In this episode of Retail Power Talks, we dive into the world of luxury, fashion, and consumer trends with some of the most influential voices in the industry.
We talked to Haifa Addas, the Founder of Instaglam, a seasoned leader with over 20 years of experience shaping global marketing and brand strategies for icons such as L’Oréal. Haifa shares her insights on brand building, consumer behavior across regions, the future of luxury retail, leadership, inclusivity, and the evolving expectations of new generations.
Q: You’ve spent so much of your career building and revitalizing global brands across highly competitive sectors. In your experience, what are the key pillars for creating a brand that not only resonates but also sustains long-term relevance in today’s saturated market?
A: From my experience building beauty platforms and working with global luxury and lifestyle brands, I believe there are three key pillars to creating a brand that resonates deeply and sustains long-term relevance—especially in today’s saturated market. First, purpose and authenticity. A brand must stand for something beyond a product or service. It needs a clear purpose that speaks to people emotionally and reflects their true values. Authenticity builds trust—and in a world where consumers are more informed and selective than ever, trust is everything. At Instaglam, for example, our purpose was to democratize beauty by making professional services accessible to women in their own homes. It was rooted in my personal experience and a real need we saw in the region.
The second key pillar is consistent experience and community. A brand isn’t what we say—it’s how we show up every time, across every touchpoint—from digital interactions to in-person service. Consistency is essential to building loyalty. But more than that, a strong brand fosters community—not just customers. We have to listen, co-create, and evolve with our audience. The most successful brands today are those that invite their audience into their journey, rather than merely selling to them.
Third, although I may be taking a bit too long, is innovation and cultural sensitivity. When people look at our region, they think we’re all the same—but we're incredibly diverse. You must understand the culture in each country you’re expanding to or operating in. Markets change fast, and brands must evolve without losing their essence. That means innovating through technology, storytelling, and partnerships—while maintaining deep cultural understanding and context. In the Middle East—where tradition and modernity coexist—you must be culturally intelligent when launching in new markets.
Q: Having worked extensively across the Middle East, North America, and Europe, how have regional consumers’ behaviors influenced your marketing approach, and what lessons can global brands learn from tailoring their strategies to these diverse markets?
A: Working across the Middle East, North America, and Europe has shown me how crucial cultural context is in shaping consumer behavior. While beauty and luxury are universal desires, the way people connect with brands varies dramatically by region. In the Middle East, there's a strong emphasis on personalized service, trust, and community influence. Word-of-mouth, family recommendations, and social proof carry immense weight. Consumers here value high-tech experiences and emotional connection—especially in beauty and fashion. That’s why with Instaglam, we focused on tailored experiences and built in a human touch. People didn’t just want convenience—they wanted to feel seen and understood.
In North America, the emphasis is often on speed, efficiency, and self-service. Consumers appreciate innovation, transparency, and brand purpose—but they're more independent in decision-making. That taught me the importance of clear storytelling, digital convenience, and value-driven marketing.
The big lesson for global brands today? Don’t copy-and-paste strategies across markets. Local insights must shape global strategy.
Q: Luxury brands have historically been cautious about digital. How do you see luxury retail evolving in terms of e-commerce, digital storytelling, and the omnichannel experience?
A: Luxury brands have traditionally shied away from digital—and understandably so. Luxury is rooted in exclusivity, craftsmanship, and emotion—delivered through in-person experiences. You know how it feels when you walk into a luxury store—you're living the brand’s DNA. Today, however, luxury must meet consumers where they are: online, mobile, and social. But we shouldn’t compromise on elegance or intimacy.
E-commerce in luxury is no longer just a sales channel—it’s an experience in itself. A luxury website needs to feel personalized and high-tech. At Instaglam, we reimagined on-demand beauty to feel truly elevated—across everything from the booking flow to curated expert matching and flawless in-home service delivery.
Digital storytelling is also essential. Luxury consumers want to see the brand’s story—its heritage, the behind-the-scenes craftsmanship. For brands like Dior or Armani, we emphasize storytelling and short behind-the-scene videos. We also leverage influencers to add narrative depth and emotional connection. At Instaglam, we highlight end results—but we also take customers on the journey: from the online booking, to our arrival, to preparing them for their occasion.
Omnichannel is the future. Consumers don’t think in silos anymore. They might discover your brand on Instagram, interact via WhatsApp for booking, and expect an in-person experience that's just as seamless. We've collaborated with luxury brands and hospitality groups to integrate activations—whether it’s in-store beauty bars or hotel suite transformations. The aim is continuity across all customer touchpoints. Ultimately, luxury retail today is about fluidity: blending online with offline, digital with human, and exclusive with accessible.
