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Standard Chartered deepens "Now's Your Time for Wealth" campaign with AI-powered innovation, wealth and advisory capabilities. 8 Sep 2026 Home > Press Releases > Standard Chartered deepens "Now's Your Time for Wealth" campaign with AI-powered innovation, wealth and advisory capabilities. Singapore - Standard Chartered has launched the third phase of its "Now's Your Time for Wealth" campaign, combining AI-powered innovation, wealth expertise and advisory capabilities to reinforce its position as a leading international wealth manager. As clients increasingly diversify across wealth hubs and reassess opportunities in a changing global environment, the campaign highlights how Standard Chartered's global connectivity, wealth expertise and advisory capabilities are helping affluent individuals navigate complexity with greater confidence. To bring the campaign to life, Standard Chartered has partnered with dentsu Singapore to deliver an integrated, full-funnel media strategy powered by AI-driven innovation and contextual engagement across key markets: * AI-powered media optimisation: Leveraging AI-driven performance insights to optimise creative delivery, budget allocation and bidding across channels, maximising campaign effectiveness while maintaining human oversight and strategic control. * Real-time activation: Harnessing live market movements, cultural moments and audience signals to trigger timely, contextually relevant content and engage affluent audiences when attention and intent are highest. * Innovative local activations: Leveraging local digital platforms and emerging AI-powered environments, including Naver Korea, YiCai China and LINE Taiwan, to deliver targeted and personalised experiences for affluent audiences. * GenAI-enhanced storytelling: Transforming campaign hero visuals into AI-powered short-form videos, bringing static imagery to life in new and engaging ways. Haymans Fung, Global Head of Marketing, Wealth and Retail Banking at Standard Chartered, commented: "Today's affluent investors are navigating an increasingly interconnected world, creating greater demand for trusted expertise and seamless cross-border support. Through our latest "Now's Your Time for Wealth" campaign, we are combining our wealth expertise with AI-powered innovation to deliver more relevant content, timely insights and personalised experiences. Together, these capabilities support clients with the insights to capture opportunities wherever they are on their wealth journey." Sumeet Parab, Client President at dentsu, commented: "Reaching affluent audiences today requires more than simply connecting data, content and media - it requires the intelligence to continuously optimise how those elements work together across markets and moments. Our role in this partnership is to combine deep audience understanding with data, technology and AI-powered media optimisation, ensuring Standard Chartered's brand and wealth propositions reach the right global affluent audiences with greater relevance, precision and impact. This collaboration reflects the evolution of our partnership with Standard Chartered, using the power of AI, data and media intelligence to continuously improve how we engage affluent audiences at scale. By combining dentsu's technology and expertise with Standard Chartered's understanding of its clients, we are able to create more connected, responsive and impactful media experiences across markets." With this latest phase of the campaign, Standard Chartered reinforces its position as a leading international wealth manager and trusted partner for globally minded investors, helping them navigate markets, capture opportunities and make informed financial decisions with confidence. For further information, please contact:

Dentsu Australia names Elyse Foley NSW media MD. Career Development Institute September 6, 2026 Business & Strategy Estimated reading time: 4 minutes · Last updated: 5 September 2026 Dentsu has appointed Elyse Foley as managing director, Media NSW, and promoted Harriet Swinburn to head of strategy, Media NSW. Foley joins from PHD with more than 15 years of media-agency experience; Swinburn has been at dentsu for close to six years and served as iProspect's strategy lead for four years. Dentsu says the changes are intended to align client, commercial and strategic leadership more closely across New South Wales, accelerate delivery of integrated media solutions for its NSW clients and strengthen internal capability and collaboration. Great businesses are built by great people. Chris Ernst, chief practice officer, Media Key takeaways. * Appointment: Elyse Foley has been appointed managing director, Media NSW at dentsu. * Promotion: Harriet Swinburn has been promoted to head of strategy, Media NSW. * Experience - Foley: Elyse Foley joins from PHD and brings more than 15 years of media-agency experience. * Experience - Swinburn: Harriet Swinburn joined dentsu almost six years ago and has spent the past four years leading strategy at iProspect. Table of contents. Who was hired and the roles they will fill. Dentsu has named Elyse Foley managing director, Media NSW, and elevated Harriet Swinburn to head of strategy, Media NSW. Foley will oversee dentsu's media operations in New South Wales, bringing together teams across the