Curiosity and Grit: Ruth Lim’s Essentials for the Next Generation of Strategists

Ruth Lim is strategy director at BBH Singapore, where she leads work for Samsung, Income Insurance, and other global and local brands. Over 14 years, she has shaped award-winning campaigns at Wunderman, TBWA, and VaynerMedia for Burger King, Levi’s, L’Oréal, Mastercard, and Pepsi.

Named Planner of the Year at the 2025 Effie Awards and Rising Star of the Year in 2017 by the Institute of Advertising Singapore, Ruth has built a reputation for turning bold ideas into real business impact. Her career has taken her across the US, Korea, China, and Singapore, giving her a knack for connecting insight with creativity across cultures.

She’s also that person who derails the wrap-up with, “Sorry, just one last question…” at the end of meetings (and Zoom calls). It drives people a little mad – but it’s how she makes sure the real problem gets solved.

Ruth sat down with LBB to discuss the evolution of account planning, what being a strategist means to her, and why, for her, creativity is strategy in motion.

LBB> What do you think is the difference between a strategist and a planner? Is there one?

Ruth> I don’t think there’s a difference – they’re just two names for the same role. When the discipline first started in the 1960s, it was called ‘account planning’ because it brought together people from media planning and account management.

But even then, the goal was always strategic: understanding the audience to make the work relevant and more effective.

Over time, the title naturally evolved to ‘strategy,’ which I believe is a clearer way to describe what we actually do and avoids confusion with the many other ‘planning’ roles in the industry.

LBB> And which description do you think suits the way you work best?

Ruth> If I had to pick, I’d go with ‘strategist.’ To me, strategy is about providing clear direction. That means going knee-deep into research until I reach a point of confidence, then making the creative leap that turns it into something bold and impactful. Strategy is both rigour and risk – and that’s exactly what makes being a strategist so exciting.

LBB> We’re used to hearing about the best creative advertising campaigns, but what’s your favourite historic campaign from a strategic perspective? One that you feel demonstrates great strategy?

Ruth> My favourite campaigns are always those built on a deep understanding of their audience. One that stands out for me is ‘This Girl Can’ by FCB Inferno for Sport England.

What I loved is how they went beyond the obvious to uncover the real barrier keeping women from exercising: fear of judgment. By tackling it head-on and redefining aspiration, showing real women with jiggly bits and sweaty patches embracing an unapologetic ‘I don’t give a damn’ attitude, they changed the conversation. And this was back in 2015, when fitness was still defined by people who ‘looked the part.’

I know I was asked to name one campaign, but I can’t resist sharing another: ‘The Best Gift’ (better known as ‘The Worst Parents in the World’) by BBH Singapore for Income Insurance.

I love how this campaign unlocked a deep cultural tension in Singapore between parents and their grown children – the idea that while parents sacrifice a lot for their children, it often comes with the expectation that their children will do the same for them in old age.

By reframing retirement planning as the greatest gift parents could give their children, it sparked a cultural movement. The fact that it’s still part of social conversations seven years later shows just how deeply the message resonated with Singaporeans.

That said, I believe strategy and creativity are inseparable. A sharp insight and clear strategy only matter when paired with powerful creativity that provokes and inspires action. In fact, I’d argue creativity is strategy – in motion.

LBB> When you’re turning a business brief into something that can inform an inspiring creative campaign, do you find the most useful resource to draw on?

Ruth> Never underestimate the power of talking to the people you’re creating the campaign for. Hearing their experiences, frustrations, and aspirations firsthand gives you insights no report or spreadsheet ever could. It’s the fastest way to understand what really matters, and what will truly inspire them.

LBB> What part of your job/the strategic process do you enjoy the most?

Ruth> Definitely writing the creative brief. I see the brief as a strategist’s craft, and I love the process of shaping it – getting it as sharp, clear, and compelling as possible.

LBB> What strategic maxims, frameworks or principles do you find yourself going back to over and over again? Why are they so useful?

Ruth> One principle I always go back to is the ‘strategy on a page’. I often tell young strategists that if you can’t tell a clear strategy story on one page, it probably means you don’t have a strategy – just a collection of loose thoughts.

One of my favourite frameworks is one Martin Weigel shared, built around five simple parts:

Reflection: Where we are today

Ambition: The tomorrow we could have

Jeopardy: The challenge we must overcome

Hope: The insight that gives us a way through

Solution: The idea that unlocks it

Because at the end of the day, the strongest strategies are usually the simplest ones.

LBB> What sort of creatives do you like to work with? As a strategist, what do you want them to do with the information you give them?

Ruth> I love working with creatives who see strategy as part of the creative process. The best ones use strategic platforms as springboards, pushing, challenging, and building on them, all in the spirit of making the work braver, sharper, and ultimately, more effective. That’s why I value the culture at BBH Singapore so much – there’s a genuine respect for strategy and creativity working side by side, and a shared belief that the best work only happens when both are pushing each other forward.

LBB> There’s a negative stereotype about strategy being used to validate creative ideas, rather than as a resource to inform them and make sure they’re effective. How do you make sure the agency gets this the right way round?

Ruth> I think this stereotype only exists when creatives see strategy as a threat or a barrier to creativity. One way to break that is to bring creatives in early. When creatives are part of the process from the start, strategy becomes a spark for ideas, not a hurdle to overcome.

LBB> What have you found to be the most important consideration in recruiting and nurturing strategic talent?

Ruth> For me, two qualities matter most. First, curiosity – people who are genuinely interested in understanding others. Second, grit – people who won’t stop digging until they uncover something truly meaningful. The best strategists I’ve had the privilege to work with are defined by these two qualities above all.

LBB> In recent years it seems like effectiveness awards have grown in prestige and agencies have paid more attention to them. How do you think this has impacted on how strategists work and the way they are perceived?

Ruth> I don’t think it’s changed how strategists work, but it’s great to see effectiveness getting more attention. After all, our creativity exists solely to serve the business objectives we’re trying to achieve.

LBB> Do you have any frustrations with planning/strategy as a discipline?

Ruth> To me, strategy is about having a clear point of view and proposing a way forward. That’s why it’s frustrating when frameworks or scattered information masquerade as ‘strategy’. Offering a true point of view can feel vulnerable – it involves taking risks and opens you up to disagreement. But avoiding it is far scarier. If we’re not brave enough to propose a genuine way forward, then what’s the point of strategy?

LBB> What advice would you give to anyone considering a career as a strategist/planner?

Ruth> Give yourself time to grow. Becoming a good strategist takes time – time to learn how to listen, dig deeper, connect the dots, and simplify complexity before you can shape strategies that truly make an impact.

But it’s worth it. Nearly 15 years in, I still see this as one of the best jobs in the world: solving real problems, collaborating with brilliant creative minds, and uncovering insights powerful enough to change behaviour. It’s challenging, exciting, and endlessly rewarding.