Purpose, Passion, and Pivot: A Deep Dive with Onward Co-Founder Anna Öhrling

In an era defined by rapid technological disruption and shifting cultural values, the advertising industry finds itself at a crossroads. For some, the path forward is paved with automation and lean, data-driven efficiency. For leaders like Anna Öhrling, however, the future of the industry relies on a return to human-centric storytelling and a radical commitment to sustainability.

As the co-founder and CEO of the impact agency Onward, Öhrling has spent her career bridging the gap between commercial creativity and genuine social responsibility. Having cut her teeth at agencies like Revolt—where she spearheaded sustainability strategies for global titans such as Mars, L’Oréal, and Danone—Öhrling launched Onward in 2025 with a clear mission: to prove that brands can be both profitable and purposeful.

The Architect of Purpose: A Professional Chronology

Anna Öhrling’s career is not a linear climb, but rather a deliberate series of pivots. Her trajectory offers a blueprint for navigating the modern creative landscape, where traditional agency structures are increasingly challenged by boutique, value-driven models.

Early Foundations and Agency Life

Öhrling’s formative years were spent in the high-stakes environment of traditional advertising. During the post-2008 economic landscape, conventional wisdom dictated a strategy of stability: find a reputable agency, climb the ladder, and prioritize security. It was a time when the industry was still reeling from global financial instability, and risk-taking was often discouraged in favor of maintaining the status quo.

The Sustainability Pivot

Recognizing that the traditional advertising model was failing to address the growing climate and social crises, Öhrling made a significant shift. She stepped away from mainstream roles to pursue an MSc in Sustainability and Social Innovation. This academic pivot provided the intellectual framework for her future work, allowing her to view brand communication through the lens of systemic change rather than just consumer acquisition.

The Launch of Onward

Following a period of independent consulting, Öhrling co-founded Onward in 2025. The agency was born out of a realization that impact-led projects required a collaborative, partner-driven approach. Since its inception, Onward has focused on helping brands move beyond performative CSR (Corporate Social Responsibility) toward genuine, measurable social contribution. Her move to Amsterdam—partially spurred by her desire to find a new perspective after the geopolitical shifts of Brexit—marked the beginning of a truly international chapter for the agency.

The Economic and Cultural Case for Human-Centricity

While the rise of Artificial Intelligence (AI) has promised to streamline creative workflows, Öhrling warns against the potential "hollowing out" of agency talent. In her view, the economic benefits of automation—namely speed and cost-reduction—are being prioritized at the expense of long-term industry viability.

The "Junior Talent" Crisis

Öhrling maintains that the industry is at risk of losing its heartbeat by neglecting the development of junior talent. "It’s so tempting right now to just let AI do the things juniors used to do," she explains. "But the thing is, we’re losing something we can’t get back: the curiosity, the person who hasn’t yet learned what’s ‘not done.’"

Data from across the creative sector suggests that while AI tools excel at iteration, they struggle with genuine disruption. Junior creatives provide the "naive" questions that often lead to the most breakthrough ideas. By replacing these roles with LLMs (Large Language Models), agencies risk creating a loop of stale, derivative content that mimics past successes without ever challenging the status quo.

The Business of Being Creative

One of the most persistent issues in the creative industries is the "skills gap" regarding business literacy. Öhrling argues that for creatives to truly influence the direction of brands, they must understand the mechanics of the boardroom.

"Anyone who wants to grow within an agency… deserves to learn the basics: client relationships, cash flow, contracts, hiring, new business and margins," she notes. Her philosophy is simple: empowerment comes from knowledge. When a creative understands how a business generates value, they are better equipped to argue for, and execute, high-impact campaigns that serve both the brand and society.

Redefining Brand Engagement: Beyond the Product

The core of Onward’s strategy is a shift in the value proposition. Öhrling advocates for brands to offer "utility" as the primary vehicle for connection.

The Utility Model

In a crowded market, traditional advertising (ads that simply promote a product) is often tuned out by consumers. Öhrling suggests that brands should instead aim to improve the consumer’s day. Whether through providing access to education, fighting for policy change, or offering tools for financial or social navigation, the brand becomes a partner rather than a predator.

She points to initiatives like the Galaxy "Un-humble Project" as a gold standard. By providing women with resources for self-promotion, the brand moved from simply selling chocolate to providing a tangible service. This approach fosters a deeper, more resilient emotional connection than a 30-second spot ever could.

Implications: The Strength of "Subject to Change"

If Öhrling were to write an autobiography, she would title it Subject to Change. This title serves as both a personal mantra and a warning to the industry at large.

Embracing Volatility as a Strategic Asset

The traditional agency model is often rigid, built on long-term retainers and static strategies. Öhrling’s career demonstrates that adaptability is a form of professional resilience. The ability to look at a successful path and declare, "This isn’t right anymore," is, in her view, a sign of strength rather than instability.

For the broader industry, this implies a move toward:

1. Agile Structures: Moving away from monolithic, slow-moving agency hierarchies toward more nimble, project-based impact teams.
2. Values-Based Recruitment: Prioritizing talent that brings not just technical skill, but a moral and intellectual curiosity that can challenge the agency’s internal bias.
3. Radical Transparency: Brands must prove their impact. As consumers become more sophisticated, the "greenwashing" of the past decade is increasingly being met with skepticism. Authentic impact is now a business imperative, not just a marketing bonus.

Conclusion

Anna Öhrling’s work at Onward represents a crucial recalibration of the creative industry. By prioritizing the development of young, curious minds, advocating for financial literacy among creatives, and insisting that brands must offer tangible utility, she is carving out a new path.

As the industry continues to grapple with the existential questions posed by AI and the climate crisis, the lesson from Onward is clear: the most effective way to build a future-proof brand is to ensure that the people behind the work—and the communities they serve—remain the primary focus. In an uncertain world, the ability to change, to learn, and to pivot remains the most valuable asset a creative can possess.

To learn more about the work being done at Onward, visit weareonward.co.