'Measurement is the new currency': OMG APAC's Tony Harradine on media's next chapter

Over the past decade, Tony Harradine has witnessed—and helped orchestrate—one of the most transformative periods in global advertising. As CEO of Omnicom Media Group in APAC, Harradine operates at the nexus of a region defined by innovation and market complexity. From grappling with artificial intelligence's ascent to navigating the delicate balance of client expectations and agency evolution, his leadership over the last ten years has undeniably been tested by seismic industry shifts.

Asia-Pacific has emerged as a particular crucible for these changes, where agencies must innovate, adapt, and deliver not only across an increasingly fragmented media landscape but an even more intricate regional tapestry. For Harradine, leading in this high-stakes environment means confronting some of the industry's most pressing dilemmas: How do agencies evolve without undermining their foundational revenue? How do you weather the acute disappointment of a lost pitch while maintaining focus? And how can leaders harmonise human talent and technological advancement to ensure enduring competitiveness?

In this candid conversation with Campaign, Harradine reflects on his decade-long tenure at OMG, sharing insights on transformation, turbulence, trust, and what it takes to thrive in an era of perpetual disruption.

Below are the edited excerpts.

Campaign: This year marks a decade for you at Omnicom Media Group—what has defined your journey, and how has it shaped your leadership in APAC?

Tony Harradine: It doesn't feel like 10 years—time flies. I have so much to be thankful for. Omnicom brought me to Asia, and the beauty of the region lies in the diversity of the role and the unique exposure that it brings. It's been remarkable for both my family and me. Even now, splitting time between Sydney and Singapore, I'm here every other week or travelling the region. We've weathered significant changes: Covid and massive industry transformation. When you enter this business, you assume it's reached its peak of evolution, but change accelerates—and Asia stands at the pinnacle of that. The speed of change and technology adoption here is simply unmatched.

You initially started out with the Group as the chief investment officer for Australia and New Zealand in 2014, before assuming the same for APAC by 2016, then CEO in 2018. How has the transition through your various roles shaped you?

Moving from a specialism to a wider purview is daunting at first, but that's the journey most CEOs take. They start in a specific discipline—whether account management, investment, or digital—and expand from there. The key is surrounding yourself with the best people. That's who you learn from and who you grow with. It was my number one priority coming into the role. We've [always] had strong foundations, but I felt we needed to advance our capabilities and enhance certain markets. Given the complexity and diversity of what we deliver for clients today, you can't do it alone. Pick your team well, and take care of them so they stay with you. That's really the key.

What defines your leadership style, and how do you stay grounded in an industry fuelled by constant urgency?

Balance is my core mantra. We work hard and are driven by passion and ambition, but I always encourage the team to take a step back. Family and friends come first, and I've built many of those relationships within the business too. Covid was a wake-up call about the importance of family. Burnout is particularly common in our industry, and I've seen talented people derail by pushing too hard, too soon. This is a business of constant urgency. In any given week, I could think of three reasons to have a nervous breakdown. There’s always something more urgent than the next, and always opportunities to chase. We've got 4,000 people in Asia—it’s a big organisation, so something's always bubbling up. The key is stepping back, taking stock, and if there is an issue, bringing in the right team to solve it. 

As a leader, do you champion any particular causes, be it sustainability, DE&I, or mental health?

I have two sons with autism. George, my oldest, was diagnosed at three, and Luke, my youngest (I have three boys), was diagnosed at two. They sit on different areas of the spectrum, with very different personality types and traits. Seeing George's daily challenges and how he faces them—he's an inspiration, really. When we moved back to Australia from Singapore, he went from a special needs school to a mainstream [one]. The courage it took him every day to wake up, put on his uniform, and go to school was remarkable. It was tough at first, but he's coming out the other side and thriving now, though it did take time. When you look at diversity, inclusion, and integration through that lens, especially in the workplace, it's something I'm absolutely a champion of. We’ve got to build environments where everyone feels they belong and can succeed.

What are your three key imperatives as CEO right now?

Number one is clearly client value. As the media ecosystem becomes more complex and proliferated, our services must be both highly specialised and broader in scope. Our 'Agency-as-a-Platform' (AaaP) narrative is central to this—clients get a single entry point but access to a full spectrum of deep capabilities (both within Omnicom Media Group and the wider Omnicom network). So, diversification with specialisation is a top priority.

