O'Dwyer's January 2025 Crisis Communications & PR Buyer's Guide Magazine

Reinventing the Democratic brand

Was anyone really surprised that Donald Trump won the election? In the inevitable post-mortem period of finger wagging that’s ensued since, Kamala Harris has been criticized for everything from failing to connect with middle America to not distancing herself from Biden’s policies regarding the economy and immigration. The war in Gaza was to blame. She was too far to the left. Or not far enough. Some of these points have merit, but no autopsy would be intellectually honest without discussing the larger underlying issue that doomed Harris’s campaign from the start.

We’re currently witnessing the greatest realignment of our major political parties in more than a half-century. One factor that contributed to Harris’s loss is that we live in a country with perilously low trust in institutions, and the Democratic Party is now seen as the institution party. And these views aren’t entirely unjustified.

For decades, Democrats were the disruptor coalition. They confronted prejudice and fought for free speech and due process. They moved the country forward on issues like income inequality, gay rights and reproductive rights. (Who could forget when Democrats were assailed by conservatives in the ’90s for their “moral relativism?”) Republicans, by contrast, were stodgy killjoys stuck in the wrong era. They were uncultured and intellectually incurious. They were— and are—famously anti-science, supported a tax agenda that favored the wealthy and had retrograde views on anyone who wasn’t a white man. They also didn’t realize the electorate was growing increasingly diverse, and as a result, their ranks shrank. Reflecting this, the popular vote in almost every presidential election between 1992 and 2020—with the exception of 2004—went to a Democratic candidate.

But somewhere, the roles flipped. The Democratic Party went mainstream, then became increasingly coastal, increasingly elitist, emblematic of the very bureaucratic establishment it fought against. The party’s working-class base saw its concerns sidelined in favor of academic nuttery that appealed to ten percent of the party. Shaming campaigns and language policing became the order of the day. (So much for free speech and due process!) Working people fled in droves. And when a wave of populism hit the country, the right begrudgingly embraced it with Trump. When it arrived on the left, in the form of Bernie Sanders, the Democratic machine shut it down. In an odd twist of fate, Democrats effectively became the status quo, and Republicans found themselves in the default position of being the party to disrupt the new order.

It can’t be overstated that Trump benefitted from the most diverse coalition of voters in recent memory. He drew more support among Black Americans than any Republican candidate in 48 years. His support among Latino voters effectively tripled in some parts of the country. Nearly 60 percent of Teamsters supported him, which was unthinkable a decade ago. In fact, the only demo to move deeper into the Democratic column was college-educated whites. What does that tell you? A Pew Research Center study reveals that 50 percent of U.S. adults now think the Republican Party represents the interests of “people like them,” an 11 percent increase from just a year ago. Meanwhile, only 43 percent said the same about the Democrats, a four-percent decline from 2020 and an eight-percent decline from 2016. The country moved in one direction, and the Democratic Party moved in the other.

The Democratic Party isn’t the only institution on the chopping block. Consider what role our media landscape played in the election’s outcome. Digital platforms are where an increasing percentage of Americans are getting their news these days, with independent media sources like podcasts boasting audiences that now dwarf shows on major TV networks. These outlets set the news agenda while “legacy” media brands—besieged by layoffs, closures and dwindling readership/viewers—struggle to keep up, often by recycling news that first broke on digital platforms. Trump benefitted from this informational divide, connecting with audiences on siloed, factfree digital outlets that reinforce viewers’ hermetic worldviews, while Harris largely relied on reaching the masses via a gate-kept media machine whose influence is a shell of its former self, reaffirming the former’s standing as an “anti-establishment” voice and the latter as a member of an “elite” class that fails to recognize where most Americans get their news these days.

Trump went on Joe Rogan’s massively popular podcast, a move that was allegedly turned down by the Harris camp. Harris instead relied on interviews with “60 Minutes” and Fox News’ Bret Baier. It’s clear whose strategy won out. Harris’ Fox appearance garnered 7.8 million viewers and her “60 Minutes” spot earned 5.7 million viewers. By contrast, Trump’s appearance on Rogan received 47 million viewers. Consider it our version of the 1960 TV debate between Nixon and Kennedy: Trump won, in part, by meeting audiences on the margins outside of mainstream media influence in a digital ecosystem that’s quickly becoming Americans’ primary source of news. All these factors underwrote the narrative that the Democratic Party is a dying brand that has grown out of touch with most Americans. My guess is the Democrats will get a chance to claw their way back to relevancy soon (leave it to Trump to make the country yearn for an alternative). The Party would be wise to start prepping for this comeback now by confronting the public perceptions that put them in this position in the first place. 

— Jon Gingerich

EDITOR-IN-CHIEF

Kevin McCauley kevin@odwyerpr.com

PUBLISHER John O’Dwyer john@odwyerpr.com

SENIOR EDITOR

Jon Gingerich jon@odwyerpr.com

ASSOCIATE EDITOR

Steve Barnes steve@odwyerpr.com

CONTRIBUTING EDITORS

Fraser Seitel

EDITORIAL ASSISTANTS & RESEARCH

Jane Landers

Melissa Webell

Advertising Sales: John O’Dwyer john@odwyerpr.com

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PR firms boosted revenues, profitability in 2024

North American PR agencies reported increases in both revenues and profitability for the first nine months of the year, according to a Gould+Partners report.

Public relations firms reported encouraging numbers in 2024, according to results from a survey conducted by PR merger and acquisition consultancy Gould+Partners.

Gould+Partners’ report, which surveyed North American PR agencies on their revenue and profitability performance—for the period beginning January 1, 2024, and ending September 30, 2024—found that nearly half (48 percent) of the firms surveyed this year revealed an increase in net revenues for the first nine months of the year. A little more than a third (36 percent) reported a decrease and 17 percent reported no changes at all.

By contrast, a separate Gould+Partners survey last year found that only 3.1 percent of agencies reported net revenue growth for the year.

The report also found that 47 percent of the firms surveyed reported profitability increases (operating profit) for the first nine months of the year, while 37 percent reported decreases and 16 percent reported

no change.

According to the report, the largest firms surveyed reported some of the highest percentage of net revenue gains this year. Among firms earning between $10–25 million in annual net revenues, 69 percent reported increased revenues this year. When it comes to firms making more than $25 million, 47 percent reported an increase in net revenues. 44 percent of firms with revenues of less than $3 million saw net revenues increase, and 43 percent of firms with revenues between $3-10 million saw net revenue growth.

When it comes to profitability, once again the largest firms saw the biggest gains. Firms with more than $25 million in annual net revenues reported the highest profitability increases (53 percent). But those firms were followed by smaller firms with between $3–10 million in revenues (46 percent profitability) and firms with net revenues of less than $3 million (44 percent). Only 39 percent of firms with between $10–25 million in annual net revenues reported profitability.

By Jon Gingerich

The survey also measured PR firm performance by region. Out of all the ten regions included in the survey, the New York/New Jersey region revealed the largest growth in net revenues (67 percent) with 57 percent also reporting an increase in profitability. The U.S. Southeast saw 64 percent of agencies reporting revenue growth and 46 percent experiencing increased profitability. In southern California, 63 percent of firms gained in revenues, and 50 percent gained in profitability. In the Midwest, 50 percent experienced revenue gains and 62 percent saw profitability. In the Northeast, 45 percent saw revenue growth and 55 percent experienced profitability. In northern California, 38 percent showed increases in both net revenues and profitability. In the Southwest, 33 percent revealed net revenue gains and 50 percent reported profitability. In Canada, 27 percent of PR firms showed an increase in net revenues 27 percent and profitability. Only 23 percent of PR firms located in Washington D.C. and its surrounding suburbs showed an increase in net revenues or profitability, the smallest gains out of any of the regions ranked. No PR firms from the U.S. Northwest were included in the survey.

The report also found that 13 percent of the firms surveyed reported an increase in staff returning to the office full-time. Gould+Partners Managing Partner Rick Gould told O’Dwyer’s that he suspects this number will increase, based on discussions he’s had with several CEOs.

“Only 36.1 percent of firms reported an increase in utilization (productivity), which supports the contention of many that staff are more productive being in the office full-time, than being remote or modified remote,” Gould said. “This is always a sensitive topic and we will be watching the responses closely for end of year.”

Finally, the Gould+Partners’ report discovered that 75 percent of firms said they’ve increased the use of AI at their agencies, the largest percentage increase of any category in the survey.

Gould+Partners’ “2024 Financial Trend Survey Report” was based on responses from more than 100 PR firms based in the U.S. and Canada. Responses were collected between October and November.

An updated survey to account for fullyear 2024 results is scheduled to be distributed in January. 

Traditional media not dead yet

Traditional media is more influential than ever among legal and C-suite decision makers, according to a new study.

By Steve Barnes

Reports of the demise of traditional media may have been a little premature, according to a new study from Greentarget and consulting firm Zeughauser Group.

The 2025 State of Digital & Content Marketing report says that the share of legal and C-suite decision makers who value traditional media has risen from 79 percent in 2022 to 88 percent in the new survey—the highest score in the past seven years.

That number is higher for C-suite respondents (90 percent, up by 11 points) than for those who work as in-house counsel (85 percent, up by seven points).

Trade publications also saw a boost in their perceived value. Three-quarters of inhouse counsel (75 percent) deemed those publications valuable—a seven-point jump, while 72 percent of C-suite execs said the same. That’s still a three-point boost from 2022.

What was down? X. While 44 percent of C-suite respondents said X was valuable in the 2022 survey, that number slid to 32 per-

PR brief Omnicom acquires Interpublic

Omnicom is acquiring Interpublic in a stock transaction that creates a powerhouse that combined for $2.8 billion in 2023 PR revenues.

The collection of OMC’s PR units Marina Maher Communications, Portland, Mercury, Porter Novelli, Ketchum and FleishmanHillard generated $1.6 billion in ’23 revenues. They posted $1.2 billion in ninemonth 2014 revenues.

IPG’s Weber Shandwick, Golin, Current Global, R&CPMK, DeVries Global chalked up $1.2 billion in ’23 revenues, and $887 million during the first nine months of this year.

OMC and IPG say their “highly complementary assets create an unmatched portfolio of services and products that expand client opportunities for each company on day one.”

They expect to chalk up $750 million in annual cost synergies within two years of close, which is expected for the first-half of next year.

OMC CEO John Wren (72) will continue at the helm.

IPG CEO Philippe Krakowsky (62) and OMC President Daryl Simm (63) will serve as co-Presidents and COOs. Krakowsky will also co-chair the Integration Committee post-merger.

OMC shareholders will control 60.3 percent of the merged entity, while IPG stockholders will own a 39.4 percent stake.

The combined company posted $25.6 billion in 2023 revenues and $19.2 billion revenues for the 2024 nine-month period.

cent in 2024.

The most favored way for respondents to receive content was through articles. On a preference scale from 1 to 5, articles scored a 4.9 across the board. Next up were research reports, which got a 4.8 from inhouse respondents and a 4.7 from C-suite execs.

The big loser in this category was podcasts—getting just a 3.8 rating from those in the C suite and a 3.0 from in-house counsel.

Respondents also said that accessibility is a big plus. According to the report’s authors, “both in-house counsel and C-suite members appreciate digestible content that’s easy to access, demonstrating the importance of streamlining your audience’s path to your content.”

Since there is a “2025” in the title of the report, it also goes into how the artificial intelligence revolution is affecting decision makers.

Survey respondents have a big appetite for content that helps them negotiate the

ins and outs of AI. For C-suite respondents, AI was the most desired topic on which they would like to receive actionable insights and guidance, with 59 percent expressing that desire, edging out cybersecurity and data privacy at 56 percent.

For in-house counsel, cybersecurity was the biggest concern (51 percent), with AI just behind at 48 percent.

When it comes to the implementation of AI, fintech companies have been the earliest adopters, with 40 percent saying they have already implemented it. Healthcare (33 percent) and private equity (26 percent) were next in line. The most cautious sector was legal services, where only eight percent are already on board.

The report also gives out some advice on how professional services firms can most effectively connect with clients in these sectors over the next year. Those include a reliance on earned media; producing concise, target content; and creating content for LinkedIn, which is making big progress as a trusted distribution platform.

The Greentarget/Zeughauser Group study surveyed 285 in-house counsel and C-suite member between May and July. 

Acquisition wave washed over PR in 2024

A strong acquisition wave washed over the marketing communications sector in 2024, highlighted by the game-changing marriage of Omnicom and Interpublic.

By Kevin McCauley

Astrong acquisition wave washed over the marketing communications sector in 2024, highlighted by the game-changing marriage of Omnicom and Interpublic.

OMC Chief John Wren and Interpublic’s Philippe Krakowsky expect the transaction will provide the financial heft needed to invest in the technologies to better compete with tech-savvy Publicis Group.

G&S, LLYC, Public Policy Holding Company, Ruder Finn, The Shipyard, Gregory FCA, Finn Partners, Dolphin Entertainment, and Acceleration Community of Companies made their own acquisition news during the year.

Edelman closed out the year by announcing that it is cutting 330 jobs as Richard Edelman deals with an eight percent dip in 2024 US revenues and moves to right-size the No. 1 firm for 2025.

Here are some PR highlights for 2024:

Teneo represents Nippon Steel Corp. as it moves to acquire U.S. Steel Corp. for $14.9 billion as part of its strategy to add steel-making capacity in “districts and areas where demand is promisingly expected to grow.” President Biden and President-Elect Trump oppose the deal, saying it poses a threat to national security.

Sports Illustrated came under fire for surreptitiously publishing a series of AI-generated articles credited to authors that don’t exist. The ensuing public furor over the incident suggests a looming challenge for publishers that have adopted or are currently experimenting with artificial intelligence, at a time when trust in the news is already at an all-time low.

Kirsty Graham, Global CEO of Edelman’s practice and sectors unit, assumes command over the US operation. She succeeds Lisa Osborne Ross, who took a “leave of absence” in September 2023 and exited the firm in October.

JeffreyGroup Chairman and Founder Jeffrey Sharlach announced plans to step down. Before founding the agency in 1993, Sharlach held leadership posts at Carl Byoir & Associates (now part of Hill & Knowlton), Burson-Marsteller and Saatchi & Saatchi.

WPP CEO Mark Read merges PR flagships BCW and Hill & Knowlton to create Burson in his latest move to streamline the advertising giant. BCW Chief Corey duBrowa, who was brought in from Google last year, will head Burson. H&K chief AnnaMaria DeSalva will support duBrowa as global chairman.

Publicis Health agrees to shell out $350 million to settle claims that its predatory and deceptive marketing for Purdue Pharma designed to increase sales of OxyContin helped fuel the opioid crisis, according to New York Attorney General Letitia James. Her office co-led a coalition of 50 state attorneys general. The French healthcare firm created ads, brochures and pamphlets that promoted OxyContin.

LLYC acquires a 70 percent stake in Lambert Global for an initial payment of $18.2 million with the balance due in two years based on the EBITDA performance of the corporate communications/IR firm. The Spanish firm says Lambert Global will add $35.1 million to its annual revenue base and triple its U.S. business. The acquisition is LLYC’s biggest ever.

WPP reports Q4 revenues inched ahead 0.3 percent to $4.1 billion in 2023 as CEO Mark Read wrapped up a year that he said was more challenging than expected due to cutbacks, mainly by technology clients.

Edelman reports that 2023 revenues declined 3.7 percent to $1.04 billion as its flagship U.S. region was off 9.1 percent to $639 million.

Ruder Finn acquires Flightpath, a 30-year-old New York-based digital marketing shop with 25 staffers. The firm, which is headed by Founder/CEO Jon Fox, focuses on the healthcare, pet care, consumer, financial services and non-profit sectors.

Signal Group regains its independence as CEO Blake Androff purchases the Washington-based public affairs shop from Wiley Rein law firm, which had been its owner since 2014. He leads the firm with President Chelsea Koski, who will oversee day-to-day operations, and Robert Bole, who takes the newly created head of innovation and strategy position.

Public Policy Holding Company registers 24.1 percent growth to a record $135 million during 2023. The London Stock Exchange-listed company is the parent of Seven Letter, Crossroads Strategies, O’Neill & Assocs., Alpine Group, Forbes Tate Partners, KP Public Affairs, Concordant Advisory and Multistate Associates.

Ari Fleischer, who was George W. Bush’s Press Secretary, signs on as a consultant at BCW. He handled press briefings from 2001 to 2003 and was key Spokesperson during the 9/11 terror attacks and U.S. invasion of Iraq and Afghanistan.

Subject Matter+Kivvit rebrands as Avoq, an integrated shop with more than 200 professionals in Washington, New York, Asbury Park (NJ), Miami and Chicago. It begins life with 14 partners and former Subject Matter CEO Nicole Cornish at the helm.

Lanny Davis, the noted crisis manager, media strategist and attorney who advised Presidents Bill Clinton and George W. Bush, joins Actum LLC in Washington as CoChair. The 78-year-old heads Lanny J. Davis Associates, the D.C.based law firm that he launched in 2010.

BerlinRosen Holdings rebrands as Orchestra, a holding company of eight agencies with more than 600 staffers in 12 offices in the U.S. Operating units are BR, Inkhouse, Glen Echo Group, Derris, Message Lab, M18, Onward and Brightmode.

The New York State Dept. of Health AIDS Institute kicks off a search for a firm to run a social media campaign to educate people about the syndemics of HIV, hepatitis C and sexually transmitted infections.

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Lanny Davis

(L-R) John Wren and Philippe Krakowsky

Rational 360 irons out a six-month contract with Saudi Arabia’s Public Investment Fund to position it as a “sophisticated global investment fund.” It is in line for $1.2 million in fees for strategic communications, $240,000 for digital ads and $60,000 for travel expenses.

Mike McNamara, the former U.S. CEO of Dentons, has joined Baretz+Brunelle, which serves the legal economy, as its first CEO. He will work aside B&B Co-Founders Spencer Baretz and Cari Brunelle.

The Shipyard acquires Fahlgren Mortine, No. 19 in O’Dwyer’s rankings of PR Firms with 2023 fee income of $39.2 million. The fast-growing Ohio ad agency has worked for Smucker’s, Bob Evans Restaurants, Kroger, Ohio Lottery, Avery Dennison, Visit Myrtle Beach and Cardinal Health.

120/80 GROUP, a digital health shop, names Gary Grates President as part of an expansion of the company’s scope and services. Grates is a former Principal at Real Chemistry, EVP at GCI Consulting and founder of Edelman’s change and employee engagement group.

The Iowa Economic Development Authority looks for a firm to handle its $5 million annual strategic marketing and communications budget.

Policy Policy Holding Company adds Sacramento-based Lucas Public Affairs to its roster of PA firms in a deal worth up to $22 million. The initial $7.5 million payment is composed of $6 million in cash and $1.5 million in stock issued to LPA owners.

The Federal Emergency Management Agency launches a search for a firm to produce PSAs and compelling PR messaging in support of its “Ready Campaign” emergency preparedness effort

Michael O’Brien, Ketchum’s President & Global Chief Strategy Officer, moves to 5WPR as Global CEO. Dara Busch, coCEO, exits to pursue new opportunities. Matt Caiola, co-CEO, remains at 5W, responsible for its corporate & technology communications practice.

Gregory FCA acquires BackBay Communications, a specialized financial strategic communications agency with offices in Boston and London. Gregory FCA came in at #13 on O’Dwyer’s 2024 ranking of financial PR firms, with BackBay following at #14. The combined firm will create the country’s

sixth-largest financially focused strategic communications shop.

The Israel Ministry of Tourism inks a one-year agreement with MMGY Global to handle its PR efforts in the US. Development Counsellors International had a $22,500 monthly retainer pact to represent the Ministry, but the contract was not renewed.

Dara Busch rebounds from 5WPR and becomes CEO of Havas PR North America. She also will oversee Havas Formula, Havas Street and Havas Red U.S.

G&S acquires MorganMyers to boost its position in agribusiness marketing and increase its number of CPG brands. MM will add $5 million to G&S’s revenue base, as well as expertise in dealing with agricultural production & technology and farm & commodity organizations.

Teneo signs $4.7 million pact to handle communications and corporate strategy support for COP29, the United Nations climate conference set for Baku, Azerbaijan from Nov. 11-Nov. 22. The seven-month contract with COP29 Azerbaijan Operations Company calls for a monthly retainer of $475,000, plus expenses. For May and June, Teneo is getting fees of $1.425 million and $950,000, respectively, “on an exceptional basis.”

New York State’s Division of Homeland Security and Emergency Services wants to hire firms to conduct crisis communications workshops throughout the Empire State. It envisions sessions for 25 to 40 of its officials, plus leaders from law enforcement, fire response and emergency management agencies.

Robert Gibbs, who was President Obama’s Press Secretary and Global Communications Chief for McDonald’s, joins Warner Bros. Discovery. He takes the Chief Communications & Public Affairs Officer job, a newly created position, and reports to CEO David Zaslav.

Brunswick Group, FGS Global and The Levinson Group score in the top tier for both crisis & risk management and litigation support in the 2024 rankings from research firm Chambers and Partners.

Gail Heimann announces plans to step

down as CEO of the Weber Shandwick Collective, capping a 28-year career at the Interpublic unit. President Susan Howe, who has more than 20 years of experience at Weber Shandwick, will succeed Heimann.

Finn Partners acquires Claudine Colin Communication, a 25-member arts and culture shop based in Paris. Founded in 1990, CCC has partnered with FINN’s Polskin Arts unit on projects in the fields of arts and culture over the years.

Dolphin Entertainment adds Elle Communications, a New York and Los Angeles shop that specializes in social and environmental impact. It will become a division of Dolphin’s 42 West, entertainment-oriented firm.

Edelman wins pact to provide strategic communications services and handle events for Alterra Management Ltd, the $30 billion climate-focused investment fund launched by the United Arab Emirates.

Damion Potter, former British diplomat and trade & economic development representative, joins Burson as Global Chair of its public affairs operation. He handled the UN Climate Change Conference hosted in Glasgow (COP26), served as UK ambassador to Panama, and held posts in Moscow and Taipei.

Golin appoints former McDonald’s Director, Global Corporate Communications and Consumer Public Relations Michon Ellis as EVP, issues & crisis. Ellis most recently served as CEO of CLOUT, LLC, a consultancy specializing in crisis and reputation management, which he founded in 2019. He has counseled on campaigns for such brands as Bacardi, Beam Suntory, BMO Bank and Discover.

WPP CEO Mark Read sells a 50.1 percent stake in FGS Global, which generated $465 million in 2023 revenues, to KKR for $775 million as his firm’s Q2 sales dip 0.5 percent. The transaction values the financial communications shop at $1.7 billion. Headquartered in New York, FGS has more than 25 offices worldwide and 1,400 staffers.

JJ Carter, FleishmanHillard global COO and President, Americas moves up to succeed John Saunders as CEO, who will take on the role of chairman of the Omnicom PR Group agency.

Edelman Global Advisory hires Nikki Haley, former South Carolina Governor and United Nations Ambassador, as a part-time Vice Chair. In announcing the hire, Richard Edelman said politics is now

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Gail Heimann

Gary Grates

Michon Ellis

Adapting to the next Trump administration

A second Trump term comes with one advantage for organizations: hindsight. Companies can navigate this complex landscape by learning from past mistakes and positioning themselves by adopting more agile, dynamic strategies tailored to this unique political environment.

As companies prepare to navigate the public affairs challenges in the second Trump administration, there’s one significant advantage staring everyone in the face: hindsight.

In President Trump’s first term, many companies, interest groups and associations struggled to communicate around an array of issues—from navigating sudden policy changes and deciphering what a social media post would mean for their business to responding to shifting political dynamics. Now, there’s an opportunity to critically assess what strategies worked, what fell short and what necessary adjustments to make.

