What's keeping me up: Carlsberg Asia's Rommel Fuentebella

In the ever-evolving business landscape, it is essential for marketers to keep up with the latest trends and engage consumers with innovative ideas.  

Overseeing the strategic marketing of 1664 and the Beyond Beer portfolio, Rommel Fuentebella (pictured), senior director for premium brands and Execution at Carlsberg Asia, said he is often challenged with the evolution of trends to deliver effective strategies and programmes for sales execution across the region. 

With emerging technologies such as artificial intelligence (AI), Fuentebella said marketers have the opportunity to get closer to their target audience. “While the foundational principles remain the same, the core purpose of marketing is to delight consumers and build lasting relationships with our brands,” he added.  

In this episode, Fuentebella shares with us his biggest worry and what keeps him going.  

MARKETING-INTERACTIVE: What is the biggest thing you worry about?  

I wouldn’t characterise it as a worry, but rather as a deep concern: my ongoing challenge as a marketer and within our marketing organisation is to continuously evolve and become better versions of ourselves. Early in my career, a mentor once shared her mission to help us improve, and that has since become my guiding principle. 

I've been fortunate to have opportunities that allowed me to reinvent myself throughout my career. Because of this, I am committed to helping those I work with become better versions of themselves too. 

I believe that the moment we become complacent—when we stop learning and evolving—we risk losing our effectiveness as marketers and leaders. We become stagnant and irrelevant. 

Marketing is an ever-evolving field. With advancements in technology and new ways to connect, we have the chance to get closer to our consumers. While the foundational principles remain the same, the core purpose of marketing is to delight consumers and build lasting relationships with our brands. 

MARKETING-INTERACTIVE: How do you deal with this worry?  

To manage my focus on continuous growth, I stay hungry for knowledge and am not afraid to take calculated risks through test-and-learn projects. These initiatives either lead to scalable successes or provide valuable learning experiences, ultimately making me and my team better marketers. 

I often look for insights from other brands and industries, which is why I enjoy serving as a jury member for marketing competitions. It allows me to learn from diverse experiences across various sectors. 

For my team, I prioritise quality one-on-one meetings. These conversations help me understand their motivations and passions, allowing me to support them in achieving their personal and career goals. 

Additionally, we hold forums where team members from different markets can come together (mostly virtually) to share learnings and discuss challenges. This fosters a supportive community that encourages collaboration and growth. 

MARKETING-INTERACTIVE: As a leader, how do you deal with it when your staff tells you the work is creating mental pressure and wellbeing issues?   

It's not uncommon for high-performing marketing organisations to face this issue, as everyone is passionate and striving to deliver their best. Over the years, I have evolved in my approach to handling such situations.

First, I recognise that each individual is unique, with their own talents, abilities, and limitations. A cookie-cutter approach simply won't work; what resonates with one person may not resonate with another, and assuming otherwise is a critical mistake. 

Second, I prioritise active listening—paying attention to both what is said and what remains unsaid. Often, the key to helping them lies in the unspoken concerns. 

Third, I invite them to share how they would like to move forward. Most of the time, they already have ideas in mind and are seeking reassurance that I support them in addressing their challenges. 

Ultimately, maintaining regular engagement with my team helps me identify and address issues before they reach a boiling point. By fostering open communication, we can create a supportive environment where everyone feels heard and valued. 

MARKETING-INTERACTIVE: What keeps you going? 

I openly share with my team and leaders that I work for passion. The moment I lose that passion for what I do is the moment I need to seek new opportunities. For me, passion encompasses two key elements: 

• Creating Impactful Marketing Programmes: I strive to develop marketing initiatives that genuinely delight our consumers and contribute to the brand's success. 

• Empowering My Team: I am deeply committed to helping my team grow as both marketers and leaders. Witnessing their success and career progression is a true dopamine rush for me. 

This dual focus on impactful work and team development fuels my motivation and keeps me inspired every day. 

MARKETING-INTERACTIVE: How do you boost employee morale when facing obstacles/challenges? 

One thing that I am known for in all my years of leading and having teams is I always have a plethora of snacks for the team to enjoy. I might sound trivial, but food —especially for us Asians—serves as a perfect icebreaker and bonding tool. Many great ideas have emerged during brainstorming sessions over snacks. 

Beyond the levity that food brings, it’s a tangible way for me to show that I care. When the team knows you genuinely care about their well-being, it fosters a sense of engagement and encourages collaboration in overcoming challenges. This supportive environment helps us tackle obstacles together more effectively.

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