Redwolf Ogilvy: “Borderless” philosophy that doesn’t compromise on human imagination and creativity

Business Redwolf Ogilvy: “Borderless” philosophy that doesn’t compromise on human imagination and creativity Ogilvy Kotionis129320 Relevant News Redwolf Ogilvy: “Borderless” philosophy that doesn’t compromise on human imagination and creativity 22 June 2026 Berengaria legend returns to Troodos, as historic hotel is reborn 22 June 2026 Europe’s crisis of confidence 22 June 2026 Advertorial 22 June 2026 FacebookXWhatsAppEmailPrintViber Constantinos Daltas, Managing Director of RedwolfOgilvy, and Theodoros Kotionis, CEO of Ogilvy Greece, respond to questions from Forbes Cyprus on the sweeping changes being driven by artificial intelligence and the prospects for the close collaboration between their companies. The radical changes that the rapid expansion and deepening use of artificial intelligence are bringing to communications and marketing have featured in reporting and interviews across recent issues of Forbes Cyprus, and the topic will continue to command attention. This issue continues that coverage of a major theme driving a revolution, with global implications, in communications, corporate visibility and strategic business growth. Redwolf’s partnership in Cyprus with Ogilvy in Greece marks a bold step for Cyprus’s communications industry. Constantinos Daltas, Managing Director of RedwolfOgilvy, and Theodoros Kotionis, CEO of Ogilvy Greece, explain how their “borderless” philosophy, technology and organisational flexibility will drive the company forward and deliver the results their partner brands need, by drawing on the technology and expertise of the Ogilvy network while preserving the heart and culture of Redwolf. Communications and marketing are going through a period of radical change. What are the most significant developments that will be game-changers for agencies, brands and marketers in the years ahead? TK: Without doubt, artificial intelligence (AI) is ushering in a new era, a revolution in the communications space. The largest communications groups, including WPP, our own parent company, have invested enormous sums to develop their own AI-driven models, with WPP alone putting in $200 million, and these models are made available to employees across the network, certainly the case at WPP. AI is a valuable aid for strategic planning, targeting, the visual presentation of ideas and, ultimately, boosting productivity. However, it is neither expected nor likely to be permitted to replace human imagination and creativity. There are also serious issues around intellectual property rights still to be resolved. Alongside these developments, major acquisitions and mergers among the large communications groups are under way, giving rise to “Chinese walls” and gradually phasing out the now-unacceptable practice of a single communications company serving competing products. CD: The key challenge is reconciling the rapid, aggressive pace of technological change with a continued commitment to quality and substance. The game changes daily, shaped by the mass integration of AI into content production and decision-making, the shift from third-party to first-party data in privacy-first environments, and the rise of commerce-driven content. These factors are reshaping the role of agencies, elevating them into strategic partners, while also demanding new investment in data infrastructure, creative tech and hybrid skill sets. The brands that succeed will be those that can swiftly and seamlessly connect technology and data with the product and the customer experience. The creation of RedwolfOgilvy marks a new era for the Cyprus market. What was the strategic vision behind this partnership, and what opportunities does it create for Cypriot businesses? TK: With an outstanding team covering the full spectrum of communications needs, our ambition is to offer high-calibre services and, above all, creative and effective solutions. We are pursuing a dynamic growth path. CD: Redwolf’s partnership with Ogilvy marked a bold step for Cyprus’s communications sector. At a time when technology, privacy and consumer expectations are reshaping the field, we wanted to set out how our “borderless” philosophy, our technology and our organisational flexibility will move our company forward and deliver the wins our partner brands need, by drawing on the technology and expertise of the Ogilvy network while preserving the heart and culture of Redwolf that have set us apart since our founding in 2016. It is a particular honour for us to be partnering with Ogilvy Greece. The excellent collaboration, shared vision and mutual trust we have built with Theodoros Kotionis form the foundation for RedwolfOgilvy’s upward trajectory. Big ideas, big results Ogilvy has built its name around the philosophy of “Borderless Creativity.” What does this approach mean in practice for a modern organisation, and how does it translate into business results for clients? What makes a brand truly distinctive and enduring today? TK: Creativity has no borders. Creative people exist everywhere, in large markets and small ones alike. And Ogilvy’s creative people collaborate, exchanging opinions, experiences and ideas. Big ideas produce big results for clients. Our founder, the great David Ogilvy, used to say: “Unless your campaign has a big idea, it will pass like a ship in the night.” Big ideas are what create great, enduring brands. CD: For us, it’s an idea’s ability to travel without limits while still performing across different channels and markets. It means a fusion of technology and heart, of ideas and tools, of experience and freshness. The best outcome is a client’s smile of satisfaction, achieving goals on projects that are both memorable and measurable, built on genuinely unique ideas. In business terms, this translates into stronger ROI, increased customer lifetime value (CLV) and a real boost to brand equity. In an environment of high information saturation, a brand stands out when it is authentic, consistent and useful. Longevity is built through everyday moments of honest communication, not just through big campaigns. How much has the relationship between creativity and effectiveness changed? Is there still room for “big ideas,” or is everything now judged by data and performance? TK: Performance is, and always will be, the single goal of any campaign. Legally sourced data is an important tool. But the “big idea” remains the way to cut through clutter, reach consumers, and spark conversation and sharing on social media. That is what drives performance. CD: “Big ideas” will never die, but they now come with a new condition: they need to be connected to data and measurement from the design stage onward. Real success comes when an idea sparks emotion while also being built to perform. Creativity and effectiveness are complementary, not competing, concepts. Artificial intelligence is already changing the way content is produced, campaigns are designed and decisions are made. How do you see the role of agencies evolving in this new environment? TK: Indeed, AI is already being used to produce content, and cost-effectively at that. It synthesises vast amounts of data to generate content. In essence, AI “connects the connectables.” Human creativity and imagination “connects the unconnectables.” And we shouldn’t