Second is technology, particularly AI: How it enhances our capabilities and drives efficiencies for both clients and ourselves. This is critical. Third is talent. You can have all these great offerings, but you need the right team to deliver them. Creating an environment that nurtures and develops people, making us a magnet for top talent— that's absolutely imperative. While there are many other priorities, these three stand out.

The advertising industry is seeing widespread consolidation, with many agencies merging operations to retain clients and attract such talent. While Omnicom has more widely undergone realignments, you've notably avoided the full convergence model adopted by some competitors. Speaking specifically to the media side, is this a strategic choice?

It is strategic. We still believe agency brands provide distinct value to clients. While each maintains its unique working style and culture, we've converged the capabilities, tools, and specialist teams that power these brands, making them accessible across the Group. Some competitors have consolidated into single entities, but we see ongoing value in maintaining separate brands. What's crucial is the depth and breadth of capability within and around these brands—that's what powers our business. Clients want flexibility and choices, so we can't stay rigid. Take big pitches, for example. Previously, one agency brand might pitch for 60 markets. Now it's more tailored: OMD in one market, PHD in another. Ultimately, clients buy into teams and capabilities, though certain brand credentials resonate more with some than others. We leverage that, dialling it up or down as needed.

Clients often say holding networks are becoming harder to distinguish, with everyone claiming the best people and platforms. Beyond price, what truly sets OMG apart?

That’s a great question, and I think it’s a real challenge for all of us in the industry. Our AaaP approach is unique in this regard. Unlike some of our competitors who’ve acquired large-scale technology platforms or data businesses, we’ve deliberately avoided that route. Instead, we focus on partnerships—curating the best-in-class capabilities available at any given time rather than locking clients into a proprietary infrastructure. This allows us to remain consultative and agnostic in how we approach challenges. It’s not about forcing clients into a solution we own, but about tailoring to their specific needs, using the best tools available. I think this flexibility and commitment to customisation is what really sets us apart.

Unlike in creative, where work is increasingly becoming more project-based, big retainers still exist in media buying. Given the size and value of these deals, does pursuing them require you to adapt your strategies across different brands in your portfolio? Do you ever worry about cannibalising revenue by spreading capabilities across them?

That’s a good point. The dream client is one that comes with a big retainer—that’s the foundation of the relationship. But you also want that client to require extra specialisms and capabilities, which allows you to build on the edges with outer-scope elements. So yes, you start with a substantial retainer as your core and then expand from there. That said, parts of our business aren’t retainer-led. In those cases, we start from zero at the beginning of the year, chasing every win. But that’s the exception, not the rule. What’s crucial is governance and group infrastructure. That’s how we ensure we’re not cannibalising ourselves—by directing client needs to the right place and ensuring everything lands where it should.

Media buying still faces the 'black box' challenge—money goes in, KPIs come out, but what happens in between? How are you tackling this perception?

This is where capabilities come into play. We've built our reputation on measurement frameworks, particularly through Annalect, our data and technology solutions business. It's become central to our pitch narrative and growth strategy with existing clients. These questions are increasingly common as market proliferation continues. Clients face pressures around inflation and spending allocation—whether they're over-invested [in platforms] or need to rebalance TV spending. The solution lies in systematic data analysis through enhanced measurement frameworks.

How do publisher relationships factor into this, especially as platforms evolve their policies and adopt new technologies?

The key is maintaining absolute purity in measurement. You can't retrofit frameworks to suit negotiation requirements or deals—that would compromise integrity. Having run investment for Asia myself, and now with Paul Shepherd (chief investment officer and president of Annalect APAC) at the helm, the focus is on partnership frameworks rather than just deals and numbers. We outline potential business volume based on specific deliverables and client needs. The value now isn't just about price and discounts from tech players—it's about first-to-market opportunities and co-authoring capabilities. That's the real currency in today's landscape.

So, are you then in favour of performance-linked revenue models? That's a hot topic right now.

Yes, for the right client and the right reason—they absolutely have their place.

How do you balance pitching new business with retaining existing clients?

