By Sarang Sheth
Every week, Yanko Design’s podcast Design Mindset powered by KeyShot brings you conversations with design leaders who are shaping how products, brands, and experiences connect with people around the world. Hosted by Radhika, the show explores the intersection of design thinking, strategic communication, and the human stories behind successful brands. Whether you’re a designer, entrepreneur, or simply curious about how intentional design shapes our world, this weekly series offers insights you won’t find anywhere else.
In episode 12, Radhika sits down with Chris Pereira, founder and CEO of iMpact, a China-Western communications and go-to-market firm based in Shenzhen. With nearly two decades in China, fluency in Mandarin, and a notable stint as a Huawei PR leader, Chris brings a rare perspective to the table. Named one of Forbes India’s Top 30 Globalization Innovators, he’s spent his career helping brands navigate the treacherous waters between cultural intention and reception. What emerges from this conversation is a masterclass in how design decisions carry meaning, whether you intend them to or not.
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When “On Brand” Goes Off the Rails
Chris opens with a stark reality check: “Design isn’t neutral, especially across cultures. A font, a color, a slogan that wins in New York can really backfire in Nanshan in Shenzhen, China.” The challenge isn’t just about translation in the linguistic sense, it’s about making intention travel across borders intact. Every design choice tells a story about your values, and Chris emphasizes this with a striking insight: “The question isn’t if your design will tell a story, but what story you’re telling. So it’s whether you’ll own that narrative or let it own you.”
When brands think they’re “on brand” with a global strategy, that’s often exactly when things break down in local markets. Chris shares a personal anecdote that illustrates the stakes: “I had a friend a few years ago in China and he always liked to wear a green hat… But in China, there’s a specific phrase. If you’re wearing a green hat, it means your partner is cheating on you in the relationship.” What’s an innocuous fashion choice elsewhere becomes a cultural faux pas in China. For brands, this translates directly to sales, green hats simply don’t sell in Chinese markets, regardless of how well they perform globally.
Why Respect Can Look Like Disrespect (and Vice Versa)
Cultural landmines extend far beyond colour choices. Chris recounts a dinner meeting where cultural respect signals completely misfired: “The Chinese host used chopsticks and before he ate he put food onto my client’s plate… But my business partner, my client, he got very angry all of a sudden. He said, I know how to use chopsticks. I’m not a kid.” The Chinese host was showing respect; the Western guest felt insulted. Both sides wanted to build trust, but the trust was actually eroded by the interaction.
These seemingly small details matter enormously for visual communication too. Sticking chopsticks upright in rice is a cultural taboo in China associated with funeral rites, an advertising image showing this would be deeply inappropriate, yet a Western creative team might not know to avoid it. Chris’s firm uses a systematic 10-item pre-mortem checklist that expands into roughly 100 specific considerations, covering everything from brand names and colour schemes to who appears in imagery and what scenarios are shown. The goal should be consistent across markets, Chris explains, but the methods must adapt: “The result or what we want to convey in every country is the same. We care about the local community… How we get there is very different.”
Stop Saying You’re Great (Get Someone Else to Say It)
Perhaps the most critical insight Chris offers is about trust-building through third-party endorsement. “If I sit here and tell you, Radhika, I’m really great. I’m amazing… Honestly, that’s not a good way to convince the other person. The better way is to say, this professor has given me a letter of introduction. I was on TV last week on that media.” From a brand perspective, advertising says “I’m great,” while third-party endorsement says “he’s great” or “she’s really trustworthy.” Chris’s advice is direct: “If you don’t have the third-party endorsement, you shouldn’t do advertising.”
He encourages brands to “stand on the shoulders of giants,” pointing to the “Intel Inside” label on laptops as a perfect example. Industry awards, professional association endorsements (like dental associations for toothpaste), and partnerships with established entities all build the trust foundation necessary before spending on advertising. For product launches, Chris advocates showcasing customer success stories: “Maybe we can donate some of our products while we’re doing our announcement. And they can come and say how much that means to them for their community.” This provides powerful, authentic validation that no amount of paid advertising can replicate.
