Article first published in Propmark on August 3, 2026. 

Independent for more than six decades, Propeg has found its own way to balance autonomy with access to global expertise. Vitor Barros, CEO of Propeg, sums it up in a simple phrase: “Local independence, global collaboration.” Through its membership in Worldwide Partners (WPI), an international network of one hundred independent agencies across 50 markets, the agency demonstrates, according to Barros, that independence does not mean being disconnected from trends, innovation, or the cultural zeitgeist.

The CEO draws a direct cause-and-effect relationship: “Relationships depend on trust. And trust depends on delivery. It doesn’t depend on being part of a network, on technology, on tools, or on having offices on Madison Avenue or London’s South Bank.”

He also associates independence with greater freedom of choice. “Instead of having to adapt to platforms designed to speak English or Mandarin.”

According to Barros, “Independence doesn’t come with the burden of funding obscure or distant corporate overheads.”

Barros also offers a critical perspective on the advertising industry. In his view, the sector was built by outstanding creative talents who transformed their agencies into iconic brands. He explains:

“Over time, many of these agencies were integrated into holding groups, becoming houses of brands that competed with one another while sharing infrastructure but preserving their own identity and personality. In recent years, however, driven by investor pressure, these conglomerates have gradually shut down many of those iconic brands and consolidated their operations—in the classic case of the shoemaker’s children going barefoot.”

According to him, the consequences are evident: a loss of identity, increasingly standardized work, and clear creative and strategic disadvantages for clients.

Despite Propeg’s more than 60-year history, Barros believes that its legacy alone does not guarantee its future. Experience matters, he says, but it must be accompanied by transformation.

In recent years, according to the executive, the agency has made a deliberate decision to invest in people.

“The arrival of Fabio Fernandes as our strategic consultant and the strengthening of our São Paulo operation are part of that journey. More than simply hiring talented professionals, we wanted to bring together people who share the ambition of building an even more creative Propeg.”

It was within this context that the agency launched its new positioning, “Let’s Invert the Logic,” presented as a way of challenging conventional thinking, questioning established models, and placing creativity and strategy at the center of every decision.

In Barros’ assessment, this philosophy applies equally to public- and private-sector clients. He argues that while people think with their wallets, they act with their hearts. For that reason, Propeg says it creates work not only for consumers, but also for citizens.

“Whether we’re working for Petrobras or Ambev, Caixa Econômica or 3M, Embratur or Neoenergia, our role is to identify what is resonating in culture before buying into standardized formats.”

The agency points to several recent campaigns as examples of this approach. In “Enemies of the End,” created for Neoenergia, Propeg partnered with musicians Alceu Valença and BaianaSystem to use music as a platform for raising awareness about electrical safety during Carnival celebrations.

In “Little Lion,” created for Sister Dulce, Propeg reimagined Brazil’s iconic income tax lion as part of a donation campaign. According to the agency, the initiative generated a 71.2% increase in donations compared with the previous year.

Meanwhile, “The Non-Campaign,” developed for Mega da Virada on behalf of CAIXA Lotteries, relied on humor and, according to Propeg, exceeded the advertised jackpot by nearly 10%.

Barros believes that many independent agencies have grown stronger and become too large to be acquired. At the same time, he argues that international holding groups have lost part of both their appetite and their financial capacity for acquisitions.

If he could choose one change to unlock the full potential of independent agencies in Brazil, Barros’ answer would be simple: courage.

In his view, more CMOs should consistently place their trust in independent agencies and demonstrate that it is possible to achieve highly creative and effective work without paying a premium.

“I know that replacing a multinational agency with an independent one can feel like a leap into the unknown. But experience shows it’s a decision worth making.”