New Chair, Clear Vision.

In June 2026, Aude Mayence became Chair of UBA's Board of Directors. We sat down with her to hear her vision for the organisation, her priorities for the next three years, and why she believes the future of brand building is above all a question of humanity.

On 4 June, UBA's Board unanimously appointed Aude Mayence as its new Chair. Aude is SVP Marketing Digital & E-commerce and a member of the Executive Committee at Delhaize – a profile that reflects both the strategic depth and the hands-on ambition UBA needs for the years ahead. She succeeds Mira De Maeyer, whose leadership has been nothing short of exceptional. Mira brought vision, energised the team, and grew the community – the membership numbers speak for themselves. But the true measure of a leader is the legacy they leave, and Mira's is a lasting one. Thank you, Mira, on behalf of all of us.

Aude Mayence did not take the conventional route to this chair. She studied French and Spanish literature before pivoting to a Solvay master's in Finance and Marketing. She has built her career across industries and functions. And every year, without fail, she makes her own olive oil – and fig jam in the Provence.
It is a small detail, but it tells you something about how she approaches things: with curiosity, a preference for combining managing and making, and a belief that the journey from idea to value is worth paying attention to.

Now, as she takes the chair at one of Belgium's most important marketing organisations, we asked her what she sees, what she plans, and what she believes brands must hold on to as the world around them accelerates.

THE PERSON

Who is Aude – beyond the CV? And what would surprise most people about you? 

I am passionate about French and Spanish literature, the arts, running, climbing, and spending time with my family – including our twins, who have enriched our life with their energy and joy over the past 12 years.
I often describe my background as “non-linear.” After studying French and Spanish literature, I went on to earn a Master's degree in Finance and Marketing from Solvay, combining a passion for the humanities with a strong business foundation.
Education has always been central to both my personal and professional life, and it shapes the way I approach people, opportunities and change. What energises me most is learning, discovering new perspectives, and helping others grow.
In business, I value collaboration, curiosity, and the ability to combine consistency with agility. I am particularly drawn to understanding what drives customer behaviour and how organisations can create change that actually sticks.
What few people know about me is that I draw a great deal of energy from nature and quiet places. I also enjoy creating simple, authentic products from scratch. Every year, I produce my own olive oil, and during summer holidays in Provence, I make homemade fig jam. I love the journey of bringing something to life, whether that’s a jar of jam or a product or service – from its initial conception to the moment it creates value for others.

THE ORGANISATION

How would you describe UBA to someone who has never heard of the organisation?

UBA is the leading community of brands in Belgium. It brings together companies that share a common ambition: building strong brands that create sustainable value for consumers, businesses, and society.
As the world grows more complex, UBA helps its members navigate change, develop capabilities, and make sure that the voice of brands is heard, through strong advocacy.

What do you consider UBA’s greatest achievement to date? 

For me, UBA's greatest achievement is that it has become the trusted home of brand building in Belgium. Over the years, UBA has created a community of nearly 400 companies, representing a significant share of Belgium's brands. 
What I find particularly striking is that UBA creates value across several dimensions at once:  it is recognised as the reference platform for learning and capability building, it facilitates meaningful connections between peers, and it gives brands a collective voice on the issues that matter most to the industry. 

THE CONTEXT

What role must an organisation like UBA play in today’s environment? And why does it matter more than ever?

The pace of change is accelerating. AI, the ways consumers connect to brands, consumer trust, geopolitical uncertainty, and regulatory developments are all transforming the environment in which brands operate.
In this context, UBA has critical roles to play.
First, it must be a learning accelerator, helping members anticipate trends and develop future-ready capabilities.
Second, it must act as a strong advocate for brands. Regulatory developments increasingly influence how companies innovate, communicate, and create value. UBA has an important role in ensuring that the voice of brands is represented in these discussions.
Finally, UBA should help elevate brand building as a strategic growth driver within organisations. That means equipping today’s marketers to develop the talent of tomorrow and to cultivate strong internal allies across the organisation: HR, finance, legal, and beyond.

How is this role different from what associations like UBA were expected to do ten years ago?

Traditionally, associations were primarily providers of information and networking opportunities.Today, they must become ecosystems that help members navigate transformation.
The future role of UBA is about creating meaningful connections across the industry, accelerating learning, and actively shaping the environment in which brands operate.
The organisations that will thrive are those that help their members not only adapt to change but lead it.

