Many players in the Saudi market have answered about the current state of the affairs, the evolving nature of the market, and the major stumbling blocks they still encounter, in addition to the process of Saudization. Some saw certain aspects from the same lens, yet for others came varied opinions. Here is a bird’s eye view of where the Saudi Communication and Advertising scene stands, based on interviews ArabAd conducted with top ad players in the kingdom.
PULSE OF THE SAUDI AD BUSINESS
Tarek Mansour, GM AGA ADK believes that “the Saudi Ad market is without a doubt constantly evolving and this is evident by the sustained growth which has continued since recovery from COVID started back in 2022. It is estimated that the Saudi market will reach nearly $2.3B in 2024.”
Rakan Alowais, Head of Operations at Jummar Public Relations, considers that “Saudi Arabia's communication industry is undergoing a striking development, with growing interest in adopting communication strategies based on a deeper understanding of local culture and investing in community values to achieve a positive and sustainable impact.”
Firas Mghames, CEO FEER MCQUEEN, seeing into 2025, believes that “While the market will continue to grow, briefs and budgets will be more tightly managed, prioritizing outcomes that build brands strategically rather than spending without a clear plan as was before. Revenue will be harder to earn, demanding a more strategic mindset from both agencies and marketing consultants. This shift presents a great opportunity for those who already operate with a strategic focus.”
Amr Kalaawy, Regional Managing Director, FP7McCann KSA, is both, optimistic yet cautious. He explains that “brands and agencies now focus on long-term growth, embracing data-driven, consumer-centric strategies supported by advanced analytics to adapt to evolving market dynamics. While the market has become more sophisticated, with diverse talent, technological advancements, integrated communication strategies, and increased audience engagement, full maturity is still yet to be achieved.”
At Tarek Nour Communications, there is a belief that “the Saudi advertising scene with its young talents will be one of the leading markets in the whole region; placing its campaigns to the forefront of the global advertising industry.”
Abeer Alessa, CEO of The Bold Group, asserts: “The maturity of the industry can be seen in the way we’re beginning to connect creativity with business outcomes and cultural resonance. We’ve learned that growth isn’t just about volume; it’s about value—creating work that not only moves people but also contributes to the broader vision of Saudi Arabia’s transformation.”
Hisham Maksoudian, CEO of AdCouncil, opines: “The initial euphoria has evolved into a focused drive, blending global standards with cultural insights—termed "GLOCAL expertise.” For him, the industry “nuanced understanding of Saudi Arabia’s cultural heritage, shaping an authentic and dynamic creative ecosystem that is globally competitive yet deeply rooted in local identity.”
Riebal Hmaydan, Deputy Managing Director, at Ability, is perhaps the first to break from the choir, and say that Saudi Arabian society is a “dynamic audience (that) demands brands that remain relevant, insightful, and authentic to the local culture. Moreover, it emphasizes the importance of portraying reality rather than idealized societal scenarios. it emphasizes the importance of portraying reality rather than idealized societal scenarios”.
Rami Hmadeh, Managing Partner at ServicePlan Middle East, sees things more holistically, for him “Saudi Arabia’s advertising landscape is gaining maturity, driven by a willingness to explore diverse narratives and take creative risks. We are seeing a market that understands the nuances of global standards while staying true to its local roots, which is a significant leap in its development.”
“It’s important that we all commit to shared industry standards that provide guidance while still allowing room for innovation.”
NEW WAVE OF CREATIVITY
Following the kingdom’s five Grand Prix at the Dubai Lynx, and assessing the new creative spirit in the kingdom Mansour says: “there are two main drivers behind the most recent wave of creativity, one being the migration of new talent and agencies from around the world due to the kingdom’s progressive revolution and post-COVID effects. The second, of no less importance, is the new generation of Saudi youth immerging within the industry who are much more exposed thanks to the social/digital age and have more opportunity to grow, imagine and create than any previous generation that preceded it.”
Kalaawy, looks the major award sweep with a very encouraging eye: “It raises the bar for more creative campaigns; moreover, it is paving the way for Saudi Arabia to be the new regional hub for creative excellence. The industry's ability to craft culturally resonant yet globally appealing narratives is positioning the Kingdom for increasing international recognition within the advertising landscape.”
