We Are Social has named its first-ever Asia-Pacific CEO as Suzie Shaw and launched an office in Bangkok, Thailand—marking a new chapter of growth for the agency built on cultural insights, PR fluency, and social creativity.
Shaw, who has served as CEO of We Are Social Australia since 2015, steps into the newly created role of Asia-Pacific CEO effective today (March 26). Shaw will also retain leadership of the Australian office while taking on broader responsibilities across the region—driving innovation, scaling capabilities, and helping brands navigate the increasingly complex intersection of digital culture and brand storytelling.
Under Shaw’s leadership, We Are Social’s Sydney team has grown to over 60 people, producing award-winning, culturally resonant work for major brands such asSamsung, Audi, adidas, and TikTok. Shaw is also a member of We Are Social’s Executive Management Board and will report directly to global group CEO Toby Southgate.
As part of the expansion, We Are Social has also officially launched its Bangkok office with a team of 19 spanning creative, strategy, PR, influencer marketing, and client services—with additional hires underway in technology and gaming. The team already counts L’Oréal, KFC, Warner Bros. Discovery, and T&B Media among its inaugural clients and has been delivering work focused on Thailand’s unique cultural pulse, from always-on social to Web3-led activations and campaigns rooted in gaming, subcultures, and passion-based communities.
The Bangkok operation is led by managing director Patt Nitikarn and executive creative director Nutchanun Chiaphanumas—both with decorated global creative backgrounds, including accolades from Cannes Lions, Clios, and D&AD.
Additionally, Naiyen Wang formerly managing director of We Are Social Singapore, has been promoted to a new role overseeing Southeast Asia. With offices already established in Singapore and Indonesia, Wang’s remit includes scaling operations, deepening cross-office collaboration, and pursuing regional opportunities. Nitikarn will report to Wang; Wang will report to Shaw.
In light of the new appointments, Campaign spoke exclusively with Shaw and Nitikarn about what the roles mean for Asia-Pacific—balancing global alignment with local relevance, maintaining brand safety amid AI disruption, and why meaningful audience engagement must go beyond metrics.
Below are the edited excerpts.
Campaign: Suzie, as the first APAC CEO of We Are Social, what is your overarching vision for the region?
Shaw (SS): [My goal is] to accelerate We Are Social’s growth in APAC in a way that matches the scale, dynamism, and potential of this region. We’ve built a strong presence here, but there’s still a significant opportunity to expand our capabilities, deepen our market impact, and develop the business to the level of maturity we have in Europe and North America. That means strengthening our regional operations, investing in specialist expertise, and ensuring we’re delivering work that keeps up with the pace of change in APAC and sets the benchmark for social-first creativity in the region.
How do you plan to balance local market needs with the agency’s global direction, especially in a landscape as diverse as Asia-Pacific?
SS: I’m not assuming a one-size-fits-all approach will work everywhere, but we do see a lot of synergies in terms of what clients are looking for across the globe. APAC is obviously a region of distinct cultures, platforms, and consumer behaviours. Our strength lies in being locally fluent while attuned to global trends and best practices. We empower our teams to shape strategies that work for their markets while tapping into the intelligence, creative benchmarks, and innovation coming from across our global network. The balance comes from having a strong regional backbone while giving each office the autonomy to move fast and stay relevant.
The agency has long positioned itself at the intersection of culture, social media, and brand engagement. Given the shifting consumer habits in APAC, how do you see social-led creativity evolving in the next three years?
SS: The pace of culture has never moved more rapidly, and the key challenge for brands is to keep up and remain relevant. Whether that’s through cleverly curated creator partnerships, AI-generated content, community-led experiences, or new commerce models. Over the next three years, we’ll see social creativity become even more immersive, participatory, and commerce-driven. Brands will need to shift from just storytelling to co-creating with their audiences in more meaningful ways.
Many regional markets are seeing a shift towards private, closed-network platforms like WhatsApp, WeChat, and Telegram. How does this affect brands’ ability to engage with audiences meaningfully, and how is We Are Social advising clients on adapting to this change?
SS: Overall, we still see very high levels of penetration and time spent on public social networks, but the move to closed networks is a sign of how people also want more intimate, controlled digital interactions. For brands, this means incorporating strategies that shift from broad, one-to-many messaging to building more value-driven, community-led engagement. We’re helping clients think beyond traditional social metrics and focus on relationships, whether that’s through private groups, exclusive content, or service-led interactions in these spaces. The brands that succeed will be the ones that understand how to add value without intruding.
AI has become a major disruptor in content creation, media buying, and community management. Are APAC clients fully embracing AI in social strategies, or is there still hesitation? What is We Are Social’s approach to integrating AI without losing human creativity?
SS: AI is already transforming how content is made and distributed, but the real opportunity is in how it enhances creativity, not replaces it. At this stage, while AI is still fraught with challenges and IP issues, brands are rightly still tentative, cautiously experimenting. Our role is to help clients use AI intelligently, whether it’s automating repetitive tasks to free up creative time, using AI-driven insights to sharpen strategy, or integrating generative AI tools to scale content production without losing authenticity. The key is keeping human insight and originality at the core.