What Huawei’s Crisis Taught About Winning Together
Chris’s time at Huawei during one of the most challenging periods in the company’s history taught him invaluable lessons about resilience and messaging. When he joined in 2016, the message was all about dominance: “We’re number one in this industry. We’re number two in this industry. We have a huge end to end supply chain.” That message made employees proud but scared competitors. “If you’re in the United States at your Apple or Google, you’re like, oh, crap, this is kind of scary. Right. And they’re going to take our business,” Chris recalls.
The lesson? “The importance of win win or finding ways to work together in a way that’s good for everyone in the community is important.” Huawei eventually shifted its messaging toward building an open ecosystem, helping everyone in the supply chain succeed together. Chris also learned about the long-term mindset necessary for trust-building. When the Meng Wanzhou crisis hit in 2018-2019, many questioned whether Huawei would survive. Yet the company had a record year recently, expanding into new sectors like automotive. This taught Chris the importance of resilience and “thick skin” for both brands and individuals, and that trust requires time and consistency to build properly.
Redefining Speed: Why “Shenzhen Speed” Isn’t What You Think
The concept of “Shenzhen Speed” came up multiple times, but Chris is careful to define it properly. It’s not about rushing business relationships or pushing for quick deals. Rather, “when we say Shenzhen speed, we’re not talking about the speed of your business development… the speed is response. So if you send me a message and I respond quickly, we close the loop quickly.” Trust, conversely, needs time.
As Chris puts it, quoting a German friend: “Going in the wrong direction very quickly is not efficient. So in other words, if you’re going in the right direction slowly, that’s actually maybe better than going super fast and going in circles.” This is especially true for Chinese companies going overseas. Chris identifies cross-cultural communication as the primary challenge: “They all have great products, but they still lack a ability to communicate in a cross-cultural setting.” And crucially, human connection matters more than technology: “Get on an airplane and be on site at a trade event, visit your clients in person, have coffee with them. So none of that can be done by AI, interestingly.”
The Three Non-Negotiables Every Brand Needs
When asked about his non-negotiables, Chris identifies three foundational principles. First, compliance, “You need to follow the law anywhere you go,” he states simply. Second, authenticity: “If you’re not authentic, you will lose the trust of the local market.” Chris shares what he calls the 20-60-20 rule: 20% of people will always love you, 60% don’t really care either way, and 20% will actively dislike you. “When we’re doing our design work and business work, it’s important to bring your true self to the table because then you’ll attract the consumers, your customers, your partners, your friends who are like minded.”
Third, purpose beyond profit. “We’re not just doing business and doing design work and doing PR for money. I think we want to make the world a better place,” Chris reflects. For him, this is personal: “I have a nine year old son who’s half Chinese. So what we’re doing is helping Chinese companies and helping China tell their story in a more effective way overseas and building more trust and friendship.” In the rapid-fire segment, Chris crystallizes several key insights. His quickest litmus test for international success? “The team, the team behind the product.” The most underused asset in cross-border launches? “The actual relationships… in the local market.” And what beats beautiful design every time? “A brand mission. So a mission, a worthwhile cause to do something.”
Making Intention Travel
What emerges from this conversation is a fundamental truth: design is never neutral. Every choice, from fonts to colours to the people you feature in your imagery, communicates values. The challenge is ensuring those values translate as intended across cultural boundaries. Chris’s approach is both systematic and deeply human: use checklists and structured processes, but never forget that trust is built person to person, through authentic relationships and genuine commitment to local communities.
For designers and brand strategists working in an increasingly global marketplace, the message is clear: you can’t afford to be culturally naïve. What “works” in your home market may actively harm you elsewhere. But with the right approach, thoughtful localization, authentic partnership, and patience, brands can successfully make their intention travel across borders. Chris Pereira can be found on LinkedIn, and Design Mindset releases new episodes every week, bringing you more conversations with leaders who understand that great design isn’t just beautiful, it’s meaningful.
