Kate O’Ryan-Roeder’s Havas Mission: ‘Deliberately Different’ & Determined To Grow

Why It Matters

Her leadership could reposition Havas Media as a go‑to partner for brands seeking integrated, agile solutions amid industry consolidation, potentially reshaping market share in Australia’s media landscape.

Key Takeaways

• O’Ryan‑Roeder leads 120‑person Havas Media Australia team.
• Emphasizes integrated, agile model combining indie speed with global backing.
• Havas Village houses 600 staff across media, creative, PR, tech.
• Three‑year plan targets culture, productisation, then scaling growth.
• Agency regained Emirates after losing Kia and Geely contracts.

Pulse Analysis

The Australian media agency market has been in flux, with major holding companies trimming staff and merging assets to protect margins. In that environment, agencies that can promise both speed and scale are gaining attention. Havas Media Australia, part of the broader Havas Village network, is positioning itself as a “Deliberately Different” alternative – a hybrid that blends the nimbleness of independent shops with the technology and buying power of a global conglomerate. This positioning aims to attract brands tired of homogenised service models.

Kate O’Ryan‑Roeder brings nearly two decades of experience from Mindshare and the WPP ecosystem, but she left that comfort zone to chase a broader aperture. Under her leadership, the 120‑person media team operates alongside creative, PR and data‑science units housed in a centralised strategy hub, allowing cross‑disciplinary talent to be deployed on any pitch. The model reduces internal friction, accelerates decision‑making, and delivers integrated campaigns that can be measured in real time, a capability increasingly demanded by advertisers seeking measurable ROI.

The new three‑year roadmap focuses first on cementing culture and connectivity, then productising services, and finally scaling the business. Early signs are positive: Havas has added Emirates, Tourism Fiji and The Travel Corporation after losing Kia and a short‑lived Geely contract. If the agency can sustain this client pipeline while leveraging its shared technology stack, it could capture a meaningful share of the market that is currently gravitating toward agencies that promise both creativity and operational efficiency. O’Ryan‑Roeder’s tenure may therefore become a case study in how mid‑size agencies thrive amid consolidation.