an ever-evolving landscape. Prominent Roles and Challenges of Tamara Alesi: A Leadership Journey Tamara’s role as CEO involves a multifaceted range of responsibilities that illustrate her commitment to success.
In addition to her CEO role, she also takes on the roles of COO and CCO, reflecting the versatile approach required for achievement in her position. Her portfolio of tasks encompasses several key areas, including leadership, business strategy, and growth. Client relations, team management, and innovative stewardship are also pivotal facets of her role. Tamara equally dedicates herself to risk management, marketing, and social responsibility. Future-proofing the company and managing its financial growth are also integral parts of her role. One aspect that holds significant meaning for Tamara is her appreciation for being part of the dynamic advertising and media industry. As a leader, she strives to contribute to the industry’s vibrancy, ensuring its continued vitality for future generations of advertising and media leaders. In her leadership journey, three primary concerns occupy her thoughts. Foremost among these is talent. Tamara recognizes the pivotal role of attracting, retaining, and nurturing top talent as a critical driver of the company’s success. Building robust teams and fostering employee motivation and engagement are paramount, as she envisions these individuals as the organization's future leaders. The second concern is navigating the uncertainties of the marketplace. The ever-evolving media and business landscape presents numerous challenges, from economic fluctuations to technological and privacy regulations, as well as shifts in consumer behavior. Tamara emphasizes the importance of continuous learning, equipping her team with the knowledge needed to guide partners with well-founded perspectives grounded in research and critical thinking.
MIRRORREVIEW.COM | 47
Finally, personal and family well-being holds a special place in her heart. She acknowledges the demanding and sometimes stressful nature of her role, which essentially entails a 24/7 commitment. While she dismisses the notion of achieving a traditional work-life balance, she finds harmony in her life. Tamara explains, “My 12-year-old daughter and I constructed a greenhouse from a Wayfair kit. Every weekend, we dedicate time to the garden, including preparing meals together from the fruits of our labor. It genuinely alleviates my stress and affords precious time with my most important person.” Mediaplus Team: Committed to Excellence Under the leadership of Tamara, Mediaplus takes great pride in the agency and the team they have thoughtfully assembled. “Every hire has been purposeful. Every individual has value to add and has an instrumental impact on our culture and the agency we are today and a year from now,” affirms Tamara. For Tamara, nurturing talent is a profound responsibility that keeps her engaged and focused. She sees her role as one that offers opportunities to her team, while it is their responsibility to challenge themselves, consistently deliver 120%, and find ways to love what they do. This dynamic is what keeps the team motivated and the work environment engaging and enjoyable. Tamara believes that motivating and ensuring productivity within a team relies on several key factors: strong leadership, effective communication, and creating a positive work environment. At Mediaplus, these principles are actively put into practice.
One of the notable trends generating buzz is TikTok. Tamara emphasizes the need for brands to shift their perspective from viewing TikTok solely as a social media platform to considering it as a search engine, similar to Google and Amazon. Short-form video content on platforms like TikTok and Instagram Reels has witnessed a surge in popularity, transforming how users engage with content, influence decisions, and shape their considerations. Recognizing that this behavior extends to consumers in both their personal and professional lives opens up enhanced marketing opportunities for both B2B and B2C sectors through the use of concise and engaging videos. Additionally, podcasting continues to gain momentum, driven by a continuous improvement in content quality and its ability to attract a growing audience. While podcasting has historically posed challenges in terms of measurement, the industry is now adapting and witnessing positive outcomes. Marketers are increasingly leveraging podcasts as an effective medium for targeted and engaging advertising. Tamara’s Vision for Effective Marketing Tamara holds a perspective that aligns with today’s advertising landscape. In her view, advertisers seek transparency, flexibility, and performance. After a decade of consolidation within large holding companies, brands reject excessive fees, rigid timelines, and siloed approaches. Tamara emphasizes that efficiency doesn’t always equate to effectiveness.
Insights on Marketing and Advertising Trends
At Mediaplus, they perceive an opportunity to create something that truly matches the times instead of trying to retrofit a colossal entity to adapt to the new normal. Their core values revolve around transparency, flexibility, and a performance-first approach, positioning themselves as genuine partners. Their integrated team seamlessly connects the dots, remains agile in response to today’s evolving landscape, and distinguishes themselves with a holistic commerce-oriented offering, all while maintaining a crucial personal touch.
