How did you get into the industry and what has been your journey so far?
My mum says I used to make jingles for ads in the back of the car when I was younger – apparently, I turned Stena Line into “Stayin’ Alive” by the Bee Gees at the age of six. Perhaps I was always destined to end up in advertising.
I grew up in Northern Ireland and always knew I wanted to move to London, so when it came to choosing a degree there was never much debate – I studied Advertising and Marketing Communications and moved to England. While at university, I met the CEO of Hewlett Packard at an event I was helping to run during my Easter break in my second year. I knew it was my best chance, so I had printed off my CV in advance, steadied myself, walked up to him, shook his hand, and told him I wanted to be his first marketing intern while handing my CV over. A few months later, following an interview process, I deferred my final year to begin a 13-month internship.
It was an incredible opportunity, but it also taught me something important very early in my career – client-side marketing wasn’t quite the right fit for me. I realised I was far more energised by fast-paced environments, external-facing work, and variety rather than internal communications.
Next came an unexpected but career-defining moment. I took a job doing door-to-door energy sales in the summer while finishing my degree. It was not for the faint-hearted – six days a week, 12 hours a day, commission only, knocking on doors in all kinds of weather. Pure graft – but I absolutely loved it. Every day was different, you never knew who you were going to meet or what was behind the door, and the results were completely down to how hard you were willing to work. That worked for me mentally.
That experience made me realise I wanted a career where I could combine sales, relationships and my love of media. After meeting with a recruitment agent, they pointed me towards media owners – and that’s how I landed my first role at Trinity Mirror.
After a few years I discovered a real passion for Out of Home and moved to JCDecaux, where I fell in love with posters and spent six and a half years learning the channel inside out, eventually running my own team.
Following Covid, I needed a new challenge. I could see the potential of programmatic DOOH and understood we were still at the beginning of its journey, and there was relatively little traditional OOH expertise within programmatic teams. I put together a five-year plan with the goal of leading pDOOH in some capacity. To do that properly, I knew I needed to expand my knowledge into omnichannel planning, which led me to roles at Yahoo and later HAWK, which was then acquired by Azerion.
I’ve now spent the last four years in programmatic from an omnichannel sales perspective. It was a steep learning curve at first – moving from traditional broadcast thinking into CPCs and digital performance metrics meant adjusting a decade of thinking. It was challenging at times, but exactly the type of challenge I was looking for.
And now that five-year plan has materialised. In January I stepped into a Head of OOH role at Azerion / HAWK, which brings together both sides of my background: my deep understanding of the traditional OOH landscape combined with the capabilities of programmatic and how pDOOH best performs alongside other channels. While many are learning the channel from a programmatic perspective, my entry has been different and I see it as a huge benefit; I understand OOH deeply from a traditional standpoint and am blending that knowledge with programmatic strategy. pDOOH is an incredibly exciting space right now, particularly as the industry works out how to unlock the full potential of the channel
What struggles, if any, have you had as a women in the industry?
One of the biggest challenges for me has been learning to fully embrace who I am within a professional environment and not allow others to make me feel “less than”.
I have a big personality – a lot of energy, a pretty distinct accent with not the quietest "inside voice", bright red hair, and a strong belief system when it comes to sales. Earlier in my career that didn’t always fit the mould of what people expected or wanted, particularly in more corporate environments and male-dominated sectors.
I’ve had employers ask me to tone aspects of myself down, including how I presented myself. At one point I dyed my red hair auburn in an attempt to “fit in” following feedback – but I didn’t feel like me for months (which didn't help me produce my best results), and so once I passed probation I changed it straight back. I’ve been Red ever since - which affectionately has become my media nickname!
I also remember being described as “feisty” because I was passionate, opinionated and convinced in my approach, or being advised to be “more humble” about my achievements when I was working hard to ensure the results I was delivering were recognised - which felt like a battle at times. It felt like there was an expectation to fit this particular mould of what a salesperson should look and act like, and I’m not entirely sure those same comments would have been made to a man displaying the same traits.
Over time, however, I’ve realised that the things that make you stand out are often the very things that become your strengths. A manager said something to me about seven years ago that really stuck: “If you were a man, you’d have progressed quicker.” It was a difficult thing to hear at the time, but I also took comfort from his honesty as that is how I'd been feeling, that was the conclusion I was drawing from my experiences - it was validating to have someone I respected be so honest, and in a way it only made me more determined. He also said that the qualities that sometimes made me seem different in a traditional environment were actually the things that would define my success if I learned to harness them.
I’m incredibly grateful he shared his honest thoughts with me at a pivotal moment in my career when I was feeling frustrated and uncertain. It took me time to really appreciate and understand what he was telling me.
In recent years I’ve become far more comfortable in my own skin and with bringing my full personality and energy into my work - no filters. I’m increasingly confident in my approach and style, and that’s when I’ve started to see some of the most meaningful results in my career.
Owning who you are, speaking up, not conforming to what others want you to be, backing your perspective and bringing your individuality to the table are powerful things once you build the confidence and credibility to do so.
