Commercial Value of Storytelling

“The Bridge between Conviction and Conversion in commercial storytelling”

 An Interview with Tony Sumeth Cooiman on Commercial Storytelling, Culture and Creative Value

When Tony tells me he struggled to adapt when he first moved to Thailand 16 years ago, saying ‘it was very hard for me to adapt, to be honest’, he says it with a softness that builds trust. There’s no corporate polish, no rehearsed lines, just a man who has lived deeply in two cultures and learned to navigate both with humility, curiosity and an insightful commercial sharpness.

That blend of experiences is why I wanted to interview him.

Tony’s career spans luxury brands, aviation, sport, government and real estate. He has worked with Armani, Puma, Cathay Pacific and ultra‑high‑net‑worth clients. However, what fascinates me most is his ability to turn creative storytelling into commercial value, and to do it across cultures, industries and audiences.

This conversation is about the bridge, how stories create value, how leaders can become storytellers and how culture shapes commercial relationships.

Commercial Storytelling as the Strategic Bridge

I asked Tony what commercial storytelling means to him.

“It’s a bridge,” he said. “A strategic bridge between conviction and conversion.”

Conviction is the story, the emotional hook, the clarity and the meaning. Conversion is the commercial outcome, whether it’s the social media click, the sale, the partnership or the behaviour change at work.

He leant forward slightly, as if wanting me to really hear it.

“People need to feel something first. If the story doesn’t land in seconds, nothing converts.”

It’s a simple idea, but Tony spoke about it with the experience and passion of someone who has seen it play out many times in boardrooms, on film sets, in brand campaigns and in the critical relational spaces of Thai business culture.

Stories that make Money

When I ask Tony for an example of storytelling that created real commercial value, he smiled, and told me about his first major project for Armani. A commercial (Frames for Life) set in Shanghai, in essence a simple love story of a lady who lost her Armani glasses and a man finding them and going after her, two people crossing paths in the city until they finally meet on a rooftop.

“I created a concept that was so obvious that everybody would understand it without any dialogue,” he says.

It’s almost cinematic listening to him describe the the MRT train, the lost spectacles, the chase through the city, the final reveal of the product.

But behind the romance was commercial precision:

• The film matched Armani’s black‑and‑white brand palette.

• The models were recognisable in the fashion world.

• The story aligned with the buyer persona of high‑net‑worth individuals.

• The product appeared subtly throughout, then clearly at the end.

Tony laughed when he told me he came up with the idea in a pub. The simplicity was the genius. The story was universal, the product was unmistakable and the commercial value was immediate.

This is Tony’s philosophy in action: Creativity is commercial infrastructure.

Leaders as Storytellers

I wanted to shift to internal storytelling and ask Tony how in his opinion, leaders communicate better with their people.

Tony became more animated here. He has strong views.

“Leaders don’t do personal branding,” he said. “They don’t tell their own stories.”

He was not talking about ego or self‑promotion. He was talking about trust and credibility.

“People approach a company because of the people they’re involved with. If a leader shares something human like a funny moment, a quirk, something unexpected, then people pay attention.”

He told me something I believe but rarely hear articulated so clearly….

“If you can make them smile, you have their attention.”

This is not about being a stand up comedian. More over it’s about being human because authenticity builds trust, trust builds belief which converts into alignment, effort and performance.

Tony’s ‘conviction–conversion’ bridge works inside organisations too, which really was a key take away for me, how leaders can create conviction, which leads to conversation – not an external sale, but an internal one such as I believe in you and the strategy, for example.

Thai Culture -  trust, respect and open hands

When we talked about partnerships in Thailand, Tony’s tone shifted again, becoming slower, more reflective. This is clearly a subject he cares about and I was keen to learn more.

Partnerships in Thailand, he explained, are deeply relational. Trust comes before business and that respect comes before negotiation. He described the Thai wai, which is the traditional greeting with a slight bow. “You show them the first act of respect,” he told me. If they respond with a handshake, “you’re in a very good spot.”

He contrasted this with Western directness eg the “I’ve got a great idea, you should do this” approach. In Thailand, that doesn’t work.

Instead, you come with open hands:

• Open mind

• Open heart

• Open dialogue

• No criticism

• No ego

• No pressure

He explained that you frame proposals collaboratively: “Does this align with your SOP?”, “Here’s my perspective… what’s yours?”, “How can we do this together?”.

It’s not a sign of weakness, far from it he told me, its cultural intelligence and it’s commercially powerful. Partnerships built this way are more enduring.

Bridging Creativity and Commerciality

Tony’s bridge metaphor became clearer the longer we talked.

Conviction requires creativity, being the story, emotion, clarity, relevance and such like.

Conversion requires commercial discipline which is about planning, alignment, testing and risk mitigation.

“80% of the work behind the scenes is technical,” he says, which includes organising permits to film, logistics, continuity, planning, drafting and surveys. Creativity without commerciality is little more than indulgence. Commerciality without creativity can be invisible. Which is an interesting relationship or ‘bridge’.

The bridge is where value lives.

AI and the Future of Narrative

When I asked Tony about AI, he paused, being thoughtful rather than unsure. He said he sees AI as a complement, not a replacement. He suggested that the current hype cycle will settle into practical use.

In real estate, AI already enhances imagery, adds people into scenes, and helps create visuals before buildings exist. It saves money and it accelerates production.

But Tony warned against crossing into ‘fake’ territory, especially in industries where authenticity matters.

“If I’m buying a holiday,” he said, “I want to see the real place.”

In his view, AI will amplify storytelling, not replace human narrative. The future belongs to leaders who use AI to enhance conviction but not fabricate it.

Tony’s Commercial Philosophy

At the end of our conversation, I asked Tony for the one insight he wants leaders to remember.

He didn’t hesitate… “Turn vision into repeatable, risk mitigated reality.”

Vision is the story. Repeatability is the system. Risk mitigation is the commercial discipline.

It’s the perfect summary of Tony’s worldview really….

Creativity + Commerciality + Culture + Trust = Value.

Why Tony’s insights matter

Interviewing Tony felt like sitting with someone who sees the world through both a creative lens and a commercial one… and knows how to connect them.

His messages or insights are clear, here's a quick summation:

• Storytelling is a commercial skill.

• Creativity creates value when aligned with strategy.

• Leaders must show humanity to earn trust.

• Thai culture teaches us that partnership is relational not transactional.

• AI will enhance narrative, not replace it.

• Commercial success requires bridging conviction and conversion.

I think Tony’s insights remind us that the organisations who continue to do well will be those who tell stories people believe and turn those stories into reality.

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If Tony’s insights resonated, don’t let them sit as interesting ideas .... turn them into commercial advantage. Start by asking yourself and your leadership team one simple question...

Where is the conviction–conversion bridge missing in your organisation?

Is it in your storytelling? Your customer relationships? Your internal communication? Your culture? Your commercial discipline?

Wherever the gap is, that’s where value is leaking.

If you want support building commercial storytelling, strengthening leadership communication, or helping your teams create more trust, more belief and more commercial outcomes, reach out.

This is the work I do — helping leaders and organisations turn vision into repeatable, risk‑mitigated reality.

Let’s build your bridge.