5 Minutes with… Sara Eid

With a career that spans art direction, copywriting, strategy and education, Sara Eid’s creative leadership is rooted in versatility and empathy. Now at the helm of regional creativity at Serviceplan Arabia, she’s helping brands tap into Saudi Arabia’s surging cultural momentum while cultivating a creative culture that’s equal parts structured and soul-led.

Sara reflects on the pivotal risks that shaped her growth, the rise of creator collaboration in Saudi, and why internal agency culture-building initiatives are just as important as client work.

​LBB> Your creative career has spanned art direction, copywriting and strategy – how has this multidisciplinary background shaped your approach to leadership and creative problem-solving today?

Sara> My journey has definitely been colourful. As a creative leader, this multidisciplinary background helps me better understand my team’s diverse talents and perspectives. I've developed a kind of ‘pan empathy’ – which adds value not only to their work but also to their personal growth.

Having experience across both art and copy allows me to relate to the team's challenges and spot opportunities in a more cohesive way. It also makes me more comfortable exploring unconventional team structures, which contributes to shaping a unique creative culture. Most importantly, it’s made me a firm believer in the power of co-creation.

When it comes to problem-solving, wearing different hats over the years has helped me approach challenges holistically. I naturally look for cross-disciplinary connections during ideation, which gives me both a creative edge – and a lot of joy – when all the pieces, from strategy to execution, fall into place.

LBB> From your early days in branding to now leading regional creative work at Serviceplan Arabia, what would you say were the pivotal moments that defined your growth as a creative leader?

Sara> One key moment was when I left my role as creative director at DDB to join BBDO as a senior art director – just so I could explore pure copywriting. That was back in 2018. A lot of people were skeptical at the time, but it turned out to be a defining move for me. After over a decade in art, diving into copy reshaped the way I work and lead.

Another pivotal chapter was in 2010, when I spent two years as a university lecturer at DAHU. Teaching was incredibly rewarding and truly life-changing. It has shaped my leadership style in ways that are still with me today.

LBB> Saudi Arabia's creative industry is undergoing a rapid transformation – what excites you most about the opportunities emerging in this space, and where do you see the biggest creative potential?

Sara> What excites me most is the increased freedom and the boldness we're starting to see from brands. They're more open to fresh ideas now. I also love watching talent express itself on a larger scale – whether it's indie artists, musicians, writers or actors. There’s a beautiful creative energy everywhere.

I see huge potential in brand collaborations with young Saudi talents. It’s not just about nurturing emerging creatives – it’s also how we bring authentic culture to life, straight from the community.

LBB> You’ve worked with both global giants and Saudi government clients – how do you navigate the balance between international brand guidelines and culturally resonant storytelling in the region?

Sara> As creatives, I believe we need to be chameleons – open to different cultures and able to adapt our styles to suit the projects we’re working on. Honestly, that’s what keeps things interesting. A big part of it is building the right team for each client. For example, when we work with Saudi government clients, we always include local talents from the start. Their involvement gives the work the authenticity it needs.

International brand guidelines don’t have to clash with cultural relevance – in fact, they can complement each other. Some of the Public Investment Fund (PIF) projects are perfect examples of this synergy. In creative teams, I see diversity – both local and international – as not just healthy, but essential. That mix can lead to something truly powerful.

LBB> As someone who has also taught and mentored extensively, how do you see the link between education and industry evolving in Saudi’s creative scene? Are we doing enough to prepare future talent?

Sara> There’s already a decent connection between universities and agencies. Things like college visits, co-op training programmes, and even student briefs sponsored by agencies and clients are becoming common. But there’s definitely room to deepen these collaborations.

The industry is evolving so fast that students' qualifications can become outdated by the time they graduate. That’s why it’s crucial for academic programme directors and industry leaders to work closely together. At Serviceplan Arabia, I’m seeing this kind of collaboration in action, and it’s clear – when students are trained the right way, the whole standard of creativity in the region rises.

LBB> You’ve launched internal talent initiatives like Drivers and SociaLab – what inspired you to create these, and what kind of impact have you seen from investing in talent development at the agency level?

Sara> My time as a lecturer definitely planted the seed – I realised how much I enjoy sharing knowledge. After two years of teaching, I moved into a role as a branding creative director at Drive Dentsu (former ​full-service advertising agency in Dubai, United Arab Emirates, now operating as part of a wider MEA network under Dentsu MEA).

I found myself constantly suggesting things like ‘let’s talk’ when the team needed a lift, or organising ad-watching marathons when we were feeling blocked or drained. That’s how  Drivers was born.

Then at Social Clinic in 2022, I had the right set-up to launch SociaLab, which went beyond the creative team – it was about enriching the whole agency, both internally and externally, through guest speakers and partnerships with universities.

These kinds of initiatives can have a big impact when they’re done right. You need a mix – some general industry topics to bring everyone together, and some tailored sessions focused on areas with growth potential. What really surprised me was how departments like HR and Finance responded. They genuinely enjoyed learning more about the creative side and felt more connected to the work the agency does.

LBB> With creativity increasingly expected to deliver business results, how do you ensure that imagination, emotion and storytelling remain at the heart of the work – especially in fast-paced or performance-driven environments?

Sara> In fast-paced environments, the common mistake is thinking we just need to go faster. But the real answer lies in smarter planning and team restructuring. It’s about finding ways to deliver quickly without losing the essence of what we do – which is to connect.

It’s not just about speed. It’s also about how we think. Even when there’s pressure for faster output, a holistic approach allows for multiple creations in a shorter period. You have to treat every piece as part of a bigger picture – and give that big picture the time and thought it deserves. Once that’s in place, producing more will not stand in the way of resonance and storytelling.