This time around, companies should better position themselves to avoid previous pitfalls by adopting more dynamic, responsive communications strategies tailored to the unique political environment of a second Trump term. Communicators and CEOs have an opportunity to redefine how they interact with the government and the stakeholders who drive it, ensuring they not only stay ahead of potential policy changes but also play a proactive role in shaping them.

Beyond traditional tactics: a digital-first approach

In the past, corporate America relied heavily on op-eds, press releases and high-profile interviews with traditional outlets to communicate their positions. However, the first Trump administration revealed the limitations of these conventional methods. The media environment is increasingly fragmented, with new and ever-changing outlets and influencers like we saw with both presidential campaigns. To reach your audiences you must go where they are, which is now predominately on social media, non-traditional media platforms and long-form podcasts. Successful companies embrace this change and leverage a more organic approach to engage directly with their stakeholders.

It should be standard practice in this new age for executive leaders to use their personal social media channels to share thought leadership, corporate perspectives and policy stances in real time. This approach humanizes the corporate message and allows companies to bypass traditional media gatekeepers and reach audiences— including policymakers—more directly

and authentically.

For example, CEOs and industry leaders are finding that a well-timed post can generate significant traction among their key stakeholders and journalists, often surpassing the reach of traditional op-eds. This shift towards a more conversational, transparent mode of communication resonates in a time where authenticity is celebrated.

How to communicate: tariff policy as an example

On the issue of tariffs, for instance, many businesses faced disruptions when the first Trump administration threatened and imposed tariffs on certain imported goods. Despite tariffs being a significant, seemingly high-profile issue for the past eight years, data shows that the American people don’t really understand how they work or their effects on the U.S. economy.

Further, if your industry is opposed to tariffs, it’s clear the communications tactics employed during President Trump’s first term failed to move the needle. Much of the messaging from industry until now has not moved the public in large swaths in opposition to tariffs, with constituents and customers simply not buying arguments that tariffs drastically increased costs or provided real harm to Americans.

To communicate to and influence audiences in the Trump 2.0 era, organizations should:

Educate, educate, educate. Spend time and money communicating with your customers and the public on how tariffs actually work and who pays for them. Explain how supply chains have changed over time and why a switch cannot be flipped to move certain supply chains back to the U.S. Make the message about jobs, not just prices. The argument that prices will drastically increase when tariffs are imposed clearly didn’t land with most Americans in President Trump’s first term. Talk about the potential for job losses that comes with decreased economic activity that could arrive with certain tariffs in place. Go to school on the messaging that failed to land the past eight years and make the necessary adjustments.

Go local. Focus on influencing elected officials in competitive districts and states who can feel the heat on anti-tariff messaging and outcomes. In a Congress with

By Lauren Tomlinson and Mike Reed

record-thin margins, this can be an incredibly effective tactic for the next several years. Propose alternatives. Understand the goal of policymakers and work collaboratively to achieve that goal. In an election that was won on change and disruption, stakeholders are expecting bold ideas to fix issues that have plagued communities for decades. Don’t just be a naysayer, propose alternative policies that will better communities and help policymakers make good on campaign promises.

New era, new avenues for engagement

The evolving media landscape offers companies new avenues for engagement, and increasingly, policymakers and audiences are seeking information from a wide range of sources. This provides corporate leaders an opportunity to use digital platforms to:

Build trust among consumers. When C-suite leaders share candid and behind-thescenes content on social media about how policy changes in Washington affect their product, it builds trust among consumers and humanizes the brand.

Communicate directly with decision makers. More so than ever before, digital solutions offer the ability to tailor and micro-target a message to a small group of key stakeholders. Utilize these tactics through either paid or earned media efforts to reach the audience that matters.

Engage, don’t sit back. Companies, interest groups and associations that sit back and hope to hide in the shadows are more and more often not taking the right approach. It’s better to be at the table than on the menu. Be proactive in leading with how your product or industry fits in with the world view of the folks currently in the halls of power and how you want to be part of the solution, not part of the problem.

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Mike Reed

Lauren Tomlinson

Navigating 2025 with confidence

Anticipating new challenges and building a culture of risk awareness.

By Jordan Band and Erik Moser

2025 will be a year of extraordinary uncertainty and opportunity. Organizations must be deliberate in how they position themselves to protect their reputation and capitalize on emerging possibilities. There’s the specter of huge shifts in regulations for multiple core industries, dramatic changes in government policy and continued disruption from AI. In addition, recent events have demonstrated an increased risk for executive safety.

In this dynamic environment, it will be more important than ever to create a riskaware culture. This most importantly includes engaged employees who can serve as an early-warning network to identify potential issues. They can also help mitigate active issues through informed advocacy and support.

Building a risk-aware culture includes the foundational elements of vulnerability assessments, mitigation plans and trained crisis communications staff, alongside ongoing training and awareness for leadership and employees.

Developing this culture requires a trusted partner who can negotiate the landscape with the company, providing informed perspectives on potential issues, preparing for known risks and supporting rapid response when inevitable crises occur. The most reliable resource is a communications team with the skills and experience to handle any challenge.

Risk-aware culture

The pace of change continues to accelerate. In 2025, the combined factors of a new administration, AI implementation and shifting public sentiment will ensure that change is a constant. In this environment, companies cannot afford to simply react to issues as they arise. Doing so will overwhelm them when the next issue emerges. Organizations must be proactive, constantly monitoring risks and building a culture of awareness and mitigation. Even modest preparedness can significantly shorten the cycle of an issue and reduce its impact. This includes considering possible risk areas, preparing content to be ready ahead of time and aligning on strategies and approaches. Any time spent in advance will multiply its benefit in the moment.

This requires not only awareness of potential internal risks but also an understanding of external factors. Social issues will continue to dominate the news cycle

and employees will continue to raise their voices—whether in support or opposition. So, knowing in advance how to respond to these issues can give companies a distinct advantage.

Anticipated 2025 scenarios

Looking ahead there are several scenarios are expected to see heightened activity and scrutiny in 2025, requiring careful communications planning and strategic responses:

Regulatory shifts: The new administration is anticipated to make changes to regulatory policies that could create opportunities for companies, while also raising the risk of fewer standardized reference points and guidance when a crisis arises.

Workforce negotiations: The ongoing scrutiny of profits, revenue and worker protections will continue to impact industries in 2025. With organized labor or activist employees, companies face high risks of external attention and business disruption. A deliberate communications approach will be essential to ensure business continuity and protect the organization’s reputation.

AI accountability: Companies must evaluate how they will implement AI solutions into their operations. While AI presents significant opportunities for innovation, efficiency, quality and safety, it also introduces business and reputational risks. If an AI-driven solution results in a client error, who will be held accountable? How will employees be trained to defend and advocate for responsible AI?

Reductions in force: Layoffs and workforce reductions are closely monitored by the media and often viewed as indicators of corporate health. When managed appropriately, these difficult decisions can reinforce employee confidence and drive positive external perceptions. Precise execution requires careful planning and preparation.

Cybersecurity: The inevitability of cyberattacks—whether through data breaches or ransomware—means companies must be prepared. Communications teams will show their value by mitigating reputational damage associated with these incidents. By quickly defining the narrative, setting clear expectations and addressing stakeholder needs promptly, organizations can minimize the impact of a cyber crisis.

Social impact: The expectations for how and when companies take a stand on social issues are evolving, and 2025 will be a critical year to shape these dynamics. Compa-

nies will need to continually evaluate public sentiment, adjust their messaging and ensure that their responses are authentic and aligned with the expectations of employees and the broader workforce. This will require nuanced, informed and adaptable approaches.

The range of possible scenarios can seem intimidating and that should be the motivation to start preparing early. There’s a saying that if you want shade from a tree, the best time to plant it was 20 years ago and the second-best time is now. Every minute of preparation can help shave hours off a response and tighten the incident cycle to close it out quickly.

Preparedness process

At Global Gateway Advisors, we capture the approach to these challenges through CrisisHorizon, our suite of services and tools designed to help organizations of all sizes mitigate and manage reputational risk. We believe prevention is better than cure. We customize our approach to align with each organization’s specific crisis communications needs.

Vulnerability assessment. To prevent crises before they occur, organizations must anticipate the risks they may face. We use our proprietary Crisis Preparedness Quotient diagnostic tool to analyze an organization’s crisis risk and identify strengths and weaknesses in critical areas such as reputation, culture, allies, voice, digital diligence, leadership trust and planning. By proactively identifying potential vulnerabilities, we can address them now to reduce future risk. Training + assessment workshops. Who leads crisis management in your organization? Are they ready for the challenge? Our workshops, training sessions and seminars are practical, valuable resources for communications professionals, entire corporate teams, or individuals. Whether refreshing existing knowledge or starting from scratch, we work with our clients to develop the right training plan for their specific needs.

Immediate response. When a crisis strikes, every second counts. Effective crisis management requires quick mobilization of resources so that communications can

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Jordan Band

Erik Moser

Proactive reputation defense

What people of influence should do to proactively and preemptively practice crisis communications.

By Frank Tortorici

Crisis communications isn’t only for corporations hit with devastating events or spurious accusations.

Whether you’re a person of influence or simply an executive working for a public company, you must do due diligence to plan an online harassment and threat campaign to ward off reputational attacks against you as an individual.

This involves proactive and preventative measures designed to safeguard your online integrity. Online harassment is on the rise and can grow into real-life security threats. We all have our personal information online, and the danger grows with each form we fill out and each social media channel we join.

For risk management of potential crisis events or attacks, a proactive reputation management campaign should be initiated for any individual, company or non-profit organization.

This is primarily because today we exist in a polarized digital environment, where individuals and companies are easily targeted by online harassment and threat campaigns.

If a competing individual or organization, for example, has a grudge against you, it has become easy for them to build damaging narratives about you or your company and easily plan them anonymously at any place on the Internet. Sometimes they could be of a nature that could be extremely hard to counter.

Viral narratives in mainstream or alternative social media platforms can cause real reputational damage, sometimes leading to threats of physical violence.

Reputational defense requires a layered, flexible response—both reactive to threats and proactive to the conditions that allow threats to arise.

It’s always a good idea to start by managing one’s online digital footprint: the traceable data and activity that a user leaves on the Internet. A cybercriminal can get their hands on your digital information and play havoc with your reputation, bank account or both. Your digital footprint can include digital images of you and your family, online reviews, YouTube and TikTok videos and comments on social media sites. Conveyed through these channels can be your personal, financial and professional data. Online banking and online shopping add to the potential dangers of sharing too much information online.

To begin safeguarding your footprint,

Google your name and see what content under your name is online. This will also help you to determine if and how many other individuals in the world use the same moniker as you.

This would be a good point to determine if you can secure a URL under your full name and reserve the right to get your domain. You should also register handles on social media platforms—even if not actively used—to control your online presence.

These are the first steps toward helping you become both more reactive to threats to your name or content and more flexible and reactive to conditions that allow threats to arise.

Most threat campaigns follow a typical pattern:

A triggering event signals the initial chaos. This could be in the form of someone using your name to post their inflammatory or dubious statements on a matter.

Then there could be a spike in online activity surrounding your name and perhaps threat statements.

At this point, you should begin measures to combat the adverse narratives and themes as they develop and as self-organized communities of interest form to perpetuate the narratives. One should act quickly because online activity can spill over into the real world at any stage. The online threat will dissipate over time but not before real damage is usually done.

In order to proactively bolster your online presence and thereby make it more secure, one should publish content regularly— quarterly or biannually—to improve SEO. This can be done by utilizing press releases and thought leadership articles to enhance your online presence.

However, there are strategic methods for managing your digital presence. It’s imperative to monitor and protect your personal brand. These include:

• Regularly search for your trademark and monitor its usage online.

• Be prepared to send cease-and-desist letters if your trademark is misused.

• Keep current with new and emerging social media platforms.

• Refresh your profiles and content periodically to maintain relevance.

• Understand that search results can vary by location and device.

• Perform searches from different IP addresses and devices to see diverse results.

• Strategically manage what content is

public versus private.

• Ensure business-related content is public and personal content is appropriately secured.

It’s key to know what information surrounding your name is publicly accessible and what you can control.

Then take steps to guard your social media footprint. It’s always a good idea to delete inactive profiles and deactivate accounts temporarily or make them private if needed, especially during high-risk periods.

Make sure to check and update your privacy settings to limit content to known users. And protect all personal information by not listing your email and phone numbers on social media accounts.

For more protection, one should also not post personal details such as kids’ activities, vacations, or check-ins.

Then there are sound cybersecurity factors to consider.

• Enable two-factor authentication.

• Use complex passwords/phrases and password managers.

• Submit PII removal requests to data brokers and public online sources.

Moving beyond the preventative to reactive measures, if you do become a target, immediately save threatening content by taking screenshots and reporting all threats and components of threats to law enforcement.

Then use your experience as a learning tool for future online activity. Ask yourself: Why did the campaign arise, and what risks does it pose? Who are the actors or groups driving it?

Finding and evaluating these reasons will help diminish your online vulnerabilities. It’s also important to determine what actions you can take to monitor, mitigate, or impact the threat and potential future dangers.

For high-profile corporations and individuals, a media monitoring program may be in order.

Consider continuous monitoring of media of social media, messaging platforms and deep/dark web forums for adverse commentary.

Frank Tortorici

Managing corporate crises in 2025

Strategic responses for some of the emerging risk factors that face companies in the coming year.

By Phil Denning

As we enter 2025, the corporate communications landscape has become increasingly complex, volatile and fraught with new and unprecedented challenges. The intersection of technological disruption, geopolitical tensions, social dynamics and rapid regulatory changes has created a perfect storm of potential crisis scenarios that corporations and their leaders need to be prepared for.

Companies aren’t just evaluated on their financial performance or product quality but on their ability to demonstrate ethical leadership, social responsibility and adaptability in the face of multifaceted challenges. The new administration’s policies, emerging technological risks, heightened social expectations and global economic uncertainties present a wide range of potential issues and crisis scenarios for companies.

AI and technological ethical challenges

Rapid advances in artificial intelligence through the growing accessibility to AI tools present unique risks for companies. With AI becoming increasingly integrated into corporate operations, companies will potentially face new risks. As companies have attempted to leverage AI tools to streamline seemingly mundane tasks, they have found themselves facing new risks such as algorithmic bias and discrimination. Integrating AI can help reduce the cost of completing tasks such as a lender using AI-powered loan applications or an HR department using AI-driven hiring tools.

However, if not trained properly, these tools could put a company at the center of a crisis by perpetuating discriminatory lending practices or discriminating against candidates based on race, age and disability in violation of federal and state anti-discrimination laws.

AI policies and regulations will continue to evolve with a focus on industry guidelines and standards, with a continued focus on cybersecurity, privacy and national security at the center.

Organizations must develop robust communication strategies that demonstrate responsible AI implementation, showcase human-centric approaches and proactively address potential ethical concerns before they escalate into full-blown crises. Implications and risks of a new presidential administration

The new Trump administration is generally expected to push for deregulation across various sectors to lighten the regulatory

load on businesses. While many believe the reduced scrutiny will present opportunities, there are also potential risks.

For example, the Consumer Financial Protection Bureau is expected to see curtailed rulemaking activity and rescission of many Biden-era policy statements. As federal oversight decreases, states may intensify their own enforcement activities, creating a complex regulatory landscape for companies operating across multiple jurisdictions.

Established companies may face increased competition. Fewer regulatory hurdles may stimulate competition and innovation, potentially leading to reduced costs for consumers, but it can also potentially create a more challenging business environment for established companies as new entrants find it easier to enter markets.

Wall Street anticipates a potential bounce in corporate dealmaking if the new administration brings lower interest rates and looser regulatory scrutiny. However, a more favorable M&A environment might encourage more unsolicited or hostile takeover attempts, as companies seek to capitalize on reduced regulatory obstacles.

The transition to the Trump administration presents significant risks for companies due to regulatory uncertainty and potential policy shifts. Potential restructuring or elimination of regulatory agencies may disrupt established compliance frameworks. These challenges and potential risks will vary from industry to industry.

Companies must remain agile in their communication strategies and develop clear crisis communication plans to address both internal and external stakeholders, ensuring they can quickly adapt to new regulatory landscapes while maintaining transparency and stakeholder trust.

A growing anti-ESG movement

As we enter 2025, the corporate governance and Environmental, Social and Governance landscape has become increasingly complex over the years, with heightened stakeholder expectations, regulatory pressures and global challenges driving unprecedented scrutiny of corporate behavior. However, a new risk is emerging through an anti-ESG movement.

According to proxy advisor firm ISS’s recent analysis of shareholder proposals—U.S. Shareholder Proposals: A Decade in Motion—there’s a significant rise in anti-ESG efforts, however “Investors show little to no interest in proposals that advocate

a political viewpoint without demonstrable economic relevance.”

The anti-ESG movement presents a critical challenge for corporate leadership in 2025, a landscape characterized by political polarization, shifting regulatory environments and conflicting stakeholder expectations. CEOs must develop a sophisticated approach that balances principled leadership with strategic communication and organizational resilience.

Companies must transform ESG from a potential liability into a strategic opportunity, demonstrating that sustainable business practices are fundamentally about creating long-term value, driving innovation and maintaining competitive advantage. The challenge will be to articulate clear economic rationale for ESG initiatives not as a political statement, but as a business strategy that delivers measurable results.

A minefield of conflicts and social issues In 2025, companies will likely face mounting pressure to navigate the increasingly complex and volatile landscape of geopolitical uncertainty, coupled with the heightened risks associated with taking public stances on social or political issues. As we’ve seen in recent years, businesses are no longer immune from the impact of global conflicts or societal movements. The blurring of the lines between business, politics and social justice presents a unique challenge for corporate leaders who must balance the interests of stakeholders, employees, customers and shareholders, all while maintaining corporate reputation.

Geopolitical instability presents significant risks to companies operating on the international stage. In 2025, organizations with global operations will continue to feel the effects of these tensions, whether through disruption of supply chains, sanctions, changing trade policies or direct calls for boycotts or divestment from specific regions. Corporate leaders must prepare for the fallout from not only how such conflicts affect their bottom lines but also how their public positions on these issues may alienate customers and investors.

Many companies will find themselves under intense pressure to take a stance on conflicts, wars and social issues as the intersection of business and politics has become increasingly pronounced. Companies

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Phil Denning

Preparing for the new year

Several

crises from 2024 offer lessons regarding how to plan ahead for the coming year.

By Kelsey Eidbo

The start of a new year is a prime opportunity for company leaders and marketing teams to brush up on their approach to crisis response. Reputational threats are always changing, so it’s important to reflect on patterns that emerged over the past year, review your company’s crisis performance and identify emerging risks. Engaging in these exercises today can ensure your company has the right people and processes in place to meet the challenges of tomorrow.

Organizations lucky enough to have avoided a major crisis in 2024 should not be lulled into a false sense of security. There’s always next year. Now is the time to learn from companies that came under the glare of public scrutiny. Here are just a few headlines that dominated 2024:

The CrowdStrike outage: A faulty security software update issued by CrowdStrike caused a historic IT outage that showed nobody is immune to technology issues and put the crisis response of companies around the world to the test.

Boeing’s mechanical failures: The company fell from “If it’s not Boeing, I’m not going,” to a federal investigation into the safety of its manufacturing practices, showing that consumer trust can’t be taken for granted.

Labor strikes: After 2023 saw the highest number of major union strikes in over two decades, work stoppages continued in 2024. Companies should take note that employees aren’t afraid to speak up for what they want and, now more than ever, they have the public on their side.

2024 presidential election: Numerous companies found themselves in the crosshairs of a particularly contentious U.S. election cycle. When misinformation began spreading online about retailers like Sephora, Kohls and Home Depot making large donations to President-elect Trump, the companies faced threats of widespread boycotts. Each had to act quickly to dispel the rumors and communicate their policies on making political donations.

Misuse of AI: A Stanford professor well known for research on lying and technology ironically blamed ChatGPT for lying about citations in a court filing. It underscores the need for corporate AI policies, human review and transparency. And the risks don’t stop there when it comes to le-

veraging AI, as my colleagues have outlined in our AI Reputation Risk Map.

A common thread is that people and companies are being held to a higher standard of accountability, whether as employers, service providers or industry experts. Companies must think ahead about their crisis response processes and make sure the right people are in the room to inform an authentic response that doesn’t complicate the matter further. Here are five steps to start:

Appoint a director of crisis communications

A centralized lead makes sure that each team member is collaborating and working toward the same solution. A director of crisis communications oversees the crisis response and serves as the communications point person for each team member, ensuring all efforts align with communications strategy and protocols. This may be a chief marketing officer or other senior communications leader with a strong understanding of the company brand and voice, credibility with leadership and employees and the authority to approve communications on behalf of the company.

Follow legal counsel’s lead (but find a balance in communications to maintain audience trust)

Working with legal counsel ensures a crisis isn’t made worse by running afoul of regulatory requirements, keeps the team abreast of legal developments and avoids introducing litigation risk.

In a situation such as a federal investigation or an employment dispute, legal counsel plays a critical role in providing parameters around what can be said, who should be engaged with and what could be used against a company in legal proceedings. Crisis communicators play a critical role in balancing legal counsel’s often preferred approach of keeping statements to a minimum and the company’s desire to keep clients or employees happy. Walking this line is crucial to maintaining stakeholder trust without introducing or further complicating legal troubles.

Monitor media coverage and sentiment to inform your approach

A team member should be responsible for closely monitoring news coverage and social media responses, providing summaries and sentiment evaluations to the team. This

doesn’t just mean following mentions of your company, specifically. In some cases, it’s critical to follow crises embroiling others in your industry to stay on top of your own potential vulnerabilities.

Our research team operated in this role for law firm clients surrounding the 2024 U.S. General Election, compiling a database of news coverage on how the election was impacting the industry. While not yet a crisis per se, scrutiny of the election had the potential to trigger sensitive questions for firms, and keeping close track of coverage—including donations, likely cabinet picks, legal representations and more—kept us informed in real-time on sentiment and evolving news angles around how the election was reaching that specific industry.

Activating this type of monitoring during real time crisis response will help the team track how a crisis is evolving, anticipate the next angle, see how statements are being received and determine whether it’s time to pivot due to public response.

Pick the right spokesperson

In some cases, it may not make sense to publicly tie an executive’s name to a crisis, while in others, it is important to show leadership and underscore the human element of the situation at hand. A limited IT outage may be a situation in which a company can get away with providing general updates on impact, timing and where to go for questions. The CrowdStrike outage was different from the start. As it rippled through virtually every aspect of our personal and professional lives, the company’s CEO promptly released a statement, though some critics pointed out he didn’t apologize quickly enough. This underscores the need to remember the human impact of a technological failure.

Update your subject-matter experts based on emerging risks

Necessary subject-matter experts are determined based on the nature of the incident and the company itself. These individuals may not be called for every incident but should be aware of their role in crisis response and participate in training exercises as much as the core team. They may include internal leaders or external partners who specialize in IT, operations, human resources, policy, innovative technolo-

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Kelsey Eidbo

PREPARING FOR THE NEW YEAR

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gy, diversity, equity and inclusion, facilities management, supply chain management— or any number of issues, again, depending on the company.

This person’s responsibilities will vary and could include providing access to certain company information, historical or broader industry context, or technical information to inform communications.

MANAGING CORPORATE CRISES IN ‘25

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may face compliance and ethical dilemmas when navigating sanctions or managing supply chains in politically sensitive areas. Each industry and each business may face different risks and challenges associated with geopolitical events.