Retention has to be paramount. A business that's winning as much as it's losing creates chaos and upheaval. Logically, you'll eventually run out of clients to win if you're losing them just as quickly. That said, as a business, we're charged with growth—whether organic or new business. Net new wins remain crucial. But if faced with a choice between retaining a decade-long relationship and winning a new client, retention takes priority. In measuring success, strong retention sends a powerful market signal that you're performing well. That message actually does your new business work for you—it attracts clients to your door.

With your recent wins in China, how does the market compare to others in the region regarding scale, opportunities and priorities? 

Look, inevitably, as a business, we focus on markets that make the biggest difference in our numbers, and China’s scale makes it a critical priority. The pace of change there demands constant attention to stay ahead, and its deeply localised nature—across technology, data, and capability architecture—sets it apart from other markets. While we can often adapt solutions from the US to other regions, China requires distinct, focused investments in data sets, teams, and infrastructure. For a while, we faced challenges there, but we’ve started to punch through, recently overtaking another agency group to secure a position in the top three.

Gone are the days when relationships in China were purely about planning activity and chasing the cheapest price. Today, they’re about data architecture, martech infrastructure, and services that build on what agencies have traditionally done. Marketers now face increasing complexity, so agencies must be flexible—whether through centralised, decentralised, or hybrid models. Structuring services around client needs with flexibility and fluidity has become critical in navigating this market.

Every win feels like a step forward, but losses can be just as defining. How do you manage the impact of losing a pitch, and how do those experiences shape your strategy for the next one?

I'm innately competitive, so personally, it hurts. I absolutely hate it. It sticks with me, though I may present it differently to the team. I'll be stroppy at home, maybe have an early night, put on some Friends to take my mind off it. But that's just the initial feeling. What doesn't kill you makes you stronger—to use a cliché. There has to be a silver lining to every cloud. You have to learn from it: What didn't we do right? What could we have done better? Make sure you don't make the same mistakes or miss the same opportunities next time. That's the advice I always give to the team: It's done. Let's move forward. This is what we've learned: how do we win the next one?

Looking ahead to 2025, what are the three major innovations that will shape the industry?

First, we're seeing increased automation and AI integration in CTV. The shift to free ad-supported streaming has expanded the advertiser audience base, especially among cost-conscious viewers, who are avoiding rising subscription fees. FAST platforms are booming, and with ad fill rates currently lower due to supply outpacing demand, it presents a prime opportunity for advertisers to reach these audiences.

Second, short-form content is evolving beyond TikTok, Reels, and YouTube Shorts into the OTT space. Platforms are experimenting with this format to engage and retain viewers, particularly the younger generation, who prefer bite-sized content. We're seeing innovations like TV series in vertical format for paid users, opening new opportunities for subscription growth.

Third, we'll see the rise of agentic AI. These collaborative AI systems will enhance human potential and performance by inferring customer intent, predicting needs, and offering tailored solutions 24/7. They won't replace humans but rather boost productivity and engagement through efficient client support.

What advice are you giving to CMOs who are still uncertain about navigating the wave of digital transformation, especially when it extends beyond their direct control?

Learn as much as possible and leverage the expertise around you. That's where we [agencies] come in—the evolving purpose of agencies is fascinating. Despite questions about in-housing and the long-term viability of agencies, we keep reinventing ourselves. The increasing complexity of the ecosystem actually validates and strengthens our reason for existing. 

How have you embedded AI into your organisation? 

AI has always been there in some form—be it automation or machine learning—those elements have been part of our operations for years. But AI now is far more advanced. You may be familiar with Omni, our central platform that powers much of our capability. It’s essentially a suite of advanced tools that plug into a "central nerve system." Within Omni, several applications leverage AI, whether it’s for gleaning deeper insights faster, cleansing and reviewing customer audiences, or optimising campaigns with greater precision. The key point I’d make is that AI isn’t replacing anything—it’s enhancing what we can do. There’s always a question of whether AI means a reduced workforce, but for us, it’s the opposite. AI makes us more efficient, allowing us to do more with the same people. It empowers us to take on more business, move at greater speed, and create better work for clients. It’s about growth, not contraction, and about delivering even more value to our clients.