The Nomad S5: Joe Lipscombe

Joe Lipscombe, Partner and Head of MENA at The Romans, thinks you've got the Middle East all wrong.

Joe Lipscombe became fascinated with the MENA region while in journalism school. Then, he looked into how Western media covered the 2003 invasions of Iraq and Afghanistan. The manipulation, biases, and frankly, “the laziness of the media then” overwhelmed him. He found it shocking that the US and UK media were eager to promote war – and this attitude still shapes how the West views this region.

He came to the UAE more than a decade ago and there is no other place he’d rather be right now. “It initially caught my interest because it acts as a hub and springboard for the whole MENA region. This area is very diverse but united in its goals,” says Lipscombe.

He thinks of Dubai as home, but he also sees it as a gateway to a key part of the world. He believes that MENA is undergoing a paradigm shift in its global role. While Europe and the West are losing their influence globally, the Middle East, particularly the Gulf, is becoming more important. "Being here to see and help with that change feels really rewarding," he says excitedly. “There’s obviously a long way to go, but the social, economic, and cultural progression over the past decade deserves recognition.”

In all those years of building a career in Dubai and living here, Lipscombe admits that the resistance from the West to evolving the narrative of Dubai and the Middle East is the most frustrating part. “In the age of the internet and 24/7 connectivity, people have the tools to educate themselves. I don’t blame anyone for initially absorbing biases, but it’s the resistance to learn and see this region differently that’s heartbreaking,” he says.

A former national journalist, Lipscombe reported through MENA for Bloomberg Businessweek, Sky News, and Forbes for many years, learning the culture and politics of a dynamic and fascinating region. He is currently a Partner at The Romans, one of the world's fastest-growing and most-awarded independent creative PR shops. He uses his local knowledge in the UAE/MENA operation, focusing on sustainability, behavioural science and bold creativity.

For a region with a notable history of innovation, art, exploration, and language, Lipscombe insists this region deserves boldness and innovation in communications. “Despite being plagued by instability, it continues to endure and strives to tell its own story on its own terms. That resilience is something I deeply admire,” he notes.

What have you been up to? Does Excel still keep you up at night?

Well, these days, it's my one-year-old son keeping me up at night rather than Excel, thankfully!

It’s been a busy and exciting year. We launched The Romans here just over 12 months ago, and I’m about to celebrate my first anniversary. From the start, we came to the market with a bold and progressive business model. Our vision was to give PR a much-needed creative facelift in the region, which required a fresh approach that challenged the traditional way agencies operate here.

We’ve been intentional about finding the best talent—people who align with our values, principles, and ambitions. Together, we’ve had a strong year, building partnerships with incredible clients and creating work we’re really proud of and had fun creating it.

What keeps me up now is ensuring we’re building something sustainable and meaningful. Are we fostering a culture where people can do their best work? Are we partnering with the right clients to create impactful campaigns? And ultimately, are we leaving a legacy in this region?

2025 has kicked off with some great momentum, and we’re excited to see what’s next.

If you could describe yourself in three words, what would they be?

Ask my wife.

Apart from David Bowie, Sir Patrick Moore and your wife, who would be the biggest influencer on your career (if any) professionally?

Professionally, my influences stem largely from the creative and journalistic worlds. As a former journalist, I’ve always admired people with integrity, strong storytelling skills, and unwavering tenacity. John Pilger is a personal hero of mine. His significant work in this region, particularly his storytelling on conflicts as a filmmaker, has been incredibly inspiring. His ability to maintain a powerful voice, even in the face of opposition from governments and major institutions, left a lasting impression on me. In fact, his work played a big part in why I ended up in this part of the world.

Creatively, I often find myself subconsciously leaning on inspiration. Years ago, I studied Alfred Hitchcock in a film studies course, dissecting his use of angles, transitions, and movement. Those lessons have stayed with me. Even when working on PR films—where projects often call for a more documentary-style approach—I enjoy finding ways to incorporate creative direction and stylistic touches. It’s a challenge, but one that excites me, as it allows for a deeper sense of craft and expression in the work.

What are the misconceptions/misunderstandings about this region? What are the business manners and etiquette specific to MENA that you wish you had known sooner?

