AI is a game changer for how companies attract, engage and hire talent, bringing speed, efficiency and personalization to the recruitment process. But with automation comes a new conundrum: candidate experience risks becoming beige and transactional. In a crowded market, companies may find themselves struggling to distinguish themselves and connect with top talent in meaningful ways.  

That’s why Chief Marketing Officers (CMOs) and talent leaders—from Chief HR Officers (CHROs) to recruitment managers—must join forces like never before. By pooling their expertise, they can use AI strategically while preserving the storytelling, culture and emotional depth that make employer brands truly stand out. The result is not just stronger talent pipelines, but the kind of differentiation and momentum that fuels what we at Prophet call Uncommon Growth. 

Here are three ways that brand, marketing and HR functions can come together to create recognizable, distinct and relevant employer brands in the age of AI.  

Keep Your Talent Pipeline “Always-On” 

In consumer marketing, brands rarely switch off their awareness efforts, and recruitment should be no different. Pausing employer branding between hiring cycles risks letting your talent pipeline go cold, making it harder to reignite interest later.  

AI is now helping talent acquisition teams stay “always-on” in smarter, more scalable ways. This can range from personalized content and predictive hiring signals to automated, multi-channel messaging that keeps your employer brand front of mind. 

For example, in early careers recruitment, AI-powered social listening tools can now track trending topics and draft content tailored to 16- to 22-year-olds, to help build talent communities amongst students. For hard-to-fill roles, regular customized content relevant to their niche, such as insider stories and professional development, can be used to keep pre-qualified candidates engaged and reduce time-to-hire when specialist roles eventually open up. In executive talent, AI tools can monitor leadership movements in competitor companies and industry news. This prompts recruitment teams to send tailored messages, making executive searches faster and smoother.  

This ability to target, drive awareness and build relationships with talent gives companies a decisive edge, making every hiring cycle faster, smoother and more impactful. 

Adopt a “Shopping-for-Jobs” Approach  

CMOs are now increasingly using AI to intelligently promote their products or services at different stages of the marketing funnel, from awareness to consideration, conversion to loyalty. Smart tools are advancing at an astonishing rate, helping marketing leaders align brand strategy across multiple touchpoints to build emotional and functional connections and assess buyer readiness.  

In a similar way, talent leaders can benefit from using AI to map candidate interaction points and apply AI marketing tactics to tailor messaging based on where candidates are in their career journey: who they are, what they value and where to reach them.  

Prophet’s research shows that 74% of users now turn to AI tools instead of Google for information. The same rules apply in the context of candidates “shopping for jobs”. When competing for talent, employer brands need to stay visible in this new landscape. They must go beyond traditional tactics to understand how their employer brands are ranked and cited by AI engines, and as a result, perceived by potential employees. 

AI is already playing a meaningful, though not yet dominant role in talent acquisition. Many teams use AI-powered tools daily to save time, improve sourcing productivity and reduce costs. However, when it comes to content creation and personalization, most organizations still rely on human strategy and creativity to make their employer brands compelling and distinctive. As AI becomes more widespread and companies focus on building AI literacy and fluency in their own teams, employers will need to strike a balance between efficiency and authenticity. 

Remember: Employer Branding is for Humans, by Humans 

Soon, it will be hard to remember a time when AI wasn’t deeply embedded in our daily work. But as it grows more influential, another major risk emerges: over-reliance. Blind dependence on AI can lead to bland, generic outputs. When everything is optimized by algorithms, human nuance can get lost in a “sea of sameness.” 

To avoid losing authenticity, AI tools must be balanced with human-centric branding. People still crave originality, real voices, empathy, not mere transactional exchanges. Even if recruitment processes are increasingly powered by AI, talent leaders and CMOs must collaborate closely to ensure their brands continue to inject personality, purpose and emotional intelligence. 

This means embedding the organization’s values and culture authentically into every touchpoint, communicating who you are beyond the role. It’s what transforms a candidate’s journey from a pitch into a meaningful invitation to belong—and that’s a powerful hallmark. 