Corporate leaders are now expected to have a voice on political or social issues, especially those that have broad societal implications. However, expressing opinions on such issues can also open the door to backlash from different sides of the debate,

PROACTIVE REPUTATION DEFENSE

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Then take defensive action by removing offending posts or revoking the posting privileges of abusers. If possible, perform antagonist mapping and analyze common themes and timeliness of the attacks.

NAVIGATING 2025 WITH CONFIDENCE

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lead and drive the response. Teams must strategize, plan for scenarios, craft messages, manage traditional and social media, monitor public dialogue and anticipate fu-

ADAPTING TO THE TRUMP ADMIN.

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Embracing change

A second Trump administration presents both challenges and opportunities for organizations across America. Companies

Partnering with the communications team and legal team will make sure the information is used effectively without introducing any risk.

As new threats emerge, it’s important to keep this list of experts updated and bring them into crisis communication trainings. AI is a great example: Who on your team can speak to the company’s policy and how it came together? How is AI use being monitored and how is the policy being enforced? Who has a good view of the AI-based tools

leading to reputational risks, consumer boycotts and employee unrest.

Navigating the future with foresight

In 2025, the risks of geopolitical instability and the complexities of taking a public stance on sensitive social or political issues will continue to be prominent in the corporate landscape. Business leaders must recognize that their companies’ decisions in these areas have the potential to create significant reputational risk, impacting everything from consumer loyalty to employee morale and shareholder confidence.

A successful crisis communications strategy will require companies to carefully

It’s also smart to conduct threat actor profiling by researching, identifying and assessing threats posed by online actors, including those who believe they are anonymous.

Collecting and preserving evidence is crucial for any potential legal action. It may be necessary to work with outside counsel, security advisors and public relations firms

ture developments to ensure the company recovers as swiftly as possible from difficult situations.

Our CrisisQHorizon process begins with a deep dive planning and discovery period to understand the business, identify potential crisis vulnerabilities and set a course for preparedness.

can navigate this complex landscape more effectively by learning from past mistakes and embracing a more agile, digital-first approach to engagement. The shift away from traditional media tactics toward more organic, transparent communication not only aligns with the current media environment but also offers a powerful tool for influencing policy and shaping public perception

the company is using? Knowing this information now can minimize the likelihood of a crisis occurring related to AI use and expedite the response if one does.

While we can’t predict what specific crises, we’ll find ourselves in next year, reflecting on the previous year and updating your team and approach is a crucial step to positioning your company for success.

Kelsey Eidbo is a Vice President with Infinite Global and a member of its crisis and litigation PR team. 

consider the long-term implications of their public positions, weigh the diverse interests of global stakeholders and ensure that their corporate values align with their actions. Transparency, authenticity and consistency will be key in navigating this increasingly polarized and unpredictable world. The companies that manage to strike the right balance between their corporate missions, values and the demands of their stakeholders will emerge not only as resilient organizations but also as influential voices in shaping the future of business leadership.

Phil Denning is a Partner at ICR. 

to develop strategies to counter these adverse actors and narratives.

All of this may cost a good deal, but consider the money, aggravation and insecurity you can prevent by finding the right partners to put an end to or mitigate your online safety.

Frank Tortorici is VP of Media Relations at Marketing Maven. 

If your organization hasn’t yet invested in crisis preparedness and building a riskaware culture, now is the best time to start.

Jordan Band is Managing Director + Partner, Corporate and Public Affairs, at Global Gateway Advisors. Erik Moser is Managing Director, Crisis and Reputation Management, at Global Gateway Advisors. 

In a rapidly changing political and media landscape, companies that can pivot their engagement strategies to reflect these new realities will be better positioned to advocate for their interests and contribute to the broader policy discussion in the years ahead.

Mike Reed and Lauren Tomlinson are Principals at Cornerstone. 

A shock to the U.S. health industry

The public sentiment surrounding the tragic murder of UnitedHealthcare CEO Brian Thompson reveals the deep-seated resentment the American public harbors toward a system they feel has abandoned them.

By Gil Bashe

The horrific assassination of UnitedHealthcare CEO Brian Thompson on a New York City street has sent ripples beyond the halls of the health industry. As the arresting details of the investigation unfold like an episode of CSI, a more disturbing undercurrent of this case now holds our attention: the unsettling wave of public sentiment that seems to view this act as somehow justified.

As communication leaders and health executives, we must confront an uncomfortable truth: A significant segment of the American public harbors deep-seated resentment and frustration toward us. Some view Thompson’s murder with a sense of bizarre satisfaction, a stark indicator of how broken the relationship is between those who seek healing and the entities that are pledged to heal.

Despite its role in driving unmatched technological and scientific advancements and its world-class roster of skilled and dedicated professionals, the American health ecosystem is increasingly frustrating for patients who are constantly challenged to access and pay for care. A 2022 KFF survey revealed that 41 percent of Americans carry some form of healthcare debt. This statistic paints a grim picture of household pocketbooks emptied because of poor coverage and high costs.

That’s only the tip of the iceberg. Even those with private and employer-sponsored insurance face a labyrinth of frustrations. High premiums strain household budgets, pushing some into medical poverty. Costly co-payments discourage those who need it from seeking preventive care. Confusing coverage rulings, such as stepthrough therapy or non-medical switching, are deeply frustrating and leave many who need medications in limbo. Seemingly arbitrary denials of care, which are devastating to cope with when fighting serious illness, provide life’s most stressful moments.

The outcome? There’s a growing body of consumers who feel they’ve been abandoned by a system meant to protect them, a system that they pay a significant amount of every paycheck to support, that will not support them when needed. The contract, in their experience, has been broken. When coverage denials arise and bills pile up, people with illnesses often find themselves at the mercy of collection agencies, adding

frightening financial insult to physical injury and illness.

A public cry for systemic change

The view of the shooter as a folk hero reflects the public’s deep frustration with a system that makes managing care, accessing services and understanding payment obligations needlessly complex. This is leading to a significant shift in public opinion; a recent Gallup poll indicates a substantial upswing in support for government-insured universal health coverage, which suggests that Americans have an appetite for a radical overhaul of our health system. The industry must recognize that public outcry is kindling fires that fuel changes in public policy.

In the health industry, we often claim that the patient is at the center of care; that naïve Band-Aid should be ripped off. The public reaction to Thompson’s death provides us with an essential opportunity to recognize that we have lost the trust of many of the people we supposedly serve. It must be a catalyst for health companies—innovators and insurers—to reassess their approach to patient care and public trust.

Profitability and service to the patient aren’t two separate outcomes. Investing in interventional care and providing that care are also inextricably intertwined. There are several key recommendations the industry should consider at this moment:

Prioritize transparency: Simplify policy language and coverage explanations, which currently make it difficult for patients to understand their insurance and impossible to make decisions about their care. They feel the ground is shifting under their feet, so make it clear what is covered and why specific treatments might be denied.

Enhance the customer experience: Invest in solid support systems that guide patients through the complexities of their care options. How can apparel chains like Nordstrom have better customer service than the health industry? Shouldn’t our bodies be entitled to a level of customer service that is at least the equivalent to that of the companies that clothe us? Insurance companies must recognize that customer service is one of the most important parts of their business and not an afterthought.

Embrace preventive care: Our system prioritizes sick care over healthcare. To promote better health—while helping to

keep insurance company and patient costs lower—it’s time to shift focus from stressful reactive treatment to supporting proactive health management. This can improve patient outcomes, keep people from suffering from progressive illnesses and reduce longterm costs.

Advocate for systemic reform: Health is not a partisan issue, and the industry must work proactively with patients and policymakers to address the root causes of health inequality and inaccessibility. We can make social impact an integral part of our business models and channel a percentage of profit to address health equity challenges that cost the most vulnerable right now and will cost the industry and taxpayers significantly further down the road.

Humanize the industry: Communications is part of the cure, and health companies, particularly insurance companies, can and must do better when sharing information and narratives with patients. We must share stories—within HIPPA guidelines— of how lives can be improved and saved, and we must do so regularly, not only when the industry’s reputation is threatened. Take the time to speak to patients, communicate how things work and build trust.

Communication as a bridge to trust

As communication professionals, we have a crucial role in this transformation. Our task must not simply be about defending reputations. We are responsible for facilitating a dialogue between health providers and the public they serve.

To do this, we must craft narratives that emphasize the human element of healthcare and facilitate forums for patients to voice their concerns and to be heard to foster fruitful discussion. Our communications expertise should not simply be leveraged to highlight initiatives that demonstrate a company’s commitment to putting patients first; it must be employed to educate the public on how to navigate the complexities of health delivery, to advocate for simplification of communications and to executive

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Gil Bashe

Democrats pessimistic about party’s future

Half of Americans today approve of Trump’s policies and believe the Republican Party represents their interests, leaving a shrinking percentage of Democrats feeling optimistic about the future, according to a Pew Research Center report.

By Jon Gingerich

Donald Trump’s election victory was a resounding win for Republicans, but according to a new post-election survey from the Pew Research Center, Trump’s policies and plans are also aligned with most Americans’ vision regarding the future direction of the country, the latest indication yet that Democrats are out of touch and face an uphill battle connecting with today’s voters.

Meanwhile, a shrinking percentage of Americans now say the Democratic Party represents them, leaving Democrat-aligned adults less optimistic about the future of their party than at any point in the last eight years.

Pew’s survey discovered that half (49 percent) of Democrats now describe themselves as “pessimistic” about their party’s future. That’s even worse than it was in 2016, when Pew reported that 38 percent reported feeling this way in the wake of Trump’s shocking presidential win over Hillary Clinton.

Democrats’ optimism about their party’s future plummets while Republican optimism grows.

This pessimism is especially pronounced among younger Democratic voters, as 55 percent of Democrats under age 50 attributed a negative view of the party’s future, compared to 39 percent of those over 50. Those who identified as liberal Democrats also expressed more pessimism than those who identified as conservative or moderate Democrats (52 percent vs. 46 percent).

It should come as no surprise that Repub-

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information campaigns that help patients to access the care they must have.

A new vision for the American health system

Brian Thompson’s murder is a tragedy that should never have occurred. There’s no justification for violence. At the same time, we must not let this moment pass without reflection and action.

It’s time for the health industry to recommit to its core mission: to prevent illness and to heal. This commitment must be more than a PR strategy. It must be the

licans, on the other hand, are feeling historically optimistic. Among Americans who identified as Republican, 86 percent reported feeling optimistic about the GOP’s future, a climb of more than 20 percent from the 65 percent of Republican-aligned adults who said the same two years ago, and the highest percentage recorded by Pew—even higher than in 2016, when 79 percent said they felt optimistic following Trump’s first election victory.

Americans who identified as conservative Republicans are especially bullish about their party’s future: 92 percent in that group reported feeling optimistic, compared with 78 percent who identified as moderate or liberal Republicans.

Taken together, this 35-percent gap in positive and negative sentiment between Republicans and Democrats is wider than after any recent election, according to Pew.

Overall, half (50 percent) of U.S. adults now believe that the Republican Party represents the interests of “people like them,” the highest percentage since 2016 and seven percentage points higher than the 43 percent who said the same about the Democratic Party. Compared with previous Pew analyses, Americans’ satisfaction with the Republican Party currently stands 11 points higher than it did just a year ago. By contrast, the 43 percent of Americans today who said the Democratic Party represents them reveals a steadying decline from 2020’s 47 percent and 2016’s 51 percent.

More than half of Americans (53 percent) said they approve of Trump’s “policies and

driving force behind every policy, every customer interaction and every decision. By placing people at the center of our efforts, we demonstrate that the US health system’s primary interest is in the well-being of those it serves.

The path ahead is challenging; we must walk it together—industry leaders, health providers, life science innovators, policymakers and patients alike. As we move forward, we in the industry must note that healing extends beyond the physical; it encompasses the restoration of faith in a system that has the great potential to protect and nurture all Americans, regardless of their location and bank account size—one that inspires confidence rather than despair

plans for the future,” and 59 percent said they’re at least somewhat confident in his ability to make good decisions about economic policy. More than half also think he’d be effective at handling law enforcement and criminal justice issues (54 percent), immigration policy (53 percent) and foreign policy (53 percent).

Americans remain skeptical when it comes to Trump’s personal traits, however, as fewer than half consider Trump to be someone who cares about the needs of ordinary people (45 percent), or think he’s honest (42 percent), even-tempered (37 percent) or a good role model (34 percent). Fewer also expressed confidence in Trump’s ability to make good decisions on abortion policy (45 percent) or to bring the country closer together (41 percent).

And despite Republicans’ overwhelmingly positive outlook regarding the country’s direction, only 22 percent of all Americans said they’re excited about Trump’s win, and only a little more than a quarter (28 percent) described themselves as “relieved.” Meanwhile, a third of Americans (33 percent) said they were disappointed and an additional third expressed surprise that he won. Another 15 percent described themselves as “angry.”

Pew’s findings were based on a survey of approximately 10,000 U.S. adults and was conducted between November 12-17. Respondents were drawn from the nonpartisan think tank’s American Trends Panel, a nationally representative list of randomly selected U.S. adults. 

and rage.

It’s time for the industry to lead by example, to show through deeds that the health and trust of the American people are its most valuable assets. Only through collective effort and a shared vision centered on ensuring “medicine is for the people” can we achieve that long-awaited transformation. Thompson’s tragic death—and his family’s enduring pain—must be a catalyst for that transformation. It’s not about saving face; it’s about saving lives and restoring the soul of the American health system.

Gil Bashe is Managing Partner, Chair Global Health and Purpose at FINN Partners. 

The danger of treating all information equally

Whether in discussions about climate change, vaccine safety or political violence, the spread of false equivalencies in public discourse has damaging consequences for how society engages with science, policy and reality.

False equivalencies—presenting two sides of an argument as if they hold equal merit, even when one side is not grounded in facts—erode public discourse and trust. Whether in discussions about climate change, vaccine safety or political violence, this action has damaging consequences for how the public engages with science, policy and reality.

They’ve always been a pet peeve, but I was especially irritated when I read Malcolm Gladwell’s interview with the New York Times about his new book, “Revenge of the Tipping Point.” At first, I was delighted when he said, “I don’t have any great hesitation about saying I was wrong. If you’re reading a book that is 25 years old, stuff should be wrong. If you don’t recognize that the world has changed in 25 years, there’s something wrong with you.”

I couldn’t agree more. The world constantly shifts, and we must adapt our thinking to new evidence and circumstances. Gladwell’s humility in admitting his mistakes is refreshing, particularly in today’s polarized climate, where admitting fault is often seen as a weakness.

It’s what he said later that troubled me: “People increasingly want uncurated expertise. Now does that sometimes create problems? Yeah, a lot of people didn’t take the COVID vaccine that should have and died as a result. That’s really unfortunate. I am fully aware of what happens when you let a thousand flowers bloom. But I’m also aware that there is at times something beautiful about the fact that we are opening up access to people in a way we never did before.”

Unfortunate? It was tragic. It was political and medical malpractice. Millions died.

Yes, access to ideas is crucial, but without proper vetting or curation, it becomes dangerously easy for disinformation and propaganda to spread unchecked. The challenge is to balance the need for open dialogue with the responsibility to prevent the amplification of dangerous or unfounded claims.

The politicization of science

One of the most disheartening trends I’ve observed over the past few years is the politicization of science to the point of toxicity. A discipline rooted in creativity, curiosity and fact-finding has become demonized; science is openly ridiculed, trivialized, and held in contempt. If not checked and re-

versed, this will have a growing impact on discovery, education, public health and US competitiveness.

The idea of “trusting the science” is under attack. Public confidence in science— particularly biomedical science—has declined significantly since the beginning of the COVID-19 pandemic. A 2023 Pew Research Center survey revealed that only 27 percent of Republicans/lean Republican and 43 percent of Democrats/lean Democrat citizens have a great deal of confidence that medical scientists will act in the public’s best interest. This erosion of trust is partly due to the failure to communicate the evolving nature of scientific knowledge. Science, by its nature, is fallible and self-correcting. It evolves as new evidence emerges. This is its greatest strength, but to the public, it can often seem like inconsistency or unreliability. This was evident during the pandemic when evolving guidance on social distancing, mask-wearing and vaccines was often met with confusion and skepticism.

Dr. Francis Collins, former director of the National Institutes of Health, has expressed regret that officials didn’t adequately convey that recommendations would evolve as new information emerged during the pandemic. This failure to communicate the provisional nature of scientific knowledge only deepened public distrust. For many, the changing advice felt like dishonesty rather than the natural course of scientific discovery. This misunderstanding about the nature of science created a breeding ground for conspiracy theories and misinformation.

And it will not get better. Not in the next four years, anyway. The public should be angry, even terrified, that objective science will be scrapped if Robert F. Kennedy, Jr. and the like-minded are confirmed by the US Senate and assume roles of enormous national and global consequence.

Social media platforms have given, should I say, a booster shot to the amplification of numerous scientific falsehoods. Elon Musk’s behavior on his X (formerly Twitter) is particularly troubling. According to a recent New York Times analysis, nearly a third of Musk’s posts in a five-day period were found to be false or misleading. X enables conspiracy theories and misinformation to spread unchecked. While Musk claims to support free speech, the reality

By Paul Oestreicher

is that false information spreads faster and reaches more people than the truth. Even when others attempt to correct the record, a debunked conspiracy post sits alongside a credible one, and for many people, it all looks the same.

Reclaiming the narrative

The public’s trust in science shouldn’t rest on believing in specific experts or static truths; rather, it should be grounded in understanding the scientific process itself. As Dr. Art Caplan, the head of Medical Ethics at NYU Langone Medical Center, explained, trust in science requires belief not only in the message but in the process that generates it. Caplan argued that scientists need to better explain their work with accessible language, relevant examples, and local engagement through schools, community organizations and grassroots efforts. This is key to rebuilding public confidence.

I used to believe that presenting solid evidence would be enough to convince people of the facts. But I’ve come to understand that facts alone are not enough when false equivalencies dominate the conversation. The truth is that not all opinions deserve the same weight.

At the same time, we must hold those with power and influence accountable. Whether it’s Elon Musk spreading false information or Malcolm Gladwell embracing uncurated content, the truth matters. If we cannot differentiate between what is factual and what is false, we are in serious trouble.

So, yes, I agree with Gladwell that more voices should be heard, but I cannot follow him down the path of always accepting unfiltered content as part of the solution. If anything, we need to take more care and responsibility in communicating the facts. Because right now, the stakes are too high to get this wrong.

Paul Oestreicher is a PR and public affairs professional, advisor and mentor known for strategic communications, thought leadership development, crisis and reputation management, and third-party relationship building. He is the author of “Camelot, Inc.: Leadership and Management Insights from King Arthur.” 

Paul Oestreicher

How to prevent an AI crisis

Several companies have found themselves in a reputational crisis after going beyond adopting AI into their everyday business practices and attempting to use these tools to replace artists, writers and other creators.

By Eric Yaverbaum

The hype around artificial intelligence doesn’t show signs of calming down anytime soon. A recent McKinsey survey found that 72 percent of businesses have adopted AI for at least one function this past year. There are also approximately 84,450 AI-focused businesses globally with an average of around 6,827 new AI companies launching each year for the past 10 years.

The AI market is taking the business world by storm for a reason: There are a multitude of benefits AI can offer companies. AI-powered analytics tools such as Tableau, Microsoft Power BI, Qlik and IBM Watson offer automated data analysis for organizations. So, instead of human employees spending hours of their day trifling through millions of data points, these AI tools can pull the same insights in seconds. Similarly, tools like ChatGPT, DALL-E, Jasper AI and Microsoft Copilot can instantaneously create images, text, code and other forms of content using generative AI.

Yet, as with any fast-growing industry, AI also has its setbacks. Some companies jumped on the generative AI train too quickly and are consequently finding themselves in a reputational crisis, particularly when using these tools not to eliminate mindless tasks, but to attempt to replace artists, writers and other creators.

For instance, when Coca-Cola released an AI-generated holiday ad on YouTube last November, the company didn’t receive a warm public reception. The comment section of the ad was filled with negative reviews and backlash. Coca-Cola’s ad received widespread criticism for using generative AI in place of creative talent. A post on X from Alex Hirsch, creator of Disney’s television series Gravity Falls, brings attention to this issue. Hirsch wrote about the ad, “FUN FACT: (Coca-Cola) is ‘red’ because it’s made from the blood of out-ofwork artists! #HolidayFactz.”

The online backlash around Coca-Cola makes it clear why people aren’t fans of AI-generated ads. First off, people recognize that AI-generated content can take jobs away from talented professionals. Second, most viewers can tell when they’re watching something AI-generated, and they don’t like it. Research from NielsenIQ reported that, when consumers were

shown AI-generated ads, they not only could tell the ads were AI-generated but also perceived them as annoying, boring and confusing. Coca-Cola made the unfortunate mistake of not recognizing consumers’ distaste for this application of AI and the company’s reputation is now paying for it.

Moreover, the use of Generative AI for ads and other content raises still unanswered IP questions and will likely have legal ramifications given that these tools are trained on the creative works of others. This fall, a group of authors sued the AI company Anthropic after it used their work to train its Claude chatbot. And numerous similar lawsuits have been filed against ChatGPT creator OpenAI, including IP infringement claims from authors John Grisham, Jodi Picoult and George R. R. Martin, among others, as well as the New York Times and Chicago Tribune. Additionally, Sony, Universal and Warner are suing two AI music startups—Suno and Udio—claiming “copyright infringement involving unlicensed copying of sound recordings on a massive scale.” In light of this, it would be wise to use these types of tools judiciously as these cases are being decided.

Generative AI can also pose serious cybersecurity threats to companies. Increasingly, criminals are using deepfake images, audio and video to scam employees. In Singapore, more than 100 public servants from more than 30 government agencies were sent compromising deepfake images in extortionary emails. Likewise in Hong Kong, one employee of a multinational company was scammed into paying HK$4 million (equivalent to about $512,000 USD) after having a deepfake video call with someone who appeared to be the company’s CFO. These deepfake scams aren’t just happening outside the U.S. The FBI issued a public warning last December describing an uptick in criminals using Generative AI to commit financial fraud.

Business leaders need to take steps to protect their companies from AI scams. Not only because protecting employees is the right thing to do, but also because it’s a bad look. After all, if a company is allowing fraud to be committed to their employees, what does it mean for their customers? If a business is impacted by one of these at-

tacks, it may find itself with a financial and reputational crisis on its hands.

Despite these dangers, a recent Riskconnect survey found that 80 percent of organizations don’t have a dedicated plan to address generative AI risks. More companies need to consider the potential fallout that could result from an AI crisis and fast, especially given how rapidly the AI industry is growing.

Eric Yaverbaum

The first step is planning for all crisis scenarios before they occur. Ideally, part of that plan should be how to prevent a crisis from happening altogether. For instance, companies can conduct market research on public perceptions of AI ahead of releasing promotional materials. This way they can better incorporate generative AI into advertising, marketing and PR campaigns. And given the current public opinion of using AI in place of hiring creatives as well as the IP concerns, maybe fully AI-generated ads aren’t the way to go. Instead, companies can consider how generative AI can be used to assist talented workers during the creative process, such as using AI to generate idea suggestions or mockups.

To prevent a scam-related crisis, companies can also do the necessary research and take critical steps to protect their business. For example, company-wide training is an easy way to teach employees not to fall for these types of scams. It might require additional company resources but so does dealing with public perception once the news of a crisis is out there.

