Humans of POP – Christine Cooper, Head of Studio UK, Manchester
Some people discover leadership in the workplace. For POP’s Head of Studio UK, Christine Cooper, this journey started much earlier, in Girl Guides camps and community groups where confidence, resilience, and teamwork were learned long before they became professional skills.
Born and raised in Manchester, Christine set her sights on a career in advertising from an early age. Today, whether she’s coaching talent, leading operations, raising two children, or navigating the challenges of renovating her childhood home, one theme runs through it all: helping people grow. The lessons she took from years in Girlguiding and the Army Cadets continue to shape how she approaches leadership in advertising today – grounded in kindness, encouragement, and the belief that everyone deserves to have their voice heard.
In this edition of Humans of POP, she shares a bit of this background, reflecting on how it shaped her leadership philosophy and foundation for parenting and managing teams. She also speaks about the future and why confidence, community, and a willingness to embrace change are as important as ever in a fast-evolving industry.
A bit about your story: where were you born, where did you live most of your life, and what/where did you study?
I’m Manchester-born and bred, and apart from the odd holiday, I’ve never really left! I studied Advertising and Brand Management at Manchester Metropolitan University after deciding pretty early on that an advertising agency was where I wanted to be. From choosing my A-levels to lining up relevant work experience, I was surprisingly organised for a teenager. Six months after graduating, I started my first agency role, and the rest is history.
What is your role at POP? What does a typical day look like for you?
As Head of Studio, I spend a lot of my time talking, problem-solving and connecting people, which is ideal because talking is one of my favourite hobbies. A typical day might involve project discussions, client meetings, team coaching, one-to-ones, resourcing conversations and helping people work through challenges. No two days are the same, which is exactly how I like it.
A big part of my role is making sure the studio has what it needs to deliver brilliant work – the right people, the right processes and the right support at the right time. The part I enjoy most is supporting people to grow, whether that’s helping someone solve a problem, develop a new skill or build confidence in their role.
I’m also rarely seen without my enormous pink Stanley cup full of water, which has become my unofficial office sidekick. If I’m not in a meeting or chatting in the kitchen, you’ll probably find me at POP Run Club convincing myself that running is fun, or in the gym attempting to achieve what currently feels impossible: a pull-up before Christmas.
How did you first get involved in Girl Guides? What is it about?
I joined Girlguiding at the age of five as a Rainbow and stayed involved until I was 28, only stepping away after having my first child. I worked my way through Rainbows, Brownies and Guides before becoming a Young Leader and later a Young Leader Advisor for my local area. It became such an important part of my life that I even wrote my university dissertation on how Girlguiding could better retain teenage members.
What I loved most was seeing girls build confidence, learn new skills and realise they were capable of far more than they thought. For me, Girlguiding is all about giving girls the confidence to find their voice, challenge expectations and believe they can achieve whatever they set their minds to. Looking back, it probably helped shape the strong sense of female empowerment that I still hold today.
In fact, it was that same drive to challenge stereotypes and prove that girls could do anything that also led me to join the Army Cadets. At the time, it wasn’t a particularly common path for girls, and I was often one of only a handful of females taking part. That only made me more determined to prove that girls were just as capable of succeeding in traditionally male-dominated spaces. Both of these organisations helped shape the confidence, resilience and leadership skills that I still draw on today.
Why did you come to be a leader for the organization as an adult?
I think once Girlguiding gets into your blood, it tends to stay there! Having already been a Young Leader, becoming a qualified leader at 18 felt like a natural progression. I ended up leading both Rainbows and Brownies at my local church for over 10 years. There was something really special about helping girls discover new interests, build confidence and realise they’re capable of much more than they think. I stepped away when my own children arrived, but I’d be lying if I said I don’t still miss it occasionally.
How does your experience leading young people – as a Girl Guides leader or as a parent – shape your approach to mentoring emerging talent at POP?
Being part of Girlguiding gave me a real sense of belonging and showed me the value of being part of a supportive team. It taught me that everyone has something worthwhile to contribute, regardless of their age or experience, and that’s something I’ve carried with me throughout my career and into parenthood.
When it comes to emerging talent at POP, I think it’s important to help people learn our ways of working and build confidence in their abilities, while also empowering them to have their voices heard. Some of the best ideas can come from the people who are newest to a team, and I want everyone to feel comfortable sharing their perspective.
One of the things I’ve always loved about working here is that people are given opportunities to grow. I’ve spent nearly 15 years at Havas, and throughout that time I’ve seen first-hand how much can happen when someone is given encouragement, support and the chance to step outside their comfort zone. Being able to play a small part in that journey for others is one of the most rewarding aspects of my role.
