Dominique le Roux

As Team Leader and Creative Director for a €5.2 million European Union funded communications and visibility project in Cambodia, I led strategy development, and team and budget creation and management; and served as the main liaison with the EU Delegation. The project focused on strengthening EU relations with the country by communicating the EU’s principles, values, external policies and initiatives in ways that truly resonate with local audiences.

In Cambodia, I was struck by the breadth and depth of the EU’s support – so much of it rooted in community-level engagement. From safeguarding community fisheries, to protecting women at risk of trafficking along the border, to empowering youth through citizen journalism, it was inspiring to help tell the stories of real impact on the ground. But it needed to be done very delicately, of course, not only because Cambodia is a sensitive political environment, but because the EU is the donor and not the on-the-ground implementor, so there’s a great deal of nuance. And the target audiences range from European taxpayers to local government officials to urban youth and more.

Every day is different, of course – but juggling is a constant. Keeping many balls in the air at once is essential to the smooth running of the project. On the Cambodia contract, we often had multiple teams producing videos, articles and social media content at the same time. That meant a steady stream of briefings, draft reviews, refinements and all the many moving parts of a production workflow – each step requiring client approval. Keeping things flowing was critical.

Striking the balance between the big picture and the fine detail was key: maintaining a clear vision while weighing up every variable. I am all about creativity, and absolutely love the big vision stuff, but also get such a delight out of meticulous organisation (I might be a little nerdy that way!)

For me, everything starts with the target audience – so whether it’s considered a skill or a discipline, I’d put listening right at the top. Listen first, think, then speak – and then listen again. That applies whether you’re in a meeting with the EU Delegation or crafting social media content for a community audience.

It’s about combining the ability to listen, empathise, visualise, strategise, communicate and manage – all in adaptive, iterative cycles rooted in human-centred design. You start by genuinely hearing people’s needs, not rushing in with assumptions. Then you step back, build a strategy, and when implementing, you test, observe, refine and repeat.

With over 20 years’ experience as a communications consultant – first in the private sector and then in development, across Africa and Asia – I brought a deep understanding of how implementing partners operate: their resources, constraints and ways of working. That perspective proved especially valuable when shifting to the ‘donor side’, enabling me to bridge the gap between strategic intent and on-the-ground realities.

Every consultancy throws around the term ‘backstopping’ – but Landell Mills truly lives it. On previous contracts, I often felt quite alone in the field. But with Landell Mills, I felt supported at every step. The head office team didn’t just chase paperwork or scrutinise budgets – they brought real communications expertise of their own and were genuinely invested in delivering top-quality work. They had my back throughout. I love working with people who are as committed to excellence as they are – it never felt like it was just about the bottom line.

The delivery of the Cambodia communications strategy stands out as a real highlight. We’d done in-depth research, uncovering fascinating insights into Cambodian mindsets and folklore, and built a strategy that was both evocative and grounded. Presenting it to senior figures in the Delegation – and then joining the Head of Delegation to brief the wider group of European ambassadors – was a proud moment.

I also really enjoyed the training sessions in Zanzibar, where we brought together communications officers from various implementing partners. It was important to create a space that was both searingly honest and yet encouraging – where people could celebrate one another’s successes, share practical lessons and challenge each other to communicate with greater clarity, not just volume. Together, we raised the bar for what we expected from our communications outcomes.