Innovation needs nurturing. Nothing new or groundbreaking comes fully formed. If you want to stay ahead as a business, you must cultivate a curiosity for ideas that seem small, tangential, or even out-of-place compared to your current operations and move with the times. Don’t be blind to transformative shifts.
As a part of our series called ‘Five Things I Wish Someone Told Me Before I Became A CEO’ we had the pleasure of interviewing Patrick Reid.
As Global CEO of Imagination, Reid leads employees across 14 offices including London, New York, Detroit, Dubai, Shanghai and Sydney, across clients including AWS, LG, LVMH, Turkish Airlines, Ford Motor Company, Jaguar Land Rover, Shell, Delphi, Telstra, IKEA and Major League Baseball. Since joining the agency in 2000 Patrick has been instrumental in growing the agency’s global offering.
Having started his career with Imagination in London, Reid moved to Hong Kong in 2000 to establish Imagination’s first office in Asia-Pacific. In 2004, he went to New York where he led the Investor Communications business working with brands including Hertz, Virgin Mobile and Visa.
Patrick returned to London in 2009 to assume the role of Global Managing Director of Investor Communications and in 2011 joined the Imagination Group Board. In 2013, he became CEO of Imagination EMEA and in 2017 was appointed Imagination Group CEO.
Patrick is proud to be a Trustee of the Saturday Club Trust and is a qualified private pilot.
Thank you so much for joining us in this interview series! Before we dig in, our readers would like to get to know you a bit more. Can you tell us a bit about your “backstory”? What led you to this particular career path?
After studying politics and then starting my career in accountancy — a field I quickly realised wasn’t for me — I decided to take a leap of faith. I quit my job, moved to London, and landed an unpaid role at Imagination. That bold move paid off, setting me on an incredible journey. From launching our first studio in Asia-Pacific out of Hong Kong to leading teams in New York and London, I’ve worn many hats and embraced every challenge along the way — leading to my appointment as Imagination Group CEO in 2017. It’s been a thrilling ride, driven by my passion for creativity and turning bold, original ideas into a reality.
Can you share the most interesting story that happened to you since you began leading your company?
At 24, I was offered the chance to move to Hong Kong to launch Imagination’s office there. Without hesitation, I said yes. It was one of those rare opportunities you can’t overthink — you just dive in, even if you don’t fully grasp the scale of what you’re stepping into.
Going from a buzzing office surrounded by hundreds of colleagues to being entirely on my own was a seismic shift. I practically lived in the office, navigating an unfamiliar city and a steep learning curve. It was sink or swim, with no safety net — success or failure was entirely on me.
And that’s where the magic happens. That experience challenged me to confront my strengths and weaknesses head-on, adapt quickly, and grow both professionally and personally. Living and working in Hong Kong during such an exciting time taught me resilience and the power of saying “yes” to opportunities that stretch you beyond your comfort zone. It was transformative and continues to shape how I approach leadership today.
Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
When I first started, someone told me it was crucial to get every client to sign a contract before beginning work. Taking that advice to heart, I asked one of our long-standing, most trusted clients to sign paperwork before we kicked off a project. Let’s just say — they weren’t thrilled.
That moment taught me a valuable lesson: context is everything. Knowing when to bend the rules is just as important as knowing when to follow them. Looking back it’s a mistake I can laugh about now, but at the time not so much. It was an early crash course in reading the room!
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?
It’s tough to single out just one person because so many people have influenced my journey. Mentors, colleagues, and even unexpected supporters have stepped in at pivotal moments with advice, encouragement, or opportunities. On the flip side, I’ve also encountered less kind or dismissive individuals, and those experiences taught me exactly what kind of leader I don’t want to be.
I’ve seen firsthand how life-changing it is when someone believes in you. A simple word of encouragement or the chance to prove yourself can make all the difference. That’s why I’m so passionate about paying it forward. Knowing how powerful it is to have someone in your corner drives me to be that person for others.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader?
The pandemic was an extraordinary challenge — an unprecedented time filled with tough decisions for businesses. In the early days, it felt like walking a tightrope every single day. My team and I met daily, working through every scenario — from the absolute worst case to the (unlikely) best case. It was a whirlwind of decisions: how do we think differently? How do we communicate effectively? How do we keep the team motivated and supported?
