Interview with Mikhail Ulianchenko, Digital Director at Asteri in Saudi Arabia, ex-Head of Digital Projects at Alrosa, ex-CDO of L’Oréal’s Dermatological Beauty division
In a world of rapidly evolving markets and accelerated digital transformation, businesses need more than just skilled managers — they need leaders with multidisciplinary and multicultural experience. Mikhail Ulianchenko shares his insights on strategic marketing in global and local companies, the maturity of e-commerce in the MENA region, and the trends reshaping the beauty industry.
— What lessons have you learned from working in companies with different corporate cultures? How does the approach to strategic marketing differ between local businesses and global corporations?
— I'm grateful for the opportunity to work across companies of very different scales — from startups to global corporations, from family-run businesses to state-affiliated enterprises.
This experience exposed me to a wide spectrum of business approaches, particularly in marketing, communication styles, values, and priorities, which helped shape my sense of corporate culture.
When a company has a long-term marketing strategy — which is not always the case — the approach typically varies in two key areas: the foundation for the strategy and the way the strategic process is managed.
In large corporations, strategies are usually data-driven — built on analytics, hypothesis testing, and solid forecasting. In local businesses, long-term strategies often reflect the personal vision of the founder, and they may shift significantly over time.
Managing strategy in a large or state-run international enterprise feels like steering an ocean liner — a huge effort just to make a one-degree turn. Meanwhile, in smaller private or local businesses, there’s often a chance to make a real strategic impact. You have more room to adjust or even rewrite the strategy — though the risk of making the wrong call is also much higher.
— What are the three biggest shifts in consumer behavior you've observed in digital beauty in recent years?
— First, consumers are increasingly driven by constant promotions and discounts. Many companies chase short-term revenue at the expense of long-term value, which devalues the category’s price perception among consumers and ultimately declines profitability for everyone. Unfortunately, this pattern holds true across all categories on global markets.
Second, the average beauty consumer is getting younger. Social media, short-form video, interactive content, and seamless shopping solutions, like one-click purchasing, have an enormous influence. TikTok Shop, for instance, is now a leading shopping platform in many countries—unthinkable for older generations who prefer a more rational, more considered path to purchase.
Third, personalization has become a primary expectation. This trend has made its way into the beauty industry from other sectors. Today, consumers expect tailored experiences at every touchpoint — from customized recommendations and virtual diagnostics to loyalty programs and digital shelf space that feel truly personal.
— How would you assess the maturity of e-commerce in the MENA beauty market compared to other regions like China or the U.S.?
— Across MENA, e-commerce penetration remains relatively low — especially compared to other regions — while cross-border purchases make up a significant share. But it’s important to note that the MENA region is highly fragmented — every country has its own unique nuances.
Take Saudi Arabia, for example. The population is young, digitally native, and open to experimentation. Social media significantly drives online purchasing behavior. However, the country is still in a rapid development phase, and e-commerce — especially in beauty — is still emerging.
The UAE is a more mature, multicultural market with a hyper-competitive, advertising-heavy environment. In some ways, it resembles the U.S. On the other hand, China stands out as the most advanced yet culturally unique beauty e-commerce market.
MENA markets are still undergoing e-commerce transformation. More and more beauty players are entering the region and shaping its commercial landscape. For example, Ulta Beauty recently announced regional expansion with the support of Alshaya Group. Local champions like NiceOne in Saudi Arabia and Boutiqaat in Kuwait are actively reshaping consumer behavior toward online shopping.
— What current beauty trends do you find particularly promising or underrated?
— Several trends stand out to me and offer strong business potential:
- Focus on scientific R&D. More brands are particularly investing in biotech and long-term science-based development. We’re also seeing a merging of categories: skincare with makeup properties, or makeup products infused with skincare benefits.
- Younger consumers. Generation Alpha is engaging with beauty as early as age eight — an age that’s twice as young as when millennials began exploring the category. This opens up major opportunities for product innovation tailored to younger skin.
We’re also seeing brands differentiating based on their core audience — some going all-in on a younger audience, while others focus solely on longevity and aging-related products.
- Beauty-tech. There’s a growing wave of beauty-tech innovation — from AI-powered diagnostics, both in software and physical devices, to at-home skincare tools that previously existed only in professional clinics. Now, these solutions are just a few clicks away.
— What was the most difficult marketing project in your career — and why?
— I wouldn’t call it difficult — more like challenging. I find a task demanding when it’s new, involves many stakeholders with conflicting views, or comes with serious time pressure.
Early in my career, I had to redesign the marketing department and processes for a major B2B home appliance distributor. It really stretched my skill set — while I had leadership experience, it was my first time stepping in as a marketing director, and in a completely unfamiliar industry.
A while ago, I faced a similar challenge — building the marketing function from scratch, including its strategic layer. On one hand, that was familiar. On the other, the timeline was tight — just a few weeks to deliver, while juggling.
Every challenge like that has helped me shape into a better version of myself, and for that, I’m grateful.
— How do you successfully manage multicultural teams and cross-regional projects?
— We may come from different cultures, but at our core, we’re all human — and one of the deepest human needs is to be heard. So I focus first on listening — truly listening — to both my team and myself, and creating a safe space for open feedback, in the format and rhythm that feels most natural to each person.
I also prioritize creating environments where team members can share ideas — and cultures. In my current team, we organize informal ‘Country Days’, where each member presents their country, cultural background, and personal traditions.
That brings me to another crucial point. Understand the context you’re in — and the people you’re working with. Take time to learn about the country and culture you’re operating in.
If your next step is into a multicultural context, there’s a wealth of great resources that can help you prepare: Erin Meyer’s 'The Culture Map', Geert Hofstede’s cultural dimensions, or even books on regional history — the latter helped me immensely when moving to the Middle East.
— What surprised you about professional culture in the Middle East? What myths about working in Saudi Arabia would you debunk?
— I moved to Saudi Arabia two years ago, knowing it would be a very different professional experience. The biggest myths I heard were about the region being closed-off and overly restricted. Other than the alcohol restrictions, those turned out to be myths. Saudi Arabia is open, welcoming, and culturally rich.
That said, professional culture here varies depending on your workplace. If you're in a multinational corporation, the work environment is largely consistent with other regions. But in private local businesses, it can be quite different.
Some cultural adjustments were unexpected — a completely different approach to time, longer decision-making cycles, and a deeply rooted conservative culture. It’s unfamiliar, but there's so much to learn.
— What does leadership mean to you today — and how does it show up in your day-to-day work?
— Countless books have been written about what leadership is — and what it should be. And yet, I’m still searching for a definition that truly resonates. The world changes rapidly, and every business model has its own leadership dynamics.
I believe leadership isn’t a one-size-fits-all concept. There are many valid models and styles, and each of us can find one that fits our talents. The success of that choice is ultimately reflected in the results we deliver and the strength of the team we build.
What works best for me is a “freedom within frame” approach. I give my team full freedom within clearly defined goals and boundaries. My role is to hold the vision while maintaining structure and strategic alignment.
I apply the same mindset to working with stakeholders. Generating ideas and testing hypotheses is welcome, as long as we remain anchored in a strategic system.
I always welcome constructive feedback and reflect on outcomes. As Yoda might say, “Always pass on what you have learned.”
A big thank you to Mikhail for sharing such thoughtful insights at the intersection of marketing, e-commerce, and leadership.
At Be-EXEC, we help companies find leaders who drive transformation, scale businesses, and build high-performing teams across international markets. If you’re looking for a leader who not only manages but truly inspires — bringing together strategy, people, and culture — let’s talk about how we can support your growth.
