Cathy Feliciano-Chon
Stranger #11
Cathy Feliciano-Chon, Managing Partner, Strategic Development, APAC, FINN Partners.
Since my first chat with Cathy, I could sense the great confidence that comes from the many experiences she’s gathered along her journey. Despite that, she is a very humble and incredibly generous person. I loved the way she described herself as a mother who nurtures children’s ideas, collaborations, and opportunities — one of the tailwinds that helps propel them forward — because you can definitely feel a sense of motherhood in Cathy’s way of relating to others. As someone who has had such an incredible career — witnessing and being part of the early PR scene behind LA and Hollywood — she’s a bit like (as she said) a “Forrest Gump”, standing on the sidelines watching it all unfold. Even though she was part of the most glamorous stage in the world, she has always preferred to stay in the background and let others shine. Talking with her gave me the impression of someone who is deeply aware of the critical aspects of her life, her business, and the industry she works in — and who turns each of these aspects into opportunities rather than liabilities. As she said “It’s all about being clear about which hat you’re wearing”. In this conversation, we talked about regenerative travel and tourism, the progress the industry is making toward sustainability, Cathy’s fascinating career, and her advice on surrounding yourself with good people, staying true to your principles, and trusting your own voice.
How would you introduce yourself?
The professional way to introduce myself would be: I’m a strategic brand communication veteran with over 30 years of experience. That’s what your written bio says about you, and I understand it serves a purpose, so if I were to introduce myself, I’d simply say: I’m a brand communication expert.
But really, I’d say I’m someone who nurtures ideas, collaborations, and opportunities.
You’re the founder of CatchOn (now part of Finn Partners), a managing partner, and an advisory board member of the Global Wellness Summit. Could you share the key moments that have shaped your professional journey?
There have been so many. This is my 35th year in this space. I spent the first 15 years on the client side and the last 20-plus years on the agency side, and both have given me such unique perspectives. I think that’s been my secret power in many ways because I’ve always understood a client’s mindset, even when working on the agency side.
I’ve had a phenomenal and blessed career journey. For example, I happened to work in sectors that were going through revolutionary times. In the late ’80s — and I was just reminded of this after Giorgio Armani’s recent passing — one of my first offices was on the floor above his flagship store in Beverly Hills. I worked with Wanda McDaniel, the person who, together with me, helped introduce Armani to Hollywood.
That was one of my first jobs. I worked in PR for what was then a landmark retail institution on Rodeo Drive called Giorgio Beverly Hills. Those who are old enough to remember the ’80s will recall it as the phenomenally successful fragrance brand tied to the iconic Beverly Hills location — this mythical, larger-than-life retail store right at the corner of Rodeo Drive.
At that time, part of our initiatives was to start “wardrobing” for the Academy Awards and the Golden Globes— by connecting fashion designers with the presenters and nominees. I was basically the bridge between those who needed help deciding what to wear that evening and the designers. This was in the late ’80s, and we rolled out the initiative for Fred Hayman, who owned the store. Before that, the only official “wardrobing” assistant was costume designer Edith Head, another phenomenal character in fashion.
It was really me behind the scenes getting it off the ground. Looking back now, it’s incredible to see how red-carpet dressing has evolved — today, brands rely on celebrity endorsements as part of their overall marketing strategies. But we started it in the late ’80s, and it was as simple as getting sketches from different designers, presenting them to the nominees and presenters, and asking, “Which of these would you like to wear?” It’s amazing to see how much this has grown — it’s a whole industry in itself.
Fast forward a few years to the ’90s, I became the head of global communications for Sebastian International, which is now a beauty brand under Procter & Gamble. Before it was sold, I worked for the original owners, who were among the first to align themselves with social causes.
We worked with Sting and his wife, Trudie Styler, to raise funds and awareness for the Rainforest Foundation. We were involved in the annual fundraising concert he held at Carnegie Hall in New York — with Pavarotti, Bruce Springsteen, Billy Joel. I was part of that whole movement. We also helped launch AMFAR’s early AIDS fundraising campaigns.
When I look back at these defining decades — the events that changed the course of culture — I sometimes feel like Forrest Gump, standing on the sidelines watching it all unfold. There have been so many moments, and I’ve had the benefit of decades to look back and think, “Wow — at the time, I had no idea how one thing connected to another, and then to another.