overlook the issue of intellectual property rights, which will need to be addressed through European legislation. CD: Agencies are evolving into hybrid hubs, bringing strategy, data engineering, creative tech and content production under one roof, with AI as a valuable companion, while the human element remains the catalyst for productivity. Organisations that want to stand out need to combine technology with human-centred skills, sound judgement and clear business focus. Small markets, greater effort Greece and Cyprus are small markets with international ambitions. What are the biggest challenges, and what competitive advantages do they have? TK: In our industry, the smaller the market, the harder you have to work. Our great competitive advantage in Greece and Cyprus is our people: their intelligence and creativity. A very recent example is Ogilvy Greece’s campaign for Toyota, titled “Getaway Car.” The campaign, which swept the board at international festivals, addresses domestic violence and stands as a striking example of “connecting the unconnectable.” The campaign is for Toyota, but the getaway car featured is in fact a Ford, used with their permission. Watch it here: https://youtu.be/XsGz7VpoonY?is=hKxCJ3ss_G7Lx4va CD: Wearing my other hat as President of the Cyprus Advertising and Communication Association (ΣΔΕΚ), I’d say the biggest challenge remains the size of the market. We try to turn this challenge into a competitive advantage through agile decision-making, a client-centred strategy, close client relationships, a rich cultural identity, and talent capable of producing genuinely creative work. What qualities do you look for today in a young professional who wants to stand out in communications, marketing and creativity? TK: To stay informed about everything, to collaborate, to listen, but also to voice their own opinion without hesitation, and to love what they do. CD: A professional who fits our culture, has an appetite for learning, possesses digital skills, and can combine creative and analytical thinking. The ideal professional, whether young or from our own generation, is a learner, a connector and an executor. What do you think is the biggest mistake businesses still make today when designing their brand strategy? TK: I wouldn’t call it a mistake so much as a different strategy that began roughly 20 years ago: centralisation. The focus shifted to financial results. The role of marketing was downgraded, and CFOs and procurement (CPOs) came to dominate. New product launches were curtailed, along with the ability to address local, country-specific needs and opportunities. This strategy, perhaps necessary at the time, damaged many brands across many countries, particularly where a strong local competitor existed. Today, a number of multinationals are reversing course, handing more responsibility and flexibility back to local CEOs. CD: In a world where honesty and empathy matter a great deal, their absence can prove decisive for brands. Consumers are showing increasing distrust of institutions, the media and businesses. How can a brand build and maintain trust in such a complex environment? TK: I’ll focus on businesses and brands specifically. Traditionally, brand-building started with the product, followed by a strong idea and media exposure. Other channels were later added, such as social media and the use of data. In other words, we started with the product and tried to push it onto consumers: product design, big idea, exposure across traditional and social media, that was the path to building a brand. Today, many companies start with society, its needs and desires, and the opportunities that arise, and only then design or redesign their products or services. This is described as being “social at heart.” A second critical element for brands is respect for the consumer, and honest, sincere communication. Recently, against a backdrop of inflation, some companies reduced the quantity of product in the same packaging without informing consumers. They lost their most loyal customers almost immediately. One of David Ogilvy’s well-known sayings comes to mind: “The consumer isn’t a moron; she is your wife.” CD: In an age when consumers give you only a few seconds to convey your message, the ability to design and deliver campaigns marked by creativity and innovation has sharply raised the stakes in communications and advertising. Consumers seek out brands and figures they can place their hopes in, ones that earn trust quickly and effectively because they prove themselves reliable. In an era of instant information flow, honesty has to be the dominant ingredient in communication, even in the briefest, simplest message we put into the market. Trends and business models If a CEO asked you for just one piece of advice to prepare their company for the next decade, what would it be? TK: I don’t think I’m in a position to give advice to CEOs. Everyone has their own issues to deal with. That said, I do consider meritocracy, honesty, flexibility, and respect for clients and suppliers to be important qualities for any company. CD: Invest in people and in technology. Is there an international trend or business model you’re following closely that you believe will soon influence the markets of Greece and Cyprus? TK: I don’t think there’s any single dominant model likely to prevail for years to come. We need to stay flexible and adaptable. CD: Technological change has always been the greatest corporate challenge. Today, though, it’s the alarming speed at which AI is evolving that is affecting markets worldwide on a daily basis, and that’s what we’re watching most closely. Looking back on your careers, what was the hardest decision you’ve had to make as leaders of your organisations, and what did it teach you? TK: The hardest decision came in the early years of the crisis in Greece, in 2011, when we decided to start hiring talented young people, partnering with major universities, even as the communications industry had collapsed and everyone else was cutting staff. The crisis coincided with the “revolution” of social media, and our decision was based on seizing the new opportunities this created for our clients. CD: Ending partnerships that brought in short-term revenue but stood in the way of our long-term strategy. The lesson we took from it is never to hesitate in making swift decisions that set aside whatever is holding us back, precisely when we need to be investing in the future. If we were writing this cover story ten years from now, what would you want the key achievement attributed to Ogilvy in Greece and Cyprus to be? TK: From 2001 to today, Ogilvy has been the largest company in Greece, with fully satisfied clients and loyal partners. We want those 25 years to become 35, and to build a RedwolfOgilvy in Cyprus with an equally strong reputation. CD: That our investment in people and technology paid off, growing our organisation while staying true to our culture and values. What is the one word you believe will define the future of entrepreneurship, and why? TK: The engaged HUMAN BEING. Because without engaged people, there are no companies, no consumers, no societies. There is no life. CD: Adaptability, because technological and social change demands organisations that learn, adapt and act swiftly. 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