Staying as Transparent and Authentic as Possible with Eva Rausch

Eva Rausch is passionate about building teams, nurturing talent, and fostering a collaborative environment where people thrive. She joined GUT in 2025 after six years at 180 Amsterdam, where she served as managing director for the last two years. Before that, she was managing partner at Ogilvy London, leading the Unilever corporate brand.

Previously, Eva spent 16 years at Wieden+Kennedy Amsterdam, working with clients such as Microsoft, HypoVereinsbank, Lego, Novartis, Nokia, Delta Airlines and Ferrero. She began her career in advertising at independent creative agency .start advertising GmbH, where she worked with clients like Levi's, MTV, and Willy Bogner Sportswear.

Throughout her 20+ year career, Eva has delivered impactful creative solutions that connect with audiences and drive business growth for top global clients, most recently including Qatar Airways, HBO Max, MSC Cruises, and Bonprix. 

Eva studied communication sciences, psychology, and economics at Ludwig-Maximilians University in Munich. Outside work, she enjoys traveling, playing tennis, skiing, cooking, and spending time with her family and their dog, Grizzly.

LBB> What was your first experience of leadership?

Eva> Being the team captain in my tennis team growing up. It helped me understand what it means to take responsibility, and follow through with it by being accountable for your actions. 

LBB> How did you figure out what kind of leader you wanted to be – or what kind of leader you didn't want to be?

Eva> During university I took summer internships and one experience in particular that significantly impacted me was working for a high-strung, short-tempered boss. This person became an example of what I didn’t want to be and helped me shape the kind of leader I wanted to work for and ultimately become.

As a leader, it is critical for me to be true to myself, understand what I want, and what I don’t. That sense of authenticity, integrity and respect are the cornerstones of my leadership style. 

LBB> What experience or moment gave you your biggest lesson in leadership?

Eva> Apart from the coronavirus pandemic, it was undoubtedly managing the merger of two companies with very different cultures.

These integrations are incredibly complex and often cause disruption to the day-to-day business. It was essential to manage expectations, set rules while being open, and ensure everyone felt welcome, heard, and valued to avoid the potential pitfalls. All while focusing on our clients to prevent dropped balls or missed opportunities.

For us as a leadership team it was an incredible lesson in patience, empathy, and humility. 

LBB> Did you know you always wanted to take on a leadership role? If so how did you work towards it and if not, when did you start realising that you had it in you?

Eva> It’s not that I set out to be a leader, but it was a natural progression on my career path. You grow with your work and evolve outside work, take and get more responsibility, and so forth.

LBB> When it comes to leadership as a skill, how much do you think is a natural part of personality, how much can be taught and learned?

Eva> Depending on your personality, there are many different ways to become a strong leader. While certain skills may come more naturally to some than others, I do believe they can be taught and learned.

Personally, I am very self-reflective and constantly seek ways to keep learning and growing. Whether it's in conversations with people around me, through reading, or a new experience, I make it a point to keep improving and refining my skills and perspective. 

LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?

Eva> As a leader, sometimes, you have to do things you don't necessarily agree with because it is what has been decided by the broader organisation. This is one of the most significant challenges one faces in a leadership role. I work through it by being as transparent and authentic as possible, while giving my team the clarity and direction they need to move forward.

LBB> Have you ever felt like you failed whilst in charge? How did you address the issue and what did you learn from it?

Eva> We all make mistakes; it’s human. The important part for me is recognising I made a mistake, identifying possible solutions, and learning from the experience so it doesn’t happen again. I value people around me sharing their open and honest feedback so I can understand things from multiple perspectives and continue to learn and grow. 

LBB> In terms of leadership and openness, what’s your approach there? Do you think it’s important to be as transparent as possible in the service of being authentic? Or is there a value in being careful and considered?

Eva> In any situation, I think it's essential to be as transparent as possible while being highly considerate. While every situation is different, I've found that as long as you approach matters with empathy and authenticity, people will respond in kind. 

LBB> As you developed your leadership skills did you have a mentor, if so who were/are they and what have you learned? And on the flip side, do you mentor any aspiring leaders and how do you approach that relationship?

Eva> I didn’t and don’t have one mentor but was/am lucky enough to have quite a few people along my path from whom I am able to keep learning from. As a leader, I meet with members of my team 1:1 regularly to help them grow and give them a different perspective. 

LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?

Eva> Company culture plays a crucial role when facing constantly changing market circumstances. A team with a strong culture built on shared values, goals, and beliefs that work together can overcome any challenge. Knowing everyone has each other's backs helps me navigate difficulties confidently. 

LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?

Eva> One of the beliefs we hold at GUT is that creativity comes from diversity in all its forms. The more diverse we are, the more creative we are; therefore, our workforce can never be diverse enough. Personally, I could not agree more.

LBB> How important is your company culture to the success of your business? And how have you managed to keep it alive with increases in remote and hybrid working patterns?

Eva> As I mentioned previously, company culture is invaluable. At GUT, our culture is built on our three core values: courage, transparency, and intuition. Our culture and values are at the heart of everything we do and dictate our priorities. 

Our priorities are people first, work second, and clients third. Happy people create great work, which drives exponential business results and keeps our clients happy. 

Currently, we work in a hybrid environment, with three days in the office and two days remote. Our team has been thriving in this environment and makes the most of their days together in the office. Of course, it helps that we just moved into an incredible new space.

LBB> What are the most useful resources you’ve found to help you along your leadership journey?

Eva> I thrive on and with the team around me, and their passion for delivering outstanding solutions to challenging client briefs. I also take time to reflect, stay grounded, be in tune with myself, and connect with my intuition. To be a strong leader, I believe I must remain open to other perspectives, ask for help if I am stuck, and stay curious.