For Najib Sabbagh, Founder and CEO of Sunny Side UP (SSUP), the Lynx awards won by the Kingdom demonstrate “how local agencies are seizing new opportunities, combining deep cultural insights with cutting-edge technology, including Artificial Intelligence, to produce world-class work. I’m confident that this momentum will continue, and we’ll see Saudi Arabia evolve as one of the leading hubs for innovative and impactful creative campaigns on a global scale.”
At Tarek Nour the awards are a translation of their belief “that utilizing new technologies could be a good opportunity, however we believe that the input from our people comes first since it’s the creative minds and strategic vision that drive success.”
Alessa seems to share this perspective partially: “We’re not just embracing tech for tech’s sake; we’re using it as a tool to tell deeper, more resonant stories that reflect our heritage and future aspirations. The steady stream of creative work is only going to grow as agencies understand that success lies in this delicate balance of innovation and cultural relevance.”
Maksoudian, for his part, sees nothing but positives in the wins: “This success signals a steady stream of locally competitive creative work that will continue to emerge, positioning Saudi agencies as major players on the world stage by combining innovation with deep cultural resonance.”
Hmaydan is nothing but fierce about the wins. “Every creative concept should be grounded in local insights to ensure success and resonate with the target audience. By embracing the Saudi culture and taking pride in our deep-rooted national identity, we can ensure our creative endeavors achieve widespread recognition and acclaim.”
The wins for Hmadeh, are as sign that “Agencies in Saudi Arabia have begun harnessing AI, data analytics, and immersive media, but they do so in a way that is deeply rooted in local insights. This balance is what sets Saudi creativity apart on the global stage and paves the way for a steady stream of world-class work.”
“There's a noticeable lack of experienced and strategic marketing directors, which leads to a gap in on-the-ground insights.”
BIG CHALLENGES
Naturally, challenges still abound for agencies to elevate their creative mindset.
Mansour considers that the first challenge is the human element where agencies are struggling to hang on to the up-and-coming young local creative talent. He also finds that there is a disconnect between “the ability to tap in to local culture to deliver meaningful connections between brands and audiences.”
Alowais laments, however that “one of the biggest challenges facing communication agencies is the transition from traditional practices to more dynamic and innovative models that are in line with the world's changing communication tools, especially with the rise of social media platforms. Modern technology, such as AI and big data, must be embraced to deliver outstanding communication experiences commensurate with changing audience expectations.”
Mghames does not mince his words, for him the changes are elsewhere: “The biggest challenge for agencies in the Kingdom is the client side itself. There's a noticeable lack of experienced and strategic marketing directors, which leads to a gap in on-the-ground insights. This directly impacts the quality of briefs, planning, and timelines.”
Kalaawy is on the same path when it comes to laying the blame, for him the “biggest challenge for agencies in the Kingdom today is the slow adoption of data-driven strategies.”
Sabbagh joins the chorus explaining that “talent acquisition and retention” remain a major hurdle.“With international companies and government entities actively pursuing top-tier creative professionals, securing and retaining the right talent has become a significant challenge. To address this, agencies must create environments that encourage innovation and professional growth,” he adds.
“There is a growing interest in adopting communication strategies based on a deeper understanding of local culture.”
For Tarek Nour Communications, the obstacles are many, companies should not be “falling in the trap of absolute creativity and disregarding the business objectives.” They should also not “be "following the trend". It’s vital to escape the competitive herd mentality to stand out.” Also “while moving towards maturity, conflicts may occur between marketers and agencies regarding responsibilities. Building mutual trust is essential during this journey towards a successful and consistent market growth, allowing communication professionals the space to create and stand out.”
For Alessa, she feels the industry in the Kingdom needs “a more holistic approach to creativity—one that values cultural insight, technological skill, and emotional intelligence. Agencies need to develop a culture where pushing boundaries is part of everyday practice, where young talent is encouraged to question the status quo, and where failure is seen as a learning opportunity rather than a liability.”
Hmaydan details three main challenges, “the first is being local, comprehending the culture, and reflecting it in our work; the second is shifting our mindset to act swiftly, respond to market dynamics, and adapt; we cannot afford to be slow, agility and adaptability are key; and the third challenge is the battle over talent: what can we offer these talents differently than the rest, how can we retain them, and provide them with the necessary space to excel.”