What has been the greatest challenge you’ve faced in your career, and how did it shape you?
I would say one of the greatest challenges for me was really starting my company in a market where I was a foreigner. I didn’t speak the native language, I was an outsider — actually, part of a minority. It was a huge learning curve starting my company in Hong Kong, then branching out into China, and figuring out how to turn what might be perceived as a handicap into a point of difference.
For me, it taught me to never take anything for granted. I learned to always ask myself, “How can I make this an opportunity instead of a liability?”
How did CatchOn start and why?
My husband and I decided to move to Hong Kong in the late ’90s, thinking we’d stay only a few years. At that time, we were young parents with our first daughter, and I thought, if I’m going to put my career on pause, this is the time to do it.
I was basically at the head of my career at that point, so it was a real “come-to-Jesus” moment: Is this really what you want to do? I decided I had nothing to lose, and I tried it for about four months. I drove my husband crazy, and then I realised I really missed being engaged and being part of what was happening. So I started consulting — very gently, with no intention of starting an agency. I was guided by doing work I could be proud of. I was quite naive, but I focused on good work with people I wanted to be with, and that guided the kinds of projects I took on in the beginning.
Because of my background, we started in beauty and luxury and then expanded to hospitality, consumer brands, and more. I grew organically, always weighing the opportunity cost for my family, because any time away from my children had to be truly worth it. I never chose projects for monetary incentive, which in hindsight is crazy. But I also never undervalued myself. I knew the value I brought to the market, and I held fast to that, never compromising.
I believe that if you speak to your principles and deliver quality work, you will eventually attract clients who appreciate that. That’s really how it started. Our China office opened six or seven years after we launched — first Shanghai, then Beijing — because we needed a presence in mainland China to remain competitive. While the Hong Kong office focused on opportunities throughout the rest of Asia, the China offices were more inward-looking, to capture growth in both markets.
From the very beginning, I was clear and strategic about our point of difference: offering strategic counsel rather than bottom-tier tactical PR. Sticking to my principles was crucial. It helped that I was the sole owner — I wasn’t beholden to shareholders or external milestones. My goals were my own: growing the company according to my values while staying highly profitable.
I started primarily with clients who knew me from North America. They didn’t mind that I was based here, as long as I could jump on a call and provide counsel. I didn’t market myself for many years — staying under the radar gave me flexibility to move freely without attracting too much attention. I’m a paradox: not your typical PR person. I don’t enjoy being in the limelight; I prefer being in the background and letting others shine.
As an Asian-American, how do you bring both Eastern and Western cultures into your work?
Because of my family background, even within my own family, there’s a mix of influences. My great-grandmother on my father’s side was English, and my great-grandmother on my mother’s side was Spanish. One was born in England, the other in Spain. When my parents got married in the 1950s, they moved to the US, and when they were pregnant with me, my father was supposed to return to the Philippines to work for several companies. After about twelve years, we moved back to the US again.
I think, by nature, being Filipino-American — and just the Filipino side of me — we’re already such a hybrid of many cultures to begin with. It’s natural for us to be the bridge between worlds. Coming into Asia with an American mindset, people would sometimes describe me as what they call a “banana.” There are two analogies: an egg and a banana. The egg is someone who’s white on the outside but yellow on the inside — meaning they look Western but are really Asian. I’m the opposite: I’m a banana — yellow on the outside and white on the inside.
I knew that moving here, I had to be very sensitive to how the market perceived me. At the same time, I realised I occupied a unique position — I could interpret what something means across cultures because I sit right in the middle. When I was growing the company in the early 2000s, this coincided with the time China was beginning to open up to the world. I often found myself explaining to foreign companies what it was like to enter the China market and how to work with Chinese partners. I didn’t set out to do that, but understanding how Americans perceive the Chinese — and how the Chinese perceive Americans — helped me approach things with cultural sensitivity and an awareness of nuance.
What does ethics mean to you in relation to marketing and brand strategy?
