With International Women’s Day approaching, and recognizing that a single day is never enough to celebrate the contributions of women, we are dedicating the entire month of March to spotlighting voices from across the industry as part of our IWD Voices series. Throughout the month, leaders will share their journeys, experiences, and the lessons that have shaped them.
Next up, we speak with Nguyen Huu Hanh, CEO of Assembly Vietnam.
In our conversation, she talks about what this year’s International Women’s Day theme, “Rights. Justice. Action. For ALL Women and Girls.,” means to her professionally and personally. She reflects on what first drew her to the industry, whether there was a defining moment that set her career in motion, and whether there was a role model who influenced her early on.
She also discusses how conversations around women and work have evolved, what she believes has genuinely improved, and where more attention and action are still needed, including a change she would like to see in workplaces for the next generation of women.
The theme for International Women’s Day 2026 is “Rights. Justice. Action. For ALL Women and Girls.” What does this mean to you professionally and personally?
This theme matters to me because it makes one thing clear. Rights and justice are not abstract ideas. They are lived realities that require action.
At work, it means I show up every day to contribute, lead, and build a business future where women’s capability is undeniable and properly recognised. Women should not have to fight invisible barriers to be trusted with responsibility. When we talk about rights and justice in business, we should be talking about equal access to opportunity, fair recognition, and real pathways to leadership.
At home, it means building a dream life through shared responsibility. Equality is not only a policy, but it is also how we share the invisible load. Sharing workloads and decisions creates the space for both partners to grow.
Women should not have to fight invisible barriers to be trusted with responsibility. When we talk about rights and justice in business, we should be talking about equal access to opportunity, fair recognition, and real pathways to leadership.
For the young women out there, I want this day to be more than a message. I want it to be a decision. A decision to further develop your skills, stand on your own feet, and choose the path that protects your independence – financially, emotionally, and professionally.
What first drew you to your industry, and was there a defining moment that set your career in motion? Was there a role model who influenced you early on?
A chance encounter in 1994 shaped my entire career. I met David Bell, then CEO of Bates Worldwide, who saw potential in me before I did and invited me into the world of advertising. Under his guidance, I learned the fundamentals of creativity and media, and I realised how naturally suited the industry was to me. It matched my energetic personality and allowed me to apply my strength in mathematics in a way that was both strategic and creative, which truly excited me.
Early in my career, I was also deeply influenced by an exceptional role model: Yinfun Cheak, the Regional Media Director at P&G. She was a brilliant, thoughtful leader and an incredibly generous mentor. During my six years working with P&G, she shared her experience, challenged my thinking, and helped me grow both professionally and personally. Her belief in developing people left a lasting impression on me and continues to shape how I lead and mentor others today.
How has your understanding of fairness changed as you’ve gained experience and seniority?
Growing up in the early 1970s, I saw a world where men were often prioritised. Even though unspoken, the expectation was clear. That was the reality I lived with, but it also sparked a strong desire in me to prove that women can work outside the home, lead teams, and hold senior roles through real capability. I was driven to make a real change.
Fairness is simple: Whoever creates meaningful impact for the organisation or the family should be supported and respected, regardless of gender.
With over three decades of experience and taking on various leadership roles, my view of fairness has shifted. It is no longer only about being given a chance. It is about building an environment where people are evaluated by contribution, trusted with responsibility, and recognised without bias. Fairness is simple: Whoever creates meaningful impact for the organisation or the family should be supported and respected, regardless of gender. I have also recognised that equality requires consistent effort, accountability, and solidarity, especially from leaders.
As conversations around women and work have evolved, what do you think has genuinely improved—and where do you think more attention and action are still needed?
My resolve is stronger than ever because I’ve seen real progress over the past few years, not just louder conversation. One genuine improvement is visibility. Inequality is harder to ignore now, and that has pushed many organisations to take harassment, bias, and power imbalances more seriously. We also see more practical policies, such as pay transparency initiatives, flexible work models, and expanded parental leave. Women’s representation in leadership and on boards is growing, and topics such as burnout, caregiving, and mental health are being more openly discussed.
We still need more attention where change is hardest. Corporate policies are not enough if everyday decisions stay biased.