Companies should also come prepared for a crisis. This means having potential statements for the press drafted in advance, solutions coordinated for every scenario and leadership being ready to give a sincere apology if the situation calls for it. Business leaders should always have a crisis plan prepared for any type of issue that could happen. However, when dealing with AI, whether or not you have a crisis plan could make or break your company. AI is

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Navigating uncertainty

A crisis preparedness checklist to help B2B companies thrive under pressure.

By Steve Halsey

The playbook for crisis communications in B2B companies is evolving at an unprecedented pace. Regulatory landscapes are shifting, economic pressures are intensifying and stakeholder expectations for transparency and authenticity are higher than ever. Against this backdrop, chief communications officers must be more than communicators. They need to be strategic leaders tasked with preparing their organizations for the inevitable: a crisis that tests the strength of their values, agility and resilience.

To succeed, B2B companies must embrace a proactive, integrated approach to crisis preparedness. This isn’t just about responding when something goes wrong— it’s about building a foundation that ensures your company is ready to thrive under pressure. Following is a practical checklist for how CCOs can use leadership, innovation and authenticity to guide their organizations through even the most trying moments.

Build a culture of readiness

Crisis preparedness starts long before a crisis emerges. The companies that weather storms best are those that embed adaptability and inclusivity into their culture.

Develop cross-functional teams: Establish crisis management teams that include not just communications professionals but also legal, operational and technical leaders. This ensures diverse perspectives in decision-making and faster response times.

Foster scenario planning: Run regular crisis simulations tailored to the B2B environment. These could include scenarios like supply chain disruptions, data breaches or reputational challenges from regulatory changes.

Empower teams with agility: Equip employees with the tools and training to pivot quickly when the unexpected occurs. Make inclusivity a priority so every voice is heard in times of need.

Key Success Factor: Advocate for leadership buy-in to prioritize readiness as an organizational value. This means building systems and practices that ensure crises are met with clarity and confidence.

Leverage technology for precision and speed

Technology is reshaping every aspect of crisis communications. For B2B companies, leveraging AI and automation can

mean the difference between swift, effective communication and costly delays.

AI-enabled monitoring: Use AI tools to monitor news, social media and industry developments for emerging risks. Early detection is critical for B2B firms operating in complex supply chains or regulatory environments.

Automate key responses: Develop automated workflows to speed responses to common crisis scenarios, such as alerting stakeholders, to reduce response time.

Centralize communication channels: Invest in platforms that unify internal and external communications to maintain consistency and reduce miscommunication during crises.

Key Success Factor: Partner with IT and innovation teams to evaluate and implement technologies that enhance your crisis response capabilities. A tech-savvy communications function is now table stakes.

Align crisis communications with purpose and values

In an era where authenticity drives trust, a crisis is not just a threat—it’s an opportunity to reinforce your company’s values. B2B stakeholders, including clients and regulators, are quick to scrutinize a company’s response to crises for alignment with its stated purpose.

Craft values-driven messaging: Ensure all crisis communications reflect your company’s core values and commitments.

Simplify the complex: B2B crises often involve intricate issues, such as compliance failures or technical disruptions. Invest in clear, relatable storytelling to make these complexities understandable to all stakeholders.

Stay consistent across channels: Use a single voice across platforms to avoid mixed messages. Consistency builds trust and credibility.

Key Success Factor: Conduct regular audits of your crisis communication templates to ensure they align with your brand’s purpose. Practice communicating complex topics in relatable, values-driven ways.

Synchronized employee communications

Employees are often the first to feel the ripple effects of a crisis and their understanding and alignment are critical to an effective response. For B2B companies with dual workforces—including on-site hourly

workers in manufacturing or logistics and remote or hybrid office employees—this synchronization is especially challenging.

Tailor messaging for dual workforces: Recognize the differing needs and communication preferences of your workforce. For on-site employees, prioritize clear, concise updates delivered through accessible formats, such as shift briefings, digital screens, or printed materials. For remote or hybrid employees, leverage email, intranets, or virtual town halls.

Emphasize consistency and timeliness: Ensure that all employees, regardless of location or role, receive consistent information simultaneously to minimize confusion and build trust.

Foster two-way communication: Create channels for feedback and questions from employees across all levels. For example, anonymous surveys or direct lines to HR can help uncover potential blind spots in your messaging.

Key Success Factor: Synchronize internal communications by leveraging technology and tailoring approaches to meet the unique needs of each segment of your workforce. Unified employee alignment strengthens external messaging and response efforts.

Turn stakeholders into advocates B2B companies have a unique advantage in crisis communications: they often operate within tight-knit networks of clients, partners and suppliers. Involving these stakeholders in your crisis strategy can turn them into advocates rather than critics.

Proactive stakeholder engagement: Keep key stakeholders informed of potential risks and how your company is prepared to address them. Transparency fosters trust and reduces surprise.

Empower spokespeople: Train executives and client-facing teams to communicate confidently and empathetically during crises. Authentic human connection can defuse tension and build goodwill.

Create two-way communication channels: Provide stakeholders with avenues to share concerns and feedback during crises. Their insights can improve your response and deepen relationships.

Key Success Factor: Establish clear pro-

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Steve Halsey

Drones over Jersey

Why the mysterious drone sightings over New Jersey in recent weeks serve as a reminder of one of the most important rules of crisis communications.

By TJ White

While there’s plenty going on in the world to opine on—the fall of the Assad regime, the assassination of UnitedHealthcare executive Brian Thompson, South Korea’s President declaring Martial Law—perhaps the most perplexing issue plaguing our screens is the ongoing drone sightings across New Jersey.

As countless talking heads drone on and on—my one and only pun, I swear—every night about the possible causes for these beams of light hovering overhead, the conspiracy theories are officially running rampant. I’m certain that by the time this op-ed prints, we’ll have greater clarity as to the rationale for these drones, but currently, government agencies are forgetting the most important rule of crisis communications: if you don’t control the narrative, someone else will.

As of today, guesses as to the provenance of the drones have ranged from Iran, to government searches for a lost nuclear device to “you’re not seeing drones,” all of which make it even more challenging for the truth to ever come out and be trusted. Alas, the FBI and the Department of Homeland Security originally communicated that final point, but DHS Secretary Alejandro Mayorkas later stated, “I want to assure the American public that we are on it,” a frustrating flip-flop that further sows doubt among the public. Simply put, it appears that government officials waited too long to find out what was happening and to communicate it. As a result, they’ve now lost the ability to assuage public concern. In the early innings—even if you’re not

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tocols for stakeholder communication in your crisis plans. Emphasize empathy and transparency to build lasting trust.

Measure and refine post-crisis

A crisis doesn’t end when the immediate threat subsides. The most effective B2B companies treat every crisis as a learning opportunity to improve their resilience and communication strategies.

Conduct post-mortems: After a crisis,

sure that something is yet a crisis—it’s important to consider a few things:

You must know who your stakeholders are, what they care about, and when they need to know something. Regardless of who’s in control of the drones, government officials didn’t adequately consider who would care about them, their propensity for wanting to understand what was happening and how quickly they needed to know before they went elsewhere for information.

If you don’t know something, you need to know who to call to know it quickly. Perhaps the biggest issue with this entire ordeal is it appears no one knew who to go to for information. Complete miscommunication from local, state and federal officials created inconsistent messaging devoid of credibility.

Situations evolve rapidly; so, too, does misinformation. We remain in a period

when public trust in the government is at a historic low, making it even more critical that government officials get out in front of topics ripe for conspiracy theorists. Days of conjecture and lack of clarity have led to an environment where the true cause for these drones may never be known, and answers certainly won’t be trusted. If you start to feel like you may be losing the narrative, chances are you have.

With the benefit of hindsight, it’s obvious that officials across the Northeast would like a do-over on this topic. While transparency is a good policy, it’s not always possible, particularly when you don’t have all the information you need. But in the face of issues like these, lessons can and should be learned.

The best offense is a good defense, and companies should take this as an opportunity to get their respective houses in order. Crisis preparedness is the best defense to issues like this arising, and stress testing those plans through tabletop exercises allows for the highest degree of confidence that an organization can not only survive but thrive through a crisis.

For any of your crisis preparedness or management needs, Sloane & Company’s Special Situations Practice is at your disposal.

TJ White is Managing Director, Head of Special Situations at Sloane & Company. 

bring together all involved teams to analyze what worked, what didn’t and how processes can be refined.

Update playbooks regularly: Use insights from post-crisis reviews to keep your crisis management plans relevant in a changing landscape.

Key Success Factor: Make post-crisis analysis a standard practice. Use findings to strengthen your strategies and rebuild trust with stakeholders.

The CCO’s role in a crisis

As the connective tissue between leadership, employees and external stakehold-

ers, CCOs are uniquely positioned to lead their organizations through crises. By prioritizing readiness, leveraging technology, aligning with values, engaging stakeholders and synchronizing employee communications, CCOs can turn crises into moments of strategic opportunity.

Crises are inevitable. But with the right preparation, B2B companies can face them as opportunities to showcase their resilience, innovation and authenticity.

Steve Halsey is Principal and Chief Growth Officer at G&S Integrated Marketing Communications Group. 

TJ White

Preserving the future of local news

News outlets are shutting down across the U.S. at an alarming rate, upending public trust in media and contributing to the further spread of misinformation. Here’s what public relations professionals can do to help ensure local media’s continued survival.

By April White

The number of counties in the United States without a single local news source is growing rapidly, making our collective need to address how to stop the spread of news deserts more pressing than ever. Nearly 55 million Americans now have limited or no local news outlets, according to the Medill State of Local News Report 2024. In 2024 alone, 127 newspapers closed—almost two and a half per week— and the U.S. now has a third of the number of newspapers it had two decades ago, as 3,300 newspapers have shut down.

When Americans can’t access reliable or accurate community information, the very foundation of our democracy is at risk. Citizens who once relied on the local news to inform their decision-making and fuel grassroots advocacy are now largely left to their own devices.

According to a recent Pew Research Center report, the majority of Americans (73 percent) already get their local news from friends, family and neighbors—even more than local television stations (64 percent) or online forums such as Facebook groups or Nextdoor (52 percent). Even more shocking is that more Americans get local news from government agencies (35 percent) than newspapers (33 percent).

This is today—not a forecast—and clearly shows that when citizens don’t have access to reliable local news sources, they’re forced to rely on word-of-mouth, social media and community networks for information. This can rapidly lead to the spread of misinformation or incomplete information, as well as assumptions and rumors—either intentionally or unintentionally.

The predictions of where we go from here are even worse. Medill’s Spiegel Research Center used predictive modeling to identify the counties now at risk of losing their local news outlets and found a 22 percent rise in the counties on the “Watch List.” Director of the Medill Local News Initiative and John M. Mutz Chair in Local News Tim Franklin called it a “crisis in local news” that is becoming more alarming by the year, as “fewer Americans have access to news they need about their communities to be informed citizens.”

Of course, this also means our clients will have a harder time reaching their target au-

diences on a regional or local level, which makes this an issue we can’t ignore as publicists.

What PR pros can do to help

Although publicists can’t easily solve this issue singlehandedly, there are a few ways public relations professionals can help. Encourage clients to consider local sponsorships. Clients can financially support local news by engaging these outlets in local sponsorships, which elevate their brand recognition and loyalty in their key communities while simultaneously giving the local media partner a much-needed revenue boost. Most sponsorship packages include local media mentions, event coverage and social media promotion, and this kind of exposure can pack a big punch when it comes to endearing locals to a brand, regardless of whether it’s regional or national. This is likely the most helpful thing PR professionals can do to help alleviate the financial pressures these outlets are facing that are leading to them closing. Include regional and local media in PR strategies. We all know sometimes a local news hit can lead to national press that wouldn’t have been achievable without it, thanks to syndication and/or building a brand’s profile by getting it. But this can be quickly forgotten when clients don’t value local or regional placements as much as a shiny national one. As a result, it’s important for publicists to educate their clients on the value of local news hits by reminding them that they can demonstrate a brand’s relevance, dedication and involvement at a grassroots level—as well as lead to national coverage in the future. For this reason, it’s equally important to not overlook local and regional media when developing story angles that might benefit and be relevant to them.

Advocate

for media grants and funding. Publicists can also advocate for media grants and funding to sustain local journalism by partnering with organizations that provide financial support to local news outlets. For example, The Knight Foundation and Press Forward are among those fighting hard to stop the spread of news deserts. Press Forward has pledged to invest over $500 million in the local news industry, to help serve economically disadvantaged ar-

eas and historically underserved communities, and the Knight Foundation committed to spending $300 million over five years to support local news. By supporting these organizations financially, through pro-bono work, or spreading the word through their networks, publicists can also help the charitable leaders who are addressing this issue head-on.

How can PR pros help clients reach citizens in news deserts

While these organizations fight hard to end this unfortunate trend, we may need to help our clients reach Americans who are already living in news deserts. Here are a few ways to achieve this.

Leverage the power of digital storytelling. The power of storytelling will remain forever, regardless of how many local news outlets shutter, and can still be achieved through newsletters, digital outlets, podcasts and social media platforms. If there is not an existing outlet for a key community, brands can also help create one or collaborate with local content creators and influencers to spread important information and news to citizens in those regions. In addition, sometimes nearby regional outlets will cover broader community stories and can still be approached with stories that are important to these areas.

Consider alternative news sources and community groups. Nextdoor, Reddit and local Facebook groups often have high engagement in news deserts and often act as the primary source of news and discussion for these citizens. PR pros can post stories directly on these digital community platforms or approach active members who may align with the issue or information our clients want to present and be willing to share the news on these sites. In addition, many local government and NGO channels often have their own platforms, whether a newsletter, social media channel, or website, which publicists can also leverage to reach

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April White

Marketers jump on AI bandwagon

Marketing executives adopt digital tools like artificial technology at a faster rate than entry-level staffers, according to a recent study.

By Steve Barnes

Marketing executives are getting on the AI bandwagon more quickly than their entry-level staff, according to a new study from the American Marketing Association and Lightricks, a company that develops AI-powered creative tools.

The authors of “Leading from the Top: How Marketing Execs are Driving AI Adoption” say this represents a big shift from the way that digital tools usually make their presence felt in companies. “Unlike previous technological adoptions that bubbled up from younger workers,” the study notes. “AI’s top-down integration means it’s being embedded directly into strategic planning and decision-making processes.”

Overall, nine out of 10 survey respondents (90 percent) said they have adopted AI at their company, up from the 73 percent who said they had done so in a 2023 study from Statista.

That rise is largely fueled by users in the executive suite. More than six out of 10 execs (61 percent) indicated that they use

PRESERVING THE FUTURE OF NEWS

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citizens in news deserts with crucial information.

Organize local community events to engage citizens in news deserts. Another way to engage Americans living in news deserts is to organize, host, or sponsor community events such as panels, information fairs, or workshops. These kinds of events can be promoted through geo-targeted digital marketing, on community groups and social media, as well as through local advertis-

HOW TO PREVENT AN AI CRISIS

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a technology that’s constantly evolving at high speed, and regulation for it in the U.S. remains murky. Without a crisis plan in place, businesses might find themselves in a situation that they can’t keep up with.

AI at least once a week, far outpacing the 42 percent of entry-level staffers who said that. In addition, while almost half of execs (48 percent) said AI was important to their role, that number slides to 34 percent for those in entry-level positions.

More than half of executives (55 percent) said they were very confident about AI’s ability to make a positive difference when it comes to creative marketing output, with just 7 percent expressing no confidence in that ability. The marketers just starting out were less bullish, with only 33 percent saying that were very confident and 19 percent noting that they had no confidence in AI’s ability to boost the quality of their work.

Some of the positivity being expressed by execs might be related to the quality of training in AI that they get. Almost twothirds (65 percent) of execs said they had received company-provided training, with just 13 percent saying that while they wanted training, they had not received it.

However, only about a third (34 percent) of entry-level marketers said their company

had provided AI training, and more than a quarter (27 percent) said they wanted training but were yet to receive it.

Execs and entry-level marketers also had differing opinions about what they wanted AI to do for them. For execs, the top priorities were incorporating AI into design processes (37 percent), leveraging it for team collaboration (35 percent) and audience targeting (32 percent). Entry-level marketers were more concerned about writing (43 percent), brainstorming (37 percent) and content creation (31 percent).

The study authors claim that the lead being taken by execs on AI, and the differences between their viewpoint and those of entry-level marketers, could generate some positive effects. “The future of marketing,” they say, “lies not just in the technology itself, but in how organizations bridge the gaps between different levels of experience and perspective.”

The Lightricks/AMA study surveyed more than 1,000 marketing professionals in September. 

ing, and can still deliver the brand credibility-building benefits of earned media.

A quick reminder: When engaging citizens in news deserts without a local news outlet, remember these are typically tightknit communities where information—true or false—spreads quickly and there are very few secrets. Although this could sound ominous it does have a silver lining, since endearing a brand to even a few influential locals can ensure the entire community receives the information. However, that’s also why it’s critical to ensure brands are reaching community members who are most likely to align with their missions and the issues

they’re addressing or solving.

While local news may be slipping through our fingers due to financial pressures pushing these outlets to the brink of extinction—or to be bought, gutted and shut down by financial firms that care little for journalism—publicists can continue to do our part to ensure the future of these publications by reprioritizing them in our PR campaigns and charitable giving, as well as encouraging our clients to support them financially through local sponsorships—and, by extension, the communities they serve.

April White is CEO and Founder of Trust Relations. 

I’m not saying businesses should be afraid of or not embrace AI. In fact, companies should think about ways to incorporate AI into their everyday business practices. For many companies, AI eliminates hours of work and gives a leg up to talent during the creative process. However, ignoring the risks, not doing your research and not planning for AI could hurt business lead-

ers in the long run. AI is all about finding a balance between fast adoption and assessing risk. It’s about knowing what’s out there and how it could help or hurt your company. Simply put, businesses must be ready for whatever AI-generated situation—good or bad—may come.

Eric Yaverbaum is CEO of Ericho Communications. 

The CCO as chief problem solver

Today’s chief communications officers have an opportunity to redefine their roles by taking a proactive stance on 2025’s biggest risks.

By Jared Nelson

In 2025, multinational companies will confront an increasingly complex landscape of societal, political and geopolitical challenges. A hyper-polarized U.S. populace, escalating regional tensions and the rapid rise of AI are among the forces creating no-win situations that pit values against profit, forcing leaders to prioritize competing business objectives and stakeholders.

With an organization-wide perspective, the modern chief communications officer is uniquely positioned to align values and strategy, making them indispensable in mitigating today’s heightened risks. Beyond addressing reputational challenges, CCOs are increasingly tackling broader business problems. As we begin 2025, here’s our perspective on the critical issues CCOs should help leadership teams proactively address.

Continued momentum against DEI Walmart, Lowe’s, Molson Coors, Harley-Davidson, John Deere and Ford are just a few U.S. companies publicly scaling back diversity, equity and inclusion commitments. While these companies made their decisions in the face of pressure from conservative activists, many organizations that haven’t yet been targeted are quietly considering whether current commitments make them vulnerable to criticism. Meanwhile, left-leaning stakeholders—and corporate employees, in particular—are sensitized to any perceived retreat and empowered to call out corporate leaders for failing to live up to stated values.

Globally, DEI dynamics differ, with some regions tightening quotas and reporting mandates while others face cultural or political resistance. This disparity adds complexity to multinational DEI strategies.

Beyond simply scenario planning for pressure from Robby Starbuck, companies should audit their DEI commitments, prioritizing those aligned with their mission and values while weighing the risks of maintaining or ending them. Clear communication strategies also need to be developed for DEI, covering the annual ESG or Social Impact reports, publicly available information and engagement with employee resource groups. Regardless of adjustments to commitments, embedding DEI in corporate narratives, amplifying diverse

voices and maintaining an inclusive culture remain critical to reputational resilience.

Heightened geopolitical tensions

Dubbed “the year of the election,” 2024 saw over half of the world’s population voting for their head of state. While elections brought some certainty to key markets, they also spotlighted rising geopolitical hotspots driven by autocratic aggression and nationalism. Strategic economic competition and escalating trade wars add further complexity, pressuring executives to reconsider market footprints and supply chain dependencies.

Many companies were caught off-guard by the Russia-Ukraine war and the October 7th terror attack in the Middle East. Misinformation and missteps sparked boycotts of major brands, underscoring the need for proactive planning. Companies can’t afford to react slowly next time. With risks of flashpoints like a potential Chinese invasion of Taiwan, organizations must scenario-plan communications strategies to own narratives and counter misinformation. Key components of these strategies should also include high-touch government relations in relevant markets and close coordination with physical security teams to keep employees safe.

Looming trade wars

President Donald Trump’s vows of sweeping tariffs on Canada, Mexico and China could trigger economic shocks and raise consumer prices. Whether used as a bargaining tactic or policy directive, companies must prepare for scenarios ranging from status quo to full trade wars with key economic partners.

Proactive steps such as stockpiling inventory and recalibrating supply chains are already underway. However, companies also face tough decisions about passing tariff costs onto consumers—as some well-known brands have suggested they would—risking reputational damage, especially given the record profits many are experiencing. Businesses should engage policymakers to influence trade policies, conduct consumer surveys to gauge reactions and closely monitor competitors’ strategies.

The AI arms race

Across industries, companies face mounting pressure to leverage AI and ma-

chine learning to innovate, grow revenues and boost efficiency. This rush has led some to release half-baked products or overlook unintended consequences while others risk falling behind competitors by failing to adopt AI effectively. Whether AI is central to growth or limited to internal use, companies must articulate how they leverage technology to benefit employees, customers and investors. Companies should also scenario plan for backlash from direct or indirect consequences of their AI use, including concerns about layoffs or changes to roles, cybersecurity and privacy and algorithmic discrimination or bias.

More sophisticated, costly cyber threats

Despite years of prioritization, cybersecurity remains a moving target. Last year, two-thirds of global organizations were impacted by ransomware, with the average cost of a successful breach nearing $5 million.

As cybercriminals grow more sophisticated, so must defense strategies. Resilience against software supply chain attacks, like those that hit SolarWinds and MoveIT, is critical. Companies must also deploy AI technologies to combat deepfakes and flag these threats. Staying ahead of cybersecurity regulations, which are tightening globally, will also be essential for compliance.

In the face of these diverse challenges, CCOs have an opportunity to further redefine their role as strategic partners who drive alignment between organizational values and actions. By taking a proactive stance on risks, collaborating across leadership and shaping narratives that resonate with stakeholders, CCOs can help their companies navigate uncertainty, protect their reputations and seize opportunities in an increasingly complex world.

Jared Nelson, Associate Partner at DGA Group, specializes in crisis management and geopolitical risk. He has led high-stakes responses for companies of all sizes facing data breaches, product recalls, executive transitions, misconduct allegations and active shooter events. 

Jared Nelson

Target niche communities to reach young consumers

Younger consumer audiences maintain a strong sense of loyalty and connection to niche communities, according to a new study.

By Steve Barnes

To reach younger consumers, communicators might need to narrow their scope a little, according to a brand devotion study from strategic communications agency Confidant and marketing insights firm Vytal.

Close to half (45 percent) of the Gen Z, Millennial and Gen X Americans surveyed for “The Cult of Everything” report said that they feel a stronger sense of connection to the niche communities they belong to than they do to mainstream culture.

When you factor in that close to nine out of 10 (88 percent) of respondents said that they participate in niche communities, the power of those specialized groups becomes evident. That power is something that the study says marketers should be paying attention to.

“Fragmented cultural landscapes are contributing to a new type of brand devotion,” the study’s authors note, “where loyalty to institutions is less significant than loyalty to a set of cultural cues embodied by brands.”

PR HIGHLIGHTS OF 2024

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a crucial consideration for clients in brand marketing, employee engagement and reputation management.