The industry is evolving, thankfully. There’s increasing recognition that different personalities, perspectives and leadership styles are a strength. Advertising has always thrived on creativity and individuality – and that should apply to the people shaping the industry as much as the campaigns we produce. Work is never enjoyable when you feel you’re trying to fit into a mould that wasn’t designed for you, and doesn't allow you to be your full self when we spend most of our day at work. The industry needs people willing to challenge norms, and the more diverse the voices shaping it are, the stronger it becomes.
Which women do you look up to and why?
I always find this a difficult question because I don’t have a long list of women in the industry that I’ve personally looked up to – partly because much of my career has been spent in male-dominated environments.
I do remember a speech that Karen Blackett gave when I attended the Media Business Course in 2016 about bringing your authentic self to work. At the time it felt almost impossible, but it’s something I’ve reflected on often as my career has progressed and I can still remember even the slides she used on stage.
What I really admire are women who blaze their own trail – those who are unapologetically themselves, take risks and lead from a place of authenticity rather than trying to fit into someone else’s idea of how a woman “should” behave at work.
I’m inspired by people who take the path less travelled, who bring their personality, energy and ideas into the room and who create space for others to do the same.
If I had to choose one woman who has had a profound impact on me, she’s actually outside of the industry: Mo Mowlam.
As someone from Northern Ireland, who grew up in Belfast for the first decade of my life, I always admired the way she approached leadership during the peace process and her determination to get it done. What stood out to me was that she didn’t see people first as “unionist” or “nationalist” – she saw them as people. That kind of humanity helped unlock conversations that others couldn’t. She was refreshingly authentic – direct, honest and willing to challenge people on all sides if she believed they were being unreasonable, she went to meet with people others wouldn't, in places others wouldn't step foot in. Her approach and honesty helped build trust in a place where trust was often in short supply. For me, she represents a style of leadership we don’t see enough of – courageous, human, honest and willing to sit down with anyone if it meant finding common ground and moving things forward... and all done with a little humour and personality. She succeeded, when so many others had failed before her - all because of who she was and how she worked.
Where you would like your career to go over the next five years?
If you’d asked me this question a few years ago, I would have given you a very structured plan – I had clear goals and objectives I was working towards. The reality now is that the media landscape evolves so quickly that it’s less about a fixed destination and more about the impact you want to have along the way.
Right now I’m incredibly excited about the evolution of programmatic DOOH and my new role. It still feels like we’re in the early chapters of what the channel will become and we’re only beginning to see the real potential of combining the scale and impact of traditional Out of Home with the precision and flexibility of programmatic.
Over the next few years I’m determined to play a meaningful role in helping move that forward – working with agencies, brands, partners and the industry as a whole to unlock the full potential of the channel and help it take its rightful place alongside other programmatic media. OOH still receives a shockingly small share of overall media budgets, and I’m passionate about championing the channel and helping clients understand how it can be used more effectively. For the world’s oldest media channel, it’s also arguably one of the most transformed over the past decade – and that evolution will only continue as technology, data, measurement and client understanding develop further. I'm very proud to be a part of that evolution in the coming years.
Ultimately, I want to be someone who helps push the industry forward and be a key player in the space – helping people think differently about what’s possible and ensuring the channel continues to innovate and grow. Programmatic won’t replace OOH – there is a place for both on any well-balanced plan – but it’s unlocking a new layer of creativity, intelligence and measurement within the medium. That’s the most exciting part of my job: helping brands and agencies realise that pDOOH can be just as dynamic and data-driven as many other digital channels, while still delivering the powerful storytelling impact OOH is known for.
What advice would you give other women in the industry?
Don't spend too long trying to fit a mould that may not have been designed for you in the first place. You risk doubting yourself and minimising your abilities in the process.
Your energy, perspective and the way you connect with people are valuable – even if they look different to those around you. It can be frustrating and lead to you doubting yourself when you se others seemingly progress faster than you, who maybe do a better job of "playing the game" - but trust the process, you're on your own journey and path and sometimes the struggles you face give you the best lessons, and when you get to the role you are supposed to have you will be better for having had them.
My experience in door-to-door sales taught me hustle and resilience. You had to knock the last door of the day with the same enthusiasm you knocked the first one eleven hours earlier, and don't be afraid of objections... they are opportunities to elaborate. Whether it’s pitching ideas, pursuing opportunities or building relationships, you will hear “no” a lot in this industry – that’s part of the process. What matters is picking yourself up, learning from it and going again.
If you see an opportunity others have missed, have the courage to do something with that and back yourself. I’m in my current role because I saw an opportunity and pitched it to management, presented a business plan and backed myself. I did the same at JCDecaux when proposing we create Team Independent and that I lead it. Those opportunities weren’t presented to me or existed – I identified and created them by looking for solutions to existing problems, thinking long term, understanding my unique skillset and putting myself forward.
I don’t believe in the mantra “good things come to those who wait." Good things come to those who go out and grab them.
And finally, If the mould doesn’t fit you, break it.
Rebecca Callaghan, Head of Out of Home at Azerion / HAWK