Short-form video and social commerce are dominating platforms like TikTok, Xiaohongshu, and Instagram across Asia. What do you think clients are still missing about leveraging these channels?
SS: Many brands still treat short-form video as just another broadcast media format rather than a creative language of its own. We still see brands simply repurposing TVCs or static assets instead of making content that actually feels native to the platform and builds community. The same goes for social commerce; some brands see it as a transactional tool rather than an opportunity to create an experience. We help clients understand the nuances of these spaces, what makes content travel, what sparks engagement, and how to make commerce feel persuasive rather than pushy.
There’s growing scrutiny around brand safety, misinformation, and the ethics of social media advertising. How do you see this shaping the future of digital brand-building in APAC, and where does We Are Social draw the line when advising brands on platform choices?
SS: The reality is that brands can’t afford to be passive participants in these conversations anymore. Consumers expect brands to take responsibility for where they show up and how they engage. We’re very clear with our clients; if a platform or partnership doesn’t align with their values or puts them at risk, we’ll challenge them to rethink their approach. Long-term brand trust is worth more than short-term reach.
Given the economic climate, some clients are shifting ad spend away from traditional social campaigns and into performance-driven marketing. Do you see a tension between creativity and ROI in APAC? How do you ensure brands still invest in long-term brand building?
SS: There’s always a tension between short-term results and long-term brand equity, but the reality is that all brands need both. Performance marketing can mop up existing demand and is, of course, highly measurable, but it doesn’t create future demand. A common mistake is thinking that performance and creativity are separate things. We push for ideas that don’t just generate clicks but actually build cultural relevance, because the brands that stay top of mind and create distinction are the ones that win in the long run. The challenge is proving the impact of brand-led creativity on business outcomes, and that’s something we’re focused on measuring.
Tell us more about the Thailand office expansion. Why Thailand and what does this new presence constitute? What makes it a unique proposition for you?
SS: Thailand is one of the most dynamic social markets in the world. It has a highly engaged digital audience, a thriving creator economy, and a unique blend of entertainment and commerce that makes it an exciting place for brands. Expanding here allows us to be closer to the action and bring our social-first expertise to more clients in the region. This isn’t just about having a new office, it’s about embedding ourselves in the market and growing with it and with Patt at the helm, we’re very confident in being able to do this.
Patt Nitikarn (PN): Thailand is the biggest ad spender in Southeast Asia and the creativity coming out of the market is unmatched, as evidenced by the strong performance of Thai work at Cannes Lions in recent years. We have an incredible award-winning team in Bangkok that is motivated to push the boundaries of what is possible in brand marketing. We are uniquely placed to connect clients with Thailand’s subculture communities on social, such as music, entertainment and gaming, helping them to build brand love in creative new ways. Combined with our expertise across brand strategy, creativity, and social-first marketing, it makes for a strong proposition that our clients are extremely receptive to.
With this region being home to some of the world’s fastest-growing economies, where do you see the biggest opportunities for social-first marketing? Are there emerging markets, platforms, or behaviours that brands aren’t tapping into yet?
SS: The biggest opportunities lie in innovating around new ways to build engagement. The rise of closed communities, AI-powered personalisation, brand and influencer partnerships and social commerce ecosystems like the region’s live shopping scene are reshaping how brands connect with consumers. In addition to Thailand, there’s also huge potential in emerging markets like Indonesia and the Philippines, where digital adoption is skyrocketing. Brands that move fast, connect to culture, and innovate will be the ones that win.
PN: When we talk about social-first marketing, we lead our thinking with people and their passions, not just platforms. The ways in which passion-seekers, particularly Gen Z and Gen-Alpha, are experiencing their hobbies and sharing with their peers is changing fast. The opportunities to do groundbreaking work—whether in metaverse spaces or niche cultural communities—are vast. Web 3.0 innovation has revitalised brand purpose marketing, and we see huge potential in platforms like Roblox and Zepeto for brands to engage youth communities in meaningful ways. As with connecting with subculture audiences like gamers or music lovers, brands need to truly commit to contributing to these communities for the long-term, rather than pursuing short-term experiments.
What will success look like for you in this role, Suzie? Beyond revenue growth, what impact do you want We Are Social to have in Asia-Pacific marketing industry, and how do you plan to achieve it?
SS: Success isn’t just about commercial growth, it’s about impact. I want We Are Social to be the agency that defines what great socially led creativity looks like in APAC, setting the benchmark for work that’s both culturally relevant and commercially effective. That means leading the conversation, proving the value of brand-building in a results-driven world, and creating ideas that people genuinely want to talk about. Just as importantly, it’s about building a culture where our team is able to do career-defining work. If we can achieve that while driving growth in the region, I’ll consider that a success.
(Except for the headline, this story has not been edited by PostX News and is published from a syndicated feed.)