So, how can you build human connection in a highly automated recruitment world? Replace abstract, boilerplate descriptions with storytelling that resonates, featuring employee journeys, cultural moments, or purpose-driven narratives. Use AI for initial touchpoints but always follow up with personalized messages or callbacks from human recruiters to show that a real person cares. And even in AI-led interview processes, include regular human check-ins or “culture conversations” where alignment with core values drives hiring decisions, not just what’s on a CV.  

In APAC, localization is no longer a differentiator—it’s the baseline. Brands have mastered adapting campaigns, languages, and visuals to local markets. But as growth pressures mount and customer expectations evolve, the question is no longer whether to localize—it’s how to scale it without diluting brand equity.

Today’s landscape is being reshaped by rapid digitalization, AI-driven personalization, and increasingly discerning consumers who can see through superficial tweaks. Streamlined organizational structures add speed but create tension between agility and governance. The new challenge: finding a localization model that is dynamic, authentic, and globally consistent.

We spoke to four senior brand leaders to understand how they are navigating this next phase of localization:

• Andrea De Vincentiis, MD, Global Head of Brand Partnerships & Regional Brand Director, HSBC
• John Toomey, Chief Commercial Officer, Marriott International – Asia Pacific (excluding China)
• Rebecca Marino, Assistant Vice President, Senior Brand Strategist, FM and Maria Shopova, Sr. Marketing Strategic Partner, FM

1. From Customer-Centricity to Customer Obsession

Prophet’s recent research revealed that customer obsession is a key driver of Uncommon Growth for companies that achieved growth of 2x industry average over the past five years. Being customer obsessed is not just a table stake, it’s a moving target. Traditional research methods cannot keep pace with how customers discover, engage, and judge brands today. Real-time, multi-faceted listening has become essential.

“For us, localization is about being truly customer centric. It’s how we create emotional connections—it’s not just about visuals or language, but how the whole experience feels.”

Andrea De Vincentiis, HSBC

Brands are rethinking how they gather and distribute insights. Marriott has a two-way feedback system between local markets, regional teams, and headquarters, as well as a guest experience feedback platform Guest Voice to capture real-time insights.

“This cycle of listening, learning, and evolving ensures that our regional strategies don’t just align with global standards—they’re also deeply relevant in the context of local cultures, which is where we see the greatest long-term impact.”

John Toomey, Marriott International

FM’s market pulse surveys to track regional progress after launching its new brand.

“Local relevance isn’t a one-time check – it’s an ongoing dialogue. Especially in B2B, where interactions are deeply personal and nuanced, we need to continuously validate that our strategies resonate with local teams and markets.”

Maria Shopova, FM

Beyond listening, brands must also stay close to how today’s consumers discover them. With the rise of generative AI, it is no longer enough to communicate in traditional channels—brands need an AI Engine Optimisation (AEO) strategy to ensure they appear authentic and relevant not only in global LLMs like OpenAI and Claude, but also in regional platforms such as China’s DeepSeek, Alibaba’s Qwen, and emerging players like South Korea’s Exaone and Southeast Asia’s Sailor2.

2. From Static Guidelines to Living Brand Systems

As businesses scale across diverse markets, rigid brand guidelines can stifle resonance. Leaders are now creating living brand systems that define the non-negotiables yet leave room for flexibility in local adaptations.

FM partnered with Prophet to refresh its brand and unify its strategy. The new brand, supported by extensive guidelines and a Brand Center, became a central tool for internal alignment and external execution.

“When working with agency partners for the implementation of our marketing plans, we make sure that they are living and breathing the brand guidelines by introducing the Brand Center as part of the onboarding process, which has helped tremendously.”

Rebecca Marino, FM

Marriott International has a portfolio of over 30 hotel brands. For each brand, a robust brand house framework was carefully mapped out to ensure both alignment and flexibility across all hotels worldwide.