Hmadeh is a bit theoretical on the matter, for him “there is still a tendency to play it safe, and this can be particularly stifling in a market that is hungry for fresh, bold ideas. For agencies to truly elevate their creative standards, they need to foster a culture that embraces experimentation and takes calculated risks.”
Not only does he stop there but he also thinks that “another area of growth lies in nurturing homegrown talent. Agencies must prioritize investing in Saudi creatives, providing them with the platforms, mentorship, and freedom to push boundaries. It’s about creating a space where innovation is not just encouraged but celebrated. The shift in mindset needs to come from a belief that creativity thrives when it challenges the status quo.”
“Saudi Arabian society is a dynamic audience (that) demands brands that remain relevant, insightful, and authentic to the local culture.”
SAUDIZATION & LOCALIZATION
Saudization in ad agencies is always a sticking point. On the one hand there are the regulations, but also the ability to have the local voice heard in the creative process.
Mansour believes “it should no longer be a race between what the local authorities require as a Saudization ratio, but rather a race to attract the best young Saudi creative talent allowing for maximum relevancy to the local market.”
Alowais seems to be ebullient when it comes to foreign talent in the creative industry, for him “the communications industry in the Kingdom is attracting the best minds in the sector worldwide, a trend that must be strengthened as it is positively reflected in transferring knowledge to the Saudis and getting them familiarized with global best practices, motivating them to engage in the industry, and raising the bar in the market and enhancing the quality of outputs.”
Mghames offers a more logical assessment of Saudization, for him “agencies have made significant efforts to inspire and involve a new generation of Saudis in the Communication and Creative industries. While there is clear intention and effort from both sides, multinational agencies have made considerable compromises to respect localization and Saudization.”
Kalaawy goes to note that “Our recent MCN --FP7 Flagship agency of the MCN group--Academy program in Saudi Arabia also offers Saudi National graduates the opportunity to learn, train, and grow, with the potential for recruitment into leading global agency brands, further positioning us as a key player in developing the Kingdom’s creative future.”
“There is still a tendency to play it safe, and this can be particularly stifling in a market that is hungry for fresh, bold ideas.”
For Sabbagh, “Saudization beyond the 50% requirement is not only achievable but necessary for building sustainable success.” He also believes that “by investing in and empowering local talent, multinationals can establish deeper roots in the Saudi market, leading to long-term innovation and stability.”
Tarek Nour Communications are confident that “the Saudization ratio beyond the 50% requirement could greatly benefit not just the localization of campaigns, but also Saudi nationals. Our commitment to supporting Vision 2030 involves empowering local talent. By integrating Saudi professionals into our environment, we actively contribute to building the local workforce, not just fulfilling quotas.”
Hmadeh is nothing but incredibly serious about the Saudization. “At Serviceplan Arabia, we’ve taken active steps in this direction by partnering with institutions like UBT (University of Business and Technology) to support Saudi youth entering the industry. Through this collaboration, we’ve brought in interns, many of whom have transitioned into full-time employees after their internships. This program has been a great success, and we’re now exploring similar partnerships with other universities across the Kingdom to expand these opportunities.”
“The Kingdom needs a more holistic approach to creativity—one that values cultural insight, technological skill, and emotional intelligence.”
COMPETITION & REGULATIONS
Competition, whereas healthy, can – unfortunately – also lead to some cannibalistic effects mixed with unhealthy behavior specifically when the industry is not regulated.
Sabbagh thinks that “to harness this energy effectively, it’s important that we all commit to shared industry standards that provide guidance while still allowing room for innovation. Clear guidelines can help raise the overall quality of work, ensuring professionalism and consistency.”
Alessa seems to agree and concur, “agencies should feel empowered to innovate without worrying about cutting corners to stay competitive. In the long run, the creative industry thrives when there is shared responsibility.”
Maksoudian, however warns, “fierce competition without standardized rules can lead to price wars, inconsistent quality, and ethical concerns.”
So as the kingdom braces to go towards new heights, and a bigger future, everyone seems to be holding to their copy of Charles Dickens’ “Great Expectations.”
Article was first published in ArabAd Q4 - 2024 special KSA print edition
