Grey was synonymous with Nirvik Singh, hopefully that needle is moving, which is also because Nirvik had never stopped me from doing anything that I wanted to do. Nothing prepares you for the role of a CEO; a new dream or nightmare walks into my office every few minutes. I am aware of the legacy I have inherited. Hopefully, I will not just raise the bar, but clear it.
Jishnu Sen joined Grey India in 2007 to head the agency’s Mumbai office. Under his stewardship, Grey Mumbai grew significantly to establish itself as the flagship office in India. In 2009, Sen was appointed COO of the entire Grey India operation. In May 2011, he was promoted as CEO and President of Grey India.
Sen has built a terrific new business track record, which includes wins such as Reliance Communications, Honda, Network18, SpiceJet, Ferrero, Muthoot, Fox International Channels, Dell, Fuji Film, and Reliance Broadcast Network, to name a few (all won under Sen’s sole leadership).
Prior to joining Grey Group India, Sen held various positions with JWT and Y&R across India, Singapore, Hong Kong and the US. His diverse portfolio includes brands such as Colgate, Pepsi, Pizza Hut, ITC, GlaxoSmithKline, ESPN, Star Sports and the Indian Army.
In conversation with exchange4media’s Priyanka Mehra, Sen speaks about Grey India’s focus areas, nurturing talent, leveraging digital media, awards and more...
Q. What are the focus areas that you have indentified?
We need to reignite a certain DNA and be focussed about the work. Yes, we will pitch for new business and growth is a target, but we also have to come out with good campaigns. The entire organisation needs to realign itself behind being ‘famous and effective’ everyday; we had launched the ‘Famous and Effective’ tagline three years ago and I am not saying it is faded, but it needs to be reignited. We have a lot of new people in the organisation and they need to be behind it; it cannot be only Amit, Malvika, Dheeraj and Jishnu talking about ‘famous and effective’, we have live and breathe it every day. Dheeraj coming in is a fabulous thing that has happened, we really need to rebuild and recharge the planning; we’ve had a couple of exits and it gives us an opportunity to restructure. I want to do proprietary research, which we used to do two years ago, which is basically take one area, spend your own money, do game changing research on it, and share it with clients.