Tamara shares her perspective on the industry’s most significant trends. She carefully observes and evaluates the evolving landscape to provide insights into the current state of marketing and advertising. “Consumers want everything to be easy and immediate. As marketers, it’s our responsibility to check these boxes to grow the share of mind and wallet,” asserts Tamara.
Measuring the success of marketing campaigns is crucial for assessing their effectiveness, optimizing strategies, and efficiently allocating resources. The key performance indicators (KPIs) used for measurement depend on a campaign’s specific goals and objectives. At Mediaplus, they prioritize KPIs such as brand awareness and lift, sales and revenue, ROAS, and customer acquisition/retention.
The company instills a sense of purpose in every team member, establishes clear goals and expectations, offers regular feedback, and empowers its members. They recognize the importance of enjoying their work and celebrating achievements. Opportunities for growth are readily available, and leading by example is a fundamental principle that guides their approach.
48 | JUNE 2026
When reflecting on the most common mistakes made by marketing and advertising professionals, Tamara highlights several pitfalls: 1. Confusing Media Objectives: Failing to differentiate media objectives from other campaign objectives, leading to a lack of understanding of how to effectively reach consumers. 2. Basic Planning: Setting lofty goals in theory but only planning and providing for the essentials. 3. Fear of Innovation: Hesitating to test and innovate, which can limit growth and progress. 4. Data over Art: Relying excessively on data while overlooking the artistry that can make marketing resonate with audiences. Under Tamara’s leadership, Mediaplus represents a new approach to marketing, grounded in transparency, flexibility, and performance. Their commitment to understanding client needs and delivering results is the driving force behind their success in today’s dynamic advertising landscape.
Advice for Aspiring Marketing and Advertising Professionals When advising young professionals aspiring to build a career in marketing and advertising, Tamara shares her insights. She mentors numerous individuals and values this role. One common question she encounters is, “How did you become a CEO?” Her answer is simple: she committed to giving 200% effort every day and actively sought opportunities to stand out. Tamara’s journey involved extensive listening, observing, reading, and gaining hands-on experience. It is important to note that her path wasn’t without its share of mistakes, but she emphasizes that success often entails making mistakes, learning from them, and continually improving. Tamara emphasizes that advertising and marketing go beyond the confines of a typical 9-to-5 job. It is a client service industry, which means there are instances when work extends into late hours or weekends, depending on the needs of brand partners. Despite this, she finds this dedication worthwhile. The sense of fulfillment achieved upon completing a project, winning a pitch, or securing a client is immensely gratifying. “It just feels amazing. And it's a high I find worth it, time and time again,” Tamara concludes.
MIRRORREVIEW.COM | 49
50 | JUNE 2026
The Hard Truth: The People You Need Are Already Online. They’re Just Not Looking for You Yet. I’ve spent two decades watching brilliant entrepreneurs burn themselves out chasing people who don’t care. They jump from platform to platform, hoping to find “the one” that will finally put them on the map. That’s not a strategy. That’s a scavenger hunt. The people you need to connect with the ones who’ll support your work, buy from you, and tell others about you already exist. They’re just busy living their lives. Your job is not to chase them down but to create a space so magnetic they can’t help but wander in. This is where most entrepreneurs get stuck. They think they need to “go viral” or have a “perfect strategy” before they start. The truth? You need neither. You need to commit to showing up in one space and treating it like your home. And right now, like it or not, one of the best spaces to do that is TikTok. Why TikTok Deserves a Place in Your Strategy Even if You Swore You’d Never Touch It When I say “TikTok,” I don’t mean you have to dance, lip-sync, or point to floating text bubbles like a discount magician. I mean you have to leverage the mechanics of TikTok short-form, high-engagement video to tell your story and showcase your work. You may not love the platform, but you can’t ignore its numbers: · 1.2 billion monthly users. · An algorithm that rewards discovery, not just existing followers. · Communities for everything from competitive knitting to mushroom farming. MIRRORREVIEW.COM | 51
If you run a business in 2025, TikTok is less about “being trendy” and more about controlling your own distribution channel. Done right, it’s not a social network. It’s a lead-generation and trust-building machine.
If you want traffic to your website, switch to a business account so you can add a clickable link. Yes, you’ll have fewer trending songs to use. No, it won’t matter. Your customers care about your content, not your background music.