THE AGENDA

If we have this same conversation in three years’ time, what would you want to have achieved?

I would like UBA to continue to be recognised as the leading ecosystem for brand growth in Belgium. I would like our members to tell us that UBA has become even more relevant to their business, that it has helped them navigate major transformations, develop new capabilities, and build stronger connections across the industry.
I would also like us to have broadened our reach beyond the traditional marketing community by engaging the wider ecosystem of functions that contribute to brand development and by creating stronger links with the next generation of marketing and business leaders.
Finally, I would like UBA to be recognised as a respected and influential voice in discussions that impact brands and their ability to grow responsibly.
To achieve all this, I know we can count on the dedicated team of experts at UBA, under the leadership of Luc and An.

What are your priorities – and how do they fit together? 

Our priorities can be summarised in four words: ecosystem, capabilities, influence, and talent.
First, strengthening our ecosystem by deepening engagement with members and creating stronger connections across functions and industries.
Second, accelerating capabilities, particularly around AI, effectiveness, customer understanding, and brand trust.
Third, reinforcing UBA's role as a credible advocate and representative of brands in an increasingly complex regulatory environment.
And fourth, investing in future talent and ensuring that UBA remains relevant for the next generation of leaders.

The new strategic plan runs to 2029. What are the two or three things that absolutely must be delivered for it to be considered a success?

I believe the strategic plan addresses exactly the right priorities supported by a strong UBA team with the right domains experts to help brands to grow.
Its objective – to enable a creative, innovative, and transparent brand-building ecosystem as a source of sustainable growth – is highly relevant in today's environment.
The focus on member engagement is essential because the value of any association ultimately lies in the relevance it has for its members. That’s why we want to focus on customer intimacy journey that addresses their needs. Here we want to go beyond the CMO and reach the wider ecosystem of functions that unlock brand power, while also investing in the next generations of marketing leaders. 
The ambition to build a healthy advertiser ecosystem reflects the increasing need for collaboration across stakeholders.
The emphasis on AI, effectiveness, and brand trust addresses three of the most critical capabilities brands will need in the coming years.
And finally a team that balances perfectly operational excellence with the ambition to keep innovating. 

THE THEMES

Beyond AI and geopolitics, what are the themes or developments that the sector should pay attention to?

One theme is undoubtedly trust.
In a world where consumers are increasingly sceptical and information is abundant, trust and local anchorage will become an even more important competitive advantage.
A second theme is behavioural change. Whether it concerns sustainability, health, mobility, or digital adoption, brands are increasingly expected to influence behaviours positively. Understanding how people make decisions and what drives change will be a critical capability.
A third theme is talent. The skills required in marketing and brand building are evolving rapidly. Developing future-ready talent should be a priority for all of us.
Finally, we should pay close attention to the growing tension between personalisation and privacy, automation and humanity, short-term performance and long-term brand building. The brands that thrive will be the ones that hold these tensions well.

THE RELATIONSHIP 

How do you want members to feel when they think of UBA?

I would like that relationship to be based on proximity, curiosity, and dialogue.
UBA exists because of its members. Our role is first and foremost to listen to them, understand their challenges, and help ensure that UBA remains relevant to their needs.
I would like members to see UBA as a trusted partner, a source of inspiration, and a community where they can openly exchange ideas, learn from one another, and collectively tackle common challenges.

What are you most looking forward to?

One of the privileges of this role is the chance to engage with talented leaders from different industries, understand their challenges, and help connect ideas and people.
I am convinced that the future belongs to organisations that remain curious, continue learning, and embrace change with confidence. UBA has all the ingredients to play a leading role in that journey.

THE IDEA

Last word: what is the idea you keep coming back to? The one that feels most important right now? 

There is one idea that is particularly close to my heart.
We often talk about brands as assets, products, campaigns, or business tools. 
Technology will of course continue to transform our industry and we have to master it. Regulations will evolve. Markets will change. But understanding people, earning their trust, and creating meaningful value for them will remain at the heart of every strong brand.
"The future of brand building is not just about innovation. It is about combining innovation with humanity."
Every brand builder should keep one ambition in mind: helping brands remain both future-ready and deeply human.

Aude Mayence took up the chair of UBA's Board of Directors in June 2026. We look forward to the journey ahead – together.