That’s a huge philosophical debate today, especially with the blurring between the worlds of editorial and publishing, and I suspect that discussion will continue for a long time. I came of age at a time when there was a very strict separation between “church and state” — meaning you never mixed the two. I was very opinionated about that for many years, until I came to understand that many journalists and media professionals have seen their livelihoods shrink because there are simply fewer independent platforms left to write for.
So now, many have had to cross over and consult. Thirty years ago, that would have been considered unethical — a clear conflict of interest — but today, given the realities of the industry, I can understand how that happens. For me, the key lies in transparency: being clear about which hat you’re wearing.
If someone takes advantage of a situation by presenting themselves as a member of the media, when in fact they’re there to sell their services as a consultant — that’s unethical. But if you’re upfront about your role and your intentions, that’s different.
For instance, over the years I was invited to serve as a judge for several wellness and hospitality industry awards. At one point, I began to feel uneasy because I didn’t want my clients to think that by hiring me they could win those awards. So I started saying no to those panels. I didn’t want to appear objective when, by nature of my work, I had to be biased — that’s my professional role.
So, for me, ethics means being clear about where you stand, and transparent with the people you engage with about your true intentions. Today, everyone wears multiple hats — and that’s okay. As long as you’re honest about which one you’re wearing in any given situation, I think that’s what matters most.
How would you describe regenerative travel & tourism, and what’s your vision for its future?
Regenerative travel is all about ensuring that you’re not taking away from a place — that what you build actually supports the livelihood and the entire ecosystem of that destination. It’s about considering the whole system: not just the land and how you treat it, not just your internal sustainability practices, but also how your presence contributes to the wellbeing and prosperity of the communities who live there.
There’s already a movement around this — a regenerative travel platform we’ve even collaborated with on a few projects — and I hope it continues to grow. I’m also encouraged to see that major hotel brands are starting to realise this is no longer optional.
If I think back to 10 or 15 years ago, sustainability and environmental practices were seen as “nice to have” — often too exhaustive or costly to implement. But now, as we witness how climate change is reshaping travel patterns and seasonality, we can no longer ignore it. We all have to be part of the solution, because whether we like it or not, it directly affects our businesses.
The industry is slowly moving in that direction — whether driven by private sector initiatives, individual grants, or government programs — perhaps not quickly enough, but it’s moving.
Is there a way to keep tourism accessible to everyone yet sustainable?
I think there is. Of course, the downside is over-tourism, and I think we’re seeing many destinations experimenting with different approaches — from introducing visitor taxes to limiting daily entries — all in an effort to manage the number of travellers.
We’ll likely see more of that, along with more thoughtful product development. Take Japan, for example — it’s been such a popular destination for years, but you’re now seeing local entities investing in and promoting areas that aren’t part of the usual, heavily visited routes. The goal is to redirect travellers toward regions that can genuinely benefit from it.
At the same time, many of Japan’s new hotels and ryokans are becoming savvier about attracting international travellers, though of course, there’s always some backlash. Travel has become so accessible today — it’s everywhere, and that’s not going to change. Even with geopolitical tensions in certain regions, people continue to travel in record numbers. We’ve proven that we’re nomadic by nature — travel nourishes our souls.
One of the silver linings post-pandemic has been the resurgence of domestic travel. We’re seeing it across many markets — including China and India — and it’s creating entire new industries. In the consumer studies we’ve done for both countries, it’s clear that together, they’ll shape the future of travel.
Let’s face it: Asia is the growth engine of global tourism — by sheer numbers, population, and investment. But what’s interesting now is that travel doesn’t always mean going to London or Paris. It might mean Shanghainese travellers exploring Yunnan, or visiting other provinces and going on nature trails and temple stays. The same is true for India — domestic travel is sparking a new kind of wanderlust among its own citizens, which is wonderful to see.
And of course, slow tourism has made a comeback — trains, river cruises, journeys that favour depth over speed. People might travel less frequently now, but they’re staying longer — and that’s a positive shift.
You help people and brands tell their stories. What’s the most impactful story you’ve helped tell — one that has stayed with you?
There have been so many. Honestly, I can’t get behind a story unless I believe in it — unless it truly touches my heart. I’m the toughest consumer there is. If something doesn’t move me, I’m the first to tell a client, “No, that’s not interesting. That has no emotional resonance for me.” And you can’t fake that — it really has to come from the heart.