“We balance our global brand purpose with local cultural interpretations by adhering to a unified brand house and guidelines. Our global purpose for each brand remains non-negotiable. However, we empower local teams to adapt expressions of this purpose to align with cultural expectations.”

John Toomey, Marriott International

By using a signature visual construct (“A-hex-B”), HSBC’s recent global campaign highlighted how well-defined brand systems allow flexibility.

“We use this “A-hex-B” construct that visually ties everything back to our signature hexagon—it’s instantly recognizable. Markets can plug in their own headlines that reflect what’s most relevant locally, but the overall look and message remain consistent. And with this year being HSBC’s 160th anniversary, we also developed a special mark that each market can adapt to celebrate their own local milestones. It’s a nice way to keep things connected but still individual.”

Andrea De Vincentiis, HSBC

3. From Local Adaptation to Global Innovation Hubs

Localization is moving beyond adaptation—it’s becoming a source of global innovation. In APAC, where local champions are agile, bold, and culturally fluent, global brands can’t win by simply adapting campaigns or repackaging global products. They must innovate to stay competitive and meet the rising expectations of increasingly discerning consumers. With APAC markets as a testing ground, these successful innovations are now going global. 

Marriott’s M Passport, first launched in APAC, became the blueprint for the global Marriott Family Program.

“Local markets are vital sources of innovation that keep Marriott’s global brand strategy dynamic and relevant. By fostering a culture of openness and collaboration, we integrate local innovations into our global framework, keeping our brands forward-thinking and adaptable.”

John Toomey, Marriott International

Likewise, Shiseido launched INRYU (ingestible beauty) and RQ PYOLOGY (medical beauty) in China, both of which informed its global innovation strategy.

4. From Operational Alignment to Cultural Ownership

Streamlined organizational structures can drive operational efficiency and speed—both critical in fast-moving APAC markets. But true localization requires more than just lean processes; it thrives when governance and culture work hand in hand. 

Brands that excel embed localization into their organization, creating clear processes and empowering employees to interpret and activate the brand meaningfully in their markets.

“These days, a brand isn’t just something owned and controlled from the top—it’s shaped by the people who interact with it every day: customers, employees, communities. It’s evolved into something more dynamic, and it definitely goes beyond just geography.”

Andrea De Vincentiis, HSBC

FM used its brand launch to drive cultural engagement: employees now ask more questions, show greater curiosity, and feel responsible for living the brand.

“The launch of our new brand helped bring along brand understanding to a higher level. More employees are asking brand questions than ever, not just because it’s new, but also because they care more and want to do the right thing.”

Rebecca Marino, FM

And as John Toomey notes, governance must be designed to empower, not constrain:

“To scale localization effectively without losing the brand’s core, CMOs should establish clear brand guidelines that define the aspects and boundaries of localization while empowering local teams to innovate.”

John Toomey, Marriott International

The New Playbook: From Localized to Locally Led

In APAC, localization has matured from a tactical checkbox to a strategic growth lever. The new rules require:

• Anticipating cultural shifts with data, not just reacting. 
• Flexible frameworks, not static rulebooks. 
• Innovation that flows both ways, with APAC as a global incubator. 
• Cultural ownership, so localization lives beyond marketing teams. 

For brands that master this, localization will not just make them relevant—it will make them leaders. 

Disclaimer: This article includes statements and quotations from various companies and individuals for informational purposes only. The inclusion of these quotes does not imply endorsement, affiliation, or agreement among the entities mentioned. All views expressed are those of the respective sources and do not necessarily reflect the opinions of the publisher or other participants. 

For the last decade, the capital-C Creator economy has boomed to over $250 billion, and we have watched as Creators parlay their success online into tangible political, cultural and financial influence. Being a capital-C, professional Creator has become the new American Dream.  