What was important was staying calm amidst the uncertainty. For me, clarity came in the simplest way — going for walks and talking to the team. Those moments helped me clear my head, tackle one issue at a time, and stay focused on the bigger picture.
Navigating the pandemic meant balancing short-term crises with long-term opportunities. It wasn’t easy, but I learned the importance of leading with steadiness and optimism. By staying calm and adaptable, we kept the team moving forward, even when the path ahead wasn’t clear. That experience showed me that every challenge brings an opportunity — to rethink, adapt, and grow.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Most of our readers — in fact, most people — think they have a pretty good idea of what a CEO or executive does. But in just a few words can you explain what an executive does that is different from the responsibilities of the other leaders?
An executive’s job is to see the big picture, set the vision, and make the key calls that align the business for long-term success. While other leaders focus on specific areas, a CEO connects the dots across the whole business, balancing immediate needs with future growth. It’s about staying calm under pressure, finding opportunities in challenges, and empowering teams to thrive.
What are the “myths” that you would like to dispel about being a CEO or executive? Can you explain what you mean?
One of the biggest myths about being a CEO or executive is that decisions are made in isolation — that it’s all about one person calling the shots. In reality, very few decisions are truly “solo.”
Leadership at this level is deeply collaborative. The best decisions come from engaging with a diverse team, gathering perspectives, and exploring ideas from every angle. As CEO, my role is often about facilitating those discussions, asking the right questions, and then using input to guide the way forward.
Sure, the final call might rest with me, but it’s a team effort, and the strength of those decisions is rooted in collaboration and trust. This myth of the lone decision-maker oversimplifies what leadership really looks like — listening, learning, and working with others to achieve the best outcomes.
What is the most striking difference between your actual job and how you thought the job would be?
The biggest difference between what I imagined the role would be and the reality? It’s both exactly what I expected and completely surprising.
The responsibility is immense, as I anticipated — every decision carries weight, and there’s always a new challenge to tackle. But what caught me by surprise was the sheer variety of it all. No two days are the same. One moment I’m deep in strategy, mapping out the long-term vision; the next, I’m tackling an urgent issue or celebrating a team’s success. It keeps you on your toes, constantly adapting and learning.
That unpredictability is what makes the role so exhilarating. It’s not just about steering the ship; it’s about embracing the unexpected and uncovering opportunities in every twist and turn.
Do you think everyone is cut out to be an executive? In your opinion, which specific traits increase the likelihood that a person will be a successful executive and what type of person should avoid aspiring to be an executive? Can you explain what you mean?
Not everyone is suited to being an executive, and that’s perfectly fine. The role demands the ability to thrive under pressure, see opportunities even in adversity, and approach challenges as catalysts for growth rather than setbacks. If high-stakes decisions leave you overwhelmed or stuck in analysis paralysis, this might not be the right path.
Successful executives are laser-focused on the big picture while staying grounded in the details that drive progress. They have the rare ability to think long-term and short-term simultaneously, balancing strategic vision with operational agility. It’s a constant juggling act, but it’s what separates effective leaders from the rest.
If you thrive in ambiguity, stay calm under fire, and see challenges as opportunities to level up, you’re likely to excel in an executive role. But if you’re more comfortable with routine or struggle to adapt quickly, it’s worth considering if this path aligns with your natural strengths. Leadership isn’t one-size-fits-all, but for those who love the challenge, it’s a deeply rewarding journey.
What advice would you give to other business leaders to help create a fantastic work culture? Can you share a story or an example?
The key to building a great work culture is focusing on people and relationships. Hard work is essential, but emotional intelligence (EQ) is just as important. It’s about making people feel heard, valued, and respected. Whether it’s your team, customers, or partners, how you make people feel really matters.
I’ve learned the value of listening deeply, people often aren’t really listening; they’re just waiting for their turn to speak. As a leader, understanding what makes people tick and delivering tough messages with empathy pays real dividends.
Treat everyone with the same respect, no matter their role. Simple acts of kindness and genuine listening go a long way in building trust and a strong, positive culture.
How have you used your success to make the world a better place?
I’ve always believed in the power of investing in people. My career was shaped by those who took risks on me, so I’ve made it my mission to pay that forward. That’s why I started Imagination Ventures, an initiative that backs young talent, supports start-ups, and helps bold ideas grow into thriving businesses.