Ballard Partners, which has strong ties to Donald Trump, agrees to represent Chinese video app TikTok. President Joe Biden signed a bill into law on April 24 requiring TikTok owner, Bytedance, to divest the video app within a year, or face a ban in the U.S. Acceleration Community of Companies picks up a majority stake in New Yorkbased DKC, the full-service communications shop. Founded in 1991 by Dan Klores as an entertainment and lifestyle shop, DKC represents brands such as TikTok, Citi, NYU Langone Health, Delta Air Lines and Airbnb.

The ties between members of niche communities can lead to a sense of trust that is pivotal in forming brand connections. Over half (53 percent) of respondents said that a sense of community between fans/ customers is a major factor in whether or not they form a connection to a brand.

Once a consumer has developed that connection, it can be easily transmitted to other members of their niche community. More than a third of respondents (36 percent) said they actively advocate for their brand to others, and over half (55 percent) said that they regularly discuss their favorite brands.

The study emphasizes that a key element in forming lasting brand relationships with niche communities is maintaining a sense of authenticity. The way to develop that authenticity, it says, is providing “tangible recognition.”

For example, loyalty programs were widely considered as an effective community-building method, with 62 percent of respondents giving them a thumbs-up.

chair, fan experience & Managing Director in consumer & brand marketing. Omnicom acquires Interpublic in a stock transaction that creates a powerhouse that combined for $2.8 billion in 2023 PR revenues. The collection of OMC’s PR units Marina Maher Communications, Portland, Mercury, Porter Novelli, Ketchum, and Fleishman-Hillard generated $1.6B in ‘23 revenues. They posted $1.2 billion in ninemonth 2014 revenues. IPG’s Weber Shandwick, Golin, Current Global, R&CPMK, DeVries Global chalked up $1.2 billion in ‘23 revenues, and $887M during the first nine months of this year.

Offering personalized experiences (36 percent) was also thought of as an effective tool.

Inauthenticity, however, was a major turn-off. If influencer marketing is not grounded in a particular community, respondents say, its effectiveness plummets to four to eight percent.

When it comes to holding on to consumers, the old standbys still have the most powerful effect. Respondents noted that quality decline (59 percent) and poor customer service (43 percent) endangered brand commitment far more than a lack of alignment on values (23 percent).

“Audiences will forgive an authentic brand that sometimes misses on messaging far more readily than one that leads with values but fails on fundamentals,” the report concludes.

“The Cult of Everything” was based on responses from 1,000 respondents across Gen Z, Millennials and Gen X, compiled by Pollfish between Sept. 18 and 30 of this year. 

client-specific brands Assembly for Microsoft, and Kinisi for Johnson & Johnson.

Jaclyn Rothenberg, who was Director of Public Affairs at the Federal Emergency Management Agency, joins Avoq as Senior VP in its New York office. Most recently, she spearheaded FEMA’s messaging and media strategy dealing with Hurricanes Helene and Milton, including combating misinformation campaigns.

Jason Teitler returns to Burson as Executive VP-Corporate Affairs. He will focus on sports accounts. Teitler did a nine-year run at the WPP unit, exiting in 2019 as

Edelman unveils plan to cut 330 people (5.3 percent of its workforce) to cope with an anticipated eight percent shortfall in 2024 U.S. revenues and client demand for one-stop shopping for specialty services. The No. 1 PR firm is winding down its Edible (food), Revere (digital experiences), Salutem (health & wellness), Mustache (creative), EGA (public/government affairs) and Delta (brand strategy) units and consolidating those offerings at home base. It will retain

Rochelle Ford, most recently President of Dillard University, will succeed Roger Bolton as CEO of the Page Society at yearend. Ford also served as dean of the School of Communications at Elon University and chaired the PR department at the S.I. Newhouse School at Syracuse University. In those posts, she influenced many CCOs—a lot of them are Page members—and PR agency people

New York Police Commissioner Jessica Tisch names Delaney Kempner Deputy Commissioner of public information, effective Jan. 13. She succeeds the combative Tarik Sheppard, a friend of Mayor Eric Adams, who will be remembered for scuffling with interim commissioner Tom Donlon during a photo op at the NYC Marathon, Kempner is Communications Director for New York State Attorney General Letitia James. 

2025 predictions: preparing for the future of tech PR

The trends, challenges and opportunities that will shape the PR industry in the coming year.

As we enter 2025, the tech PR industry finds itself at a crossroads given technological advancements, economic recovery and radically evolving client expectations. We’ve identified key trends, challenges and opportunities that will shape the coming year for PR professionals, agencies and the businesses they support.

PR industry trends and challenges

Shifts in the tech PR landscape. One of the most significant shifts in 2025 will be the continued exploration of AI’s practical value and the evaluation of necessary guardrails around its usage. AI, particularly Generative AI, has already demonstrated its transformative potential, but the emphasis in 2025 will be on using AI responsibly and effectively.

The tech PR industry is also slowly emerging from the economic aftershocks of COVID-19, which significantly slowed agency hiring and client budgets. As the market recovers, the pace of new business opportunities is picking up, bringing renewed optimism and competition.

The role of GenAI in PR. With 80 percent of PR professionals recognizing AI integration as a critical tool, it’s no secret that GenAI is poised to revolutionize how PR agencies operate. PR pros must exhibit deeper knowledge and practical application of GenAI tools, especially in data analysis, content generation and campaign optimization. While automation offers immense potential, it’s crucial to strike a balance between technological efficiency and human creativity. The latter will always be irreplaceable when crafting compelling narratives and building genuine connections.

Challenges for PR professionals

PR teams face two primary challenges: keeping their skill sets sharp and addressing the desire for detailed, measurable ROI. Agencies will need to:

• Demonstrate how PR initiatives align with and drive business objectives.

• Maintain a relentless focus on quality, customization and relevance in pitching.

• Not only continue to embrace data analytics and GenAI to measure campaign results but leverage AI-driven analytics to predict future performance based on historical data and current trends. This forward-looking approach will allow PR professionals to optimize their strategies proactively.

For hiring, 2025 will continue to favor agencies as the labor market remains more balanced after years of being candidate driv-

By Julie Karbo

en. This presents an opportunity to build strong, diversified teams equipped with the skills to tackle modern PR demands.

Trends to leave behind

Outdated views of PR success. Some prospective clients have an older view of PR where success is based on who you know. You can have close relationships with reporters, but that doesn’t necessarily mean they’re going to print your clients’ articles. The notion that you’re only as good as your Rolodex is as outdated as watching “Mad Men” and thinking that’s how advertising works in 2025. PR results will continue to be driven by a deep understanding of trends and using that knowledge to develop pitches and narratives based on compelling and different perspectives. Layer in quality data and have a deep understanding of reporters and what drives coverage in each publication. Mix in relentlessness and you have the formula for PR success.

Diminishing relevance of Twitter/X. Twitter/X continues to lose relevance in B2B tech PR, with many shifting their focus to platforms such as BlueSky, LinkedIn, YouTube, Instagram and Reddit. The growing aversion to Twitter’s increasingly polarizing environment makes these other platforms more important and effective for fostering engagement and building brand presence.

Press releases and mass pitching. Press releases are evolving into fact-checking tools for journalists rather than primary drivers of coverage. Agencies should avoid the “one-size-fits-all” approach, reserving press releases for their intended purpose and exploring other avenues for things like customer and stakeholder communication. Similarly, mass pitching remains ineffective; customized, thoughtful outreach will continue to be the gold standard for securing meaningful coverage.

A changing media and digital landscape

The media landscape is increasingly dominated by digital platforms and influencers. Micro and niche influencers are becoming essential to PR strategies, as their trustfirst approach and ability to engage narrow, highly targeted communities are invaluable in a crowded digital ecosystem. These influencers foster deeper connections and deliver impactful results that surpass sheer reach metrics.

On the other hand, traditional media will continue to consolidate, leading to fewer outlets and reporters covering broad-

er beats. This has amplified the need for agencies to develop custom content, such as native advertising, white papers, videos and articles. Agencies must be agile in navigating this shift, creating high-value content that resonates with both traditional and nontraditional audiences.

Client expectations and ROI

Clients are increasingly demanding tangible ROI from their PR investments. The C-Suite and Boards now expect PR efforts to be directly tied to business goals, such as filling the top of the sales funnel, accelerating the customer decision-making process and expanding awareness in new markets through thought leadership and differentiation.

Agencies must prioritize showcasing the impact of PR on business objectives. Success in 2025 will hinge on developing programs that deliver measurable results, support client goals with data-driven strategies and leverage insights from analytics to optimize campaigns in real-time.

Opportunities for smaller firms

Capitalizing on market shifts. The restructuring and layoffs at major PR firms present an opportunity for smaller, more agile agencies to shine. With outsourcing and streamlining becoming the norm, boutique firms can step in to provide:

• Tailored solutions that larger agencies struggle to deliver.

• Close, long-term client relationships built on trust and personalized service.

• Specialized expertise in areas like startups, enterprise and health tech, where larger agencies are cutting or merging units.

Investing in AI and talent. As AI integration becomes a cornerstone of PR operations, smaller firms have a unique opportunity to invest in technology that aligns with their clients’ needs. Simultaneously, fostering a culture of professional development and retaining top talent will be critical. Agencies that prioritize thoughtful hiring practices and create opportunities for growth will attract and retain the best professionals in the field.

2025 marks a turning point for the tech PR industry. While AI and analytics take center stage, the importance of human connection and creativity remains a defining factor for success. Agencies that embrace change, invest in cutting-edge tools and prioritize authentic client relationships will be well-positioned to thrive.

Julie Karbo is CEO & Founder of Karbo. 

Julie Karbo

Crisis communications in a shifting political landscape

Why it’s important for organizations of all sizes to plan and be well-positioned for what’s guaranteed to be a year of significant changes.

By Jessica Berk Ross

Businesses, organizations and nations across the world are rapidly absorbing the coming changes as they anticipate the second presidential term of Donald Trump. The 2024 U.S. election has the potential to dramatically alter the regulatory and policy structures currently in place in the U.S. and may similarly shift geopolitical dynamics throughout the world.

We’re set to experience significant changes across every sector, from trade policy and tariffs, the regulation of food, financial services, to energy production to name a few. In crisis communications, we’ve always defined “crisis” as an event or circumstance that has the potential to disrupt business as usual. Policy and regulation help to create the conditions in the marketplace, so … yes, the incoming administration has the potential to create crisis-like conditions across a range of sectors and drastically modify the conversations around many of the issues that have been dominant in the marketplace of ideas. Many clients we’ve spoken to are interested in future approaches to climate and sustainability, for example. It’s definitely not the time to abandon key priorities, but some careful calculations must be made.

For some companies—and indeed some industries—the new administration will be a boon. For others, there will be new challenges and potential obstacles and roadblocks. But far from being a new phenomenon, this push and pull of creating runways versus erecting barriers is a long-standing political dynamic. They say that government shouldn’t be in the business of picking winners and losers, but policy often does just that. And now’s the moment to be looking ahead, clear-eyed at what may come next, because this new political and policy-making ecosystem will require adaptation.

With many proposed cabinet and administration nominees, the candidates have signaled that they will bring a very different approach to how they will lead their agencies. The food industry is set to see both increased scrutiny of ingredients and labeling under the proposed Health and Human Services Secretary Robert F. Kennedy, who has vowed to “Make America Healthy Again,” as well as being very vocal in his opposition to vaccines.

America First policies have the potential

to impact foreign-owned companies doing business in the U.S., and that same lens applied to trade policy has many countries on high alert assessing the potential impact on the status of their trade relations and their exports to the U.S. They will also impact both bilateral relationships as well as regional considerations. The second Trump administration will bring a very different lens to current conflict zones, which will have reverberations across business sectors.

So, what comes next for businesses, organizations and even countries? We’ve been working doggedly with our clients in recent weeks to help them be more agile, to see around corners and to prepare for 2025—whether that means crisis, chaos or shifting opportunities.

Planning for change

Review: Examine vulnerabilities around potential changes that will affect your sector, your company or the issues important to your organization. This strategic review can take the shape of a workshop that includes issue mapping and scenario identification. This includes taking stock of potential threats and risks. Flagging and response modeling is critical.

At the same time, it’s essential to identify any opportunities that you may see on the horizon for positive change. Examine and double down on company or organizational strengths. Where can you lead? Where do you see blue sky? This visioning exercise is happening now and is the key to agile footing in what will be a rapid and dynamic roll-out.

Rethink: We don’t always hear the word creativity associated with “Crisis Communication,” but it’s an often-overlooked element of success. Many times, the most innovative solutions to external complexity come less from a sharpened pencil than from mental fingerpainting.

A brilliant client of mine at one of the embassies in Washington, D.C. was in the midst of a trade deal that had the potential for backlash. He always insisted that in addition to our weekly meeting to review, program and progress, we would meet regularly outside of the office and the confines of the conference room or ZOOM to brainstorm over coffee: to foster blue-sky thinking, examine what-ifs and unabashedly turn over the “crazy” ideas. So often they

turned into amazing vectors and effective strategies in our work together.

Reset: Advanced crisis planning isn’t just defensive. Adaptation requires urgent and immediate action, but also a vision for the long term.

How can you shore up areas of weakness? In the face of political risk, how can you demonstrate value, support and positive impact? Is there messaging that needs to be revised, content that needs to be created, are there data that lends credence to your position, or consumer sentiment that can be quantified or demand signals that can be activated?

Build your case: make it stronger and more resonant. Amass stories of impact. Show and tell with data. But also anticipate what’s become a landscape fraught with disinformation and unexpected turns. FINN turns to simulation and modeling with our Media Forensics capability to help our clients prepare for the twists and turns that are part of today’s digital landscape— only exacerbated when filtered through the political lens.

Revise: Viable crisis planning will also need to be iterative. Expect the unexpected. Build in checkpoints and opportunities for strategy revision, messaging review and tactical pivots. Broaden your tent: bring in thinkers, creators and strategists who can help you problem solve. Convergent thinking is essential. Our approach has been to bring in key team members with both policy and crisis chops, research, analytics and modeling, creative along with subject matter experts who know the issues and the business well. Cross-cutting thinking is a powerful tool.

So, whether the coming changes in 2025 seem like a runway or an obstacle course, now is the time to build resilience and agility to be well-positioned in the coming years. Strategic planning, big ideas and innovative programs will help to navigate headwinds and ensure smoother sailing, whatever may come.

Jessica Berk Ross is Managing Partner at FINN Partners. 

Jessica Berk Ross

Building the trusted storyline with PR-hesitant clients

The most important story public relations professionals can tell involves explaining the importance of PR and building trust with the clients whose brands we represent.

By Dustin Siggins

As public relations professionals, we pride ourselves on being great storytellers. We make the mundane exciting, craft narratives that resonate with diverse stakeholders and prepare campaigns that will make seemingly minor news items go viral.

But for all the stories we tell audiences, the most important story is the one we tell clients and principals. Otherwise, all of the great media potential in the world won’t come to fruition, because we haven’t earned the trust necessary to execute on their behalf.

In short: every PR pro is a salesperson, even if we don’t call ourselves that.

Rocket ships

Many clients tend to mistakenly think about PR as a sniper shot, where a single “magic bullet” is the answer. This often results in focusing on a short-term tactic, like placing the perfect op-ed in a major outlet, instead of investing in a long-term strategy.

PR pros know that there are no guarantees, even the most carefully crafted campaigns with unlimited resources can turn into flops. However, we often fail to tell clients this reality. And if you haven’t prepared the client for the occasional miss, then you’re in for a lot of trouble—including possibly a canceled contract.

We get in front of this problem by showing clients how PR is more akin to a rocket ship launching into space.

1. A great idea, product, or service—the story—is like a rocket that’s been built with tons of research, testing and careful planning.

2. The initial push—making pitches, writing press releases, securing exclusive coverage—is the critical launch day where the brand gets off the ground.

3. The downstream effect—republishings, syndications, follow-up pitches for downstream coverage—is the process of reaching orbit by capitalizing on a successful launch.

4. Surround-sound marketing and branding—repurposing PR content for social media and marketing materials and continuing the cadence with media gatekeepers—results in the rocket orbiting the planet, beaming your client’s message to the right people all the time.

Most savvy principals buy into this analogy, but they still tend to hope we have the magic button that starts the launch se-

quence and puts everything on autopilot. That’s why the next step is to show the process by which you produce client results.

Process matters

Many clients think their “rocket” deserves front-page coverage in the Wall Street Journal or New York Times … tomorrow. But they don’t fully grasp the elements that earn major news placements, even if their inner circle likes the idea.

Furthermore, it can be tempting to gloss over the detailed process explanations to protect the secret sauce—or out of worry the minutiae will bog down negotiations because the prospect’s expectation is they can pay a PR pro to make their problem go away.

So, address this by articulating a threestep process that quickly generates trust. It takes only 60 seconds to explain and it can be laid out in as much—or as little—detail as the client or prospect will tolerate.

First up are the 3Ts:

1. The right TOPIC is an on-brand, disciplined message that stands out.

2. The right TIME is when the message fits the content that the outlets intend to prioritize, whether seasonal or because of how the message intersects with other current coverage.

3. The right TITLE is the spokesperson who’s not only relevant to the brand but has the kind of authority on the message that will resonate with the intended audiences.

Next, take the bull by the horns and help the client uncover three key components of a successful campaign:

Narrative. Is the message on-brand and does it stand out? Is it consistent across all platforms?

Right spokesperson. Who is the best spokesperson for the narrative? Why that person? And what are the person’s communications strengths and weaknesses for the brand?

Right platform. Not all platforms are equal. Some don’t reach the target audience; some have styles that are a bad fit for the spokesperson’s strengths.

The final step in the process is to explain that getting top-tier press takes time. This is where the rocket analogy once again comes in handy. When SpaceX launched its Falcon 9 rocket in late October, it didn’t reach space right away or with one big effort. The narrator explained to viewers that there

was the initial launch stage, then a point of maximum pressure on the rocket and subsequently separation of the rocket from its engines—and within each stage, there were multiple changes going on that the cameras couldn’t catch.

Your client must likewise understand that there are many steps to earning media coverage, because nobody is going to take their credibility for granted. Securing lower-tier press over and over again helps the team perfect the process, showcases credible and brand-building news and thought leadership and provides the marketing team with lots of reusable content.

Process matters. And no campaign can reach the haloed status of “orbiting” in people’s minds until each step has been completed.

More exposure means crises are bigger

The last part of the journey is to be intellectually honest about helping clients become big, successful media brands. Yeah, celebrities have millions of dollars, but they also have paparazzi and hate mail.

The bigger and more influential your brand becomes, the more scrutiny you’ll get from the press and stakeholders alike. Just ask the county commissioner who decides to run for Congress. Clients must know how to anticipate increased brand risk from the bigger profile and understand the need to build up a trust reservoir before the crisis hits by defining who and what they are before the critics put them on defense.

After all, rockets can and do fall from orbit—or, as Boeing discovered, your team can get stuck in space. Crises can quickly erode trust—which often equals customers and sales—built over months or years.

Great storylines build trust

Every PR pro is excited to help craft, shape and place great stories in the right places to add value to the human experience. But we can’t do that without trust from those who pay us and whose brands we represent. We have to show the story that leads to the right solution.

Dustin Siggins is the Founder of Proven Media Solutions. 

Dustin Siggins

Finding success through prediction and preparation

A proactive approach to crisis management that forecasts what issues an organization might face in the near or long term will be critical to success in 2025.

By Eliot Hoff and Linda Barnhart

Ready. Set. Go. It seems simple enough. Stand still until go time and then run as fast as you can. For many organizations, the approach to crisis management still starts and ends with go, essentially a child’s game in a high-stakes world. While many companies have some version of a crisis manual and approach, today that’s not enough. You need to be ahead before the race starts, or you won’t catch up. Look at the recent successes of anti-DEI influencers: The first campaign was a surprise to many of us, but after that, every company had the playbook, as well as access to massive amounts of stakeholder data and analytics to make decisions and prepare for an escalation. And many did just that. Some proactively make changes based on their perception of the environment. But we know that many organizations put minimal effort into this, although it was a crisis for multiple notable brands and has been a front-page story in some of the top media outlets, an addition to the obvious tie-in to the new administration. They’re waiting for go after the race has already begun.

Predictors empower organizations

Too often, organizations think of crisis management as a reactive practice. This approach fails to account for the rapidly moving information ecosystem at our fingertips or the ongoing fragmentation of our media environment, both of which can cause a small issue to spread like wildfire. In addition to the proliferation of anti-DEI activism movements, in 2024 we saw the evolution of AI-powered scams and cyber intrusions, continued ransomware attacks and geopolitical issues causing immense internal and external stress on businesses. Issues move and grow too quickly these days to wait for them to strike first.

Success in a crisis used to be defined by the problem solvers; it’s now enabled by the predictors that can help us see what’s coming around the bend. When you open your maps app to get directions from points A to B, you know it’s leveraging technology and human intelligence to chart the most efficient path around any traffic or other obstacles. Our approach to issues and crisis management operates similarly: To navigate change, we leverage data, technology and our own in-house experts to understand what might be in an organization’s path and determine the best path forward.

While the problem solvers remain core to managing a crisis, it’s the predictors that will empower organizations to play the leading role versus fighting to take control of an issue when it erupts.

Accounting for unknown variables

This practice of proactive issues management isn’t new, but the way organizations must think about it is. Constants, such as assessing who your key stakeholders are and where they stand as well as ensuring you have an agile team to address issues as they arise. What has changed—and will continue to do so—is the external landscape that influences and shapes the issues arriving at your doorstep. The past half-decade can be defined as the era of the unprecedented, acknowledging the rapid evolution of new technologies and the market-disrupting forces that occur on an all-too-frequent basis. But whereas organizations were caught off-guard at the start of the COVID-19 pandemic, those that remain unprepared to address change will fail. Proactive issues management in today’s environment must account for these unknown variables by defining what we do know.

An obvious example of this is one with some of the broadest-reaching implications we’ve seen in recent history. 2024 was the year of the election, with more than half of the world’s citizens eligible to cast a vote determining the future of their country and our global ecosystem. APCO sought to track and translate these developments in real-time but also contextualize these outcomes and their implications for organizations around the world. As part of this effort, we worked with organizations from the largest multinational corporations to single-market companies to develop plans for a vast range of scenarios and the twists and turns that might heighten the impact on anything from reputation to license to operate. These organizations didn’t know what the outcome of these elections and potential changes in power could mean for them, but understanding that whatever may happen, their plans would need to account for shifts small or large. These organizations understood the need for the predictors to help them define how these geopolitical and market-shaping issues arrived at their doorstep rather than let them influence their path forward unchecked.

Engrained culture of preparedness

How do we facilitate this shift from reactive to proactive, from fighting to preventing fires? Adapting your organization to face change head-on requires both a dynamic issues management program as well as an engrained culture of preparedness. An engrained culture of preparedness may sound dramatic but it’s critical to success in this space. Creating this culture means ensuring leaders and communicators across your organization are steeped in these ways of thinking and seeing the external landscape through new eyes. They’re looking at the external landscape proactively, with an eye for how something on the horizon could evolve. They know the data and resources they have at their disposal to track these concerns and assess if they should be prepared for or addressed head-on. And with a partner on hand to bring subject matter expertise and context to these issues, they can provide critical recommendations for action that puts your organization firmly in the driver’s seat when the issue breaks.

Issues and crisis management can often be a secondary remit in a communicator’s job, requiring them to step out of their day-today role to address challenges they emerge versus keeping a constant eye on the field. While having the right partner can help cover the spread, it’s also important for these communicators to understand how issues management is essential to all facets of their job. A successful issues management program will include a roadmap for creating the culture of preparedness that helps these communicators and your organization writ large develop the agility needed to face these challenges head-on.

