Planning For The Best: Charlie Li On 'Aha' Moments
Charlie Li joined TRO in 2022 as strategy director, having previously worked at Ogilvy, TBWA and OMD. With a hybrid background in both creative and media, she delivers integrated work that spans across brand strategy, product positioning, channel planning, CRM programme design and business innovation.
She has extensive experience in APAC and the UK with quick-service restaurants, banking and finance companies, automotive, female focused brands and retail groups. A fluent speaker of three languages, she believes understanding and speaking the right cultural language goes a long way.
LBB> What do you think is the difference between a strategist and a planner? Is there one?
Charlie> This is an interesting topic because these two are often used interchangeably today. If we are to differentiate, I’d say a strategist focuses on the bigger picture – defining the vision and identifying core challenges that need to be addressed to move forward; whereas a planner tends to be a specialist in disciplines like comms, UX or media planning.
But the line is blurring between the two because the market demands more T-shape talent, so these titles don’t hold as much specificity as they once did. Having ‘strategy’ in our job titles also doesn’t mean we are the sole source of strategic thought in the business.
LBB> And which description do you think suits the way you work best?
Charlie> I think of myself as an integrated strategist. After all, both strategists and planners seek clarity in chaos, call for big-picture thinking and are detail-obsessed. I started in markets where budgets were tight and the agency landscape was highly competitive, so resourcefulness was a necessity, strategists learn to adapt and wear many hats throughout the day.
LBB> We’re used to hearing about the best creative advertising campaigns, but what’s your favourite historic campaign from a strategic perspective? One that you feel demonstrates great strategy?
Charlie> I believe that the best strategies inspire that ‘aha!’ moment and cut through noises. It comes from a simple human insight that almost feels obvious – but only in hindsight. It leads to works that don’t just tell audiences something but invite them to be part of it.
One of my favourite pieces of work is ‘Language Matters’ – it addressed public urination by tapping into a simple cultural insight, and using relatable language to shift behaviour. Instead of relying on complex messaging, it turned a brief into real-life action by involving people in a shared understanding.
In a world overloaded with messaging, we don’t need more words, but works that drive real, human action.
LBB> When you’re turning a business brief into something that can inform an inspiring creative campaign, do you find the most useful resource to draw on?
Charlie> People and connections are our strongest assets, and it is always inspiring to hear from the perspective of others. I always reach out to friends who are either fans/users of work in the category, and ask what they would change if they could wave a magic wand. These conversations always lead me down unexpected rabbit holes that add sparks to the process and work.
LBB> What part of your job/the strategic process do you enjoy the most?
Charlie> Challenging the status quo and reframing what’s next for a brand is where I find the most joy. I love the moment when I put sticky notes with random ideas on the wall, start drawing connections, and see a clear direction emerge. It is exciting, and it makes me feel grateful to do work that brings me that feeling.
LBB> What strategic maxims, frameworks or principles do you find yourself going back to over and over again? Why are they so useful?
Charlie> I love the Disruption framework. It is incredible in so many ways that help us narrow down focus and identify the best opportunity possible to involve our audiences in a channel-agnostic way.
LBB> What sort of creatives do you like to work with? As a strategist, what do you want them to do with the information you give them?
Charlie> I appreciate creatives who are curious and open to experimenting, adding their own spices to the strategy. I enjoy working with creatives who can think on their feet, who are unafraid to throw idea out there that light up the room. The best scenario is when everyone in the room is buzzing with possibilities.
LBB> There’s a negative stereotype about strategy being used to validate creative ideas, rather than as a resource to inform them and make sure they’re effective. How do you make sure the agency gets this the right way round?
Charlie> There isn’t right or wrong answer here, at the end of the day it is all about the work. A strategist’s role is to be a guide, sometimes a source of reassurance if you will, defining the way forward and bringing everyone along. Having a strategic roadmap from the get-go helps as it sets a clear purpose and gives everyone confidence moving forward.
