Cicero & Bernay (C&B) is hitting its 2oth at a time when the communications industry is being rewired by data, sharper audience expectations, and a region that rarely sits still. For founder and CEO Ahmad Itani, the milestone isn’t a victory lap, it’s a checkpoint. Two decades of work have taken C&B from the early days of basic digital adoption to an integrated advisory practice that blends strategy, design, cultural intelligence, and behavioural insight.
The firm’s refreshed identity, “Empowered by Facts”, signals how it wants to operate in its next chapter, where trust is earned through clarity and proof, not volume.
In this conversation, Itani reflects on the company’s evolution, the thinking behind the new positioning, and how C&B plans to stay relevant as the communications landscape continues to evolve.
As C&B celebrates 20 years, what does this milestone represent for the company and its partners across the region?
Twenty years means growth in every sense. The company has evolved in tandem with the region’s changes, through market swings, digital leaps, and now, a more intelligent approach to communication. What stands out most are the relationships that have made this journey with us. Many go back to the early days, when “digital” meant having a website that actually worked. We grew up together and, as a result, built a kind of trust that doesn’t need to be written into contracts.
What’s exciting now is the momentum around us. The work keeps growing, shaped by the region’s pace and the future we see coming. To be honest, we wouldn’t have it any other way.
Our new philosophy – ‘Empowered by Facts’ – captures that mindset. It’s our way of saying we’d rather show proof than promise. It’s the confidence that comes from doing the homework and earning the right to have an opinion. That’s what the twenty years really represent.
Why did you choose to evolve the brand now, and what is the strategic thinking behind your new positioning?
Change is built into the nature of what we do. Communication moves fast. It always has. We adapt, we respond, we navigate crises, and we keep moving forward. After twenty years, it felt right to stop for a moment and look at how far both the company and the industry have come. The landscape has shifted completely. The pace is faster, the tools are smarter, and audiences expect more from every message. Standing still isn’t part of the job.
For us, this new identity is about alignment
The work has been evolving for years, bringing strategy, design, and digital intelligence together in ways that now define how we think. Empowered by Facts simply gives that progress a voice. It reflects a way of working that grows through insight and turns clarity into action.
How does the new identity strengthen C&B’s role as a true strategic advisor rather than a traditional communications agency?
It’s about where the conversation begins. Most agencies jump straight to what to say. We’re more interested in what’s really going on and what will actually make a difference. That’s where the real work starts.
Over the years, what we do has grown into something far bigger than PR. It moves across strategy, design, digital intelligence, creative thinking, and even behavioural insight. Each piece adds another layer. You can’t shape influence without understanding data, and you can’t make sense of data without understanding people. That’s what integration means for us.
Clients come to us to understand what’s really happening and figure out the right way forward. That’s the space we want to stay in, where honesty and good judgment matter more than noise.
C&B has a presence in 35 markets
What differentiates your advisory approach and enables long-term relationships with brands across diverse cultures? Our strength comes from being truly present. When we say we operate in 35 markets, we actually mean it. It’s people on the ground who understand how their communities think, speak, and respond. They’re part of the culture they work in, and that gives every piece of advice more weight.
Each market has its own rhythm and its own way of telling stories. Our team in Saudi shares what’s driving conversations before they even trend.
In Egypt, humour shapes how people see brands, so we listen for tone as much as message.
In North Africa, storytelling feels more personal and grounded in craft. Those local truths shape how we advise and keep our relationships authentic.
What is the biggest shift you see coming in the communications landscape, and how is C&B preparing clients for what’s next?
The biggest change we’re seeing isn’t about tools or trends. It’s about trust. Audiences want to know if a brand means what it says, and they can tell when it doesn’t. Communication has become less about crafting stories and more about proving them.
We’re helping clients adjust to that reality. That starts with being honest about what they stand for and having the evidence to back it up. It also means understanding how people actually feel, not just what the data says. Our teams bring those two sides together so brands can respond with context.
Your upcoming annual ESG report continues to gain regional traction. How do you see ESG shaping the future of communications in the GCC?
Across the region, the conversation has shifted from philanthropy to accountability, from showing good intentions to proving real impact. When companies talk about going paperless or improving workplace wellbeing, they’re no longer describing side projects. They’re showcasing their internal culture.
Communication itself becomes a form of governance. Every disclosure, infographic, and case study in this report tells a story of transparency becoming part of how brands speak. Environmental progress is now shared with the same confidence as financial results. Social action shows up in how companies invest in their communities and open doors through fairer hiring practices.
For us, this shift changes the work entirely
It’s no longer about “doing good”. It’s about systems that hold up to scrutiny and stories that stand on proof. As more organisations across the GCC adopt this way of thinking, the language of business will continue to evolve.
How does the UAE compare to the rest of the region in terms of comprehensive ESG integration?
The UAE remains the regional frontrunner, with 60 per cent of companies addressing all three ESG pillars simultaneously, the highest rate in the MENA region. The UAE’s consistent leadership aligns with its broader ambitions under UAE Net Zero 2050 and the We the UAE 2031 Vision.
This demonstrates a clear national shift from basic compliance to embedding sustainability into long-term business strategy. The broader regional average sits lower, with just over 52 per cent of firms across MENA supporting all three ESG pillars in equal measure.
UAE companies are increasingly making ESG a participatory, organisation-wide effort. The report shows that 71 per cent of UAE enterprises actively involve employees in ESG programmes, and 67 per cent support volunteering initiatives linked to corporate sustainability goals.
This internal engagement feeds directly into performance outcomes
Additionally, 74 per cent of executives across MENA say ESG directly influences brand value, signalling a shift from ESG as a moral obligation to a driver of competitive advantage.
Looking ahead, what is your vision for C&B’s and the impact you aim to drive in the industry?
Embracing all the new digital tools we have at our disposal matters, but insight still begins with people. The ones who spot what the algorithm misses and find meaning in the margins. Data tells a story. But we’re the interpreters ready to translate it (with coffee in hand).
We’ve built an environment where technology amplifies intuition. Think less Black Mirror, more Better Mirror: a version of the future that actually reflects the human side of intelligence.
My vision for C&B’s next chapter is to be the name people call when things get complicated – the partner that connects the dots and brings the much-needed perspective.