state's media services to deepen collaboration and deliver integrated client solutions. Swinburn will set the strategic direction across dentsu's media brands in New South Wales, working with client teams to connect strategy, creativity, media, technology and customer experience. Chris Ernst, chief practice officer, Media, framed the moves as part of building a single connected media business in NSW. Ernst said: "Great businesses are built by great people." That line was used to underline the organisation's stated priority on leadership that can align commercial and people objectives. Both appointments were presented as internal capability investments rather than as responses to a particular client loss or sectoral shock. Background on Foley and Swinburn and what they bring. Elyse Foley arrives from PHD Australia, where she most recently served as national head of planning and previously held senior roles at PHD and Initiative. Dentsu says she has more than 15 years' experience across Australia's leading media agencies, with strong credentials in strategic planning, client leadership, business transformation and developing teams. She has been tasked with combining commercial rigour and a people-first leadership style to lift performance across dentsu's NSW client portfolio. Harriet Swinburn has been at dentsu for nearly six years and led the iProspect strategy team for the past four years. The appointment promotes an internal strategic leader whose remit in the new role is to strengthen how strategy links creativity, media and customer experience to solve client challenges. Swinburn's brief, as described, emphasises commercially grounded strategic thinking to help brands navigate rapid change in media and customer behaviour. How the appointments change dentsu NSW's operating approach. Dentsu describes the hires as part of integrating client, commercial and strategic functions in New South Wales. Practically, a single media leader in Foley and a cross-brand strategy lead in Swinburn are meant to reduce handoffs between planning, strategy and execution and to speed up integrated propositions. That structure favours pooled accountability for client outcomes and is consistent with dentsu's stated aim to build a connected media business across the state. The appointments also create internal career pathways: Swinburn's elevation from a four-year iProspect strategy leadership role signals that dentsu is promoting strategic capability from within. For Foley, an external hire with agency leadership experience is positioned as bringing fresh commercial perspective and transformation experience, which dentsu says will help align teams around shared growth objectives. The case for and against the reshuffle's likely impact. The case for. * Centralising leadership can reduce duplication across brands and speed integrated offers to clients. * Promotion of internal strategic talent preserves institutional knowledge and supports staff retention. The case against. * Bringing together multiple teams under a single remit may create short-term disruption as reporting lines and KPIs are aligned. * An external hire at the top risks cultural friction if transformation expectations outpace implementation capacity. What to be careful about. * Short-term instability as teams adjust to new reporting and decision-making structures in NSW. * Potential loss of momentum on individual-brand initiatives while integration is prioritised. * Cultural mismatch between externally hired leadership and existing dentsu teams during a transformation push. The bottom line. Dentsu's appointments of Elyse Foley and Harriet Swinburn sharpen its leadership in New South Wales around two priorities: a single media lead to drive commercial and operational alignment, and a cross-brand strategy lead to connect planning with creative and technology execution. Both moves are presented as capability investments - Foley as an experienced external hire bringing transformation and planning expertise, and Swinburn as an internally promoted strategist with nearly six years at dentsu. The near-term test will be how quickly teams align to the new structure and whether the integration improves client delivery without causing disruption. What to watch. * Watch how Foley restructures Media NSW to bring planning, commercial and delivery teams together; no date has been set. * Watch for Swinburn's first cross-brand strategic framework and how it is rolled out to clients; no date has been set. Frequently asked questions. Who is Elyse Foley and what will she do at dentsu? Elyse Foley joins as managing director, Media NSW. She arrives from PHD where she was national head of planning and brings more than 15 years of media-agency experience to lead dentsu's NSW media teams. What was Harriet Swinburn's role before the promotion? Harriet Swinburn led the iProspect strategy team as group strategy director for the past four years and has been with dentsu for nearly six years; she is now head of strategy, Media NSW. Are these hires part of a wider dentsu reshuffle? Dentsu frames the appointments as capability and leadership investments to build a connected media business in New South Wales; the source also lists other dentsu moves, including a WA promotion on 25 August 2026 and further Dentsu Creative items dated 18, 11 and 10 August 2026. Related reading.

