Leading with Vision, Innovation, and Purpose

EMILY CHANG

CEO

VML

Leadership is never one-size-fits-all. For some, it’s about trust, collaboration, or empowerment— but for Emily, CEO VML, it has always been about reimagining possibilities and she firmly believes that;

"Great leaders don’t just navigate change; they create it."

Long before she was transforming billion-dollar brands and leading global businesses, she was simply the one asking, What if we did this differently? That mindset has propelled her through a 26-year career at some of the world’s most influential companies—Procter & Gamble, Apple, Starbucks, IHG, McCann Worldgroup, and now VML West. She has consistently turned bold ideas into reality, proving that true leadership isn’t just about climbing the ladder—it’s about making a lasting impact. Starting at Procter & Gamble, Emily spent 11 years honing her expertise in customer experience, brand building, and strategic innovation. She then joined Apple as Head of Retail Marketing for Asia, expanding its store presence in Greater China from four to 21 locations and redefining the in-store experience. Her success in driving large-scale transformation led her to hospitality, where, as Chief Commercial Officer (CCO) at InterContinental Hotels Group (IHG), she managed $2.7 billion in revenue across 270+ hotels. She launched China’s first HUALUXE luxury brand, redefined IHG’s loyalty programs, and partnered with Didi Chuxing to enhance guest mobility. By 2017, Emily was reshaping coffee culture as Starbucks China’s CMO, using digital innovation and localised strategies to position the brand as an aspirational lifestyle. Later, as CEO of McCann Worldgroup China, she led a team of 400+, delivering the agency’s best Effie China performance in five years, securing multiple awards in 2023. Now, as CEO of VML West, Emily is once again leading change—doubling the business and team size, integrating multiple agency brands, and driving digital transformation, CRM, and customer experience innovation for top-tier clients in the healthcare, technology, automotive, and government sectors. An NYU professor, bestselling author, and advocate for purpose-driven leadership, Emily believes leadership isn’t about power—it’s about influence and legacy. In an exclusive conversation with TradeFlock, she shares the principles that have guided her, her approach to building high-performing teams, and what it takes to lead in a world where transformation is the only constant.

What’s the boldest business decision you’ve made, and how did it shape your leadership?

I walked into IHG Greater China as CCO, feeling the weight of doubt. I was young, one of the only women at the table, and an outsider to hospitality. So, I did what I thought was right—stayed polished, prepared, and never showed cracks. Strength, I believed, meant having no room for weakness. Then, my husband and daughter wheeled Teo, the disabled child we were fostering, into my office. The air shifted. For the first time, my colleagues saw me beyond my title. And in that moment, I realized leadership isn’t about proving yourself—it’s about being yourself.

What’s a common cross-cultural branding mistake companies make when expanding globally?

Too many brands enter new markets with a delivery mindset—focusing on what they want to sell rather than how they can serve. I’ve seen this mistake play out repeatedly, especially in China, where companies push their products first and figure out cultural fit later. But successful global brands take a service approach. Instead of asking, “How do we land here?” they start with, “How can we add value?” Launching with a delivery mindset puts the brand at the center; launching with a service mindset puts people at the center. And that shift—from selling to serving—is what makes the difference between success and failure.

"It may feel counterintuitive to show vulnerability at work, but it’s exactly what creates trust—and trust is what builds great teams."

How would you predict the future of marketing in five words?

Seamless, delightful, useful, compelling experiences. The days of pushing products and hoping people buy are long gone. Today, to truly engage with consumers, we must center everything around human experience. Creating these experiences requires both empathy and data-driven insights. It’s about blending creativity with analytics, where both left brain and right brain work together in harmony to deliver something meaningful.

What’s a common leadership myth senior executives believe—but you don’t?

If there’s one myth about leadership, it’s that there’s just one. I’ve worked alongside executives from P&G, Apple, IHG, and Starbucks, and no two have led the same way. Some lean on hierarchy, others on collaboration. Some swear by vision, others by execution. The truth? There’s no single formula for great leadership. It’s not about proving one belief right or wrong—it’s about adapting, learning, and knowing when to challenge your own assumptions.

What’s a China-born business philosophy U.S. leaders should adopt today?

Growing up in both China and the U.S., I’ve noticed a big difference in how each culture reacts to new ideas. In China, when something great is launched, the reaction is swift: “Challenge accepted!” People see success and immediately think, “I can improve on that!” or “I can get in on that action.” In the West, there’s often more respect and deference to the original idea—think about how companies like Groupon or Etsy were first met with admiration. The challenge isn’t as immediate. But embracing that “Challenge accepted” mindset, with a mix of ambition and agility, is what drives rapid innovation and growth.

What’s the one question no one asks you in interviews—but should?

No one’s ever asked me this, but here’s a good one: “What’s more important, success or impact?” We often focus on titles, achievements, and where people’ve worked—but what really drives me is the chance to make a meaningful difference in others’ lives. Success without impact isn’t success at all. To me, a life well lived is about leaving people, communities, and businesses better than you found them. That’s what truly matters.