The Strategic CMO: How APAC Leaders Navigate Brand Transformation — Oliver Otto, Broadridge

For marketing leaders operating across APAC’s fragmented markets, staying ahead increasingly requires direct peer dialogue. Leaders like Oliver Otto rely on executive conversations with industry peers to pressure-test ideas, exchange perspectives, and keep their organisations commercially competitive.

Who is Oliver Otto and what is his mission at Broadridge?

Oliver brings nearly thirty years of regional expertise to his role, leading a specialised team focused on amplifying a global brand within the high-growth markets of Asia. His perspective is shaped by a deep appreciation for the dynamic business opportunities in hubs such as Singapore, Hong Kong, and Tokyo.

“I’m the Head of Marketing for Broadridge in Asia, based in Singapore, where I’ve lived for the last 14 years. I grew up in Japan and have spent over 30 years in Asia, a dynamic region that I love for its business growth opportunities. I lead a small team of marketers across Asia, primarily in Hong Kong and Singapore. As part of a global team, our role is to bring our campaigns to market in the region. We handle a full spectrum of marketing activities, including PR, content creation, digital marketing, and events.”

What are the primary pillars of your marketing strategy this year?

For a global technology leader like Broadridge, the focus in APAC is to translate global brand power into local relevance. This involves a dual approach: raising awareness of their trusted expertise and maintaining a rigorous focus on demand generation through sales partnership.

“Our primary focus in Asia is to amplify our global brand refresh. We’re a well-known US-based company, but we’re still growing in APAC from a smaller base, so there’s a need to raise awareness. We’re now focused on making our brand relevant in key markets like Japan, Singapore, Hong Kong, and Australia. Secondly, we’re focused on generating more demand. We’ve had a successful year, with around 30% of our recurring sales in APAC last year coming from marketing-sourced opportunities. Finally, we are prioritising engaging with our existing client communities. We organise roundtables and other events to discuss key trends and demonstrate how Broadridge can support them.”

What activities have been most effective in securing marketing’s seat at the leadership table?

Otto emphasises that marketing success is measured by its impact on growth, which requires being “surgical” with limited resources. He advocates for a move away from vanity metrics toward high-touch interactions that foster genuine business transformation. Moreover, he believes that smaller, peer-level forums are often where the most valuable discussions happen. These are environments where senior leaders can exchange perspectives candidly without the noise of large conferences.

“Success for me is when marketing has a seat at the leadership table and is seen as a core part of the organisation’s growth. A big part of our success has been a deep understanding of why we do certain campaigns and then prioritising the big opportunities where marketing can make the most difference. We’ve found that smaller, more intimate events like executive roundtables are often more impactful than large ones. The key is to demonstrate our trusted expertise and show how Broadridge can help our clients transform their businesses.”

How is the rise of AI changing the way leaders approach content and search?

The rapid evolution of AI presents a challenge to traditional SEO and content distribution. Otto notes that leaders must now position their brands as primary sources of truth to remain visible in an AI-driven search ecosystem.

“The rapid pace of change in our industry, especially with the rise of AI, is a significant challenge. You have to stay on top of how people are searching for content and how you need to create and present it. It’s no longer just about keywords; it’s about being the primary source that comes up in AI searches. Marketing is one of the functions most strongly impacted by AI, but if used correctly, it’s a very positive force. We just can’t keep doing the same things and expect the same results.”

Is the shift toward smaller, high-value events a response to the need for human connection?

Despite the acceleration of technology, the relationship premium remains high. Otto suggests that providing a space for peers to discuss shared challenges is a critical differentiator for modern brands.

“Yes, I think so. People are craving human connection, and bringing a community together to discuss shared challenges is more important than ever. If we can be seen as the ones who facilitate this, we get great outcomes. It might not lead to immediate sales, but it builds relationships and ensures we’re top of mind when a client is in buying mode. Having face-to-face dialogues is as authentic as it gets.”

What advice would you give to marketers looking to build a commercial mindset?

To be effective, a marketer must step out from behind the screen and into the field. Otto believes that proximity to both the sales team and the end client is the only way to gain the best background for running high-impact campaigns.

“Beyond being a great marketer, you must deeply understand your stakeholders. That means getting to know the sales team, what drives them, and how you can collaborate with them. As a marketer, you shouldn’t be hiding in the back; you need to be in front of clients, networking, and talking to people. If possible, sit with the sales team. This proximity builds trust and makes you a part of the team. You need a commercial mindset and to think like a general manager.”

How should modern leaders balance legacy playbooks with the need for innovation?

The proven tactics of the past are no longer a guarantee of future success. Otto encourages marketing leaders to foster a culture where experimentation is rewarded and risks are taken to stay ahead of industry shifts.

“Traditional advice might be to stick to proven playbooks. In today’s fast-paced world, what worked last year may not work this year. As modern marketing leaders, we need to foster a culture of experimentation and smart risk-taking. Unless you try new things, you won’t learn what works and what doesn’t. Instead of clinging to legacy tactics, we need to experiment, try new things, and stay on top of the changes impacting our industry.”

Join the Conversation: The Ortus Club’s Executive Network

Across APAC, forward-looking marketing leaders are recognising that sustained growth increasingly happens inside trusted peer circles. Those who actively participate in executive dialogue are often the ones shaping market trends, influencing their peers, and positioning their brands as strategic partners.

These are exactly the types of conversations The Ortus Club curates across APAC through its executive roundtables. In our pitch-free settings, leaders like Oliver Otto move beyond surface-level discussions to tackle the big-picture challenges of brand relevance, client engagement, and market education.

By facilitating direct, peer-level relationships, we help organisations turn insights into action. We ensure that attending executives leave with not only new ideas, but the connections and perspective that directly support growth.

FAQs

Q: Why are APAC marketing leaders moving toward smaller event formats?

A: As Oliver Otto mentions, “people are craving human connection.” Smaller formats, such as The Ortus Club’s roundtables, enable authentic, face-to-face dialogue that builds the deep trust required for high-stakes B2B decision-making.

Q: How does participating in executive dialogue help with brand awareness?

A: For companies growing from a smaller base in APAC, participating in high-level discussions demonstrates deep domain expertise. It positions the brand as a thought leader rather than just a service provider.

Q: What is the benefit of a pitch-free environment for a CMO?

A: Pitch-free environments allow for honest exchange. When leaders aren’t being sold to, they are more likely to share the genuine challenges and early buying signals that help all participants innovate more effectively.

Q: How does marketing-sourced demand benefit from sales proximity?

A: When marketing and sales are one team, as seen at Broadridge, campaigns are built on real-world client pain points. Executive roundtables often serve as the bridge that brings these two functions together in front of the client.

Q: How is AI impacting the future of executive engagement?

A: While AI handles hyper-personalisation and data analysis, it cannot replace human judgment and interaction. The future lies in using AI to identify the right topics, while using in-person events to finalise the relationship.