The Shift: From Passive Browsing to Intentional Presence
Move 2: Seed Your Network
Let’s say you’re sitting at home, scrolling. A woman pops up in your feed calm, confident, talking about her business like she’s chatting with a friend. Her comment section is full of people who feel connected to her. You think: I could do that. Then the “what ifs” arrive. · What if I’m not interesting enough? · What if no one watches?
The algorithm rewards interaction. Follow creators who inspire you, brands you respect, and potential customers. Engage with their content in a way that’s real, not spammy. Your goal isn’t to “get noticed” it’s to start positioning yourself inside the ecosystem you want to be part of. Think of it as joining a neighborhood. You can’t expect people to knock on your door if you’ve never walked down the street. Move 3: Make Your First Post a Handshake, Not a Sales Pitch
· What if I embarrass myself? Let me level with you: those “what ifs” aren’t predictions. They’re excuses dressed up as caution. Every single creator you admire started with zero followers and the same nervous energy you’re feeling right now. The difference is they posted anyway.
Your first post should introduce you and your work in a way that feels human. Show your face. Speak to the camera like you’re talking to one person. Share why you do what you do. This isn’t about showing your “best” self; it’s about showing your real self. People connect to people, not perfection.
Here’s the Game Plan Move 4: Learn the Visibility Formula You don’t need to master every platform. You don’t need a perfect content calendar. You need one clear system for showing up, building trust, and converting attention into action. I call it the 6 Moves to Build a Real Online Community. Move 1: Claim Your Digital Real Estate
TikTok uses hashtags and keywords to decide who sees your content. You don’t need to use 30 hashtags 4 to 5 targeted ones are enough. Mix trending tags with niche-specific ones. Example: If you sell handmade jewelry, don’t just use #jewelry. Use #handmadejewelry, #smallbusinesscheck, and a trending tag relevant to your video’s theme.
Don’t treat your TikTok profile like an afterthought. Your bio is a storefront window. Make it short, clear, and direct.
Move 5: Post, Watch, Adjust
· Tell people who you are.
Post consistently but don’t confuse consistency with volume. You’re not here to churn out content until you burn out. You’re here to test, learn, and adapt.
· Tell them what you do. Post. See what resonates. Adjust. Repeat. · Give them a reason to stay. 52 | JUNE 2026
And for the love of your own sanity, stop refreshing your view count every ten minutes. Growth happens in weeks and months, not minutes.
Authenticity isn’t a buzzword. It’s a business moat. The more your audience feels they know you, the harder it is for a competitor to replace you. Bottom Line
Move 6: Turn Viewers into a Community Anyone can get views. The win comes from turning strangers into regulars. That means: · Replying to comments.
Your online community isn’t going to appear overnight. It’s going to grow because you decided to stop chasing people and start building something worth finding. The platform is just the stage. The algorithm is just the lighting. The connection comes from you.
· Asking questions in your videos. · Showing up live when you can.
So stop waiting for the “right time.” Plant your flag. Claim your corner of the internet. Build the room you want to be in — and then open the door.
· Giving your audience a reason to keep coming back. Communities don’t form by accident. They form when you create an environment where people feel seen, heard, and welcome. The Long Game: Why Patience Pays Off You will have days where nothing seems to land. You’ll post something you love, and it will get 200 views. You’ll wonder if you’re wasting your time. This is where most people quit. But here’s what they miss: every post you make is a seed. Most won’t sprout right away. But one day, one post will hit at the right time for the right people — and the growth will compound. Your Edge: Authenticity as a Business Asset Here’s the biggest trap: trying to copy someone else’s style because it “works for them.” That’s a fast track to burnout. If you sell felted animals, don’t pretend you’re a lifestyle influencer. If you’re a business coach, don’t try to become a comedian. You can learn from others, but you have to lead with your own identity. MIRRORREVIEW.COM | 53
54 | JUNE 2026
T
here is a particular kind of intelligence that does not announce itself loudly. It shows up in the way a room shifts when someone walks in, in the quality of attention a person brings to a conversation, in the way complexity seems to soften in the presence of someone who has spent years learning to hold it. Therése Sundling Larsson has that kind of intelligence, and it has taken her into the highest levels of the live entertainment industry. As Senior Vice President and Head of Media and Sponsorship for Live Nation EMEA and International, Therése sits at the center of one of the most consequential businesses in global culture. Live Nation Entertainment is the world’s largest live entertainment company, a sprawling operation that connects hundreds of millions of fans with the artists they love across continents, time zones, and vastly different market conditions. To lead media and sponsorship across the EMEA and international territories is to manage a portfolio of relationships, responsibilities, and opportunities that would be daunting for almost anyone. For Therése, it seems to feel like home.