This issues management program will also establish the infrastructure for thinking about issues management proactively and regularly, creating muscle memory where it may not yet exist. Working hand-in-glove with your crisis framework, a successful issues management program will forecast issues you may face in the near and long

Continued on next page

Eliot Hoff

Linda Barnhart

PR strategies to counter disinformation

Why public relations practitioners are in a unique position to tackle the current proliferation of disinformation online.

TikTok’s audience for news has grown fivefold in just three years, and Instagram now informs 20 percent of U.S. adults on current affairs. Social media is increasingly dominating where we get information, particularly among young people. The lines between fact and fiction are becoming even more blurred, which makes disinformation more potent than ever. There are many reasons for this, but most importantly, disinformation relies on human emotion and platform algorithms more than anything else, even in the age of artificial intelligence.

While memes have a relatively fleeting half-life, disinformation has lasting consequences. For PR professionals and communicators, combatting false narratives demands practical ideas, strategy and an understanding of the unique ecosystems of platforms like X, TikTok and Instagram.

As PR practitioners, we have a good understanding of disinformation, especially in our personal lives. Social media misinformation preys on fear, anger and outrage to fuel rapid sharing and engagement. Combine that with a personalization bubble that feeds personal bias, and it’s a challenging loop to slip out of.

Platforms like Snopes are well-meaning, but no human can keep up with fact-checking on social media fast enough to stop the spread of disinformation, not to mention the human nature that increases its popularity in the first place. Disinformation like this is particularly potent during a crisis, such as a natural disease or breaking news. A creator I followed posted that he was surviving Hurricane Ian but was called out for living in the Middle East. I unfollowed; however, many others did not.

Each platform has its algorithmic “quirks” that amplify these false narratives. TikTok has unmoderated viral trends, X is rampant with bots creating false engagement and Instagram features many untrue infographic-style material.

The role of AI

I’m not here to bash AI, but it has significant challenges and provides a curious glimmer of what the future could include. Disinformation is, at this point, a much bigger issue than just one focused on AI, though it’s difficult to argue against AI being an accelerator of what was already occurring. AI tools like deepfakes and gen-

By Anton Perreau

erative text complicate the identification of disinformation.

A friend traveled to The Grand Canyon a few weeks ago: The weather wasn’t good in the photo, but with the help of Instagram’s generated backgrounds, she mixed the same shot with a generative background of the same scene with better weather. This is a relatively innocuous use of AI, but we’re all aware that false images, audio and statements are increasing. Again, AI isn’t the problem, as it can be an incredible tool, especially for PR professionals, owning tasks such as identifying a suspicious bot, summarizing vast amounts of data and information—earnings reports can often be detailed—and tracking the spread of fake content in real-time.

How to tackle disinformation

Tracking disinformation on social media is quite different on every platform. On X, tools like Brandwatch, Hootsuite and Meltwater can monitor for patterns that indicate bot activity, such as sudden spikes in retweets or identical replies. Bots on the platform often have generic usernames, are recently created and have a minimal amount of original posts. When active, Botometer by Indiana University and TruthNest were/are great tools to measure the likelihood that an account is a bot. X has a tool to report a tweet or account you believe is a bot.

In some ways, the same is true for TikTok and Instagram, but because they’re less centered on bots, they focus more on countering disinformation with authentic, engaging content. We encourage brands to focus on fact-first narratives to preempt disinformation with clear, timely messaging. Nothing is more important than owning the narrative.

We also live in a time when brands and communicators are responsible for educating the audience. Media literacy is more important than ever. As PR professionals, we pride ourselves on telling the truth despite being incredible storytellers. We want audiences to use the same discernment in questioning sources and facts.

The ethics and emotions

Disinformation, especially at the present moment, contributes to societal mistrust and polarization—and what America needs more now than ever is togetherness. Most importantly, public relations is the crucial

bridge builder. There’s a massive human cost to misinformation.

When looking to 2025 and considering our role in this cycle, we must act as truth-tellers and clearinghouses. Try actively seeking ways your work can counter false narratives without exploiting emotional triggers and you’ll be even more respected. Disinformation won’t go away—but you can lead the fight

Since social media has been around, we’ve been focusing on what social media content can do in people’s lives. Entertainment and education have always been central to that mix. PR professionals can actively combat disinformation by building trust and transparency and leaning into the opportunity for social media to educate.

Algorithms play a role and so does AI, but humanness is the most crucial element here. Authentic communication and ethical practice are the most potent tools to fight disinformation.

Anton Perreau is President and Managing Director of Battenhall.  Anton Perreau

CRISIS MANAGEMENT IN 2025

Continued from page 40

term, identify challenges and opportunities within your dynamic landscape and prepare your team for how to tackle them, learning from past experiences within your organization and others to establish best practices. Similar to a successful crisis management approach, this approach cannot be a set-itand-forget-it exercise but must be stretched and adapted regularly to ensure growth. With time, attention and appropriate resourcing, this approach can pay dividends in protecting and defending your reputation.

With change becoming one of the constants in issues and crisis management, it’s critical to stay nimble and ready to address it. We know too well that change is on the horizon, with new dynamics emerging daily that threaten further disruption. As you build or finalize your roadmap for the year ahead, ensuring issues management capabilities are a core part of your crisis management approach will be critical to success.

Eliot Hoff is Executive Director, Global Crisis Practice Lead, at APCO. Linda Barnhart is Senior Director at APCO. 

Mistakes to avoid during a crisis

Five common communications pitfalls that can serve as a guide for organizations looking to protect their credibility and reputations during a high-profile event.

By Claire Doan

Mistake #1: Sharing information before you’re absolutely sure of the facts. The easiest way to destroy your credibility during a high-profile event is being forced to walk back information you have already shared, whether it’s “clarifying” the health effects of product contamination or stating that a swath of customer information was part of the cyber breach after all. Beyond revealing you didn’t have all the facts, the plethora of mass communications channels at everyone’s disposal means there’s no real way to “walk back” something these days. You’ll take a hit to your reputation, invite skepticism regarding whatever information you subsequently share—however accurate—and make it harder to recover after the crisis.

Do: Communicate in a timely, effective manner once you have concrete information, and underscore to critical stakeholders that you’re working diligently to resolve the issue and will provide accurate updates as you’re able. In the interim, answer questions as best you can on a reactive basis, relay information about the process where helpful—such as noting you’re reviewing the matter or cooperating with authorities—and avoid jumping to conclusions or saying something you will later regret.

Mistake #2: Assuming employee communications will remain internal. The proverbial line between internal and external communications no longer exists, thanks to platforms like TikTok and Reddit that provide a bullhorn for employees to broadcast their views and information about their employers. This reality applies as much to memos and emails as it does to in-person town halls and company-wide Zoom meetings, which can be recorded and instantly relayed to interested reporters or shared on social media. Further, while what you say is important, how you say it can matter just as much, as evidenced by the negative attention paid to companies insensitively announcing mass layoffs via Zoom and to other cringeworthy examples.

Do: Craft all your communications with the expectation that they’ll be seen and scrutinized by a public audience, from customers to investors to regulators. Ask yourself: If the New York Times wrote a story on what you’re sharing internally, would your

messaging accurately reflect your company’s ethos and objectives? The respect and appreciation your company feels for employees should be front and center.

Mistake #3: Choosing to say nothing to key stakeholders even after you have the facts. Paralysis isn’t a good strategy. Being quiet for an unreasonably protracted period can frustrate, confuse, or disappoint important individuals and audiences and make resuming post-crisis normalcy even more challenging. In the absence of accurate information, negative public sentiment can take off even more quickly in the online realm, with mounting distrust and speculation now on display for reporters, policymakers and others.

Do: Recognize that difficult times test a company’s resilience and relationship with its key stakeholders. Focus on direct, thoughtful engagement at critical junctures with clear, accurate information. Effective, on-point communications that demonstrate openness and accountability can even engender greater loyalty.

Mistake #4: Telling a reporter “no comment” in the expectation the story will just go away. The media and the public can interpret this curt response in various ways and none of them are good: a tacit admission of culpability or guilt, an evasion of accountability, a lack of transparency and/ or an indication that you don’t have a handle on the situation. This approach closes off the opportunity to build strong relationships with journalists whom you can engage down the line to share further context on ongoing challenges, your company story or positive news. Articles and news segments don’t just disappear; most media outlets archive online content indefinitely, and this information can circulate far more widely than you intend.

Do: Err on the side of engagement when circumstances permit, even on background reporting or off-the-record comments. Remember that journalists have a job and it’s not personal; their goal is to inform others and most care deeply about making a positive difference. Even sharing a high-level one-liner and making it a point to follow up with the reporter with more information would be helpful: “We launched a review and hope to know more soon, and we appreciate those who raised concerns.”

Mistake #5: Skipping a well-timed post-mortem. While the inclination to “get past” a crisis is understandable, moving on too quickly eliminates a valuable opportunity to address and learn from major, recurring problems. Offering key players a forum to provide constructive criticism also tempers their inclination to sound off internally or on social media—neither of which is a desirable outcome.

Do: Pull your working group together and pick their brains at the tail end of recovery after they’ve had their rest, giving them an organized and structured way to provide constructive feedback on communications.

The frustrations, challenges and dynamics will still be fresh in their minds, as will be the lessons learned and the incentive to develop solutions. Developing these partnerships and implementing positive changes will help you better manage the next inevitable crisis when it rolls around. Technological advances, employee activism and citizen journalism have given everyone a figurative microphone and round-the-clock platform to become active players in companies’ make-it-or-breakit moments. Using the above principles to guide your decisions can mean the difference between destroying company value and reputation—or emerging with an enhanced brand and stronger stakeholder relationships.

Claire Doan is Managing Director and Head of Litigation at H/Advisors Abernathy. 

PR brief

RF|Binder acquires Taft Communications

RF|Binder has acquired Taft Communications, the Jersey firm noted for its purpose-driven PR programs.

The move boosts RF|Binder capabilities in purpose, energy and sustainability, health and wellness, and provides new expertise in pharmaceuticals, hospital systems and foundations.

Taft will operate as “Taft Communications, a division of RF|Binder” and will work from its Trenton office.

CEO Ted Deutsch will become Executive Managing Director of RF|Binder and lead the Taft division. He will be supported by Taft Senior Managing Directors Jayne O’Connor, Sheila Cort; and Chief Client Officer Lindsey Pascarella.

RF|Binder and Taft forged their partnership though their involvement in the PROI Global Network.

Claire Doan

How PR firms should navigate the Trump paradox

Public relations firms should advise politics-averse clients to weigh in on potentially divisive news cycles while delivering careful and nuanced perspectives on history.

The top PR and communications firms are about to have their floors break from the growing number of elephants in the room.

Major media outlets are consolidating …

The slog to get placements in tier-one outlets is growing (do clients even want them anymore with the massive distribution reach of podcasts?) …

And—perhaps the biggest elephant— Trump will return to the White House in January.

A potential harbinger for the future of the PR industry, Edelman in December reduced its headcount by five percent and laid off 330 employees. In an unusually candid interview with PRovoke Media, CEO Richard Edelman attributed the layoffs to an eight percent revenue reduction and firms needing to integrate their services across corporate reputation, public affairs and brand away from boutique approaches.

“We are skating to where the puck will be—everything is interconnected now,” said Edelman.

There is partial truth here. But the paradox of public relations over the past few years is that the media landscape has become more niche. While Edelman may be downsizing—and potentially cannibalizing its ability to offer tailored services in key markets—many smaller firms are growing. According to a study conducted by Gould + Partners, nearly half of PR firms surveyed reported an increase in revenues, compared to 36 percent which admitted a decline.

So, what’s the deal?

Like all sectors, the PR industry is in a transition period. Every company right now needs communications, whether that’s a Gen Z following a founder around conferences with a smartphone or a detailed action plan from industry veterans for crisis situations. But PR also needs to provide tangible success metrics in a big data economy—which traditional firms have long shied away from—by emphasizing the human element of building interpersonal relationships. The middleman approach of connecting journalists to executives is dying out, and client prospects are increasingly skeptical of “strategy” as a stand-in for lack of deliverables.

It’s also important to know when to weigh in on news cycles, and when not to.

Embrace history, geopolitics and the story of human civilization … Trump is back. And he’s mainstream now.

While the President’s win in 2016 blindsided many experts and appeared as a “blip” in the democratic tradition, his return to power and win of the popular vote cemented his standing in the U.S. political establishment. Company executives can’t keep their heads down like ostriches if they want to remain relevant in a deafening media environment. This means weighing in on potentially divisive news cycles which include Trump, and offering a careful and nuanced perspective.

Many PR agencies are all too familiar with clients who avoid touching politics. But politics is a historical process: Effective leaders apply history to the present in order to shepherd their organizations into the future. Chase Chairman and CEO Jamie Dimon always engages with journalists on political topics, navigating loaded questions about Trump, war and inflation with ease, because he understands these forces construct history. And it’s the job of the CEO of one of the largest global financial institutions to understand history.

Our firm, for instance, has earned a reputation for placing our clients in a historical tradition. Rather than frame media placements as a ladder of “brand building,” we view individuals and companies as representatives of historical forces. Digital forensics firms, like Elementus and Crystal, represent “law and order” arriving in Wild West emerging markets akin to the FBI cracking down on the mob in Las Vegas during the late ’70s; our longstanding client, robotics artist Agnieszka Pilat, meanwhile, represents a pivotal moment in which humanity offers sentinels our final gift of human creativity.

To be something in history, one has to be willing to speak about it. This starts with navigating tough conversations in public forums about the direction of markets and their impact on the political economy.

But avoid partisan kowtowing Companies and executives today seem to be making the same mistake with Trump they did with DEI.

As the culture has shifted rightward, many prominent business leaders have gone on charm offensives with the current administration. Mark Zuckerberg lauded Trump as a “badass” after the President survived an

By Davis Richardson

assassination attempt, while Marc Andreessen has publicly accused the Biden administration of pressuring tech companies to comply with government orders.

There’s a fine line between discussing history and offering thoughtful insight like Dimon, and leaning too much into a given political regime. In 2017, for instance, BlackRock CEO Larry Fink said that he wanted to force diversity and inclusion policies on companies, which was heavily in line at the time with left-leaning activism. Six years later in 2023, DEI messaging from Bud Light led to a massive boycott against the brand, plummeting the company’s stock valuation. This year, conservatives recirculated Fink’s comments online to incite negative news coverage about BlackRock. Zuckerberg, Fink and Andreessen are all billionaires. So, they’re fine no matter who’s in power.

But there are lessons here for every company. Certain flavors of politics go out of vogue, and it’s important to keep an eye on the culture of tomorrow.

Davis Richardson is Managing Partner of Paradox Public Relations. 

PR brief

Edelman cuts 330 people

Edelman is cutting 330 people (5.3 percent of its workforce) to cope with an anticipated eight percent shortfall in 2024 U.S. revenues and client demand for one-stop shopping for specialty services.

The No. 1 PR firm is winding down its Edible (food), Revere (digital experiences) Salutem (health and wellness), Mustache (creative), EGA (public/government affairs) and Delta (brand strategy) units and consolidating those offerings at home base. It will retain client-specific brands Assembly for Microsoft, and Kinisi for Johnson & Johnson.

Richard Edelman said clients want the integration of specialist services into the larger firm for “speedy access to our geographic reach, deep industry knowledge and creative ability.”

The firm will focus on healthcare, technology, food and beverage, financial services and energy transition for growth.

Edelman said the restructuring will help the firm remain nimble and agile in delivering on clients’ needs with senior people leading every engagement. He is deeply optimistic about the future, believing the shop is well positioned to deal with geopolitical uncertainty and challenging societal issues.

Davis Richardson

Are you ready for 2025?

Why communications planning around emerging public affairs issues is critical during a changing political landscape and the policy shifts that occur during a new presidential administration.

By Andrew Frank

Are you prepared for how upcoming policy shifts might recalibrate your company’s priorities? In the United States, we have a new President, and with the incoming administration comes a new set of policies, challenges, uncertainties and lots of unknowns. The same holds true globally, with recent national elections in the UK and Japan and upcoming elections in Germany, Australia and many other nations.

The role of strategic advisory and communications planning in navigating emerging public affairs issues becomes increasingly critical during the transition to a new administration. Consistently changing political landscapes must be monitored, assessed and reacted to depending on the various business, legal and policy interests of the enterprise. CEOs must ensure that their communication team works closely with general counsels and government affairs functions to be prepared to react to any business impact in real time and inform both internal and external stakeholders as appropriate. Additionally, depending on where business is conducted, it’s important to have your pulse on changes at the regional regulatory level—as well as the individual country level—to anticipate the potential effects of tariffs, taxes and other policies critical to the company’s success.

While remaining attuned to political and cultural shifts is key for business relevance, positive growth and success, it’s equally important to make sure a company stands on its own principles. These principles should be implemented to weather the test of time and endure legislative and regulatory changes.

At KARV, we have worked with companies through many shifting business and political cycles. While these times of change are often daunting, we find advanced strategic planning can bring calm to the chaos by ensuring scenarios are mapped out, situations and stakeholders are monitored and business decisions are not made flippantly.

It’s essential to work with and be able to rely on advisors who understand how to craft communication strategies that can swiftly and effectively address any challenges your company may face. The KARV team has decades of experience in developing carefully considered and adaptable crisis communications and public affairs programs that are designed to help a client

achieve its business and policy goals in a constantly tumultuous environment.

In our fast-paced world, controlling the narrative is more critical than ever. An essential component of an effective crisis communications plan is properly identifying the right media channels to reach critical stakeholders to convey what has happened and what the client is doing to address any harm caused and prevent a recurrence. Leveraging traditional, online and alternative media platforms enables companies to directly engage with their key audiences and shape public perception during uncertain times. KARV is positioned to help design corporate positioning strategies that ensure smooth transitions while minimizing operational disruptions.

An important consideration in any crisis plan is the message delivery systems that will reach all external and internal audiences. In 2025, traditional media on its own will not cut it to get a company’s message across in a crisis scenario. In fact, empirical research shows the U.S. presidential election was largely decided by alternative media sources. These engagements helped solidify the new era of media, where the political landscape continues to shift and where the rules of engagement are changing from year to year. By understanding how to leverage alternative media as another powerful communications platform, companies and individuals alike can optimize media coverage and most directly reach key stakeholders where they are.

Employees often find themselves illequipped to utilize and integrate generative artificial intelligence in the workplace, according to a new survey by publishing company Wiley.

The report, which asked 2,000 workers how they interact with AI at their jobs, found that three-quarters (75 percent) of workers surveyed said they currently lack confidence regarding how to utilize AI at their organization. An additional 40 percent said they are struggling to understand how to integrate AI into their work. Those in leadership positions don’t appear to feel much better about the technology, as only about a third (34 percent) of managers said they currently feel equipped to support AI integration at work.

Our clients recognize that a single post on X or TikTok can significantly alter the public perception of a company and amplify its visibility and position. At KARV, we understand that engaging with local, grassroots journalists, targeted podcasters and select social media influencers can have an impact equivalent to what a headline in a top-tier newspaper once achieved.

To address this paradigm shift, KARV has developed a comprehensive protocol for leveraging alternative media on behalf of our clients. Additionally, we’re proactively cultivating relationships with influential figures across diverse alternative media platforms, enhancing our ability to guide clients in incorporating and leveraging them when appropriate to the policy, regulatory, legal or business issues they face.

At KARV, we take great pride in identifying exactly what strategic communications solutions and detailed crisis planning are needed for each client’s unique needs. With 2025 shaping up to be a pivotal year for change and challenge across both the U.S. and the global landscape, our team is fully prepared to support our clients in navigating whatever may come their way.

Andrew Frank is Founder and President of KARV Communications. 

Workers struggle with AI

By Jon Gingerich

The solution? A majority of workers surveyed (61 percent) said training provided by their organization would be the most helpful way of improving their proficiency in AI, while more than half (54 percent) think a clearer understanding of organizational strategy as it relates to AI would improve their AI efforts at work. Almost nearly (48 percent) cited outlining clearer expectations around the proper usage of AI would better help them comfortably transition into using AI in the workplace. While 80 percent said their superiors are supportive regarding their efforts to integrate AI into their workflows, only 60 percent think their manager is knowledgeable about how to ensure such an integration.

Andrew Frank

HUNTER founder Barbara Hunter dies at 97

Barbara W. Hunter, public relations pioneer and Founder of New Yorkbased agency HUNTER, passed away on December 18 at the age of 97.

HUNTER, a leading consumer marketing communications agency, was founded in 1989 with a specialization in food and nutrition. Its first client was TABASCO Brand Pepper Sauce, which the agency still represents today.

Born in 1927 in Westport, NY, Hunter started her career at Sally Dickson Associates, one of New York City’s first women-founded firms. She later joined PR firm Dudley-Anderson-Yutzy (D-A-Y). Hunter and sister Jean Schoonover eventually acquired the firm in 1969, becoming the first women to buy, own and lead a major national public relations agency. In 1983, Hunter and Schoonover sold D-A-Y to Ogilvy & Mather, naming Hunter Vice Chairwoman of its PR practice.

At the age of 62, Hunter founded her eponymous agency, which now counts more than 265 employees and maintains offices in New York, Los Angeles and London, accounting for $58 million in net fees last year, according to O’Dwyer’s rankings of PR firms.

Hunter retired in 1999 at the age of 72 and sold the agency to a group of partners including current CEO Grace Leong.

“The desk from which she built an amazing professional life still sits proudly in the lobby of our OneWTC headquarters, and her values sit proudly in our culture and in our hearts,” Hunter CEO and Partner Grace Leong said. “We are the agency we are today because she believed that communications pros had the power and skills to create work that matters and the responsibility to care harder for clients and each other.” 

Reid takes Burson Buchanan post

Matt Reid, who was Managing Director at H/Advisors Abernathy and head of its Los Angeles office, has joined Burson Buchanan as U.S. CEO.

He is based in the D.C. office of the strategic communications and financial markets advisory unit.

Prior to H/Advisors, Reid was Managing

Director and Los Angeles head at Sard Verbinnen, and Senior VP-External Affairs at BSA The Software Alliance global trade organization. He also worked at FleishmanHillard, WE Communications and GCI Group.

During his career, Reid has handled M&As, litigation, corporate crises, activist defense, regulatory matters, financial transactions and executive transitions. 

FTI Consulting adds Meta’s McPike

FTI Consulting has hired Erin McPike as Managing Director in its strategic communications unit and head of its Americas telecom, media & technology unit.

McPike directed Meta’s media strategy during crisis situations, handled media coaching for a “60 Minutes” investigation and served as on-the-record spokesperson for the tech giant.

Prior to Meta, she advised presidential candidates including Mike Bloomberg, Howard Schultz and Colorado Senator John Hickenlopper. She was a national correspondent at CNN and a reporter with National Journal and Real Clear Politics.

Working with Charles Palmer, who heads the global TMT operation, McPike will counsel clients facing communications challenges across stakeholder and business issues as new technology transforms the sector and drives the digitization of the private sector. 

Cornell’s Malina moves to Brunswick Group

Joel Malina, who was Cornell’s VP-University Relations in an 11-year run, plans to join Brunswick Group as a Partner on Feb. 3.

Based in D.C., Malina will counsel Brunswick’s education, foundation and health clients on PA, issues, reputation management, media relations and crisis manage-

ment.

At Cornell, Malina served as Spokesperson, oversaw internal/external communications and managed relationships with federal, state and local policymakers.

