Meet the CEOs: Ambilhati's Sandru Emil

Sandru Emil (pictured) has long believed that creativity only matters when it builds trust and partnership. Since co-founding Ambilhati in 2017, he has steered the agency with a people-first philosophy, anchoring its work in empathy, cultural authenticity, and lasting human connection. Even the name Ambilhati - meaning “heart stealing” in Indonesian - captures this ethos, reflecting Emil’s conviction that great advertising must win hearts rather than chase fleeting trends.

Today, Ambilhati has grown into a 150-strong independent powerhouse, recognised both locally and internationally for its work with brands such as Spotify, Indosat Ooredoo Hutchison (IM3), Samsung, BCA, and P&G. Emil describes this stage of the agency’s growth as a “second origin” - a chance to reaffirm its independence while sharpening its role as a culturally attuned creative partner.

MARKETING-INTERACTIVE: What was your first job?

My first job was in advertising at Avicom, one of Indonesia’s fastest-growing independent agencies at the time, led by Hakim Lubis and Paul Sidharta. I was in my early twenties, working days that often stretched overnight into the morning. It was intense, but I loved it. To see my work air for the first time at that age was unforgettable. 

MARKETING-INTERACTIVE: What was your first role in advertising?

To be exact, I started as a junior art director.

MARKETING-INTERACTIVE: What was your first impression of advertising?

When I studied visual communication design at the Bandung Institute of Technology (ITB), we had to choose between advertising, motion, or graphic design. It was when Avicom came to present on campus that I felt an immediate pull towards advertising. Looking back, it made sense because even as a kid in the 90s, I loved watching TV commercials. I was fascinated by how ads could persuade people to buy something, and how that act could bring joy. 

That sense of energy and persuasion was what first drew me in.

MARKETING-INTERACTIVE: Who was the mentor who influenced you the most, and how?

Across my career I have been fortunate to learn from so many people, whether on the creative side or the business side. 

From a creative standpoint, the most influential figures have been Hakim Lubis and Paul Sidharta. They were a creative duo that complemented each other. From Hakim, I learned how to sell and present ideas - to put on a show in the best sense - and he constantly pushed me to go further. Paul, on the other hand, showed me the blueprint for international-standard creativity, the kind of work that could be award-worthy. Together, they set the benchmark for creative excellence and shaped the way I understood what great creativity could and should be.

From a business standpoint, I learned just as much from my clients. Working closely with them taught me the importance of feeling ownership of the brand, and that creativity only matters if it moves the business forward. Those lessons have been invaluable in shaping the way I approach the work.

MARKETING-INTERACTIVE: What’s the harshest criticism you’ve received, and how did you cope with it?

I can recall one instance in my earlier days when I was called in by my then boss, who was both CEO and owner of the agency I was working for at the time. He reprimanded us after receiving a complaint from one of our major clients. It was the first time I had seen him that angry, and it left a strong impression on me. Although I did not take it well at first - since I saw nothing wrong with our output - it became a huge turning point in how I viewed and valued partnership in business, and in understanding the impact that creativity can and should have.

That client later became one of the longest relationships I have handled, and today I try to show my team by example just how much this perspective makes a difference.

MARKETING-INTERACTIVE: Describe your own management style now as a leader

I am a true believer that if you take care of your people, they will take care of the business. Becoming a parent made me realise this even more. Leading a team takes patience, understanding, and also tough love.

At Ambilhati, with more than 150 people today, that is not always easy, but it is deeply rewarding to see people stay and grow with us over the years. What we try to create is an environment where people feel safe, encouraged, and empowered, while also knowing that responsibility and expectation come with that freedom.

Independency plays a big part in this. It allows us to stay focused on what we are good at, free from unnecessary layers, and to build a culture where people can truly do their best work.

MARKETING-INTERACTIVE: What’s one thing you wished employees understood about being a leader?

You cannot make everyone happy. Leadership is about responsibility, not privilege. Every decision comes with trade-offs, and sometimes those choices are difficult, but they are necessary.

MARKETING-INTERACTIVE: What do you do during your free time?

The pandemic taught me balance, and it reminded me of the importance of being present for the things that matter most. Watching my children grow has been both a joy and a lesson in leadership. You learn patience, empathy, and how to genuinely understand people.

Outside of family, I spend my time reading, learning, and playing tennis. Tennis in particular has become a way to release negative energy, every swing feels both effective and satisfying, almost therapeutic.

MARKETING-INTERACTIVE: Where do you find your inspiration?

As a kid I loved observing people and their behaviour, and imagining the choices they might make. That curiosity has stayed with me and now connects directly to the way we work at Ambilhati. We are obsessed with Indonesian insight, always paying attention to how people live, what they value, and how they decide.

The local context matters deeply, because that is where you uncover truths that feel authentic. For me, the best ads are the ones that see people not just as consumers but as humans. Respecting the audience in that way changes the way you create, and it makes the work connect more deeply.

MARKETING-INTERACTIVE: If not in advertising, where would you be?

Since I was a kid, I always dreamed of becoming a video game designer and director. The blend of artistic disciplines that come together in games and the way they create strong emotional connections has always fascinated me.

MARKETING-INTERACTIVE: What advice do you have for someone looking to start a career in the industry?

Be obsessed with people, not with trends.

Trends come and go, but people are constant. Learn to listen, observe, and empathise. Try to understand what drives them, what makes them laugh, and what they struggle with. That understanding will be your north star, and it will make your work last longer than anything that comes and goes seasonally.

MARKETING-INTERACTIVE: What issue would you like to see the industry change in 2025?

Too often, agencies are still seen as a bank of ideas, rather than as true partners. The value of creativity lies not only in execution but also in perspective, strategy, and trust. Agencies should be positioned as think tanks and confidants, working alongside brands for the long term.

AI will make the process faster, but only people can crack the human code. Empathy, context, and relationships are what give creativity meaning. The future belongs to those who can balance nuance with specialisation. If agencies focus on their strengths and build genuine trust, creativity will continue to make a real impact.

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