SUNO Creators

Where Creativity, People and Technology Converge

In the fast-paced world of advertising, where creativity and constant reinvention go hand in hand, people challenges are as dynamic as the industry itself.

My name is Jonathan Franklin, and I bring over a decade of experience in Human Resources, working at the intersection of strategy, culture, and people development across Latin America. Today, I serve as Head of People at SUNO United Creators, a highly awarded advertising agency recognized for its effectiveness and its work with major brands across different industries.

In this context, one belief guides everything we do. There is no creativity without people.

We do not just work with talent. We work with ideas. And ideas only exist in environments where people feel challenged, supported, and inspired to do their best work.

This is where the intersection of Artificial Intelligence and People Analytics begins to reshape how we think about People strategy.

The Shift from Reactive Decisions to Data-Driven Strategy

For many years, HR in the advertising industry operated between intuition and urgency. Decisions needed to be made quickly, often based on experience and immediate business needs. While this agility remains important, it is no longer sufficient in increasingly complex and data driven environments.

AI has started to change this dynamic.

By automating operational processes such as resume screening, interview scheduling, and employee journey tracking, AI allows People teams to reduce time spent on repetitive tasks. The real value, however, goes beyond efficiency. It creates focus.

With more time available, HR leaders can move closer to the business, support leadership more effectively and deepen their understanding of people and organizational dynamics.

However, automation alone does not equal transformation.

The real shift happens when this operational efficiency is combined with a structured and continuous People Analytics approach.

Instead of looking at data only retrospectively, organizations can now build continuous KPI journeys that follow the full employee lifecycle, from hiring to development, performance and retention.

In an industry like advertising, where turnover is naturally high and team structures evolve quickly, this level of visibility is essential.

I experienced this shift very directly in my own journey.

Building Influence through Metrics and Measurable Impact

For a long time, our People area faced challenges in gaining traction for new ideas. Proposals around new tools, processes, or initiatives were often perceived as suggestions rather than strategic contributions. There was limited space to experiment and even less room to influence decision making at a broader level.

“We do not just work with talent. We work with ideas. And ideas only exist in environments where people feel challenged, supported and inspired to do their best work.”

At some point, I realized the issue was not the ideas themselves, but how we were positioning them.

We lacked a strong foundation in data. Our arguments were often based on experience and intuition, but not consistently supported by clear metrics or business impact. Without that connection, People strategy was often seen as separate from the overall business strategy.

When I formally stepped into leading the area, this became a priority.

We started to bring data into the center of our conversations. Instead of presenting ideas, we began presenting analyses. Instead of asking for space, we demonstrated impact. Every proposal became connected to KPIs, business outcomes and long term strategy.

That shift changed everything.

The People function started to be seen differently. We moved from being perceived as a support area to becoming a strategic partner. With that came more voice, more trust and more freedom to propose new paths.

It also opened the door for investment. We expanded our scope, explored areas that had not previously been prioritized and positioned them as essential for the sustainability of the business.

This is where data stops being just information. It becomes a tool for transformation, accountability, and better decision making.

One of the most meaningful impacts of this evolution can be seen in Diversity, Equity and Inclusion.

From Data to Impact: Using AI to Build Fairer, More Inclusive Workplaces

When AI and People Analytics are used responsibly, they enable more precise and informed decisions. Instead of relying on assumptions, organizations can identify representation gaps more clearly, track equity across the employee lifecycle and design more targeted and effective development initiatives.

This shifts diversity from intention to measurable progress.

At the same time, this transformation requires attention.

AI is not neutral. It learns from historical data, which means it can replicate patterns that organizations should be actively working to change.

This makes the role of People leadership even more critical.

It is not only about adopting new technologies. It is about ensuring they are used with intention and responsibility. That efficiency does not override fairness. That scale does not remove context. And that decisions remain, above all, human.

In the advertising industry, this responsibility becomes even more relevant.

The way organizations hire, develop and retain people directly influences the ideas they create and the messages they bring into the world. Building inclusive and healthy environments internally is not just an organizational priority. It is part of the broader impact the industry has on society.

Throughout my journey, one thing has become clear.

The real power of AI and People Analytics does not lie in the tools themselves. It lies in how intentionally they are used.

To build fairer environments.

To enable better decision making.

To unlock what is most valuable in any organization. People.

Because in the end, technology will always scale whatever we feed into it.

And in an industry where creativity is the core asset, this leads us to an inevitable question.

Are we using data and technology simply to accelerate processes, or are we truly expanding human potential?