We're heading Down Under for the first time in the 10 Questions series, and who better to start with than someone whose energy alone could power our flight over.
Priya Patel is the group CEO of DDB Australia and New Zealand, which is apt, given she spent the early stages of her career at DDB in the UK, working as an account manager on Harvey Nichols and Volkswagen.
Priya moved to Rainey Kelly Campbell Roalfe/Y&R in 2007, where she spent a decade - including stints as its head of new business and managing director -during a hugely successful period for the agency. She then made the move to the other side of the world in September 2017, lending her talents to department store giant David Jones as a marketing consultant.
A move to DDB Group in 2018 followed, with Priya spending time as MD of the 200-strong DDB Australia and CEO of the 250+ DDB Group Aotearoa in Aukland, before being named Group CEO of DDB AUNZ earlier this year.
In the last few months alone, DDB Group has been named Cannes Lions' Pacific Regional Network of the Year and Agency Network of the Year at the AWARD show in Sydney, while Priya herself was part of the Cannes Lions Creative Effectiveness Lions judging team. We couldn't think of anyone better to take us through navigating the industry Down Under, the secrets to new business, and helping brands gain an emotional advantage. Oh, and the importance of being on time...
1. If you could go back and relive one day in your career, which would it be?
Probably the Marks & Spencer shoots with Annie Leibovitz. Back then, I had zero clue how lucky I was, jetting between multiple locations with a cast of celebs and some genuinely brilliant women. Annie was behind the camera, calmly bossing around legends like Helen Mirren and Emma Thompson with this almost spooky level of focus. Meanwhile, I was just there, lurking awkwardly among all that female greatness. Looking back, it was a masterclass in craft at scale and creative calm in chaos. I'd gladly rewind just to soak it all in again - minus the awkward lurking, maybe.
2. ...Now tell us about the day that still gives you nightmares.
We flew all the way to Miami for a Carnival Cruise pitch - big deal, right? Except we got the time wrong and rocked up an hour late. Nothing says 'professional' quite like stumbling in, sweating buckets, apologizing profusely while the client does their best "you're still in with a chance" poker face. Spoiler alert: we didn't win. Lesson learned? Triple-check everything, or just don't fly halfway around the world and make a prat of yourself...
3. Who gave you the piece of advice you still live by - and what was it?
Classic 'mum wisdom'. When I was growing up, she'd always say: "You can be anything you want to be, as long as you work for it." I guess that's the Indian immigrant mindset shining through: no shortcuts, no excuses, no handouts - but you should absolutely have self-belief, ambition and optimism.
4. What piece of work done by someone else are you truly jealous of?
The Guardian's 'Points of View' spot from 1986. Black-and-white, no dialogue, 30 seconds long and still one of the sharpest bits of storytelling ever put on a screen. What looks like a mugging shifts into a rescue with one change in perspective. It showcased a simple principle: don't judge until you've seen the full picture. Intelligent, urgent and unforgettable for this liberal-leaning newspaper.
5. What's your elevator pitch to people thinking about getting into the industry for the first time?
Our industry is a glorious celebration of creative commerce, where imagination actually makes money. If you're curious about why people think, feel, buy, scroll, ghost or binge at 3am, this is your playground. It is psychology meets culture, creativity shaking hands with strategy, and while the tools change, human nature doesn't. Perfect mix, really.
6. What was the biggest learning curve when moving to work in agencies Down Under?
In the UK, we often warm up a room before we say the thing. In Australia and New Zealand, they just say the thing. It's wonderfully direct - a little less performance, a bit more punch perhaps?
7. How do you navigate running multiple offices successfully, without literally managing to clone yourself?
Cloning me would be a nightmare - I am very loud... Instead, I cheat: I surround myself with people far smarter and talented than I am. Give them space, support them when the inevitable chaos hits and let them get on with it. I'm really very lucky with the humans I get to work alongside.
8. What did you learn as an account director taking on a role in new business? Would you recommend it to up-and-coming account directors now or has it become a more specialist role?
For me, diving into new business taught me how to actually sell the agency and its creativity - not just show off shiny work, but prove how it moves a commercial needle. I think it's brilliant prep for anyone aiming for MD/CEO: you learn to pick up different sectors quickly, nail first impressions, and hold your ground on what really matters for clients.
9. You talk about giving brands emotional advantage. What campaign has been the most emotional you've ever worked on?
Emotional advantage spans the full spectrum - awe, joy, sadness, fear, pride. There's desire in an M&S food ad, joy in a McDonald's soft serve, and yes, even awe in Virgin Media's broadband (seriously).
But one that's stayed with me is The Worst Children's Library, a campaign we recently launched with Samsung in New Zealand. We filled a library with the kind of disturbing content kids can stumble on online - the stuff no one wants to talk about, but really should. Watching parents go from puzzled to horrified to "oh, this is actually real" was powerful. And thankfully, it wasn't just for shock value - we had a solution: a Samsung kid-safe phone. It was work that was emotionally confronting, but genuinely constructive.
10. You've led Virgin Atlantic, Vodafone, Virgin Media, McDonald's... what's the red brand you've not yet worked on that would really complete the color palette?
Cartier. It's all about heritage, craftsmanship, and quiet power and I'd love to explore what modern luxury looks like when it's less about exclusivity and more about emotion. Plus, after burgers, planes, and broadband, I reckon I've earned a bit of sparkle.