Brands have noticed how valuable Creators are, too. Insurgent brands like Glossier, Hello Fresh and Dunkin’ spend millions to secure top-shelf Creator partnerships, hoping to capitalize on the star power of Creators to drive even more demand for their products. The problem is: the space is overcrowded, working with top-tier Creators is increasingly expensive—and given how fragmented the ecosystem has become—it’s harder to guarantee a return on the investment.   

In the background, there’s another group of content creators quietly taking hold of the brand narrative.  We call them “lower-case c creators”. This growing group of digital natives, work across a repertoire of platforms in an unpaid capacity. They’re also largely untapped by brands.  

Tapping the Infinite Scalability of Everyday Creators 

While marketers often chase the same pool of top-tier influencers, millions of users are quietly influencing brand perception—without media kits, professional distribution deals or even commercial intent. They’re Airbnb hosts writing thoughtful listings, Strava athletes logging runs and Reddit users giving niche advice. Last year, YouTube released a study that showed over 65% of Gen Z already see themselves as some form of creators. Lower-case ‘c.’ 

These lower-case ‘c’ creators are leaving a digital paper-trail that contributes dramatically to brand narratives—all through their authentic experience with it.  

The beauty of digital creation among everyday creators? It scales the brand. As AI becomes more integral to product discovery, these digital signals—comments, reviews, playlists—become key inputs into how consumers choose brands: 

• Content is more discoverable—casual Reddit posts are feeding ChatGPT responses. 
• Organic behaviors are training the models—every user action informs the next. 
• Authenticity is outperforming polish—genuine beats glossy. 

We’ve moved from brand-to-audience to a creator-to-creator model. Brand content is created, consumed and annotated by all lower-case c creators. But this creates new questions: How do you enable and guide these everyday creators? How do you help these creators – who are your customers and employees – reflect your brand values? 

What We’ve Learned (and How to Apply It) 

Our research with pro Creators shows two big motivators: authenticity and rewards. Their top challenges? Time, burnout, feeling isolated and not knowing how to succeed.  

These insights apply to everyday creators, too. Here’s how smart brands are responding: 

• Redefine creation as contribution: Creating isn’t random, it’s a meaningful act. Logging a route, sharing a playlist, writing a review—demonstrate its impact on the community. 
• Recognize and reward effort: Recognition matters—as does having something to aspire to. Highlight top contributors, feature them and give creators increasing access to the brand. The more they contribute, the more they matter. 
• Foster community: People are looking for genuine online communities. Connect creators directly and show how their input helps others. 
• Encourage remixing and brand co-ownership: Make it easy for users to echo and build on each other’s content—and show how their content is a critical part of the brand narrative. 
• Center users in their stories: Creators don’t just talk about brands—smart brands, talk about creators and make them the center of their own stories. 

As we announced recently, Prophet is now the founding and flagship sponsor of the Association of National Advertisers (ANA) new Brand Practice. Given our new partnership, we showed up in forces at the ANA’s Brand Masters “Revolutionaries” conference, held May 7-9 last week in Los Angeles. 

Marisa Mulvihill, who leads our CMO practice, hosted a breakfast with research partner WARC on brand and demand integration; Mat Zucker, our own CMO, spoke on stage about the opportunity in gaming for brands with Ashely McCollum, head of immersive media solutions at Roblox; and Prophet also provided every in-person attendee with a copy of our Vice Chair David Aaker’s Aaker on Branding, Second Edition released that week, giving them the first copies available in America.

This year’s conference was exciting and showcased lessons from brands that are not often heard at national conferences. Over three days, ANA’s EVP Brand & Media Stephanie Fierman and team curated an experience for in-person and virtual attendees, in which, as she explained, “bold, innovative brands take center stage, breaking boundaries and redefining what it means to be a modern marketer.” In addition to Roblox, other presenters came from brands such as True Religion, Poppi, Converse, Saatva, and Target. Topics addressed the brand from every angle, including expanding the case for the brand, brand success at different stages of maturity, and the challenges marketers consistently face, such as brand measurement.  