WPP cuts 1,000 more jobs as AI reprices advertising. Eleven thousand jobs gone since the start of 2025. Now WPP is preparing to cut up to a thousand more before the year is out, according to a Financial Times report published on Tuesday. The British advertising group, which had 97,388 employees on its books as of June 30, is shrinking again, and the stated reason is the one every white-collar industry has been bracing for: AI is making the work cheaper to do with fewer people. The cuts are part of a restructuring led by chief executive Cindy Rose, who inherited a business that has been losing clients and trimming its outlook. Alongside the redundancies, WPP will sell non-core businesses and shrink its property footprint. In London, that means folding three separate buildings on the south bank of the Thames into two. What the cuts are really about. Advertising was always going to be an early casualty. The industry sells two things, creative output and media buying, and generative AI is now good enough at both to change the economics. A campaign that once needed a team of copywriters, designers and planners can be drafted, localised into a dozen languages and tested against audience segments in an afternoon. Clients know this. Some are building the capability in-house, and the rest are asking their agencies why the invoice still looks the way it did in 2022. RECOMMENDED READ Competing in the Age of AI Marco Iansiti and Karim Lakhani How AI changes strategy, operations, and competitive advantage. WPP's answer has been to reorganise around its own AI platform, WPP Open, and a cost programme called Elevate28 that targets £500 million in gross annualised savings by 2028, with roughly £100 million expected this year. Reports describe a shift away from the old holding-company model, where dozens of agency brands operated semi-independently, toward four integrated units that share tools, data and staff. Fewer brands means fewer duplicated roles, and fewer duplicated roles means fewer people. The FT report notes that the cuts arrive amid widespread layoffs across the advertising sector, driven both by clients spending less and by AI tools making tasks more efficient. Rivals Omnicom and Dentsu have been cutting too. This is not one company's crisis. It is a sector repricing its labour. The other line item AI is eating. Headcount is only half the story. Days before WPP's plans surfaced, McKinsey published its State of AI 2026 survey, and one finding in particular should worry every software vendor selling into large enterprises. Thirty-two percent of organisations said they had skipped buying at least one software product or feature because they could build it themselves using agentic coding tools. In the technology sector, that figure rose to 41 percent. Put those two stories side by side and a pattern emerges. Companies are using AI to reduce spending on people and on software at the same time. Ad agencies are being squeezed from both directions: clients need fewer agency hours, and the agencies themselves can replace some of their own tooling with internally built systems. The savings are real, but they are being extracted from a workforce and a supplier base that spent the last decade assuming demand would only grow. McKinsey's survey also carries a caution that gets less attention. One in five respondents said their organisation was limiting AI use because of operating costs. Building your own tools is cheap on day one and expensive to run at scale, and the model bills arrive every month. WPP's bet, like everyone else's, is that the efficiency gains outrun the compute costs. That is not yet proven at the scale of a 97,000-person company. What a smaller WPP looks like. Strip away the restructuring language and the shape of the new company is fairly clear. It will be smaller, occupy less office space, own fewer businesses and route more of its work through a single AI platform rather than through a sprawl of agency brands. The pitch to clients will be speed and lower cost. The pitch to investors will be margin. Whether that pitch holds depends on something harder to model than headcount. Advertising's value was never purely in production. It was in the judgement of people who knew a market, a brand and a client's nervous chief marketing officer. If AI hollows out the production layer and the judgement layer goes with it, agencies become interchangeable, and the cheapest one wins. That is a race WPP may not want to be in. The next test comes with WPP's third-quarter results, when the market will look for evidence that the cost programme is delivering without accelerating client losses. For more coverage of how AI is reshaping business, visit Mylistingo. Ramo is the editorial voice of Mylistingo - an AI and technology news platform based in The Hague, Netherlands. Covering artificial intelligence, machine learning, robotics, and the future of technology, Ramo delivers accurate, accessible reporting for both general audiences and industry professionals. Every article is fact-checked and written to meet Mylistingo's strict no-fabrication editorial standards.