When Anish Daryani bought out the joint venture he helped build under M&C Saatchi Indonesia, it wasn’t just a strategic move — it was a bet on people, purpose, and potential.
In relaunching as Moonfolks, he and his co-founders weren’t simply rebranding a company; they were reimagining what an agency could be in today’s fragmented and fast-moving marketing landscape.
The journey that followed reveals how challenges became launchpads, how “audacious commerce” is reshaping client-agency relationships, and why culture remains the true engine behind Moonfolks’ growth and global recognition.
Highlights
The Story Behind Moonfolks
Q: Can you take us back to the origins of Moonfolks? What sparked its creation and shaped its identity?
A: Our agency began as a joint venture with M&C Saatchi Group. While we had autonomy in running the business, we felt the need for more agility to stay competitive in Indonesia’s dynamic market. That led us to acquire the JV.
We retained our licenses, clients, and — most importantly — our team. But rebranding was one of the hardest challenges of my career. As someone who had launched dozens of brands, I knew the stakes. My co-founders and I spent sleepless nights debating names until “Moonfolks” clicked.
It captured everything we stood for: audacity, agility, inclusivity, innovation, and being about the “folks” — our talent and the people we care about most. When you’re launching an agency in 2024, you don’t just need ideas out of the box — you need ideas out of this world. Moonfolks promised exactly that.
From JV to Independence
Q: Moonfolks emerged from your acquisition of M&C Saatchi Indonesia. What mindset shift was required to go from leading an agency to building your own from the ground up?
A: In truth, we had already built M&C Saatchi Indonesia from scratch. It was just the three co-founders — Dami, Elki, and me — working out of a small private office in a co-working space. That office was one-third the size of our current conference room.
By the time we acquired the JV, we had grown into a 100-strong team. The mindset shift came from a candid client conversation. They told me, “I don’t care if you called yourselves ‘Onions,’ as long as you and your team work on my business.” That was reassuring and humbling. It proved clients chose us for who we were, our values, and what we delivered — not for the network logo on our door.
Audacious Commerce: Purpose at the Core
Q: “Audacious Commerce” is a bold concept at the core of Moonfolks. How does this approach challenge traditional agency-client dynamics, especially in Southeast Asia?
A: I’ve always believed the core reason companies build brands is to sell more. Demand creation fuels economies, builds aspiration, and delivers satisfaction.
While most agencies talk about creativity, we chose to differentiate by putting commerce at the center. This makes us more meaningful to brand owners and gives us accountability for clients’ media spend.
That realization led to our vision: “To be the most effective agency in the world.” Ambitious, yes — but it keeps us sharp. Along the way, we’ve achieved milestones: winning Global Social Media Agency of the Year, being named Best Place to Work in APAC, taking home countless Southeast Asia Agency of the Year Awards, and even winning Indonesia’s first-ever Cannes Lion for Sustainable Development Goals with our campaign to stop child marriage.
Our “Audacious Commerce Framework” delivers on this vision by linking every discipline back to business outcomes:
- Branding & Advertising → Brand Purpose to Commerce
- Digital → Content to Commerce
- Shopper & Activation → Brand Experience to Commerce
- PR & Influence → Reputation to Commerce
- Media → Connections to Commerce
And with our partnership with Havas, we now deliver a full-stack offering through Havas Moonfolks.
Reuniting Creative, Media, and Data
Q: With the launch of Havas Moonfolks, how are you reimagining the creative-media-data triad to drive real business results — not just brand buzz?
A: For too long, media and creative have been split. We’re bringing them back together.
I’ve sat through countless multi-agency reviews where brand and media strategies were completely disconnected — a waste of client resources. Procurement teams try to play conductor, but with agencies squeezed on budgets, what you get isn’t music, it’s noise. Agencies, even from the same holding group, often act as rivals.
Our Audacious Commerce Framework solves this. With one P&L, client priorities come first. Teams work in synergy instead of silos, delivering effectiveness and efficiency together.
Clients like Agoda, GSK, Bel, Webull, Primafood, and Triv are living proof of how this model works at scale.
Giving Back Through Advocacy
Q: You wear many hats — from founder to industry leader at IndCham and BritCham. How do your roles outside Moonfolks shape your perspective as a business builder in Indonesia?
A: The business environment has many variables. You can either be a bystander or take an active role in policy advocacy. I chose the latter.
Sitting at the table with CEOs from diverse sectors gives me a perspective you can’t gain alone. As industry boards, we often get first-hand information from policymakers and have the chance to share feedback during early stages. Extending the industry’s voice to decision makers creates solutions where none might exist.
The industry has given me so much. Realizing I can give back — by contributing to stronger policies and growth — helps me sleep better.
Tested by Conviction
Q: Looking back over the 7+ years of building Moonfolks, what’s one decision that deeply tested your conviction — and how did you grow from it?
A: Every business faces challenges.
Early on, we struggled with scaling fast enough. Talent was abundant, but not always aligned with our standards. We chose to slow down, prioritizing quality and sustainable growth over speed.
Then came Covid. We had just celebrated our 3rd anniversary when budgets were cut overnight. It could have been curtains for us. But we went back to our strength — digital-first thinking — and helped clients transform offline commerce into digital sales. By the time Covid ended, our team had tripled.
In 2022, returning to the office brought another challenge: culture dilution. Growing threefold meant many new people didn’t share our roots. After a few pitch losses, we knew something had to change. In January 2023, we rebooted our culture with a 4-day offsite in Bali, guided by culture coach Avi Liran. We returned not just as colleagues, but as a team — aligned and motivated. The results followed: 13 pitch wins in a row and our best business year yet.
By 2024, we bought out our JV with M&C Saatchi and relaunched as Moonfolks. Independence came with new perceptions — some prospects treated us as a “local, cheap” agency. But we proved them wrong. Our campaigns won 6 Southeast Asia Agency of the Year titles, 3 Cannes shortlists, and media acclaim. We made our point audaciously.
Final Thoughts: Building Moonfolks, Audaciously
For Anish Daryani, two achievements stand out: winning the Best Place to Work in APAC, which helped attract and retain top talent, and Moonfolks’ debut as the most awarded independent agency in Indonesia at the Campaign Asia Agency of the Year Awards 2024.
But beyond awards, Anish’s journey reflects conviction, resilience, and audacity. From weathering Covid to rebuilding culture, from independence to scaling globally with Havas, Moonfolks is proof that bold ideas backed by strong values can thrive.
As Anish puts it: “In business, like in life, curveballs will come. But in our own audacious way, we’ll always find a way to smash them out of the park.”
Highlights
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