From a business etiquette perspective, the MENA region is a fascinating mix of deep-rooted cultural traditions and an incredibly global, progressive marketplace. While there are important cultural norms to understand—many of which add a unique richness to the region—day-to-day business often involves navigating a truly international environment. In the UAE alone, you’re engaging with over 200 languages and more than 100 nationalities. There’s really nowhere else on Earth like it.

As for misconceptions, how long do we have? The way the world, and particularly Western media, misconstrues this region is astonishing. While there’s certainly room for social growth, the Middle East is far more progressive and forward-thinking than many give it credit for. Yet, there’s a global resistance to accepting this. For instance, I’ve had conversations where I talk about Dubai appointing the youngest female minister in the world, only to be asked, ‘But can I wear shorts in public there?’ It’s absurd, but it reflects the shallow, outdated narratives many still believe.

I worked closely on the Qatar World Cup and saw firsthand how entrenched these biases are. Global media arrived with preloaded assumptions and accusations, undermining the years of effort young Qataris put into preparing for their moment to showcase their country, culture, and traditions. The narrative wasn’t, ‘Look at what they’ve achieved,’ but rather, ‘They don’t deserve this.’, especially when you consider that football has a deeper, richer history in the Arab world than in countries like the USA, where a World Cup announcement goes unquestioned—nobody batted an eyelid.

Another particularly painful example is the reporting on Palestine over the past year. The ignorance and rejection of pro-Palestinian narratives have been brutal to watch. Here in the UAE, many colleagues and friends are first-, second-, or third-generation Palestinians, and seeing them forced to endure such one-sided, often blatantly untrue portrayals is incredibly damaging.

When a brand wants to launch a campaign in the MENA region, what should they be aware of?

One of the most important things to understand about launching a campaign in the MENA region is the rich tapestry of cultural nuances. While it’s generally wise to steer clear of sensitive topics like religion, sex, and politics, the biggest challenge I see with global brands is their failure to immerse themselves fully in local culture.

The youth in this region have incredibly nuanced and sophisticated tastes, and these preferences aren’t just region-specific—they often vary widely within individual communities in each country. A simple example is language. Arabic is beautifully intricate with multiple dialects that vary significantly depending on the country or even the city. Many brands make the mistake of creating English-language campaigns, translating them into standard Arabic, and assuming they’ll resonate.

That’s a big misstep. Without considering the specific cultural and linguistic context, you risk missing the mark entirely.

How do you plan to balance global creative standards with culturally relevant storytelling for MENA audiences?

For me, it comes down to a fundamental belief: good storytelling is universal. It’s really that simple. The mechanics of great storytelling—the art and science of crafting a compelling narrative—are timeless and can serve any campaign or message, no matter where it’s rooted.

That said, context is critical. While the foundational rules of storytelling remain the same, their application must reflect the unique cultural nuances of the audience. In MENA, this means understanding the deep heritage, diverse traditions, and contemporary shifts that shape the region’s identity.

At the agency, our goal is to blend these elements seamlessly. We aim to deliver narratives that meet global creative standards while staying authentically rooted in the cultural fabric of the region. By respecting the rules of storytelling, which have been around for millennia, and adding a layer of local insight and relevance, we strive to offer a fresh, bold perspective on the region—one that resonates deeply with audiences here and stands out globally.

You mentioned that The Romans is offering a fresh take on the region and has an aggressive approach. Can you elaborate on this?

Absolutely. I firmly believe this region deserves boldness and innovation in communications. There’s a strange irony here—this part of the world has achieved extraordinary feats in such a short time. Look at the infrastructure and development in Dubai, Riyadh, and Doha. The ambition, optimism, and ‘anything is possible’ mentality here is unmatched.

Yet, when it comes to communications, there’s a huge risk aversion. Campaigns are often safe, predictable, and reluctant to push boundaries. This conservative approach creates a huge opportunity for work that’s daring and dynamic to stand out—but it also makes clients nervous.

Legacy agencies, particularly the large networks, don’t seem inclined to challenge this status quo. Their focus is often on maintaining relationships with big-budget clients in government or the public sector, rather than driving innovation.

That’s where independents come in. We’re here to disrupt that cycle. Our work is provocative and socially on the nose. Some questioned whether that approach would translate here, but the truth is that MENA has its own set of social tensions and cultural challenges—ones the youth are deeply passionate about. These issues may differ from those in the West, but they’re no less significant.