Maybe a better way to answer this is to say that I’ve found one common ingredient in the most enduring brands: there’s always someone within the company who’s a natural storyteller. Think of Virgin — it wouldn’t be what it is without Richard Branson. You can’t invent that kind of authenticity in a marketing conference room. Our role, as communicators, is simply to create the platform for those stories to be told.
I think now, more than ever, we’re drawn to people’s stories. We crave that human connection. If you can humanise a brand — give it a voice, a heartbeat, a person who can tell its story with honesty and conviction — it becomes incredibly compelling.
Being recognized as one of the ‘100 Most Influential Filipina Women in the World,’ what guidance would you give to women who hope to walk a similar path?
I’ve been asked this before — I’ve spoken on a few women’s panels, especially around International Women’s Day (laughs), and it’s something that resonates deeply with me. I have two daughters, so this question feels personal.
If I look back at my own career, the first thing I’d say is: surround yourself with really good people — people who will have your back. I’ve been fortunate to have incredible mentors who were tough, but who brought out the best in me. It doesn’t have to be a big group; it just has to be people you truly trust.
You also need to learn how to recognise fair-weather friends and associates. This industry can be opportunistic, and relationships are a give-and-take. Don’t be afraid to walk away from those who aren’t genuinely with you. Be intentional — even a little mercenary — about who you let into your circle.
Cultivate a strong team, because nothing worthwhile is achieved alone. I don’t believe in taking credit just for myself. My job has always been to create the right environment for others to succeed. When people around me succeed, that’s my success too.
And finally, stick to your principles and trust your own voice. There’s a tendency — especially among women — to want to please everyone. Collaboration is important, but so is knowing when to stand your ground and not sell yourself short.
Is there a project you still dream of realising—something that, for some reason, hasn’t yet taken shape?
No, and I should probably think about that. I guess my problem is that sometimes I idealise certain brands, and then when I actually work with them, I realise—oh my god, no! (laughs) Some of the ones I never took very seriously have turned out to be, without naming names, absolute dream clients. So I’ve stopped idealising anyone.
My career has been so extensive that what really excites me now is working with people who have a clear vision—being one of the tailwinds that helps propel them in that direction. Not the tailwind, just one.
When I meet people like Suzy Annetta, for example, who have a strong vision and keep dreaming, it energises me. I always think, how can I help take you there? What more can I do? I love connecting people and making things happen, because I’ve benefited from others’ generosity throughout my career.
So there isn’t one single dream project or brand left on a pedestal for me. In fact, some of the brands I once dreamed of working with turned out to be disappointing, and others I never expected to collaborate with have been the most inspiring—full of creativity, ideas, and guts.
Could you name a person who inspires you or whom you admire?
There’s someone I want to mention — Geri Cusenza, the co-founder of Sebastian International, the professional haircare and cosmetics company I worked for in the 1990s. She and her husband, John Sebastian Cusenza, an Italian immigrant to the United States, built an incredible brand that was later sold to Wella AG, and eventually to Procter & Gamble.
Geri was a hairdresser by trade, her mind worked so brilliantly that you really had to be made of tough stuff to keep up with her critical thinking. She constantly challenged you to think outside the box — to find connections between seemingly unrelated ideas and turn them into new possibilities. She would ask questions like, if you’re seeing this trend in pop culture, what does that mean for craftsmanship? or if this is happening in craftsmanship, what does it say about culture at large?
Looking at today’s creative space, with all its multidisciplinary and intersectional thinking, I realise she was already doing that decades ago. She was truly ahead of her time.
She must be in her eighties now and still incredible — a visionary, a non-linear thinker, and the most stylish woman I’ve ever met. Her taste was impeccable, and those years working with her were formative for me. Without that experience, I don’t think I would be where I am today. Now she and her husband are deeply involved in philanthropy, supporting many causes, but for me, she’ll always remain that remarkable, visionary force who shaped how I think and work.
“Dear Geri,
I would not be where I am today had I not had the amazing luck to have worked alongside you at the start of my career. You challenged me to imagine beyond what seems impossible, to stay curious, and to always make a difference.
You and John have been more than mentors. Your enduring work and inspiring legacy continue to be a lighthouse for many.
Much gratitude”