Earlier, he was CEO and GM of Wexler & Walker Public Policy Associates, the former D.C. public affairs and lobbying powerhouse. He spent 21 years there, holding various senior posts before assuming the helm. 

Teneo’s Byrne shifts to H/Advisors Abernathy

Karina Byrne, who was Senior Managing Director, Strategy and Communications at Teneo, has come on board at H/Advisors Abernathy as Managing Director and head of the firm’s Los Angeles office.

Before joining Teneo, she was head of corporate communications for Credit Suisse AG’s investment bank, asset management and Americas businesses. She has also been Chief Spokesperson for the U.S.-based wealth management, investment bank and asset management businesses at UBS AG.

In her new position, Byrne will work with H/Advisors Abernathy’s teams across the United States and abroad to grow the firm’s capabilities and services, as well as overseeing its Los Angeles-based staff. 

Varsani joins APCO’s UK financial PR unit

Malika Varsani has joined Capital Market Communications Ltd. (Camarco) which is APCO’s London-based financial and corporate PR consultancy.

She has nearly 20 years of financial news, research and data experience largely focused on leveraged finance, special situations and distressed markets.

Most recently, Varsani worked as Commercial Director at Sarria-Credit Opportunities, an independent credit research operation. She handled marketing, product innovation and event coordination. She also was European Bureau Chief at Capital Structures, a Fitch Solutions company. 

Malika Varsani

Erin McPike

Barbara W. Hunter

Matt Reid

Joel Malina

Karina Byrne

CRISIS COMMUNICATIONS

5WPR

3 Park Ave., 19th Fl. New York, NY 10016

212/999-5585 www.5wpr.com

Robert Ford, Managing Partner & EVP, Corporate Communications

Matt Caiola, CEO

Ronn Torossian, Founder & Chairman

5W specializes in highly charged issues and crisis management for companies and individuals facing unanticipated difficulties in the marketplace—from rumors to recalls—responding within minutes on crisis PR issues.

We understand why a crisis is called a “defining moment”— and for this reason, our speed is tempered by an analysis of every possible scenario prior to taking action.

We are committed to discreetly developing and executing strategies that increase positive news coverage, mitigate negative coverage, change prevalent public narratives and/or rebuild reputations. Our team tackles the tough topics head on with a well-researched and strategic 360-degree approach. Our team works to keep your reputation intact, online and off, combining communications strategies with ORM/SEO programs that positively impact online reputation, changing and affecting your search results quickly and efficiently.

We’ve handled a broad spectrum of issues: IPO’s, business and personal litigation, product recalls, public misinformation, change management, data breaches, trade disputes, environmental problems, warranty and product liability claims, executive related scandals, misinformed publics, labor issues, criminal indictments and a variety of sensitive domestic and international political issues. Our reputation for combining cutting edge strategy with a rapid-fire, aggressive approach helps us achieve the results our clients desire—whether accurate press coverage, or none at all.

A leading independently owned agency for over two decades, 5W has been named a top US and NYC PR Agency by O’Dwyer’s, as well as awarded a Grand Stevie winner

in the 2024 American Business Awards®, and continuously brings leading businesses a resourceful, bold, and results-driven approach to communication. The agency has more than 150 professionals serving clients in B2C, B2B, Public Affairs, Crisis Communications, and Digital Marketing.

AVAANS MEDIA

avaansmedia.com

Remote Team HQ: Los Angeles, CA progress@avaansmedia.com

Tara Coomans, Founder and CEO

Now isn’t the time for inexperienced or fresh-faced PR teams without real-world business experience. From consumer blow-ups on social media to regulatory meltdowns, you need a team that picks up on nuance, fast, and guides you through the process with excellent strategic thinking.

We navigate you through the storm in a 24/7 media cycle, regardless of the situation. Our team of experts understands how to take control of a situation and ease the

path.

The Avaans Media team is by your side with strategies that support your business and protect your most valuable asset: your reputation. Selected by our clients as an Inc. Power Partner for crisis communication.

BOARDROOM COMMUNICATIONS INC.

1776 N. Pine Island Road, Suite 320 Fort Lauderdale, FL 33322 954/370-8999 www.boardroompr.com donsil@boardroompr.com

Orlando-Tampa-Naples-MiamiFort Lauderdale-West Palm BeachAspen

Don Silver, Chief Operating Officer

Todd Templin, Executive VP

Eric Kalis, SVP

Jennifer Clarin, VP

Lauren Berger, VP

Jessica Shein, Account Director

Crisis Management: Preventing and Preparing for Potential Problems.

BoardroomPR is one of Florida’s top PR agencies offering statewide coverage. The firm’s experienced staff of public relations and crisis management professionals routinely handle high-profile crisis projects and public affairs campaigns each year. Examples include: investigations, hostile takeovers, litigation, product recalls, criminal charges, safety compliance issues, accidental deaths, project approvals, bid objections and legislative campaigns. Whether you’re pre-developing a crisis communications plan or responding to an urgent threat, Boardroom’s trusted and respected team will help you evaluate the situation, mitigate the risks and deal with your most important audiences, including media, social media, employees, stakeholders, customers, government and others. We immediately consult with your executives to assess the situation and develop an appropriate strategy and plan. Our team monitors traditional media, blogs and social networking sites and handles all inquiries. Call or email us if you are faced with a situation where a capable, seasoned crisis management team can help guide you to a satisfactory resolution.

BOSPAR

Located in every major U.S. city, including San Francisco, New York, Los Angeles, Washington, D.C. and Chicago. results@bospar.com www.bospar.com

Curtis Sparrer, Co-Founder & Principal

Chris Boehlke, Co-Founder & Principal

Tom Carpenter, Principal

Joseph Krasinski, Chief Financial Officer

Denyse Dabrowski, Senior Vice President

Paula Bernier, Chief Content Officer

With Bospar as your PR partner, you’re never alone in a crisis. We’ve successfully guided clients through layoffs, technology failures, cybersecurity breaches and bankruptcy.

When a crisis strikes—whether caused by an internal action or an external event—Bospar acts swiftly. We’ll craft a customized

Tara Coomans, Avaans Media Founder and CEO.

response plan, secure executive approvals and monitor media, internal sentiment and social platforms. Real-time adjustments ensure you remain in control every step of the way.

To prepare for a crisis before one happens, we’ll create a comprehensive crisis preparedness plan that identifies potential threats, develop tabletop exercises to rehearse possible scenarios, map out communication strategies and assign spokesperson roles. We will draft holding statements and enlist strong brand advocates, ensuring you have credible third-party supporters when it matters most.

Speed is everything in a crisis.

Bospar is available 24/7 to respond quickly to emerging issues. Our latest innovation, PushE*, is on call day and night, 365 days a year, to provide tailored, instant answers to pressing PR and marketing needs, including crisis response. PushE* enhances our after-hours consultancy, complementing the essential human expertise Bospar provides.

Our crisis communications services include:

• Crisis strategy

• 24/7 counsel

• Spokesperson communications

• Holding statements

• Media training and simulations

• Audience outreach

• Threat assessment

• Employee communications

• Media and online monitoring

• Reputation management

CORNERSTONE PUBLIC AFFAIRS

800 Maine Avenue SW, 7th Floor Washington, D.C. 20024 www.cgagroup.com 202/669-0575

Campbell Kaufman, President ckaufman@cgagroup.com

Cornerstone’s Public Affairs and Strategic Communications team is dedicated to advancing our clients’ objectives, managing their reputations and deftly navigating challenges. We specialize in offering strategic advice and communication solutions tailored to the unique and evolving demands of our clients and the ever-changing landscapes in which they operate so they can successfully prepare for, weather and recover from a crisis or transformational event. We develop and drive thoughtful and authentic messages in a clear, consistent and powerful manner. Even in today’s splintered media landscape, Cornerstone can help

our clients reach and impact their key stakeholders and target audiences.

As a bipartisan team, we work seamlessly across political parties to provide a unique breadth and consistency of service. Our professionals bring deep and broad experience from Capitol Hill and in state houses, corporate boardrooms, advocacy organizations and newsrooms. Cornerstone also understands that successfully navigating a crisis requires a collaborative team approach. Our professionals integrate seamlessly to complement, enhance and amplify the capabilities of the client and its team of external advisors. Together, we can develop and execute a comprehensive strategy that ensures full visibility across the field and, when possible, around corners to identify and prepare for challenges.

DEZENHALL RESOURCES LTD.

1201 Connecticut Ave., N.W. Suite 600 Washington, DC 20036 202/296-0263 team@dezenhall.com www.dezenhall.com Linkedin.com/company/dezenhallresources www.glassjaw.substack.com

Anne Marie Malecha, CEO

Josh Culling, President

Maya Shackley, COO/CFO

Michael Bova, Sr. VP

Fred Brown, Sr. VP

Riley Althouse Beck, VP

Colby Nelson, VP

Jennifer Hirshon, VP

Annie Moore, Sr. Dir.

Mark Emerson, Sr. Dir.

Dezenhall Resources, Ltd. is

one of the most trusted public affairs and crisis management firms and first practitioners of the crisis management discipline. Since the 1980s, we’ve been behind the scenes, shaking up countless industries and guiding numerous organizations through challenges that threaten their reputation, bottom line and ability to operate. And in doing so, we’ve earned a reputation for meeting marketplace challenges and crises head-on while securing winning outcomes for our clients.

Our clients face some of the most intense—and often unfair— controversies in their personal or corporate histories. In an age when too many consultants find the pressure to upsell with flashy creative and irrelevant metrics more criti-

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Members of Bospar’s frontline communications team. When the stakes are highest, Dezenhall delivers: Strategize, Connect, Defend, Win.

DEZENHALL RESOURCES

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cal than the fiduciary obligations to deliver for their clients, Dezenhall Resources takes precisely the opposite approach. Achieving our clients’ objectives drives everything we do. We are laser-focused on generating compelling strategies and deliverables that produce impactful results. With our unique, people-first approach to strategy and a powerful arsenal of data-driven tactics, Dezenhall is prepared to take on any challenge.

Founded by Eric Dezenhall (ret.) and now led by Anne Marie Malecha (CEO) and Josh Culling (President), Dezenhall’s team composed of former investigative reporters, political campaign managers, management consultants, creatives, and corporate communicators, bring decades of experience to each of our client’s challenges.

Organizations count on Dezenhall Resources when the stakes are at their highest. We combat operational and regulatory conflicts. We refute wrongful attacks. We neutralize motivated adversaries. We minimize risk. We defy agenda-driven assaults. We impact outcomes.

DGA GROUP

1900 K Street, NW Washington, D.C. 20006 202/759-5100 www.dgagroup.com

Edward Reilly, Chief Executive Officer

Deborah Scott, Partner & Head of EMEA

Adam Cubbage, Partner & Head of Americas

Melissa Kresse, Chief Content Officer

DGA Group is a global advisory firm that helps clients protect—and grow—what they have built in today’s complex business environment. We understand the challenges and opportunities of an increasingly regulated and interconnected world. Leveraging the experience and expertise of Albright Stonebridge Group, a leader in global strategy and commercial diplomacy, and a deep bench of communications, public affairs, government relations, and business intelligence consultants, we help clients navigate and shape global policy, reputational, and financial issues.

Our team of experts has extensive experience advising boards

and management teams on the most complex and high-stakes reputational issues and crises of the last decade. We excel in helping clients navigate the intersection of geopolitical risk, regulatory challenges, and reputational threats, ensuring their brands, valuations, and operations remain resilient. From cybersecurity breaches and government investigations to financial disclosures and environmental activism, we work to mitigate risks and reduce negative political or legal consequences. By safeguarding credibility, strengthening key relationships, ensuring business continuity, and protecting corporate value, we enable clients to remain agile and secure in an unpredictable global landscape.

To learn more, please visit dgagroup.com.

DRAGON HORSE AGENCY

A Fiduciary to Brands™

Naples, FL Headquarters: 801 Laurel Oak Drive, Suite 715 Naples, FL 34108 239/325-5088

North Naples, FL Office: 999 Vanderbilt Beach Rd., Suite 200 Naples, FL 34108 239/325-5088

Los Angeles, CA Office: 100 Wilshire Blvd., Suite 700 Santa Monica, CA 90401 310/917-1009

info@dragonhorseagency.com www.dragonhorseagency.com

P. Blake Renda, Co-CEO

Julie Koester, Co-CEO

Dragon Horse Agency was among the pioneering global advertising agencies that recognized the significant value and necessity of an integrated business and marketing strategy delivered in a tailored solution. The agency’s business strategists and creative architects merge business and marketing analytics with strategic synergies to deliver a robust solution known as DragonONE. Dragon Horse Agency is led by a team of highly experienced partners with over 60 years of combined professional experience in business and advertising.

Dragon Horse Agency is a distinguished firm specializing in customized end-to-end public relations and comprehensive marketing solutions. Our industry-leading digital and social media artificial intelligence platform, DragonIQ, is complemented by our data ana-

lytics reporting product DragonVISION. Since 2016, DragonIQ and DragonVISION have offered an advanced A.I. bundle as a precision optimization platform for businesses and brands. This platform enables companies to drive tactical, precision engagement across all platforms worldwide, 24/7, with multiple campaigns running in unison while producing detailed analytics.

Dragon Horse Agency provides a comprehensive platform as a full-service agency to support your business and marketing endeavors. Our team consists of exceptionally skilled professionals, including writers, creators, designers, technicians, internet and social media specialists, camera and film experts, television, radio, and print producers, media buyers, brand managers, digital strategists, and business strategists—all of whom are committed to assisting you in achieving your objectives and goals. By leveraging the expertise of the Dragon Horse Agency team, you will build a strong foundation for your business and marketing, ensuring that your brand is well-positioned to succeed in today’s competitive landscape.

Dragon Horse Agency, committed to vigorously pursuing exceptional business marketing based on integrity, excellence, experience, and execution. Cultivate Success; Commit to Exceptional with Dragon Horse Agency.

EDELMAN

250 Hudson St., 16th Floor New York, NY 10013

212/768-0550

Fax: 212/704-0117 www.edelman.com

Edelman is a global communications firm that partners with businesses and organizations to evolve, promote and protect their brands and reputations. Our 6,000 people in more than 60 offices deliver communications strategies that give our clients the confidence to lead and act with certainty, earning the trust of their stakeholders. Our honors include the Cannes Lions Grand Prix for PR; Advertising Age’s 2019 A-List; the Holmes Report’s 2018 Global Digital Agency of the Year; and, five times, Glassdoor’s Best Places to Work. Since our founding in 1952, we have remained an independent, family-run business. Edelman owns specialty companies Edelman Intelligence (research) and United Entertainment Group (entertainment, sports, lifestyle).

FRENCH/WEST/ VAUGHAN

112 East Hargett St. Raleigh, NC 27601

919/832-6300 www.fwv-us.com

Rick French, Chairman & CEO David Gwyn, President / Principal Natalie Best, Chief Operating Officer / Principal

French/West/Vaughan (FWV) is the Southeast’s leading public relations, public affairs, advertising and digital media agency, a distinction it has held since 2001.

Headquartered in Raleigh, N.C., and founded in April 1997, FWV has received 36 Global or National Agency of the Year honors over the past 27 years, including being named the nation’s Best PR Agency of 2024 by a jury of the country’s top journalists. Its professional services practice area is ranked 12th in the country.

FWV has become one of the nation’s go-to agencies for issues management and crisis counseling work, having defended the reputation of dozens of high-profile individuals, institutions, companies and associations. For a quarter century, we have helped prepare, guide and support our clients through challenging, unpredicted and even unprecedented times, including workplace accidents and shootings, construction-related accidents, environmental disaster response/plans (major oil spills, fires), natural disasters and driver negligence, among many others. Our experience ranges from technology, healthcare and consumer goods clients, to sports organizations and food and beverage companies—each of which has been faced with its own unique challenges and issues.

Recent crisis communications work includes:

• Managed the aftermath of one of the largest commercial fires in the history of a large Southern metropolitan area. Worked with the construction company and contractor who was building the structure, managed news media, provided media training and led social media support.

• Provided crisis communications and media training for executives of a large senior living facility conglomerate accused of negligent behavior by its employees.

• Worked with a national poultry company accused of environmental contamination. This included media training, media relations and creating a strategic public relations

and advertising plan.

• Counseled and managed media for a global semiconductor company on a series of government-sourced media links on economic development plans and investments that could impact share price.

• Ongoing work with the organizing bodies of Western sports properties handling rodeo-related animal rights vs. animal welfare issues.

• Consulted and counseled multiple professional sports leagues, including Major League Soccer (MLS), the National Women’s Soccer League (NWSL) and National Football League (NFL), as well as associated franchises.

In addition to its extensive crisis and issues management experience, FWV’s passionate team of expert storytellers works with many of the world’s leading companies and brands, including Wrangler, ABB, Proximo, Melitta, Teen Cancer America and the N.C. Department of Transportation, just to name a few.

FWV wholly owns TMG (Detroit), an award-winning integrated public relations and marketing firm focused on B2B, mobility, automotive, manufacturing and technology markets for more than 20 years. TMG works with top international companies such as Eaton, LG Energy Solution, Mitsubishi Electric Automotive America and SKF.

FWV is the parent company of fashion and lifestyle PR firm AMP3 (New York City), pet and animal health practice FWV Fetching and feature film development imprint Prix Productions (L.A.). FWV employs more than 140 public relations, public affairs, social media, advertising and digital marketing experts between its Raleigh, N.C., headquarters and offices around the country.

GLADSTONE PLACE PARTNERS

485 Madison Avenue, 6th Floor

New York, NY 10022

212/230-5930

marketing@gladstoneplace.com www.gladstoneplace.com

Linkedin.com/company/gladstone-place-partners

Steve Lipin, Founder and Chief Executive Officer

Lauren Odell, Partner and Chief Operating Officer

Vanessa Esparza, Partner, People and Administration

Felipe Ucrós, Partner

Gladstone Place Partners is a strategic financial communications firm headquartered in New York. We specialize in advising companies and investors at critical moments when communications can make a significant difference in achieving core objectives. We are a highly focused and experienced team with a broad range of backgrounds, including business leaders, communications professionals, finance professionals, and former journalists.

With global capabilities, our diverse team is designed to meet the evolving strategic communications needs of leading companies’ C-suites, boards of directors, and chief communications officers. Clients seek our counsel on a range of matters, including mergers & acquisitions, crisis situations, corporate reputation and strategic positioning, IPOs and spinoffs, global trade and supply-chain matters, cybersecurity, shareholder activism, quarterly earnings announcements, and corporate governance communications. Our boutique approach, with a focus on independent advice and confidentiality, enhances our ability to help our clients navigate layered and critical matters.

Gladstone Place Partners strives to build long-term, trusted relationships by delivering the highest quality work product, paired with uncompromising ethics, integrity, and judgment.

Our founder and CEO, Steve Lipin, has spent over 30 years at the intersection of the corporate world, Wall Street, and the media as a leading financial journalist and top communications strategist.

GLOBAL GATEWAY ADVISORS

7 World Trade Center

250 Greenwich Street Suite 4632

New York, NY 10006 212/710-8104 crisis@gga.nyc

Matthew Doering, CEO + Founder

Carol Harrison, President + Senior Partner

David Fishman, Chief Operating Officer + Senior Partner

MaryJo Fitzgerald, Head of West Coast + Partner

Jordan Brand, Managing Director + Partner

Erik Moser, Managing Director, Crisis + Reputation Management

Global Gateway Advisors is a strategic communications consultancy focused on helping compa-

nies, nonprofits, organizations, and governments establish, grow, enhance, and protect their reputation through dialogue and stakeholder engagement.

We work closely with our clients to develop flexible, responsive strategies to communicate through times of crisis, transition or transformation. We meet organizations where they are, assess what they need and deliver a clear strategic communications plan to achieve it. We partner with organizations that advance health, education, technology, DEI, and global citizenship.

Founded in 2010, Global Gateway Advisors is headquartered in New York City with support from colleagues and advisors in key markets around the world. We are a dynamic and diverse team of communications professionals, strategists and creatives working at the intersection of policy, business, media and influencers. We aim to serve as trusted advisors and partners to our clients in navigating their most critical communications opportunities and challenges.

H/ADVISORS ABERNATHY

230 Park Avenue, 23rd Floor New York, NY 10169 212/371-5999 www.abernathy.h-advisors.global

Tom Johnson, CEO (tom.johnson@h-advisors.global) Carina Davidson, President (carina.davidson@h-advisors.global)

A trusted strategic communications advisor, H/Advisors Abernathy specializes in advising CEOs, board directors and senior executives on effective stakeholder communications and engagement. For 40 years, we have worked closely with clients across sectors to help build, protect, and enhance their reputations, boost value, and seize new opportunities. Coming from diverse careers including public relations, journalism, corporate finance and investment banking, H/Advisors Abernathy’s senior professionals serve as expert advisors to corporate decision makers and provide our clients with diligent hands-on service. Our multi-disciplinary team offers relevant expertise in financial communications, capital raising initiatives, activist preparation and defense, M&A advisory, profile raising, litigation, government investigations, IPOs, crisis matters, public affairs, stakeholder management, digital communications,

thought leadership and other special situations initiatives.

Learn more at abernathy.h-advisors.global

Follow us on LinkedIn at Linkedin.com/company/h-advisors-abernathy

ICR

685 Third Ave., 2nd Floor New York, NY 10017 646/277-1200

tom.ryan@icrinc.com www.icrinc.com

Thomas Ryan, CEO Don Duffy, President

Established in 1998, ICR partners with public and private companies to execute strategic communications and advisory programs, and manage complex transactions and corporate events to enhance long-term enterprise value and corporate reputation. The firm’s highly-differentiated service model, which pairs capital markets veterans with senior communications professionals, brings deep sector knowledge and relationships to hundreds of clients across more than 20 industry groups. With more than 400 team members, ICR is one of the largest and most experienced independent communications and advisory firms, maintaining offices in New York, Connecticut, Boston, Baltimore, San Jose, London, and Beijing. Learn more at icrinc.com. Follow us on LinkedIn and on X at @ICRPR.

INFINITE

21 W. 38th Street, 16th Floor New York, NY 10018 www.infiniteglobal.com LinkedIn.com/company/infiniteglobal

Additional offices:

San Francisco, Los Angeles, Chicago, Washington, D.C., and London

Jamie Diaferia, CEO

Zach Olsen, President

Isabel Podda, Global COO

Lavinia Calvert, CMBDO

Ryan McSharry, Director (London) Scott Addison, Director (London)

Infinite is a strategic communications firm, offering an integrated approach to building and defending the reputations and brands of professional services firms, finance, technology, and other business-to-business organizations. With a track record spanning over 20 years, our clients trust Infinite to provide the experience, skills, and insight to help drive

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INFINITE

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their brands forward, and where required, to deploy strategies that mitigate, defend, or repair reputational damage.

We leverage long-standing relationships with major media outlets and affiliates across the globe to provide high impact, integrated communications that support our clients’ strategies and needs.

Infinite’s diverse, international team of professionals combine decades of domain expertise in the industries of our clients, with specialist knowledge and skills in strategic PR, media relations, digital marketing, and thought leadership.

Our crisis and litigation communications specialists are renowned for managing complex and challenging reputational issues, which often involve active litigation, regulatory or political pressure, and heightened scrutiny from the media and public. These consultants are available 24/7 to respond to any emergent matter.

In addition to our six offices in the U.S. and UK, we work with a global network of trusted agencies in 18 strategic markets around the world, positioning Infinite well to support any client regardless of their time zone or reputation management needs.

