Our latest Leadership Spotlight shines on Ashleigh Stent, a dynamic digital leader whose career spans marketing, consultancy, and advisory roles across various sectors.
Known for her ability to tackle complex challenges and foster innovation, Ashleigh brings a unique perspective shaped by her work with global brands and a passion for empowering organisations to thrive in the digital era.
In this insightful Q&A, Ashleigh shares her thoughts on digital transformation, the evolving role of leadership, and the opportunities—and challenges—facing businesses today.
Read below to discover her journey, key career moments, and why she believes adaptability and agility are the cornerstones of success in an ever-changing landscape.
There’s much more in our QA& with Ashleigh. Read it below:
Why did you join the Digital Leaders Club?
Having recently returned to the UK after six years abroad, I saw the Digital Leaders Club as an excellent opportunity to reconnect and rebuild my local professional network. It's the perfect space to engage with peers, exchange ideas, and stay connected to the digital fraternity. I'd love everyone to reach out and connect - I still feel like the new kid on the first day of school looking for friends.
What's your career journey been like to date?
It's been a thrilling and dynamic ride! I grew up in marketing and have been in almost every role imaginable over the years as I've moved through the ranks. I've been in marketing my entire career, and I've been in digital marketing for as long as it's been a 'thing'. I've worked with many of my favourite brands, companies, and agencies and met some of the best industry talents.
I've written more strategies than I can remember (my first love) and have worked in many diverse sectors - from FMCG to financial services, insurance, education, aviation, healthcare, tech, startups, health & wellness, and even the professional hair and skincare industry.
There's never been a dull moment, and I wouldn't have it any other way!
Tell us about your current position.
At the moment I’m consulting and when you’re consulting this is always a tough question as it's so varied and you sometimes feel like a “jack of all trades", but I'd call myself a digital business strategist.
I've been lucky to work across a spectrum of corporate leadership, consulting, and advisory roles, which has given me a unique perspective on the challenges businesses face. Right now, my focus is on digital transformation—everything from shaping digital strategy to building strong teams and helping companies future-proof with AI in mind.
A big part of my work is helping leaders and organisations keep up with the pace of change. I often work on cutting through bureaucracy, modernising systems, or improving decision-making, and I help my clients tackle their plans, rethink roles, and build strategies that make them more agile and adaptable.
This work has been incredibly rewarding. Every client and challenge is different, and I love collaborating with such a diverse range of businesses. Over the past year, I've partnered with companies in professional services, health tech, and wellness, and I find so much fulfillment in bringing people along on the journey. It's the perfect mix of problem-solving, creativity, and strategic thinking.
What do you love about working in digital?
The pace, the innovation, and the sheer variety. There's something electrifying about working in a field where the landscape can shift overnight (along with your role). I find it intellectually stimulating. It forces me to stay curious; there's always something new to learn or explore. I always say that digital keeps me learning whether I am in the mood for it or not.
What are the major differences between being a consultant and leading a digital team?
Leading a team is about nurturing talent, building a shared vision, and creating a culture where everyone thrives. Consulting, on the other hand, is about zooming out, offering strategic insight and empowering leaders to tackle challenges with a fresh perspective. While leading is hands-on and immersive, consulting lets me be more objective and big-picture-focused. I enjoy the balance of both approaches, as each satisfies different parts of my skill set.
What are the common challenges you see in digital leadership?
Agility—or the lack of it—is a significant challenge in digital leadership. Companies and leaders are struggling to adapt quickly to the relentless pace of change (primarily due to bureaucracy, outdated systems, or slow decision-making). As leaders, we are expected to deliver those results, yet I still see so much failure to adapt roles or seek help early enough, which only adds to the pressure of staying "always on." This is where I've been able to add the most value to my clients.
Another issue is our collective obsession with metrics. We've become so consumed by tracking and reporting every single data point that we often lose sight of what truly matters. The sheer madness of trying to interpret every metric in the funnel—most of which provide little actionable value—is exhausting. The granularity of metrics is often forced on us, and while it has its place, I find it increasingly frustrating that the industry hasn't shifted its focus. We need to prioritise smarter, more meaningful data that drives better decision-making rather than getting bogged down by the noise.
In your view, what's the most important trait of a successful team?
Trust. Without it, you can't weather the hard days or achieve real collaboration. Borrowing from Patrick Lencioni's philosophy, trust allows team members to be vulnerable, take risks, and lean on each other in pursuit of shared goals. It's the foundation of any high-performing team.
But trust alone isn't enough—it must exist within an environment where collaboration and shared vision are prioritised. A successful team isn't just a collection of talented individuals; it's a group that creates synergy, producing results far greater than the sum of its parts.
What's the best piece of career advice you've received?
Work for brands that align with your values. Principles are your compass. (Advice I’ve not always taken seriously, but retrospectively wish I had)
Don't fear sideways moves. Skills trump titles in the long run.
Be the person who delivers results. Promises don't count; outcomes do.
Favourite advice: there's no such thing as Luck. Luck is preparation meeting opportunity. Keep investing in yourself so you're ready when the right moment comes.
Which trend do you expect to dominate in 2025 and beyond?
AI will continue integrating by taking over repetitive tasks, particularly in digital marketing. It will accelerate things like predictive analytics, hyper-personalised customer journeys, and campaign optimisation. I think the big opportunity lies in rethinking our business models entirely, leveraging AI to enhance workflows, and creating new value propositions. As leaders, we must prepare by upskilling teams, fostering a culture of curiosity, and integrating AI to drive both innovation and long-term impact.
The truth is - if we're not investing in upskilling our teams we are setting them up for failure.
Tell us about your best success story.
One of my proudest moments was creating the award-winning Womanhood Documentary campaign with Vice for 1st for Women. It wasn't just a campaign—it was storytelling at its finest, resonating with audiences on a deeply personal level. It earned two Silver awards at the Dubai Lynx Festival.
The reason this is close to my heart wasn't the awards it won; it became such an emotional journey for everyone involved in its creation. It started as a way to drive meaningful digital engagement, but the process of filming, editing and getting it live was such a journey. It's such a raw and beautiful story, and it hit the hearts of women all over South Africa. This is the first campaign I've done that didn't have "driving sales" as its key metric (imagine justifying that spend to the CEO?); it was about pure, honest storytelling. That was my "aha" moment where I understood that you can spend all the money you want on digital, but if the brand has no meaning resonating with the person engaging with it, you will always be paying money to fill a leaking "leads and sales" bucket.
How would your colleagues describe you?
My colleagues would probably say I'm results-driven with a collaborative spirit. I bring energy to any project and have an uncanny ability to "get things over the line" long after others have moved on. My persistence and focus make me the go-to person for solving complex challenges.
I think my clients would say I'm insightful, reliable, and solution-oriented. They know I take the time to understand their needs and won't rest until we've delivered meaningful outcomes.
What's your plan for the future?
I want to formalise my passion for helping businesses strategise and problem-solve into a long-term advisory career. I've loved working with teams to navigate challenges and build sustainable growth, and I see myself continuing to focus on this for years to come.
What would you be doing if you weren't in this career?
I'd likely still be in a strategy and advisory role. I love helping businesses and leaders grow. If not marketing, I'd pivot toward leadership and culture transformation - both areas I'm deeply passionate about. Great leadership shapes the future of any organisation, and I'd love to contribute to that.
Connect with Ashleigh on LinkedIn
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