In the conversation, Droga reveals that Accenture Song’s India expansion will likely involve acquisitions, but more importantly, the focus is on finding a creatively rooted partner. He also shares insights into the kind of Creative Leader they’re looking to bring on board in India, the timeline for it; while revealing who his favourite creative leader and agency from India is.
Few names in the advertising world command as much respect as David Droga. As the founder of the iconic agency Droga5 and CEO of Accenture Song, Droga has spent his career at the crossroads of creativity, technology, and business transformation.
He founded Droga5 in New York in 2006, building it into one of the most influential creative agencies globally. In 2022, Droga led the ambitious rebranding of Accenture Interactive into Accenture Song, consolidating over 40 acquisitions into a unified, multidisciplinary brand. Under his leadership, the organisation introduced a new operating model.
In May 2025, Accenture announced that Droga would step down as CEO of Accenture Song at the end of the fiscal year (August 2025) to become Vice Chair of Accenture, where he will focus on broader strategic priorities across the organization. Ndidi Oteh, currently leading the Americas region for Accenture Song, will succeed him as CEO starting September 1, 2025.
In a candid conversation with Neeta Nair, Editor of IMPACT, David Droga shares insights into Accenture Song’s evolving global strategy and outlines his vision for expansion in the Indian market—a region he sees as brimming with both creative energy and commercial opportunity.
Q: When you eventually hire for the Creative leadership role in India, what kind of a profile are you looking for? Will it be someone who has risen through the ranks of an independent agency, like you? A creatively established leader? Or someone with a strong tech and AI background, given your deep advocacy for AI-driven solutions?
The ideal candidate is someone who deeply understands people and genuinely cares about them. While my preference leans toward someone with a strong creative background, it’s equally important that they possess a deep appreciation for what technology can enable.
I’m not looking for someone rooted in traditional creative thinking alone; I’m looking for a restless, curious creative mind that’s eager to explore diverse spaces, embrace innovation, and bridge the gap between human insight and technological possibility.
Q: Has the hiring process for India officially begun? If so, what stage are you currently in, or are you actively evaluating candidates, or still defining the kind of leadership and expertise you want to bring in?
I haven’t started hiring for India yet. The priority was first to get Brazil up and running, followed by Japan. India is such a significant and complex market that I want to make sure we get it right, which means laying the right foundation before diving in.
We’re also introducing a new model, so it’s important to get the timing and structure aligned. That said, I have a deep fondness for India. Now that I am stepping into the Vice Chairman role, I have the opportunity to focus on the things I’m truly passionate about, and India is one of them. It’s a market I’m excited to invest time and energy into going forward.
Q: Do you have a rough timeline in mind for when the India plan might take shape?
Probably next year. That’s when I see things starting to take shape. I want to make sure we approach India with the right structure and focus it deserves, that kind of attention.
Q: From a global and Indian perspective, is there an agency or industry leader you particularly admire for their creative vision, leadership approach, or the culture they’ve built?
My favourite agency, without a doubt, is Droga5. That’s where my roots are, and it’s the agency I’ve always believed in, not just for the work we’ve done, but for how we’ve constantly evolved. The other one would be Wieden Kennedy. Of course, there’s exceptional talent across the industry. If I had to name an agency I truly admire from India, then it would be Ogilvy India. Some of the earlier work Piyush Pandey has done for Ogilvy India is truly outstanding.
What I find inspiring about this industry is that greatness isn’t confined to geography. Some of the most impactful and creative work can come from the most unexpected places, whether it’s a small agency in New Zealand or a shop in Argentina. It’s not just about being in the biggest markets.
Q: When you eventually creatively expand into the Indian market, do you envision doing so through an acquisition-led model, particularly given your strong global track record with strategic acquisitions?
It’ll likely be a mix of both. There will probably be some acquisitions involved. What I’m looking for is a company rooted in creativity, but not limited by traditional thinking. I’m interested in a partner that understands the full spectrum from social to immersive experiences, someone who’s not just chasing scale but is truly in sync with where the industry is headed.
Q: Accenture typically participates in Cannes, often with work that feels crafted specifically for the festival. But this year, I haven’t seen them win much. Do you think their approach at Cannes has shifted?
I haven’t followed everything that’s happened this year, but it’s worth noting that last year we won the Film Grand Prix, and the year before that, the Titanium Grand Prix. We tend to win the big ones, and that’s intentional.
We’re not chasing volume or trying to play the holding company numbers game. For us, it’s not about collecting a long list of awards; it’s about winning the ones that matter. Our focus is on quality and impact, not quantity.
Q: You made a point that the traditional media model could disappear in the next few years. What do you see replacing it? How do you envision the future of media evolving?
What we’re heading toward is a model driven by algorithms faster, more transparent, and far more measurable. It's more likely that a company like NVIDIA will end up building that with us than relying on the current media infrastructure.
The traditional media model, where brands buy through intermediaries without clear insight into what they’re purchasing or how it’s performing is outdated. That kind of opacity simply can't survive in the AI age. The future demands real-time decision-making, clarity, and accountability. The old ways are becoming obsolete.
