Zoe Cocker joined Zenith Sydney earlier this year as Head of Strategy from media partner side where her past senior roles include Yahoo Creative Studios and Mamamia’s content and social agency, Squad.
Cocker oversees the Publicis Groupe agency’s Imagination pillar of ROI3 (Imagination, Insights and Investment), championing bold, insight-fuelled ideas to drive real client results.
Mediaweek caught up with Cocker on joining her goals in her role, the impact of AI on strategy work and tapping into the cultural force of fandoms.
Mediaweek: What are your main goals right now as Head of Strategy at Zenith Sydney?
Zoe Cocker: The Zenith Australia leadership team brought me on board with real intent, recognising the work I have done around innovation and pushing into new unchartered territories. My priority has been making that a reality across my team’s client portfolios, unlocking ideas that stretch what is possible.
But above all else, I want to contribute to the culture of the agency. In just three months, I’ve seen that Zenith is full of some of the best humans in the industry. People who are smart, humble and genuinely ambitious. I don’t just want to bring bold thinking to the table or challenge clients to think differently. I also want to help build a culture where creating brands in interesting and unexpected ways becomes the norm.
MW: Can you explain ROI3 and what the Imagination pillar involves in practice?
ZC: ROI3 is our unique three-part approach that combines Insights, Imagination and Investment to maximise outcomes for our clients. Imagination is where we elevate the thinking. It’s our commitment to bringing creative, bespoke solutions that go beyond the expected and stand out in today’s media landscape. It’s how we turn strong insights and smart investment into truly brilliant work
MW: What’s your take on how AI might reshape the strategist’s role in agencies and are there specific AI tools you find most useful for strategy work right now?
ZC: There isn’t a short answer to this question, as AI has become an incredible disruptor to how we approach everything. From day-to-day task offloading to stress testing ideas and building new digital experiences for brands. Publicis Groupe has done an excellent job of proactively creating tools that build for an AI-enabled future.
As a strategist I use AI in three distinct areas:
Collaboration – We have a bespoke platform that centralises insights, innovation and planning tools across the globe in Marcel. AI has broken down barriers, enabling smarter collaboration between markets and disciplines, and ensuring offices like Zenith Sydney have access to the same intelligence as anywhere else in the world.
The task off-loading and speed – Zenith Australia has always operated at the speed of the client, but as the industry continues to fragment and pressure for instant performance increases, we must find new ways to deliver results, recommendations and pivot in real time.
AI enables us to operate at this pace. While this area is still evolving, one of the fundamental ways that Zenith Australia is focusing AI is on ensuring people automate repetitive tasks, allowing more time for our strategists to spend on imagination and critical thinking.
Right now, I’m also teaching myself to build an autonomous AI agent that tracks and filters the freshest undercurrents in pop culture. It’s my way of staying ahead of the cultural curve, while also experimenting with AI rather than just observing it.
The work itself – Lastly, but most importantly, we’re leveraging AI to create great work. There are a multitude of AI tools that we have built or licence that can spark media ideas, distil insights and help us pressure test thinking. But what excites me most are the ways Australian consumers are using AI, and what this means for brands/clients.
As a strategist it is incredibly exciting to be presented with a new type of consumer behaviour that really breaks away from the norm. The way people search, discover and make decisions is shifting fast. Social kicked it off. AI is accelerating it. We now face a different kind of consumer journey that requires more strategic thinking than ever before as we help clients navigate this new space in thoughtful and measured ways.
MW: How do fandoms influence your thinking when developing brand strategies and do you think it is a significant driver of future media value?
ZC: Fandoms have become one of the most powerful cultural forces brands can tap into. For me, they represent more than just interest; they signal deep emotional investment, identity alignment and built-in communities that are primed for participation, not just passive consumption.
When developing brand strategies, I look at fandoms as accelerators of media value. At Zenith Australia, we think beyond scale and focus on how influence flows. Fandoms give us a direct line into highly engaged networks where content is shared, remixed and advocated for.
From a media perspective, they reshape how we define value. It’s not just about how many people see something, but who is sharing it, why they’re sharing it, and how it moves through culture. Fandoms are not just the audience; they’re co-creators, tastemakers and distribution engines all in one. So yes, I absolutely see them as a significant driver of future media value.
MW: How can brands tap into fandoms authentically without appearing opportunistic?
ZC: ‘Authentically’ is the power word in this question. When a brand wants to align with a particular fandom, they must come at it from a place of understanding. Listening is the crucial first step.
The second is adding value. Once a brand understands the unique genetic make-up of a community, aligning to the right value mechanic is key. Step three, contribute. Don’t show up uninvited to the party – co-create and collaborate. Ultimately, it’s all about respect. Show up without considering these three crucial steps and you will undoubtedly be ousted.
MW: What skills do you think strategists will need to thrive in the next 3–5 years?
ZC: The strategists who thrive will be the ones who can blend creativity, cultural fluency and commercial thinking. We’ll need to be fluent in AI tools, not just to use them efficiently but to think differently with them, keeping the human and emotional storytelling at heart. Curiosity will be a superpower. The best strategists will go beyond the brief; follow signals others miss and connect ideas in unexpected ways.
We also need to get more comfortable with experimentation. The pace of change means we won’t always have a perfect answer, but we need to build ideas that can be tested, evolved and improved in real time. And just as important as the work is how we show up. Empathy, collaboration and generosity will always matter. Strategy is a team sport.
MW: What can the industry expect from you and Zenith’s strategy team in the year ahead?
ZC: Now, that would be telling! But honestly, I’m incredibly excited about the year ahead. This team is smart, brave and seriously humble. It’s a rare mix, and I feel lucky to be part of it.
It’s not so much about what the industry expects from us. Our focus is on doing the kind of work that matters. Work grounded in ROI3 and cultural intelligence. Ideas that go beyond media plans and solve real business problems. Built for impact, not just slides.
What the industry can expect is to hear from us. If your ambitions align and you’re building bold, we’ll be in your DMs! We believe all tides rise together and we’re excited to collaborate more openly with partners across the industry to bring smart, culturally driven work to life together.
Top image: Zoe Cocker