Leadership Lessons with Herve Grella, Head of Marketing & Communications at the British Embassy Paris

At Hanson Search, we regularly speak with industry leaders who have shaped their fields through strategic thinking, adaptability, and innovation.

Recently, Senior Consultant Camille Chevallier sat down with Herve Grella, Head of Marketing & Communications at the British Embassy Paris to discuss his career journey — from the private sector to leading marketing for an embassy — and the leadership lessons he has learned along the way.

Can you tell us about your career journey so far?

Of course. If you had told me when I was a student that I’d be leading marketing for an embassy one day and for more than 20 years, I probably wouldn’t have believed you. My background was commercial — I studied at the École de Commerce de Reims, completed an MBA, and initially had a very corporate mindset. I thought my career would follow the traditional route of business. But life has a way of surprising you.

After my studies, I had the opportunity to take on a role as a Project Manager at the branch of the Ministère de l’Économie et des Finances et de la Relance in Guadeloupe, French West Indies. My job was to promote trade relations in the Caribbean. It was a fascinating experience — completely different from the corporate world I had envisioned. It taught me a valuable leadership lesson early on: real impact happens when you understand not just business, but ecosystems — markets, governments, and cultural dynamics all at once.

Returning to mainland France, I worked in client services at FNAC, then moved to Bacardi Martini as a product manager in marketing. That was my first deep dive into brand positioning, consumer behaviour, and market strategy and I fell in love with marketing. It wasn’t just about selling; it was about crafting narratives that create real influence.

And then came a turning point — one of those moments where you take a chance and it changes everything.

I came across a job advertisement that mentioned diplomacy and business. It sounded intriguing but also a bit improbable. “Diplomacy and business? Do those two worlds really mix?” I was curious, so I applied. And that’s how I found myself at the British Embassy, in a commercial role with a small marketing component.

When you see an opportunity to build something new, you have to take it. Over time, I shaped my own role, shifting my responsibilities toward marketing, communications, and press relations. I wasn’t just executing strategy — I was creating it from scratch. The position didn’t exist before — I built it, refined it, and proved its value.

What’s even more interesting is that this approach has since been replicated across British embassies worldwide. Today, many embassies have similar positions dedicated to promoting trade, attracting investment, and strengthening their country’s economic influence abroad. It’s a great example of how entrepreneurial thinking isn’t just for startups — it’s a leadership mindset that can shape entire industries, even in diplomacy.

That’s a fascinating transition from the private sector to an embassy. How has your background shaped your approach?

Coming from a corporate environment, I approach marketing with a business-first mindset. In the private sector, marketing is about selling a product or service. In an embassy, we’re doing something far more complex — we’re marketing an entire country’s economic ecosystem.

This requires a completely different strategic approach. You’re not just thinking about consumers — you’re thinking about foreign investments, trade policies, and international partnerships. It’s about building economic influence rather than just brand awareness.

And here’s where leadership comes in. You have to be able to bridge worlds — business and diplomacy, government and industry, short-term wins and long-term strategies. If I had stuck to a corporate-only mindset, I wouldn’t have been able to see the bigger picture. But because I had exposure to both trade policy and commercial strategy, I understood how to connect the dots. That ability — to translate between different stakeholders — is one of the most important leadership skills I’ve developed.

Marketing in diplomacy requires strategic thinking and cultural awareness. What personal attributes and leadership lessons have helped you succeed in this field?

Adaptability is everything. The landscape of international trade and marketing is constantly evolving, with technology shifts, geopolitical changes, and economic shifts. Leaders who can’t adapt don’t last long in this space.

But beyond that, I’ve learned that leadership isn’t about controlling everything—it’s about navigating uncertainty with confidence. In the private sector, you work with defined KPIs, predictable market trends, and relatively stable business cycles. In diplomacy, things can change overnight—a political decision, a new trade agreement, or even a shift in government priorities can completely reshape your strategy.

One of the biggest leadership lessons I’ve learned is this: strategy is not about having a rigid plan — it’s about knowing how to pivot while staying true to your core objectives. You need a clear vision, but flexible execution.

Cultural intelligence is another key skill. Every market is different, every audience responds differently. When marketing in diplomacy, you’re not just selling an idea—you’re shaping perception, fostering trust, and building relationships between nations. That means listening before acting and understanding the nuances of each business culture.

And finally, resilience. Unlike in the private sector, where success is usually measured in profit margins, in diplomacy, success is measured in influence, long-term partnerships, and mutual economic growth. You don’t always see immediate results — but real impact takes time.

What would you say is the biggest difference between corporate marketing and marketing within an embassy?

The timeline and the stakeholders. In the private sector, you’re usually marketing a product with a short-term sales cycle. In an embassy, you’re marketing economic collaboration itself — and that takes years to build. You have to think long-term, be patient, and understand that success isn’t measured in quarterly revenue, but in long-term trade growth and investment confidence.

The other key difference is who you’re marketing to. In corporate marketing, you’re targeting consumers or businesses. In an embassy, your audience includes business leaders, policymakers, trade ministers, and investors. It’s a completely different kind of influence strategy.

Looking at leadership more broadly, what do you think are the most important qualities for leaders in this industry today?

I’d say vision, collaboration, and technological adaptability.

First, vision — leaders need to be able to see beyond immediate challenges and understand where industries, markets, and economies are heading. The best leaders don’t just react to change — they anticipate it and position themselves ahead of it.

Second, collaboration — no one succeeds in diplomacy alone. Whether you’re working with government officials, business leaders, or international trade partners, you need to be a connector of people and ideas. Leadership isn’t about standing alone — it’s about creating opportunities for collective success.

And third, technological adaptability. Digital transformation is reshaping how we communicate, market, and engage with audiences. Leaders who understand how to leverage AI, data analytics, and digital tools will have a significant edge in driving influence and economic growth.

Finally, what advice would you give to someone looking to pivot into marketing and communications within an embassy or international organisation?

Just apply! That’s exactly what I did. A lot of people assume you need political connections or a background in diplomacy, but that’s not true. If you have a strong foundation in marketing, business strategy, or international trade, there’s a place for you.

At the same time, it’s important to be adaptable and open to complexity. Marketing in an embassy isn’t just about branding — it’s about economic influence, trade diplomacy, and long-term relationship building. If you’re looking for a career that’s fast-paced, intellectually stimulating, and genuinely impactful, this is an incredible field to be in.