A Few Session Takeaways from Propheteers in Attendance: 

• Allison Ellsworth’s story with Poppi showed how bold innovation, paired with culture-first, authentic marketing, can revive even the most stagnant categories. By reimagining soda as a functional, better-for-you product, Poppi disrupted the beverage industry and secured a significant deal with Pepsi.  —Clare Conroy
• Aki Spicer of Monks and Danielle Spikener of KraftHeinz discussed the organic process of “flirtation through activation” that led to the breakthrough partnership between DJ Mustard and Heinz mustard. Capitalizing on the rap beef between Kendrick Lamar and Drake, Heinz moved quickly to tap into the cultural movement by promoting the authentic partnership between the beat-making grill connoisseur and the legendary condiment company. —Danny Pomerantz 
• Emily Sly at Popsockets spoke about building a brand to maintain growth. She talked about the need to build the brand to extend beyond the successful product. She shared their brand purpose: Bringing radical positivity to our tech relationships. —Mat Zucker 
• In a session about brand-led growth and the C-Suite, Audible CFO Cynthia Chu adopts an investment mindset, viewing marketing as a strategic asset rather than a cost center. She recognizes the importance of building trust between marketing and finance by setting aside her functional hat and adopting an enterprise perspective. For measurement, she doesn’t let people use bottom-funnel metrics to measure upper-funnel activity. Find other ways to do it, such as a brand lift study. Some are hard, she knows. They have a category called “feels right” for channels like experiential, which can be tough to measure. Instacart’s Laura Jones got rid of having a separate brand budget and a separate performance budget and collapsed them together. —Mat Zucker 
• Joe McCambley spoke to Saatva’s in-house transformation and proved that brands can achieve greater efficiency and creative excellence by building internal teams deeply immersed in the product and customer. With the addition of a creative-only home studio and repositioning the brand for a re-defined target audience known as the “Research Junkies”, Saatva unlocked more focused, impactful storytelling.  —Clare Conroy 
• Tim Parr, inspired by our own David Aaker’s frameworks and stories, explained how a laser focus on the underserved needs of aging Gen Xers enabled the huge growth of Caddis. Building a brand around “aging awesome”, creating a new category of “eye appliances,” and making the product sexy, stylish, and cool has earned Caddis an enviable price premium. —Marisa Mulvihill 
• When Target rolled out its Holiday 2024 campaign, little did they know how the public would react. Target tells the story of what started out as an innocuous and updated Santa, who went incognito as Kris K, a Target employee, turning viewers on their heads when they all concluded that he was handsome, titling him “Hot Santa.” Target decided to roll with it, using their follow-up ads, which caused a viral internet sensation that appeared on primetime TV shows like The Tonight Show. It was a glimpse into a large company being caught off guard, bending to public response, and pivoting to a more humorous campaign theme versus the original holiday intention of family and the warmth of the season. —Kristi Yover 
• Not from a brand, but certainly an inspirational expert and best-selling author, Dr. Marcus Collins discussed making meaning through our culture. “We see the world because of who we are.”  Marketers don’t make meaning. We signal it.” —Mat Zucker  

Prophet is partnering with the ANA to help marketers elevate brand as a strategic growth and performance driver. We’ll be focusing on developing tools and insights to position brand as a measurable business asset, integrating brand and performance marketing, advancing brand ROI frameworks to support marketing intelligence and C-suite decision-making, breaking down silos to unify brand, media, and performance teams and enabling agile, journey-based strategies rooted in audience insights.

The Power of a CEO’s Personal Brand 

In today’s business landscape, a CEO’s personal brand is more than just a reflection of their leadership—it’s a strategic asset that influences company success, investor confidence and market differentiation. Thought leadership, when effectively leveraged, can enhance a CEO’s authority, build trust with key audiences and unlock new business opportunities. 