Taking risks on people isn’t just about funding — it’s about listening, mentoring, and giving them the confidence to take their next big step. Of course, you can’t say yes to everything, but when you see potential, giving someone a shot can be life-changing. For me, success isn’t just about building a business; it’s about helping others create theirs, and in doing so, shaping a brighter, more innovative future.
What are your “Five Things I Wish Someone Told Me Before I Became A CEO” and why?
- Innovation needs nurturing. Nothing new or groundbreaking comes fully formed. If you want to stay ahead as a business, you must cultivate a curiosity for ideas that seem small, tangential, or even out-of-place compared to your current operations and move with the times. Don’t be blind to transformative shifts.
- The innovator’s dilemma is real. Balancing the present and the future is one of the hardest challenges for a CEO. It’s easy to get consumed by what’s working now and miss imagining a different future. But to lead effectively, you have to do both — optimise today and dream boldly about tomorrow.
- Always remain interested and stay curious. The heartbeat of a successful CEO is a relentless curiosity about what’s next. The moment you stop exploring or questioning is the moment you risk stagnation. The big picture is important, but the magic often lies in those small, overlooked corners of your business.
- It’s never as good or bad as things may seem. Leadership is about staying steady, no matter the circumstances. The highs can feel exhilarating, and the lows can feel crushing, but neither defines the full reality. As a CEO, your role is to remain calm, stay focused on long-term goals, and avoid being pulled in a hundred different directions by the noise around you. This doesn’t mean being rigid — you must pivot and adapt when necessary — but it does mean cultivating equilibrium. Setbacks often reveal hidden opportunities or lessons, and successes shouldn’t breed complacency. Build habits that ground you, like finding perspective through routines or reflecting on the bigger picture. Stay true to your vision, flexible in your approach, and clear-eyed in the face of extremes.
- As you climb the ladder, don’t forget the base. Climbing the corporate ladder often means focusing on larger projects, bigger clients, and major organisational challenges. While this gravitational pull is natural and necessary, it’s crucial not to lose sight of the smaller ideas and initiatives. These are the seedlings of innovation that, with care and attention, can grow into game-changing opportunities.
You are a person of great influence. If you could inspire a movement that would bring the most amount of good for the greatest number of people, what would that be? You never know what your idea can trigger.
If I could inspire a movement, it would be expanding access to creative education for young people through initiatives like the National Saturday Club. This organisation already does incredible work, offering free extracurricular programmes for 13–16-year-olds to explore subjects like art, design, science, and technology, unlocking their potential in a way that traditional education often misses.
Now imagine that concept going global. Giving every young person, no matter their background, the chance to discover their creative spark. Creativity isn’t just about art; it’s about problem-solving, innovation, and confidence. By empowering young people to think differently and express themselves, we can foster a generation of leaders and changemakers who will tackle the world’s challenges with imagination and resilience.
All it takes is one idea, one young mind inspired, to change the future. A movement like this could truly change the future.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
One of my favourite life lessons comes from Roger Federer’s commencement speech at Duke, where he talked about the sheer number of points he’s lost in his career. His message was simple but powerful: don’t dwell on the past — play the next point.
That resonated deeply with me. In business and life, setbacks are inevitable. You’ll lose a few points, and miss a few shots, but success comes from staying present and focused on what’s ahead. I’ve faced moments where things didn’t go to plan, but instead of dwelling on the misstep, I’ve learned to adapt, keep moving, and tackle the next challenge.
It’s a mindset that’s shaped how I approach leadership — keeping my eye on the bigger game rather than getting stuck in the moment. Because at the end of the day, it’s how you play the next point that really counts.
We are very blessed that some very prominent names in Business, VC funding, Sports, and Entertainment read this column. Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch with, and why? He or she might just see this if we tag them
Scott Galloway — aka Prof G — I’m a big fan!
I’d love to pick his brain on everything from the future of leadership to the evolving role of creativity in business. Plus, his ability to distill complex ideas into something engaging and actionable is something I truly admire.
Thank you for these fantastic insights. We greatly appreciate the time you spent on this.
Patrick Reid Of Imagination: Five Things I Wish Someone Told Me Before I Became A CEO was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.