From MTG to Live Nation What makes Therése’s story so compelling is not a single defining moment, but rather the accumulation of experience across some of the most dynamic organizations in European media and entertainment. Before arriving at Live Nation, she built her foundation at MTG, the Modern Times Group, a company that emerged from the Swedish investment firm Kinnevik and became a major force in Scandinavian media. Her years there were formative in the truest sense. She was developing the skills, instincts, and strategic vocabulary that would eventually allow her to operate at the highest level of international entertainment partnerships. Her expertise spans a range that is genuinely unusual: leadership, sales and negotiation, strategic communication, marketing, business development, entertainment, music industry operations, brand positioning, organizational growth, and capability development. That breadth is not accidental. It is the product of sustained curiosity and a refusal to remain comfortable inside a single discipline. MIRRORREVIEW.COM | 55
The Architecture of Partnership To understand what Therése actually does, it helps to understand what live entertainment sponsorship means today. It is no longer simply a matter of attaching a logo to a stage. The most successful partnerships are built on genuine alignment between a brand’s identity and the emotional experience of live music and entertainment. Getting that right requires a depth of market understanding, a sensitivity to audience expectations, and a creative ambition that extends far beyond conventional marketing thinking. Therése drives this work across the EMEA region, a territory that encompasses dozens of distinct markets, each with its own cultural textures and commercial rhythms. The strategic partnerships, sponsorships, and innovative brand collaborations she oversees must resonate in Stockholm and Johannesburg, in London and Dubai, in markets with mature live entertainment ecosystems and in markets that are still evolving. The range of that challenge is extraordinary, and it rewards exactly the skills Therése has spent her career developing. People First Ask Therése how she leads, and the answer is immediate and consistent: “Passion, energy, and a people-first mindset.” In another person’s hands, those words might sound like corporate language. In hers, they describe something genuine. She is known among colleagues and collaborators as a leader who sincerely invests in the people around her, not through abstract conversations about workplace culture, but through the day-to-day practice of building teams with clear goals, strong communication, and a shared understanding of success. High-performing teams do not emerge from good intentions alone. They are built through deliberate choices about how work is structured, how achievement is recognized, and how setbacks are absorbed and learned from. Therése has made those choices across multiple organizations and multiple phases of her career, and the consistency of her approach reflects a settled philosophy rather than a management style borrowed from a trend. 56 | JUNE 2026
Beyond the Role What is perhaps most telling about Therése’s sense of professional purpose is how much of her energy extends beyond the formal boundaries of her executive role at Live Nation. She serves as an advisor, mentor, and coach to professionals across the media and entertainment industries, approaching that work with the same seriousness she brings to executive leadership. Her industry engagement also includes involvement with SES, Sponsrings & Eventsverige, one of Sweden’s leading professional organizations in sponsorship and events. Through this work, she contributes to conversations that help shape how the industry understands itself and where it hopes to go.
She has also been associated with Gyllene Hjulet, widely recognized as one of Sweden’s most respected awards in sponsorship and brand experience, a benchmark recognition in a field she has spent years helping to elevate. The Long Game
Her vision is built on a belief that the best partnerships are the ones that feel inevitable, where the brand and the experience are so well matched that audiences cannot imagine one without the other. Getting to that feeling requires patience, craft, and relationships built over years rather than assembled in a single quarter.
The live entertainment industry is in the middle of a period of real reinvention. Audiences are returning to live experiences with remarkable intensity. Sponsorship models are evolving. The relationship between physical and digital engagement continues to shift in ways the industry is still learning to understand.
Therése Sundling Larsson is not a leader who makes noise for its own sake. She is a leader who builds things that last: partnerships, teams, standards, and careers, including the careers of many people she has mentored along the way.
Into this changing landscape, Therése brings a perspective shaped by years of operating at the intersection of culture, commerce, and human connection.
In an industry that often mistakes spectacle for substance, she is a reminder of what substance actually looks like. MIRRORREVIEW.COM | 57