Jobs in Singapore: “From Huggies to Kleenex: the science and storytelling behind marketing everyday essentials”

Kimberly-Clark, the 154-year-old US consumer goods and personal care company behind brands such as Huggies, Kleenex, Kotex, Scott, Poise, and Depend, serves millions of consumers worldwide. As Director of International Personal Care Integrated Marketing & Experiences, Meilin Zhang leads media, content, and digital commerce across key markets including Greater China, Australia, Indonesia, Brazil, and South Korea. Based in Singapore, Kimberly-Clark’s regional headquarters, she helps drive consumer engagement and growth across the region.

1. Tell us more about what Kimberly-Clark does, and your role at the company. 

Kimberly-Clark makes everyday essentials that people rely on, from baby care and feminine care, to tissues and hygiene products. We serve consumers in more than 175 countries globally.

Singapore operates as the company’s regional hub. For my role specifically, Singapore is where I lead and coordinate work across multiple countries and markets, partnering closely with local teams and partners to raise the standard of integrated marketing, digital, media, and AI execution.

Today, consumers discover brands through multiple touchpoints. My role is to help our brands show up consistently and effectively across the fragmented media landscape, and to make the brand-to-consumer connection work in a repeatable way across markets.

A typical day at work for me is a mix of: aligning with regional and local stakeholders on priorities; working with local markets to implement, learn, and iterate; defining what’s next, and new capabilities needed; as well as facilitating the sharing of what we’ve learnt across markets so we can scale faster.

2. Why did you choose to build your career in the consumer goods industry, and what led you to Kimberly-Clark?

Before Kimberly-Clark, I worked in brand building at Procter & Gamble, and later, I led the APAC Digital Centers of Excellence at Electrolux and Diageo. I was drawn to the consumer goods sector because of how closely it connects us to consumers’ daily lives, and seeing the impact of my work is what makes this space so meaningful to me.

The industry also never stays still: consumer behaviour changes, platforms change, and the best marketers are the ones who keep learning and adapting. That’s why I’ve taken on digital leadership roles across regions and cultures. I enjoy leading work that blends strategy with execution and helping teams identify what they should focus on.

I joined Kimberly-Clark because I appreciate how it combines purpose, people, and scale. I personally connect with the company’s purpose (“Better Care for a Better World”) as we produce trusted everyday products that genuinely matter to families in their everyday lives. 

3. What are some interesting trends you’ve noticed in the consumer goods industry, and what have you learnt from navigating these shifts?

Social media and AI are reshaping brand discovery. Consumers increasingly turn to social platforms not only for entertainment, but also to discover new brands and hear authentic recommendations from influencers and peers. AI is further changing how consumers shop by enabling them to ask questions, compare options, and receive personalised product recommendations, making discovery more intentional, conversational, and immediate.

As such, building brands has become more complex, but also more exciting. It challenges us to rethink how we show up consistently, while tapping on new touchpoints to connect with consumers in more relevant and personalised ways.

One example comes from Indonesia, where we piloted co-creation workshops, bringing creators into the ideation process rather than simply briefing them after decisions had been made. Through the workshops, we generated dozens of platform-native ideas and over 50 pieces of content within days. This approach delivered an 11-fold jump in brand search and 257% GMV (gross merchandise value) growth, while reducing content costs and improving media efficiency.

What stood out for me is that it wasn’t only about performance;it was the capability we built along the way. The regional team provided the frameworks and shared learnings, while local teams brought market knowledge and expertise on execution. Together, we created a repeatable approach to social content that teams embraced and continue to use today.

4. There's currently a lot of anxiety and uncertainty surrounding AI and how it will affect the future of work. What are your views on this and how is AI shaping the work you do?

I understand the anxiety, because AI is changing how consumers discover brands, and how work is produced. More people are turning to AI for advice, recommendations, and answers, making it the new starting point for discovering products. Instead of showing a list of links, AI compares options, reviews information, and suggests what best fits a person's needs, much like a trusted advisor. As commerce becomes part of these conversations, we need to make sure our content is easy for AI to find, understand, and recommend.

My view is that AI will replace tasks, not human judgment, at least at its current level. The marketers who thrive will be the ones who learn to work with AI — using it to move faster, test more, and focus their energy on strategy, creativity, and decision-making.

5. Over the years, what are some lessons you’ve picked up that you think every marketer should know?

First, I think it’s important to stay close to consumers. You need a genuine curiosity about how people live, shop, and make decisions, by listening and translating insights into unique communication and content ideas.

Secondly, I believe in embracing the power of creativity. In a media landscape with so many touchpoints and different brands, creativity remains a core differentiator. The ability to develop big ideas that resonate, are distinctive and memorable, and build long-term brand trust and loyalty is what sets brands apart.

Finally, I believe in building ways of working, not just running ad-hoc campaigns. This means setting clear goals, defining responsibilities, and creating a simple process to learn from results and improve quickly over time.

6. How should fresh graduates position and prepare themselves for the transition from school to work?

Success is less about having the ‘right answer’ for a project, or the ‘right path’ for your career, and more about understanding your unique strengths. Everyone has their own path, and this is even more true in the future workforce where roles are becoming less defined.

My advice would be to:

1. Build strong problem-solving skills: Learn how to structure problems clearly, communicate your thinking effectively, and share your perspectives with confidence, because impact comes from how you think, not just what you know.
2. Be proactive and take ownership: Don’t wait for fully defined tasks or work plans — take initiative, lean into uncertainty, and actively look for ways to contribute and create value.
3. Develop resilience and curiosity: Early in your career, it’s less about having all the answers, and more about learning how to learn. This is done by staying adaptable, curious, and continuously evolving as industries and tools change. How fast you grow boils down to asking the right questions, adapting quickly, and continuously raising the bar.