Q: You’re known for building high-performing, future-ready teams. What qualities do you look for in team members when driving transformational growth, especially in high-stakes or turnaround scenarios?
A: That’s something I care deeply about. When driving transformational growth—especially under high stakes or in turnaround scenarios—the team truly makes or breaks the mission. Here’s what I look for:
- Ownership mentality: I need people who think like founders—who don’t just execute tasks, but take responsibility, see the big picture, and are solution-oriented under pressure. Fashion and beauty are fast-moving industries, after all.
- Agility and a growth mindset: Today’s world moves quickly—especially when building something like Instaglam from scratch. The people who thrive embrace change, ask the right questions, and evolve—especially when navigating uncertainty.
- Emotional intelligence and collaboration: Transformation isn’t just about systems—it’s about people. I look for team members who communicate clearly, listen actively, work cross-functionally, and lead with empathy and respect.
- Passion and alignment with purpose: Skills can be taught, but genuine passion and belief in the vision are priceless. At Instaglam, building a mission-driven culture attracted talent that genuinely cared about elevating beauty professionals and creating impact. That shared purpose made us unique.
We hire for character, train for skill, and lead with purpose—because transformation is about progress, not perfection.
Q: As a successful female leader in industries not historically known for inclusivity at the top, what changes are you seeing in terms of representation and opportunity? What more needs to be done?
A: That’s very close to my heart. When I started my career—especially growing up in Saudi Arabia and the broader Middle East—I didn’t see many women in leadership positions or role models in the boardroom. Part of my motivation has always been not just personal growth, but opening doors for others.
Today, we’re seeing positive change across the region. More women are leading brands, launching startups, and sitting at decision-making tables—especially in beauty and tech entrepreneurship. Programs led by the Dubai Business Women Council, Sharjah Business Women Council, and the Abu Dhabi Ministry of Culture, among others, are helping amplify women’s voices and build real momentum.
That said, there’s still a long way to go regarding equal access to funding, mentorship, and visibility—especially for women from diverse backgrounds or working in male-dominated industries. Opportunities are growing—but very slowly. Challenges don’t vanish once women reach leadership—often they carry the pressure of representation alone.
We need systemic change: more funding for female-founded businesses, inclusive leadership pipelines, more male allies, and stronger networks of women supporting women. When we launched Instaglam, part of my mission was to help women grow in their careers—by learning, shadowing others, becoming independent artists, and earning their own income. For me, it’s always about paying it forward and growing together.
Q: With customer expectations evolving—especially among Gen Z and Gen Alpha—how should brands rethink experiences both online and offline to remain compelling?
A: That’s such a timely question. Gen Z and Gen Alpha are reshaping the entire consumer landscape—not just what they buy, but how they expect to feel when engaging with a brand. For them, experience isn’t a layer—it is the product. Brands must rethink experience holistically across digital and physical touchpoints, shifting:
- From transactional to emotional: engaging audiences intimately, not only through products but through feelings.
- From perfect to authentic: authenticity builds trust—and trust builds loyalty.
- From omnichannel to fluid living: they don’t see a divide between online and offline—they expect seamless, step-by-step journeys that add new value to their lives.
From brand-led to co-created: Gen Z and Gen Alpha want to participate—not just consume. Brands that invite co-creation—through feedback loops, user-generated content, meaningful partnerships—will thrive. It’s about building relationships, not transactions.
Q: Finally, my last question for you: for emerging leaders who aspire to work across borders and drive the kind of impact you have, what would be your top piece of advice?
A: My top advice is simple: lead with purpose. Stay deeply curious, and don’t fear going first—or being the first. Working across borders means stepping into cultures, markets, and conversations that may feel unfamiliar. But that’s where growth—and beauty—live.
The most impactful leaders I’ve met—and those I aspire to become—are the ones who listen more than they speak, build bridges, and remain anchored in their values no matter where they are. It’s about courage—to take that first step—and humility—to keep learning along the way. We never know enough. I’m always a student.
My journey—from communications at L’Oréal, pre-digital dominance, to launching my beauty platform—required continuous learning. Leadership is rooted in courage, learning, and values.
This conversation with Haifa Addas highlights the importance of authenticity, cultural sensitivity, and innovation in building brands that resonate globally. From her perspective on luxury retail’s digital evolution to her advocacy for women in leadership, Haifa offers timeless lessons for marketers, entrepreneurs, and leaders alike. Her insights remind us that the future of retail and leadership lies in purpose-driven action, collaboration, and continuous learning.