This has directly impacted my work. At Assembly Vietnam, many of our successful projects are led by high-performing and dynamic women with strong expertise and leadership. Their contribution is measurable in results, relationships, and the quality of thinking they bring to the table.
However, we still need more attention where change is hardest. Corporate policies are not enough if everyday decisions stay biased. We need fair promotion and evaluation systems, more women in true decision-making roles, and stronger accountability when behaviour crosses the line. We also need to recognise the invisible load that many women carry at home and at work, because that is often what limits growth even when talent is there.
The next step is simple in principle but difficult in practice. Make fairness measurable, reward leaders who build inclusive teams, and design workplaces where women can advance without having to overprove themselves.
Is there a project or initiative you’ve worked on related to women’s empowerment that you’re particularly proud of? What made it meaningful to you?
I’ve always believed that meaningful change begins with small, intentional actions that compound over time. That belief is why I’m so proud of the time I spent advising a small group of high school girls, helping them find clarity, shape a vision for their future careers, and make decisions with greater confidence and conviction.
I’ve always believed that meaningful change begins with small, intentional actions that compound over time.
What made the experience especially powerful was the timing. At that stage of life, a few honest conversations can fundamentally shift how someone sees themselves and what they believe is possible. My goal was not just to offer practical guidance, but to help instil a mindset: invest in your skills, stay curious, and never allow others to define your limits.
I wanted them to feel anchored in their choices and empowered to stand on their own feet as they grow. If they carry forward even a small sense of belief in their own potential, then those moments of mentorship will continue to ripple outward long after the conversations have ended.
What responsibility do senior leaders have in shaping more equitable workplaces, beyond statements or policies?
Senior leaders must translate equity into daily decisions, not just policies. That means shaping culture through what they reward and what they allow to continue, and questioning the systems that quietly exclude. Leaders should review evaluation criteria, networking norms, and leadership pipelines to ensure women have equal access to visibility, mentorship, and high-impact opportunities.
Equity becomes real when leaders treat it as a strategic priority and a personal responsibility.
They also need to listen consistently and act with accountability. Create safe channels for feedback, protect people who speak up, and follow through with measurable actions. Equity becomes real when leaders treat it as a strategic priority and a personal responsibility.
What is one change you would like to see in workplaces for the next generation of women?
One change I want to see is clearer, fairer pathways to growth for the next generation of women. Speed is part of agency life, but progress should still be built on real capability, not on who speaks the loudest or stays visible the longest.
I want workplaces that actively support women in building expertise with patience, humility, and focus, while also providing high-impact opportunities and honest feedback. That is how women can grow fast when needed, and still grow in a healthy, sustainable way.
Quick Hits:
A trend you are excited about, or not excited about
- A trend I’m excited about: AI solutions that unify customer data across channels, because they give teams a clearer, more complete picture for planning and decision-making.
- A trend I’m not excited about: The downside of automation when it replaces thinking. If people rely on machine output without judgment, it can lead to laziness, weaker strategies, and less original work.
A creative campaign or representation of women that inspired you or made you feel seen (please share a link to a video or image)
A campaign that truly inspired me is from L’Oréal Paris Vietnam: “The Main Woman – Because You’re Worth It.” What impressed me most was how it starts with language and culture. In Vietnamese, many people interpret the word phụ in phụ nữ (woman) as secondary or supportive, someone who stands behind rather than being prioritised. That single assumption quietly shapes expectations, confidence, and society’s positioning of women.
The campaign reframes that idea by giving women a new definition: The Main Woman. Not a supporting character in anyone else’s story, but the main character in her own. It also speaks directly to outdated beliefs that women do not need to be too capable or too successful as long as they have a husband and a stable family. Those stereotypes can make women hesitate to pursue their ambitions, express their perspectives, or follow their passions. This campaign felt meaningful because it challenges the frame, not just the visuals, and encourages women to claim space with confidence and choice.
A piece of advice that stayed with you longer than expected
Keep improving a little every day for a better life. Over time, I learned that small daily changes compound into real growth. It also reminded me that success feels most meaningful when it creates value beyond yourself. Contribute back to the community, and appreciation will follow naturally when your impact is real.
