Breaking Bias and Shaping Culture with VIRTUE Asia’s All-Female Leadership Team
In an industry that has long been dominated by traditional hierarchies and male leadership, VIRTUE Asia is rewriting the script with an all-female leadership team that thrives on empathy, collaboration, and inclusivity.
In this interview, LBB’s Sunna Coleman sits down with VIRTUE Asia’s CEO Lesley John, head of production Ann May Chua, head of strategy Huiwen Tow, and client services director Chloe Fair, to discuss being misunderstood, dismantling hierarchies, and how advertisers can foster the same determination to incite real change.
LBB> Leadership is often associated with toughness and authority. What are your beliefs around this and how do you challenge that perception?
Lesley> Effective leadership is less about toughness and authority, and more about empathy, collaboration, and cultural intelligence. At VIRTUE Asia, we've built our success on understanding and connecting with diverse communities across the region. This approach requires a leadership style that's adaptive, inclusive, and deeply rooted in emotional intelligence.
True leadership is about empowering others, fostering creativity, and creating an environment where diverse voices are heard and valued. It's about having the vision to see potential in people and ideas, and the ability to nurture that potential.
To challenge the perception of leadership as merely tough and authoritative, I focus on leading by example. I prioritise open communication, actively seek input from team members at all levels, and champion a culture of continuous learning and growth. This approach not only drives innovation but also builds a more resilient and motivated team.
In the rapidly evolving landscape of Asia, where cultural nuances play a crucial role, a more flexible and inclusive leadership style is not just beneficial – it's essential for success.
LBB> Have you ever faced resistance to your leadership style and how have you navigated it?
Lesley: Absolutely. As a female (and Asian) leader in a traditionally male-dominated industry, I've encountered resistance at various points in my career.
Early on in my career, my collaborative leadership style was sometimes misinterpreted as indecisiveness, particularly by those accustomed to more hierarchical structures. I've also faced challenges when pushing for greater diversity in our teams, ways of working, and our creative output, as it meant disrupting established norms.
Navigating this resistance has been a journey of persistence and education. I've found that the most effective approach is to let results speak for themselves. By consistently delivering impactful work that resonates with diverse audiences, we've demonstrated the value of our inclusive, culturally-attuned approach.
I've also invested time in building strong relationships across the industry at all levels, using these connections to advocate for change and showcase the benefits of diverse leadership styles. Mentoring has been another powerful tool – by supporting emerging talents, especially women and individuals from underrepresented groups, we're gradually shifting perceptions of what leadership looks like.
Ultimately, I believe that resistance often stems from unfamiliarity. By remaining true to my values, openly discussing the rationale behind my decisions, and consistently delivering results, I've been able to turn many skeptics into supporters. It's an ongoing process, but one that's crucial for driving positive change in our industry and beyond.
LBB> The pressure for perfection in creative industries can be overwhelming. How do you encourage a mindset that embraces failure?
Ann May> In the creative realm, where the pursuit of perfection can sometimes stifle innovation, I believe the key is not merely to accept failure but to view it as a powerful catalyst for growth.
Every setback offers an invaluable opportunity to learn, adapt, and refine our approach. By celebrating risk-taking and creative efforts (even when the outcomes aren’t flawless), we foster an environment where the journey of exploration is valued as much as the destination. This mindset transforms failure from a source of discouragement into a stepping stone towards continuous improvement and breakthrough success.
LBB> How does curiosity drive innovation in your work, and how do you cultivate that within your team?
Huiwen> A culture-first approach mandates curiosity in our approach. We drive innovation in our work with an alternate view that sees the world not just for what it is, but what it can be, so that we can go to fresh, new places overlooked by others.
At VIRTUE Asia, we like to think of ourselves as the resistance, the upstarts, the provocateurs, the why-not people, while executing with generosity, grace and kindness.
Within the wider team, we encourage everyone to come into the process without pre-conceived notions or assumptions, to question the legacy of how things typically get done, to bring a point of difference to the conversation. We also strongly enforce a non-siloed, cross-collaborative and fluid approach, encouraging a childlike wonder for each other and all things within and beyond our set domains, projects and functions.
LBB> Can you share a time when a ‘failure’ led to unexpected creative breakthroughs?
Ann May> One instance that stands out was early in my career when I was unexpectedly let go from a role I deeply valued. At the time, it felt like a major setback. However, this experience forced me to explore new avenues within the industry. By leveraging the skills I had developed, I was able to reinvent my approach and view challenges as opportunities for growth. This pivot not only expanded my creative and technical knowledge but also reshaped how I evaluate both opportunities and setbacks. In hindsight, what initially seemed like a failure became a catalyst for unexpected creative breakthrough and a turning point in my professional journey.
LBB> How has fostering a culture of empathy positively impacted VIRTUE Asia as a company?
Chloe> Fostering a culture of empathy has had a transformative impact for us, particularly as a relatively small team where collaboration and trust are essential. With under 20 full-time staff in each office, we have fewer hierarchical layers and an environment where open communication flows freely – everyone has a voice regardless of their role or background. Our team is made up of individuals from diverse backgrounds, and by embracing this diversity and practising active listening, we ensure that everyone feels heard and valued. This inclusion isn’t just a priority; it’s critical to our success.
Our leadership team works side by side with everyone, contributing to projects and maintaining a balance between offering guidance and allowing team members the space to explore and develop their own ideas. This autonomy fosters creativity and innovation while ensuring that when direction is needed, it’s given thoughtfully and with consideration for the team’s process.
Above all, cultivating a safe space where people can experiment, fail, and grow without fear of judgment is at the heart of our culture. This freedom to try new things without the pressure of perfection has directly fueled the entrepreneurial mindset we value so highly. It’s in this supportive environment that we see our best ideas come to life, driving both personal growth and company-wide innovation. It can be daunting and demanding for those used to conventional structures and operating within a sandbox, but highly rewarding for tenacious and ambitious individuals who want autonomy, exposure to new grounds and exponential growth.
