Talking about his decision to leave a global advertising company to join a smaller but respected, Durban-based independent agency, he says, "I'm driven to be at the centre of things, to make an impact on a global stage. In a company the size of Ogilvy, that was never going to be easy.
However, his decision to join wasn't about being a big fish in a small pond.
"I need to be inspired by the people I work with, to learn something new each day. This agency has a reputation for attracting people like that. Many of the things we were doing at Ogilvy Action, The Hardy Boys had already been doing for years. It's also working with some exciting national and global brands. So when I was offered the opportunity to join the team I grabbed it with both hands."
The agency was founded in 1994, by Dale Tomlinson, its current CEO and is now one of South Africa's biggest independent agencies. Its clients include Unilever, Tedelex brands, SA Home Loans, Rainbow, Miladys, Nouwens Carpets and Spar.
Bell believes the agency's Durban location, far from being a liability, is an asset as it takes on an increasingly diverse, global portfolio of clients.
"Durban advertising clients have always had a more entrepreneurial mindset than their counterparts in other centres. They're just as willing to spend money on ad campaigns but the relationship between client and agency is much more personal and accountable. It drives the agency to create work which has a punchier, more immediate effect."
This, he says, has positioned the agency perfectly for the post-recession economic climate. "These days, even big companies like Brandhouse and Unilever are looking for more bang for their buck. Gone are the days of building a brand over 10 years. We just don't have that luxury any more.
"That's not to say brand building isn't important. But today, winning over a shopper in the store is as important as making an impression on the mom on the couch watching Generations."
Bell says this has led to a fundamental shift in the relationship between client and agency, opening up opportunities for leaner, more agile players. "In the past, a business might sign an agency based on who the boss went to school with. Today, it's about who can deliver the goods.
"Yes, relationships are still key, but they're based on performance in the boardroom rather than on the golf course or cocktail circuit."
The explosion in advertising channels had led to dramatic changes in the agency model.
"As recently as five years ago if a client came to us with a problem, we solved it with traditional channels like radio, television and PR. Successful agencies tended to be those with full time experts in these fields on their staff.
"With the advent of digital and social media, everything's been turned on its head. We've recently used Broadway style theatre, mud and dust campaigns in rural areas and spaza shops, TV cooking shows and movies. With such diverse channels, it's not realistic to have experts in all these fields on the payroll.
"Packaging has always been the agency's speciality and we'll continue to retain full-time packaging experts. Likewise with TV production expertise. But we don't need a full time theatre writer or roadshow specialist. We need to know how to find the best of these specialists and put their creativity to work for our clients whenever they're required."
Bell terms this 'ownership of insights', a concept that calls for a deep understanding of consumers, retailers, shoppers, clients and brands.
"With the right insights into a client's need, the ideal strategy and channels become apparent. Then it's a matter of putting the appropriate expertise to work, whether in-house, across town or on the other side of the world," he concludes.
Bell matriculated from St. Charles College, Pietermaritzburg and has a B.Comm, Business Finance from the University of KwaZulu-Natal. He is married with two children.
