Dubai Holding Entertainment · Destination marketing
Global Village
One destination. Millions of visits. Marketing that runs every night of the season.
I joined Global Village mid-season as Integrated Senior Account Manager, leading the account from the creative agency side. My role was not to own every part of the brand. It was to make the parts move together: the client team, creative, social, paid media, PR and a 14-person production team.
The scale of the work
- 14in the content hubGlobal Village — executives, designers and content creators I brief and am responsible for
- 5,000+social assets deliveredGlobal Village, Season 30 — videos, carousels, statics and stories
- 90M+reachGlobal Village, six months
- 140M+impressionsGlobal Village, six months
- 2M+engagementsGlobal Village, six months
The campaign
Season 30: turning a relay into one team
Leading one of the region's most complex destination accounts from the creative agency side — a 14-person content hub, three agency partners, and marketing that runs every night of the season.
The challenge
Global Village has to speak to dozens of nationalities in Arabic and English, across a season that changes every day. The work is shared between creative, paid media and PR partners, while the client team manages a live destination with constant operational priorities. When I joined, briefs moved like a relay: one team handed work to the next, but nobody was responsible for making the whole system add up.
What I owned
I led the account from the creative agency side and owned the integration across the three agency partners. I briefed and managed the 14-person content hub, set expectations with the client, built the delivery framework and protected the creative team from avoidable rework.
The operating system
I wrote the SOP that clarified who owned each stage of briefing, production, approval and publishing. That gave the client one view of delivery and gave the internal team a consistent way to work, regardless of who happened to be in the room. Across the season, the hub delivered six campaigns, live-event coverage and more than 5,000 assets.
The content change
The bigger strategic shift was moving the brand away from meaningless content and text-heavy video. The performance did not justify the habit. I pushed to put real people and real moments back into the content, then rebuilt the workflow around capturing and using them consistently.
A small example of the bigger change
When the client identified a trend that turned comments into music, I found the tool, generated more than one hundred versions and edited an Arabic-and-English film from our own footage. It answered the question guests were already asking and showed what the new approach could do: react quickly without losing the brand.
Campaign content
AI Content
Always-on
Social content
Every piece, across every brand
Recognition
- Best Marketing Campaign for Amusement ParksThe brand's award, not mine — this campaign ran before I joined the account.
- Best Theme Park, 500,000+ visitors a yearThe destination's award, not a campaign one. I include it because it says what scale of brand I was trusted with.
- Favourite AttractionA public vote for the destination. Marketing shapes brand affection; it does not win the vote.