Great Place To Work India has named Mousumi Halder Ghosh as chief brand and marketing officer, handing the brand and marketing communications mandate to a leader with more than two decades of integrated communications experience.
Ghosh announced the move on LinkedIn. In the new role, she will lead the organisation’s brand and marketing communications strategy. She joins after more than 16 years at PwC India, where she most recently served as senior director and leader for communications.
From newsroom to corporate brand leader
Before PwC, Ghosh worked as a senior correspondent with Bennett, Coleman & Co (The Times of India) for nearly five years and as a content developer at Tata Interactive Systems between 2003 and 2005. She holds bachelor’s and master’s degrees in English literature from the University of Calcutta and a postgraduate diploma in mass communication from Jadavpur University.
At PwC India, her integrated communications remit covered executive visibility, media relations, new media initiatives, reputation building, issue management, employee communications, brand identity and alumni outreach. She also held senior director, director and associate director roles across marketing and communications functions.
Why a communications leader got the CMO brief
For an organisation whose name promises workplace trust, the CMO seat carries unusual reputational weight. Marketing and communications are not separate support functions here; they are the story the brand has to tell about employee experience and organisational culture. Ghosh’s appointment points to a brand and communications function run as one integrated practice, not separate marketing and PR silos.
Her recognition in Reputation Today’s ’40 under 40′ communicators list in 2017 reinforces the reputation-led lens she brings to the role. It also signals that executive visibility and internal narrative are likely to sit alongside external campaigns on the marketing agenda.
What marketers can borrow
The move is a useful signal for marketing and communications teams, even for those far from the C-suite:
- Treat internal communications as a brand channel, not an HR afterthought.
- Build executive visibility deliberately; leaders carry the brand in trust-led and B2B categories.
- Blend reputation, brand identity and media relations into one integrated brief.
The appointment also highlights a path many marketers overlook: journalism to content to internal and external communications, then a CMO seat. For professionals building integrated skills across owned, earned and internal channels, trust-led brands are increasingly looking for exactly that mix. Marketing leaders who still separate brand from reputation may find the next brief asks for both.
Source: ETBrandEquity.com