LBB> What’s the biggest gender stereotype in advertising you’re determined to break?
Chloe> The common perception held by all genders of female bosses being bitchy and more emotional to manage. It’s high time people recognise that leaders, regardless of their gender, need to be assertive, decisive, or firm in their leadership. So, why should a man be praised for such qualities while a woman gets penalised with a hostile label?
Not all women are less rational or objective in their decision-making, just like how it is untrue that all male leaders have less emotional intelligence or communication skills when building teams and client relationships. Gender itself is more fluid than ever today, so we’re better off valuing each individual for what they can bring to the table as leaders and fellow human beings.
The more we champion for competent, empathetic individuals to rise into leadership roles, the more these stereotypes and perceptions will become obsolete and passé in our industry.
Ann May> In the advertising industry and beyond, there exists the narrow notion that leadership is inherently masculine while caregiving is inherently feminine, and perceived as a secondary priority with regard to leadership. This simplistic binary view not only restricts opportunities for everyone but also undermines the full spectrum of human potential.
Emotional expression and maturity, often mischaracterised as vulnerabilities in professional settings, should be viewed as key elements of emotional intelligence. They foster empathy, drive authentic communication and enhance our ability to solve problems creatively. By recognising that both men and women (and all genders in between) can blend sensitivity with strategic insight, we pave the way for more inclusive leadership and richer, more fulfilling, collaborative success.
LBB> Your passion and influence as leaders must filter through to the work that you do. How do you see the role of advertising evolving in shaping not just representation, but real cultural change?
Huiwen> Culture moves fast. Media is fragmented. Attention is scarce. It is way too easy for brands to get left behind, to lose relevance, and to be ignored.
Rather than building marketing in traditional ways and then trying to insert it into culture via interruption, the best brands are making culture from the inside. This acts magnetically, drawing attention to itself, creating a virtuous cycle between culture that shapes brands, and brands that shape culture.
At VIRTUE Asia, we aim to put out work that provokes a response, that starts or moves the conversation forward, that compels someone to take action, beyond token representation.
We are obsessed with the things that make us laugh, cry, share, stare, gawk, stalk, and talk; the things that get us talked about, imitated or even sued. We are dead set on helping our partners become a reference point, headline, or conversation starter… not just within marketing, but in the real world we all exist in.
Advertising has the power to not simply reflect and reinforce reality, but the potential to incite real change by operating from inside culture, galvanising communities and igniting conversations where it is most needed.
LBB> What are some of the projects you’ve worked on in the past year that you're most proud of and why?
Chloe> Over the past year, leading up to our independence, I’m most proud of the strategic planning we did as a leadership team. While it wasn’t a client-facing project, the work we put into carving out a blueprint for our future was crucial for our long-term growth that would provide us more stability, autonomy and differentiated capabilities, which is especially vital amid the fierce competition in our industry.
I have learnt that leadership, especially in a fast-paced environment with a small team, can sometimes feel isolating. You have to wear multiple hats – peer, manager, and motivator – all at once. There are moments when you have to push people beyond their comfort zones, address challenges that others may not yet see, or offer tough yet frank feedback that may not be well-received. There are also times when you have to rally your team, even when you're feeling worn out yourself, since we’re not any less human than others.
Through all of this, I’ve learned what true, authentic leadership is. I’m proud that I’ve stayed true to my values and beliefs, and have remained a role model even in the most trying of situations. It’s these experiences that have enabled me to gain the trust of my team and to make sound decisions that align with VIRTUE Asia’s vision for the future.
LBB> What advice would you give to the next generation of women looking to make an impact in this industry?
Chloe> Sometimes a woman’s strength and difference lies in how much of ourselves we put into everything and everyone, but the biggest lesson I’ve learnt myself is to not waste my time on things that don’t move the needle.
Negative emotions, self-doubt, comparisons, or worrying excessively about everyone else’s opinions can drain your energy and productivity. Instead, focus that energy on just becoming bloody good at what you do – because competence always speaks louder than bravado and through that, you become a trusted and influential voice within the industry.
Ann May> Don’t fear failure, embrace it as a chance for growth. Each setback is an opportunity to build resilience and refine your skills.
We can also be our own worst critics so tune out both internal doubts and external criticism that suggest women are undervalued or overlooked in this industry (or any other industry for that matter).
Instead, let your drive to continually improve show that your work speaks for itself and that your achievements defy those limiting expectations. Keep pushing forward, stay true to your vision, and invest in your growth. Trust in your ability to make a real and meaningful impact.
Huiwen> Go for notoriety. Be notoriously sharp, interesting, good and kind. Women put an insane amount of pressure on themselves to hit existing benchmarks, to fit the mould of conventional success, to fit in so that they can finally stand out.
The time is now for women to rewrite the rule book so that it finally works for everyone. The whole point of being in the creative industry is to know the rules in order to break the rules. Don’t just be famous, be infamous.
Lesley> The best advice I can give is to own your space, trust your instincts, and never wait for permission to lead.
In an industry that thrives on reinvention, the biggest advantage you have is your unique perspective. Don’t mould yourself to outdated expectations of what leadership should look like – rewrite the script. Strength isn’t about emulating traditional power structures; it’s about being decisive in your vision, confident in your abilities, and intentional in how you bring people along with you.
This industry can be tough, but resilience isn’t just about weathering challenges – it’s about learning how to navigate them without losing your authenticity. Build your own network of allies and mentors, challenge the status quo, and focus on making work that matters. Above all, remember that impact isn’t measured by how well you fit in, but by the new ground you break.
