Meet the CEOs: Saatchi & Saatchi's Chris Foster

With more than two decades of experience in the advertising industry, Chris Foster is the chairman & regional CEO, Asia-Pacific and Greater China at Saatchi & Saatchi.Marketing speaks to Foster on his journey to the top and what he makes of the shortening of client-agency relationships.Describe your management style.One of the things I love about this industry and Saatchi as well, is that it is very entrepreneurial - we don’t have a lot of system and process. What we have are some very brilliant people who are very talented at what they do. When you have that, how to inspire these people is to have a hands-off management style. If you provide the inspiration, the goal, and hire the best possible people, then that’s the job done.What was your first job? Was it in advertising?No. I grew up in Canada and worked in a company called College Pro Painters. It fueled my passion for business, creativity and for entrepreneurship. It was a franchise-based company where you basically ran your own painting company. I was responsible for hiring staff and procuring contracts; for the painting systems and decisions on aesthetics as well as for the payroll. I was learning all those things at the young age of 21 to 22. I put myself through university studying economics and philosophy and did that for 4 consecutive summers. I absolutely loved it and it became a real success.How do you see Saatchi being different from other agencies?I think our differentiating mark is “Lovemarks” (referring to the company’s trademark philosophy). That’s when you create loyalty beyond reason, and people find your brand irresistible. For instance, a Lovemark brand is Tide in America, Lenovo in China. It is our sole purpose to create those brands.In an age where you see brands moving from agency to agency so quickly, isn’t that a challenge?I don’t think this is the nature of brands; this is the nature of un-enlightened marketers.There’s a huge amount of pressure on the client side and the marketer to prove their worth and ROI. I think there’s a stronger ROI now – not return on investment but return on involvement. Great advertising is based on a truly great relationship. Advertising agencies and marketers need to build commitment and trust as a team. The best years Harley Davidson had was when it was entrenched with its agency. I haven’t seen anything from them lately.I think short relationships suggests a very short term view. You define yourself in work and in life by the kind of people you have around you. Changing relationships every couple of years, is not going to lead to real depth.(On the bright side,) the average tenure of a CMO used to be 15 to 18 months. But I think it’s getting longer as we get through the recession. People now understand the importance of continuity more. I love the move P&G did to reinstate A.G. Lafley.How prevalent is this in Asia, these fast moving agency relationships?It depends on the maturity of the industry. For local brands you are still looking at lowest price and fastest turnaround. But you have to be geared to service that as well. As businesses mature and get more complex in their requirements, their businesses mature as well. I think that an agency today needs to be fast nimble and reactive, you can’t rest on the laurels of your relationships.When you’re not working, what will you be doing?I’ve recently taken up diving with my kids. I also enjoy sailing when that’s possible.  What was the harshest thing said to you in your career?Actions are probably harsher than words. Sometimes people show disbelief in your capability, but it’s also motivation for the road ahead.When you were a newbie in the industry, did you dream you would be CEO one day?In the early years, when I was working in Toronto, I had an experience that inspired me to want to lead an agency. The Saatchi & Saatchi belief that ‘Nothing is Impossible’ is part of that dream. Now, as CEO of Saatchi & Saatchi Asia-Pacific, I get to work with some of the world’s most creative people, in an incredibly vibrant region, and use business as a way to make the world a better place.What kind of CEO did you want to be and how closely have you stuck to it?I really believe in the power of creative leadership to inspire people to be their best. I am fortunate in the sense that my career has been a journey where I have had the opportunity to work alongside some amazing people. They have shown me what it takes to be a great leader – both professionally and personally. There are some general expectations of a CEO, but I think the best and most effective approach continues to evolve based on what our people and clients need.What’s the craziest thing your staff has told you?“Stop dressing like a woman.”One thing you would say to a newbie in the industry.Believe in what you are doing and hold that true and dear. It’s incredibly important in this day in age.