Our goal isn’t to dilute who we are; on the contrary, it’s to adapt and expand our approach in a way that respects and understands the region’s nuances. We want to build an agency that’s future-fit—not just for the industry but also for the culture we’re part of. That means amplifying young Arab voices, championing local creators, artists, and musicians, and providing a platform for the next generation to tell their stories.

To achieve this, we’ve had to be aggressive. Sometimes, people don’t realise they need change until they see it. We’re particular about who we work with, the projects we take on, and the talent we hire. Everyone on our team shares a passion for driving meaningful change and making a lasting impact on the region.

You mentioned the importance of hiring the right people and building The Romans from the ground up in Dubai. What is your leadership approach when it comes to recruitment, retention, and employee culture?

My approach is a bit unconventional. I've worked in environments where culture is policy-driven—where the higher-ups create rules on how to foster a positive culture. But for me, culture is a byproduct of creating the right environment for great work. When you try to manufacture culture as a set of policies, it’s destined to fall short. Culture should be shaped by the individuals in the organisation—it’s how people think, communicate, and collaborate.

We focus less on imposing rules and more on creating an environment where autonomy thrives. Autonomy and certainty are key to fostering positive behaviour. People need clarity on expectations—what a good job looks like, when they can expect feedback, and how that feedback will be actionable. But they also need the freedom to solve problems on their own, to think creatively, and to take initiative without fear of being reprimanded.

I’ve always believed that if you provide this balance of autonomy and certainty, you can step back and let the team operate. If something’s not working, you can step in to address it, but it’s important to give people the space they need to thrive.

For example, instead of having a policy that says employees don’t need to respond to a client call at 10 p.m., we create an environment where they feel motivated to answer because they care about solving the client’s problem. They understand that they’ll get that time back without having to ask for it, fostering a sense of mutual trust and respect.

It’s worked so far because we’ve attracted people who care deeply about doing great work, and for them, an environment that supports free thought and removes barriers is incredibly appealing.

You’re a cited author on the neuroscience of storytelling and have a particular interest in behavioural science. How do you integrate this into your approach?

Yes, to a degree. What we've learned from behavioural science definitely informs my approach.

I believe behavioural science is a natural next stage for communications in this region. By merging the tools and skills of behavioural science with those of mass communication, it’s a winner to influence both large governments and grassroots communities.

We’re no longer in an ‘awareness era’—take climate change, for example. We used to focus on raising awareness about the issue, but now we’re in an ‘action era.’ While 70% of people globally acknowledge climate change, only 30% have made active, behavioural changes to address it. This creates a 40% gap between awareness and action. If communications stop at simply raising awareness, the job is not done.

That’s where behavioural science comes in. It helps us understand the ‘why’ behind human behaviour and allows us to design interventions that drive real change. Then, we combine that with mass communications to make those stories compelling, adaptable to various formats, and scalable. For me, this combination is key to moving from awareness to action. And that’s where my fascination with behavioural science comes from.

What are you looking forward to in 2025? When can we hear about your skydiving story on LinkedIn?

I’ll answer the second question first. I have a good friend, Richard Rust, who’s an incredibly talented guy and a lifelong skydiver—his father’s a skydiver too. We’ve worked together in the same teams in the past. A couple of years ago, I started skydiving recreationally, and it was a terrible idea. I’m not very flexible or dynamic in the sky, so it was a terrible idea.

Richard once used skydiving on LinkedIn to talk about how it teaches us lessons about business, and I made so much fun of him for it. Now, I can’t bring myself to do it, because I’d just become what I mocked. So, I’m holding back for now. I’ve used it once in a recruitment post to make a joke, but sometimes when I have a great skydive photo, I think, ‘That would get so much engagement on LinkedIn.’ I have to resist, though, otherwise Richard would have all the bragging rights. I’ll find a way to share that story someday.

As for 2025, it’s all about establishing our agency in the region. 2024 was about building our business model, winning big clients, and forming strong relationships. We also focused on bringing in a great team and positioning ourselves in the market, which I think we did an excellent job of. A big thanks to the region’s press for their support—we’ve had a great platform.

Now, 2025 is about delivering on the promise we’ve set. We want to produce exceptional work that gets noticed. We just shot a campaign this week that should be out by the time this interview is published, and I think it’s a great representation of the calibre of work we want to do. Our focus this year is to grow sustainably—not too fast, not scaling just for the sake of it. We want to continue to create work that resonates with people and drives real engagement. That’s our biggest priority.