Fiona Johnston's Strategic Vision for Commercial Excellence

*Fiona Johnston’s Strategic Vision for Commercial Excellence Fiona Johnston’s journey to the helm of dentsu Australia’s media business is anything but conventional. A former nightclub owner, fashion enthusiast, and certified yoga teacher, Johnston brings a refreshingly multidisciplinary lens to one of the country’s most influential media leadership roles.

Today, as CEO of dentsu’s media division, she is steering a dynamic portfolio that includes client strategy, commercial growth, and media innovation. Her mission? To transform how brands engage with audiences in a world where speed, relevance, and authenticity reign supreme.

In conversation with our publication*, Johnston shares her insights on leadership, agility in an evolving industry, and what it takes to build a future-ready media ecosystem.

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Q: Your background is incredibly diverse — from nightclubs to fashion to yoga. How has this shaped your approach to leadership? Fiona Johnston: I’ve always believed that great leadership is about connecting dots across experiences. Running a nightclub taught me how to read energy and connect with people in real time. Fashion gave me an appreciation for aesthetics and consumer psychology. And yoga? That taught me stillness — which is crucial when making decisions under pressure.

My approach to leadership is grounded in empathy, intuition and a relentless curiosity. I don’t believe in cookie-cutter strategies. Every situation, every team, every market has its own rhythm — and my job is to listen before I lead.

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Q: You’ve said that media is now the “flywheel” of dentsu’s growth. What does that mean in practice? Johnston: It means that media isn’t just a service line anymore — it’s the engine that powers everything else we do. Whether it’s creative, data, tech or customer experience, media is at the center, activating and amplifying all other disciplines.

We're seeing a shift from media being viewed as a cost center to becoming a strategic growth lever. At dentsu, we’ve made massive investments in data infrastructure, first-party insights and adaptive technologies that allow us to move quickly and decisively for our clients. This isn’t about big, annual plans anymore — it’s about continuous iteration, testing and scaling in real time.

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Q: Agility seems to be core to your strategy. How do you instill that mindset across a large organization? Johnston: Culture eats strategy for breakfast — and that’s something I learned early on. If you want agility, you need to bake it into the DNA of the company.

For us, that means creating environments where teams feel safe to experiment, fail fast and learn faster. We’re constantly breaking down silos, not just between departments but also across geographies. Our global footprint gives us incredible advantages — but only if we’re sharing knowledge and collaborating effectively.

It also means hiring people who thrive in ambiguity. In media today, certainty is rare. What matters is your ability to navigate uncertainty with confidence and creativity.

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Q: With rapid technological change and evolving consumer behavior, how do you stay ahead of the curve? Johnston: You can’t predict the future — but you can prepare for it. That’s why we’re investing heavily in platforms and partnerships that give us real-time access to audience insights, emerging trends and new channels.

We’re also focused on ensuring we’re not just reacting to change but anticipating it. That requires deep listening — to our clients, to the market, and even to cultural shifts. Right now, we’re in the thick of the fourth industrial revolution, with AI, automation and immersive tech reshaping how brands communicate. That’s both exciting and challenging.

But the key insight is this: no single platform or channel holds all the answers. We need to ensure every part of the media ecosystem is represented so we can deliver scale and impact for clients.

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Q: Innovation sounds great in theory, but how do you make it actionable within a corporate structure? Johnston: Innovation is not a department — it’s a discipline. It has to live in everything we do.

We’ve embedded innovation into our operating model through rapid prototyping, internal incubators and cross-functional squads. When we see an opportunity — whether it’s in AI, voice technology or connected TV — we test it fast, measure it rigorously, and scale what works.

And importantly, we celebrate both wins and lessons learned. Too often, companies punish failure instead of treating it as a learning opportunity. That kills innovation before it even gets started.

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Q: As a woman in a traditionally male-dominated industry, have you faced unique challenges? Johnston: Of course. But I’ve also seen tremendous progress — and I’m committed to continuing that momentum.

Mentorship and sponsorship have played a big role in my career, and I try to pay that forward by supporting rising talent — especially women and underrepresented groups. Leadership should be inclusive, and the more voices we have in the room, the better our decisions will be.

That said, I don’t want to be defined solely by my gender. I want to be judged on my results, my vision and my ability to create value. That’s what ultimately drives success.

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Q: What advice would you give to aspiring leaders in the media and marketing space? Johnston: Stay curious. Be bold. And don’t wait for permission to innovate.

This industry is moving faster than ever, and those who hesitate get left behind. Take risks, challenge assumptions and surround yourself with people who think differently.

Also, remember that media is ultimately about human connection. No matter how advanced the technology becomes, it’s still about telling stories that matter — stories that move people, inspire action and build lasting relationships.

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Q: Looking ahead, what keeps you excited about the future of media? Johnston: The pace of change is exhilarating. We’re living through a transformation that’s redefining how brands and consumers interact — and we’re right at the center of it.

From generative AI to the metaverse, from programmatic audio to contextual advertising — there’s so much potential to reimagine what’s possible. And that’s what gets me out of bed every morning: the opportunity to shape the future, one campaign at a time.

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As dentsu Australia’s media business continues to evolve under Fiona Johnston’s guidance, one thing remains clear: she’s not just responding to the future — she’s helping to define it. Her unorthodox path, sharp instincts and unwavering commitment to excellence make her a standout leader in a rapidly shifting landscape.

In a world where disruption is constant and attention is scarce, Fiona Johnston is proving that with the right vision, anything is possible.