A lot of what I learned through Girlguiding was about confidence, leadership, and encouraging people to step outside their comfort zones. It’s something I’m passionate about today, whether that’s helping someone navigate a challenge for the first time, supporting their development, or simply making sure they know their opinion matters.
Above all, I try to be the kind of manager I would have wanted when I was starting out: approachable, supportive, honest and willing to listen. I want people to feel comfortable coming to me for guidance; to know they’ll be treated with kindness and respect, and to feel confident that their voice will be heard. If I can help someone find their voice and develop their confidence, then I feel I’ve done my job.
Being a working mum also shapes your identity both personally and professionally. How do you manage your role as a mother and as the Head of Studio for POP – and where do the skill sets for those roles overlap most?
Without a doubt, being a mum is the role I’m most proud of. More than that, it’s the greatest privilege of my life and something I never take for granted. I feel incredibly lucky to be a mum, and it’s a role that has shaped who I am both personally and professionally.
I’ve never believed that it should be a choice between having a family and having a career. Both are hugely important parts of who I am. I’ve spent almost 15 years with Havas and POP, and a huge reason for that is the support I’ve received as a working parent. I’ve always felt trusted to balance the needs of my family alongside my career, and having that flexibility and understanding has made such a difference over the years.
The skills overlap more than people might think. Patience is a big one, as is listening, encouraging people to grow, and occasionally dealing with competing priorities and unexpected drama! But above all, it’s about leading by example.
One of the things I say to my children most often is, “Just do your best and be kind.” That simple philosophy has followed me into my career too. Whether I’m parenting or leading a team, I want people to feel supported, valued and able to be themselves. I genuinely believe kindness is one of the most underrated leadership skills there is. It costs nothing, but it can make a huge difference to the people around you.
You’re also renovating your house. In what ways are renovating a home and working in your role at POP similar? Have you learned anything from one situation that you’ve applied to the other?
We’re currently renovating my childhood home, which has been incredibly special but also a huge undertaking alongside raising two young children and managing busy careers. Thankfully, years of project management have prepared me well. There is, of course, a colour-coded tracker involved. My team would be worried if there wasn’t.
What I’ve learned is that whether you’re delivering a client project or renovating a house, there’s always a surprise waiting around the corner. The skill isn’t avoiding the chaos, it’s adapting to it. Sometimes you need to rethink the plan, reshuffle priorities, and find a new route forward. As long as you’re still heading towards the end goal, you’re doing okay (even if the ceiling falls down on your head!).
No matter your role – POP employee, parent, home renovator – you need to be ready for whatever tomorrow brings. What does being “future-ready” look like for you at POP, and how do you see your role and the industry evolving in the coming years?
For me, being future-ready is less about predicting exactly what’s coming next and more about being open to change. The industry is moving at an incredible pace, and what excites me most is the opportunity to keep learning and evolving alongside it.
As Head of Studio, I think my role will increasingly be about helping people navigate that change. New technologies and ways of working will continue to emerge, but people will always be at the centre of what we do. Building confident teams, creating opportunities for people to grow, and making sure everyone’s voice is heard will always be important, regardless of how the industry changes around us.
I hope that POP continues to be a place where people feel empowered to challenge ideas, try new things and develop their skills because the people starting their careers today will be the ones shaping the future of our industry tomorrow.
Quick ones:
What’s a home reno hack you now swear by?
I’ve learnt that most home renovation problems can be solved with determination, a bit of filler, and a husband with a new love for buying power tools!
One word to describe your leadership style – as a parent and at work?
Kind. It’s the value that underpins everything I do, both as a parent and as a leader. I believe kindness is a strength, not a weakness. You can support and encourage people while still setting clear expectations, making difficult decisions and holding firm boundaries.
Favourite lesson you learned from Girl Guides?
The Brownie Promise said, “A Brownie Guide thinks of others before herself and does a good turn every day.” That simple principle probably shaped me more than I realised at the time and It’s still something I try to live by today. I later volunteered on three pilgrimages to Lourdes with Salford Diocese, and those experiences honestly shaped me as a person. I learnt so much about humility, perspective and, more than anything, the incredible strength of people. Those lessons have stayed with me and definitely influenced how I try to show up to other people today.
Humans of POP is our storytelling series, created to shine a light on the people making it all happen behind the scenes. Our people are at the heart of everything we do – and this series is all about hearing from them directly. Across continents and cultures, these stories remind us how much we can learn from those around us.
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