Recent studies reinforce this trend. According to PR firm APCO Worldwide, 77% of adults say a CEO’s reputation impacts their willingness to invest in a company. Another study by Harris Poll found that investment in CEO thought leadership yielded a 14x ROI. These insights highlight the growing importance of personal branding—not just for Fortune 100 executives, but for leaders across industries looking to drive uncommon growth. 

Why a Strong CEO Brand Matters 

At Prophet, we’ve successfully implemented thought leadership strategies for C-suite leaders across industries, from commercial property insurance to data management firms. Our work has demonstrated that a well-crafted CEO brand can: 

• Enhance brand authority and credibility 
• Strengthen customer and investor relationships 
• Attract and retain top talent 
• Differentiate the company in a competitive marketplace 
• Maintain brand visibility, particularly in times of economic uncertainty 

Unlocking Thought Leadership Potential 

A CEO’s personal brand should complement existing brand and marketing efforts while creating an authentic and compelling leadership presence. The CEO brand should complement the organization’s brand either through direct alignment or through complementary attributes to create a consistent presence in the market. Thought leadership provides CEOs with a platform to share their unique perspectives, positioning their company as a category leader and increasing market influence. During periods of market volatility, a visible and confident CEO can reinforce stakeholder trust and sustain brand momentum. 

The Action Plan for Thought Leadership Development 

Developing a CEO’s thought leadership requires a structured, multi-step approach. Below are key actions to take: 

1. Audit Current Presence & Study Industry Leaders 

Begin by assessing the CEO’s current digital footprint, media presence and industry influence. Analyze social media activity, press coverage and public speaking engagements to identify strengths and areas for improvement. Comparing against other industry leaders can provide useful benchmarks and help an executive choose the right archetype that both fits their style and what the business needs.  

2. Define Key Topics, Audiences and Channels 

Create themes with key stakeholders that align with the company’s vision and resonate with target audiences. Prioritize topics based on relevance, impact and alignment with the CEO’s expertise. Identify key audiences—employees, clients, investors and media—and select the most effective channels for engagement (social media, press, events, etc.). Topics may arise that are important but that better suit another voice in the C-suite. 

3. Develop an Actionable Strategy and Timeline 

Integrate thought leadership into the broader marketing and PR strategy. Outline content deliverables such as blog posts, op-eds, LinkedIn articles, keynote speeches and videos. Assign responsibilities and set timelines to ensure consistent execution and alignment with the organization’s goals. 

4. Implement a 12-Month Activation Plan 

A structured rollout is essential for building momentum. Here’s a sample quarterly roadmap: 

• Q1: Strengthen online presence by increasing social media engagement and publishing industry insights. 
• Q2: Secure media placements, guest articles and interviews to establish credibility. 
• Q3: Obtain speaking opportunities at industry events and participate in thought leadership panels. 
• Q4: Analyze performance, refine the strategy and plan for the upcoming year. 

Where Thought Leadership Lives: Key Channels 

The effectiveness of a CEO’s thought leadership depends on selecting the right platforms for engagement: 

• Social Media: LinkedIn remains the most effective channel for executive thought leadership, while platforms like Instagram, X (formerly Twitter), Reddit, YouTube and BlueSky can provide additional reach depending on the industry. 
• Media & Press: Securing articles and interviews in reputable industry publications and mainstream outlets can amplify the CEO’s voice. Your PR firm can help your leader also be a go-to for certain areas of expertise. 
• Speaking Engagements: Conferences, podcasts and webinars allow CEOs to showcase expertise and connect with peers. 
• Internal Communications: Engaging employees through internal messaging channels strengthens company culture and reinforces leadership. 

The Long-Term Impact of a Strong CEO Brand 

A well-executed thought leadership strategy builds sustained momentum, driving long-term brand awareness, credibility and market differentiation. By proactively managing their personal brand, CEOs can steer their organizations through uncertainty, foster trust with stakeholders and drive meaningful growth. Ultimately, a visible and authentic CEO presence is a powerful tool for maintaining competitive advantage in today’s fast-evolving business environment.