JOELE FRANK, WILKINSON BRIMMER KATCHER

22 Vanderbilt Ave., 18th Flr. New York, NY 10017 212/355-4449 info@joelefrank.com www.joelefrank.com

West Coast Office: One California St., #2275 San Francisco, CA 94111 415/869-3950

Joele Frank, Managing Partner Matthew Sherman, President Andrew Brimmer, Vice Chairman Daniel Katcher, Vice Chairman Eric Brielmann, Michael Freitag, Barrett Golden, Jonathan Keehner, Tim Lynch, Jamie Moser, Aaron Palash, Leigh Parrish, Adam Pollack, Aura Reinhard,

The March issue of O’Dwyer’s will focus on PR firms specializing in food and beverage. If you would like to be profiled, contact Editor Steve Barnes at 646/843-2089 or steve@odwyerpr.com

Jed Repko, Meaghan Repko, Andrea Rose, Arielle Rothstein, Joe Sala, Mahmoud Siddig, Andrew Siegel, Sharon Stern, Kelly Sullivan, Ed Trissel, Partners

Joele Frank provides strategic counsel and tactical support for high-stakes, high-profile special situations as well as for ongoing public and investor relations. The Joele Frank team is recognized by peers, the financial community and journalists for their quality work, strategic acumen and creative approach to challenging issues. The firm’s clients range from large, global public companies to smaller, private enterprises across virtually all industries.

Joele Frank consistently ranks among the top PR firms in M&A, shareholder activism defense and bankruptcy communications and has leading crisis, ESG, and private equity practices. It leverages in-house design and digital teams to support its client work.

Corporate media relations, investor relations, M&A and integration management, shareholder activism defense, crisis (incl. management, financial, ethics violations, cybersecurity, litigation support), restructuring/bankruptcy, ESG, private equity.

KARV

370 Lexington Ave., Suite 2001 New York, NY 10017

212/333-0275

www.KARV.global

Andrew Frank, Founder and President

Eric C. Andrus, Executive VP

KARV is a globally recognized strategic advisory and communications firm based in New York City, specializing in sophisticated corporate and financial communications, crisis and personal reputation management, litigation support and public affairs. The KARV philosophy is simple—we accomplish the goals set by our corporate, government and non-profit clients all over the world, through an extensive network and an unbiased approach to solving problems.

KARV is led by a team of talented professionals with wide-ranging global experience in a variety of industries: finance, media, energy, consumer goods and services, technology, healthcare, gaming, entertainment, government and non-profit sectors and more.

We offer clients the broad spectrum of relationships that we have cultivated over many years: legal,

lobbying, financial advising, management consultancy, technology, risk management/business intelligence, and other in-house or outside advisors. Through these relationships, KARV brings a balanced and comprehensive approach to issues management and strategic counsel to our clients in highstakes situations.

Many firms offer talent and experience; however, few offer talent, experience, and worldwide relationships. This is what sets KARV apart as we deliver custom-tailored strategic and communications counsel that helps clients move forward in unpredictable times.

KEKST CNC

U.S. Headquarters 1675 Broadway, 30th Floor New York, NY 10019 212/521-4800 www.kekstcnc.com

Jeremy Fielding, Co-Chief, Executive Officer

Bernhard Meising, Co-Chief, Executive Officer

Many companies and institutions around the world will confront unforeseen events that may well alter their future, pose unprecedented challenges, and potentially define their reputation for years to come.

What is required in these circumstances is an expert, experienced strategic communications partner to work with senior management and a Board of Directors to develop and execute the necessary integrated communications strategies to gain the trust and confidence of key stakeholders in this era of accelerated change.

Kekst CNC is ideally equipped to help global business and institutional leaders address these challenges ... as well as their opportunities. For 50 years, our team of more than 300 experienced professionals in 15 locations around the world has partnered with leading organizations of all sizes to: articulate new business strategies and a vision for success; explain an enterprise transforming event and its significance; help navigate complex business challenges or crises; build support among key stakeholders; and, work to strengthen and protect our clients’ credibility, reputation, and brand.

As trusted advisors, Kekst CNC’s professionals bring to client engagements high energy, sound judgment and expertise on such high stakes matters as: M&A, shareholder activism and governance, crisis communications,

cyber security breaches, restructurings, regulatory investigations /resolutions, litigation support, complex investor relations, IPO communications, issues and reputation management, leadership transitions, employee engagement, public affairs, as well as digital and social communications—providing exceptional counsel and execution supported by objective insights, based on access to proprietary research, data and analytics capabilities.

LAG STRATEGY CORP

Pasadena, California 626/696-3239 stuart@lagstrategy.com, matthew@lagstrategy.com www.lagstrategy.com/

Stuart Pfeifer, Co-Founder

Matthew Fern, Co-Founder

Co-Founders Stuart Pfeifer and Matthew Fern are veteran crisis communications professionals who created the firm after long careers at one of the nation’s best-known crisis PR agencies. They have represented corporations, publicly traded companies, celebrities and entrepreneurs in make-or-break crisis situations, offering thoughtful and strategic solutions that have built LAG Strategy’s reputation as an elite PR firm. In 2024, LAG managed communications for Nathan Hochman’s winning campaign for Los Angeles County District Attorney. Pfeifer is a Pulitzer Prize-winning former veteran journalist who understands how the news media works and how to protect his clients’ reputations in times of crisis. Fern is an expert in digital marketing and advertising whose skills pair perfectly to protect clients’ online reputations— an essential tool in today’s digital world.

THE LEVINSON GROUP (TLG)

200 Park Avenue South, Suite 400 New York, NY 10003

1399 New York Avenue NW, Suite 300, Washington, D.C. 20005

202/244-1785

info@TLGCommunications.com

The Levinson Group (TLG) is a strategic stakeholder engagement and communications firm advising

THE LEVINSON GROUP

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global leaders, public and private businesses, law firms, and civic institutions on consequential and complex issues. Headquartered in New York and Washington, D.C., TLG’s team of expert communications advisors brings extensive experience in business, law, policy, politics, finance, and the media.

Since its founding in 2013, TLG has become well known for serving as a strategic partner and trusted advisor in high stakes matters relating to corporate reputation and governance; government response and sensitive investigations; public affairs and issues management; workplace and workforce communications; crisis and risk management; litigation communications; cybersecurity communications; and global financial communications including corporate restructuring, executive transitions, mergers, acquisitions, and other transitions. The firm also has a strong commitment to leading social impact programs and has a robust and diverse pro bono practice.

TLG’s team of veteran communicators has extensive experience successfully partnering with leading businesses, institutions, and individuals to navigate pivotal inflection points, manage risk, and assess crisis readiness. The firm’s senior team members have been recognized as top communications and public relations industry leaders, receiving notable industry awards for their success and expertise including multiple “Crisis Manager of the Year” recognitions by PR News, “Women to Watch” by PR Week, “Top PR People in Crisis Communications” by Insider, “Media Relations Professional of the Year” by PR Daily, and “Top 100 Legal Strategists” by Lawdragon.

TLG was recently named the 2024 Corporate PR Agency of the Year by PRovoke Media and was a finalist for Outstanding Small Agency at the 2024 PR Week Awards. The firm also receives the highest ranking by Chambers & Partners and National Law Journal, noting TLG’s proven track record in Crisis Management and Litigation Communications. TLG has consistently been recognized for its workplace culture, earning 2024 Top Places to Work in Communications honors from Ragan for the second consecutive year.

MARX LAYNE & COMPANY

31300 Orchard Lake Rd., #100 Farmington Hills, MI 48334 248/855-6777 mlayne@marxlayne.com marxlayne.com

Michael Layne, President

Michael Szudarek, Partner

Michael Odom, Senior Vice President

Lana Mini, Vice President

Marx Layne brings more than 35 years of expertise in navigating high-stakes crisis communications. Trusted by top national law firms, we guide clients through the intense media and stakeholder scrutiny that accompanies their most challenging moments.

Our seasoned professionals have successfully managed a wide range of critical issues, including employment disputes, industrial accidents, fatalities, foodborne illnesses, environmental crises, boycotts, strikes, corporate fraud and cyber breaches. We operate around the clock, offering 24/7/365 support to help clients respond decisively and strategically.

Our senior team collaborates closely with legal advisors, law enforcement, and municipal leaders while keeping executives fully informed as situations unfold. We provide comprehensive media training for company spokesper-

sons, crafting key messages and ensuring delivery aligns with the organization’s values and objectives.

Leveraging proprietary software, we monitor social media sentiment in real time and offer actionable guidance to safeguard and manage your brand. Whether in response to media inquiries, social media dialogue, internal and external communications, supplier relations and community relations our team acts swiftly to deploy tailored responses that protect reputation and mitigate damage.

From privately held companies to Fortune 500 corporations, Marx Layne excels in creating proactive, integrated crisis communications strategies to navigate every phase of a crisis—before, during, and after it occurs.

MONTIETH & COMPANY

685 Third Avenue

New York, NY 10017

646/437-7602

www.montiethco.com

Montieth M. Illingworth, CEO & Global Managing Partner

Perry Goldman, Global Senior Director, Financial & Professional Services, Issues and Crisis Management and Litigation PR

Katarina Matic, Global Senior Director, Marketing Communications, Issues and Crisis Management

and Public Affairs, Branding and Website Development

Cameron Penny, Global Director, EMEA, Marketing Communications, Issues and Crisis Management

Joyce Lee, APAC Account Director/Hong Kong, Marketing Communications

Montieth & Company is a global specialist communications consultancy that provides a fully integrated set of communications services and solutions that deliver high-value, measurable outcomes for organizations across sectors and global money and media markets. Montieth & Company’s flexible, integrated, and budget-efficient cross-border business model enables us to reach multiple media markets via our global hubs in New York, London, and Hong Kong, and our affiliates around the globe.

We are recognized globally for our issues and crisis management, and litigation PR expertise which is provided throughout the world. This work includes crisis planning, strategic counsel, media relations, and stakeholder communications support on the full range of civil and criminal matters from business disputes to regulatory and law enforcement actions. We are frequently hired by law firms to help advise their clients on media relations pertaining but not limited to intellectual property and patent litigation, competition, bankrupt-

Michael Layne, President of Marx Layne & Company, received the 2024 Hall of Fame Award from the Detroit Chapter of PRSA for “Decades of Excellence in Strategic Communications.”

cy, mergers and acquisition, corporate governance, international trade, contract law, SPACs, etc. We have advised on many of the most high-profile, headline issues, crises, and court actions in the world, civil, regulatory and law-enforcement related.

Montieth & Company helps clients achieve influence, realize their ambitions and solve their most critical problems. Central to our value-add is achieving outcomes in our issues, crisis and litigation counsel that protects the corporate reputation and, where relevant, supports key corporate initiatives.

The firm offers a full suite of PR services, including marketing communications, corporate and financial communications, media relations, issues management and crisis communications, litigation PR, and public affairs and government relations. M&Co also provides branding and website design and development, multi-media marketing, influencer strategies, as well as video and podcast production.

MP&F

611 Commerce Street Suite 3000 Nashville, TN 37203 615/259-4000 www.mpf.com

Instagram: mpfcomm

LinkedIn: mpfcomm

Facebook: mpfcomm X: mpfcomm

Jennifer Brantley, Managing Partner

Kate Chinn, Partner

Mary Elizabeth Davis, Partner

Knight Stivender, Partner

Chad Raphael, Chief Financial Officer

Pam Schmidt, Director of HR and Talent Development

Mary Ruth Raphael, Senior Vice President

Kimberly Hood, Senior Vice President

Laura Braam, Senior Vice President

MP&F is a full-service agency in the heart of Nashville with nearly 40 years of experience in advertising, marketing and public relations. We are the largest locally owned communications firm in Tennessee and one of the largest in the Southeast. MP&F is wholly women-owned—certified by WBENC as well as the Governor’s Office of Diversity Business Enterprise. Our approach to crisis scenarios has influenced companies of all sizes across Tennessee and nationwide. Although every crisis is unique, one piece of ad-

vice from us stays the same—be honest and be prepared. Our team is fast, reliable, thoughtful – and above all, we think ahead. When a crisis occurs, we quickly provide: strategic counsel, media statements, talking points for senior leadership and staff, support with employee communication, website and social media copy, media and social media monitoring, and media outreach. We can also review existing crisis plans or craft a crisis communications plan if your organization doesn’t already have one.

ORANGEFIERY

135 W. 50th Street, Suite 200 New York, NY 10020 415/384-8677 info@orangefiery.com www.orangefiery.com

Mike Kuczkowski, CEO

Diana Dopfel, COO

So many elements come into play in a crisis. History, facts, context, perspectives. You face incomplete information, potential escalation points and it’s all moving incredibly fast. Then there’s the emotional layer, where you have to deal with multiple stakeholders and their perspectives, priorities and expectations. Crisis management is a beast of complexity.

For many firms, the solution is to parachute in a senior expert or experts, dispense some advice and leave the junior staff to do the heavy lifting.

We’re different. We put a smart, experienced team on the ground with you, combining analytical rigor with hands-on execution. Our team will roll up its sleeves and work alongside you when the stakes are highest.

Our clients say it works: “Without you, this would have been a total disaster.”

What makes us different?

• Unmatched experience: from product recalls to corporate scandals, our team has seen—and helped clients solve—it all.

• Tailored strategies, not templates: We don’t believe in “onesize-fits-all.” Every response is customized to protect your brand, your reputation and to build stakeholder trust.

• Real-time engagement: With 24/7 availability and real-time monitoring tools, we don’t just react to developments. We anticipate them so we can stay one step ahead.

• A proven track record: We’ve helped clients through multi-billion-dollar write-downs, restruc-

turings, litigation and far worse— while strengthening their brands. Finally, we won’t just help you through today’s crisis and disappear. We’ll help you build resilience, so you’re prepared with the systems, tools and capabilities to navigate the next one.

PADILLA

1101 West River Parkway Suite 400 (Headquarters) Minneapolis, MN 55415 612/455-1700

PadillaCo.com

Chris Werle, Senior Vice President 24-hour emergency hotline (1-877/ PR-ER-911)

Crises can come from any direction, and each one represents a moment of truth for your brand and your reputation. Fortunately, the Crisis Communications + Critical Issues Management Team at Padilla can guide you from crisis preparation and planning to crisis and critical issues management. We help our clients perform at their absolute best on their very worst day by showing them how to maintain control in the midst of chaos.

That work begins before the crisis strikes. First, we help our clients measure their level of exposure and preparedness with a deep Risk Analysis and Preparedness Assessment. Based on that analysis, we develop plans and programming to address and mitigate the primary threats facing the business as well as tailored simulations designed to stress test an organization’s crisis protocols, decision-making and communications effectiveness.

Padilla is a full-service agency that transforms brands and organizations through strategically creative communications. Our work across deep areas of sector expertise in agriculture and environmental sciences, food, beverage and nutrition, health, technology and financial services, is consistently recognized by industry partners such as the PRWeek Awards, PRovoke IN2 SABRE Awards and PRSA Anvil Awards, among others. Padilla operates in seven cities across the U.S. through its family of brands, which includes, SHIFT (performance communications), FoodMinds (food and nutrition affairs) and Joe Smith (brand strategy). As an AVENIR GLOBAL company and a founding member of the Worldcom Public Relations Group, the agency provides services to clients through 115 offices worldwide. Transform with Purpose at PadillaCo.com.

PEPPERCOMM

425 E. 53rd Street

New York, NY 10022

212/931-6100

connect@peppercomm.com

www.peppercomm.com

Steve Cody, CEO and Founder Jacqueline Kolek, EVP & Chief Innovation Officer

Maggie O’Neill, EVP & Chief Client Officer

Founded 30 years ago, Peppercomm, part of the Ruder Finn Group, is an award-winning integrated communications and marketing firm. A mid-sized firm with a senior-led approach, we have deep expertise across the consumer/lifestyle, industrial/B2B and financial/ professional services sectors.

Over the years, the agency’s team of experts has guided countless clients through a wide variety of issues and crises and manages corporate reputation on an ongoing basis. In 2023, the company recently introduced Team Meridian, a specialty group with nearly a century of experience to provide strategic counsel to help clients plan for and manage societal crises impacting their people, brands and business. A unique approach combining both internal and external crisis preparedness, this team has deep expertise guiding business-to-consumer and business-to-business clients through the process of developing a repeatable and objective protocol specifically to deal with social issues, as well as crisis and reputation management. The teams’ expertise spans industries including agriculture, automotive and mobility, manufacturing, retail, food & beverage, hospitality, technology, banking, financial services and professional services.

Visit www.peppercomm.com or find us at @Peppercomm.

PPHC

800 North Capitol Street, NW Suite 800 Washington, D.C. 20002 202/688-0020 www.pphcompany.com inquiries@pphcompany.com

Simon Lee, Chairman of the Board of Directors

G. Stewart Hall, Chief Executive Officer

Roel Smits, Chief Financial Officer

Thomas Gensemer, Chief Strategy Officer

PPHC is the industry leader in government relations and policy

PPHC

Continued from page 59

communications by revenue and geographic reach. Founded in 2014 and publicly listed on the London Stock Exchange (LSE: PPHC) in 2021, the company provides comprehensive bipartisan services including government relations, issues and crisis management, research and analytics, coalition management, grassroots and digital advocacy campaigns.

Serving over 1,200 clients— including leading corporations, trade associations, and non-governmental organizations—PPHC maintains a strong presence across major global economic sectors, including healthcare and pharmaceuticals, financial services, energy, technology, telecommunications, and transportation.

The Group helps clients enhance and protect their reputations, advance policy objectives, manage regulatory risk, and engage effectively with policymakers, stakeholders, media, and the public at large.

Operating as a holding company, PPHC encompasses ten entities: Alpine Group Partners, Concordant Advisory, Crossroads Strategies, Forbes Tate Partners, KP Public Affairs, Lucas Public Affairs, MultiState Associates, O’Neill & Associates, Pagefield, and Seven Letter.

PPHC’s three U.S. federal lobbying firms consistently rank among the top 20 of more than 2,500 registered firms by revenue, based on quarterly federal lobbying disclosures. Collectively, PPHC has held the top position in these rankings since 2020. The company’s state-level operations include dedicated firms in California and New England, while MultiState Associates provides coverage across all U.S. state capitols and Canadian provinces.

In June 2024, PPHC expanded its international presence through the acquisition of Pagefield, a UKbased strategic communications firm.

PUBLIC COMMUNICATIONS INC.

Partner in The Worldcom Public Relations Group

161 N. Clark St., Suite 2050 Chicago, IL 60601

312/558-1770

lets_talk@pcipr.com

www.pcipr.com

Jill Allread, APR, Fellow PRSA, CEO

Craig Pugh, APR, President

When a crisis strikes, clients trust Public Communications Inc. (PCI) to provide calm, thoughtful, strategic solutions and the results that matter most. We partner with organizations to navigate unexpected challenges, safeguard reputations, and restore stakeholder confidence. From crisis prevention to reputation management and recovery, we are beside our clients when they are most vulnerable every step of the way. We aim to empower organizations and institutions to emerge from a crisis even stronger than they were before.

With decades of experience, PCI has managed crises for healthcare organizations, government agencies, nonprofits, businesses, and conservation groups. We believe every organization is unique, and our programs must be customized accordingly. Whether facing cultural shifts, natural disasters, labor disputes, or organizational changes, we deliver tailored strategies that mitigate risks, restore trust and public confidence, and position our clients for long-term success.

PCI’s senior counselors are specialists who work with clients to develop crisis plans that can mitigate problems when they occur. Based on decades of experience, we create messages and strategies that help clients navigate crisis challenges. We also provide media and spokesperson training and executive coaching to ensure leaders communicate effectively in high-pressure situations. Our 24/7/365 availability means clients can rely on us for rapid response and ongoing support whenever and wherever they need it.

Clients trust PCI to manage crises and deliver peace of mind and measurable outcomes when they matter most.

REEVEMARK

521 Fifth Ave., 27th Flr. New York, NY 10175

212/433-4600 info@reevemark.com www.reevemark.com

Follow Reevemark on LinkedIn and Twitter.

Brandy Bergman, CEO & Founding Partner

Hugh Burns, Paul Caminiti, Delia Cannan, Renée Soto, Founding Partners

Pamela Greene, Nicholas Leasure, Adam Shapiro, Partners

Reevemark is a boutique strate-

gic communications firm that provides media and investor relations counsel on bet-the-company matters ranging from crises, brand and reputational issues and high-stakes litigation and regulatory matters to restructurings, shareholder activism and transactions.

Reevemark is led by experienced professionals who have guided public and private companies of all sizes and industries through challenging, value-determinative issues for decades. We provide direct and insightful counsel, develop top-quality written and digital content, and engage with key stakeholders, including the media and investors.

Reevemark has been recognized by Chambers and Partners for litigation support and crisis communications, The Deal as top global bankruptcy communications advisor, Bloomberg as a top ten global shareholder activism defense advisor and Business Insider for crisis and financial communications.

Clients Include: WP Engine, H.I.G. Capital, Diamond Sports Group, Trian Partners, TC Heartland (Splenda), Texas Pacific Land and The Children’s Place.

SITRICK AND COMPANY

800/288-8809

www.sitrick.com

Los Angeles: 310/788-2850

New York: 212/573-6100

San Francisco: 415/999-9634

Denver: 720/904-8560

Washington, D.C.: 443/977-7215

Boston: 617/897-0326

Michael S. Sitrick, Chairman and CEO

Less important than what you say about yourself is what others say about you.

• The New York Times: “The City’s Most Prominent Crisis-Management Firm.”

• Forbes: “The crew from the television magazine is banging on your door. You can have the security guard throw them out and know they’ll trash you. Or you can sit down with them and figure that out of the hour you give them, they’ll use only 40 seconds on air. And those 40 seconds will make you look very guilty. Better solution, call Mike Sitrick.”

• BusinessWeek: That’s unbelievable. This is the heavy artillery.” Quote is from the CEO of one of the largest PR firms in the world, after learning we were brought in on the other side of a contentious matter in which his firm was in-

volved.

Since our firm’s founding 31 years ago, we have been consistently ranked among the top crisis and strategic communications firms in the nation.

The majority of the firm’s senior executives are former editors and reporters from news organizations that include the Wall Street Journal, the New York Times, Bloomberg, Los Angeles Times, Forbes, CBS News and NBC News. We also have former practicing attorneys and business executives.

Matters with which we have been involved include litigation support of all kinds; intellectual property matters, allegations of stock manipulation, wrongful termination, contract disputes, allegations of fraud and fraudulent inducement, wrongful death claims, allegations of illegal drug use, SEC matters, and a variety of other white-collar crimes. We have also handled criminal and civil cases against companies and their executives for such things as price fixing, insurance fraud, options backdating, antitrust violations, race and sex discrimination, sexual harassment, racism and #MeToo matters. We have a significant data breach, mergers and acquisitions and corporate governance practice and have done extensive work combatting short sellers. Other issues include sensitive environmental matters, racketeering cases, family disputes, and high-profile divorces, reputation management and reputational positioning. We have also been involved in helping to launch such firms as Oaktree Capital.

Offices are in Los Angeles, New York and Washington, D.C., though we have handled cases all over the world.

For additional information including clients for whom our work was public and additional media comments about our firm see: www.sitrick.com.

SLOANE & COMPANY

One World Trade Center

285 Fulton Street, 63rd Floor New York, NY 10007 www.sloanepr.com info@sloanepr.com

Darren Brandt & Whit Clay, Co-CEOs

John Hartz, President

TJ White, Managing Director and Head of Special Situations

Sloane & Company is an industry-leading strategic communications firm that provides compre-

hensive counsel on high-stakes situations, including: M&A; shareholder activism defense; IPOs and SPACs; litigation; unforeseen management changes; board issues; employee issues; cybersecurity; natural disasters; product integrity; regulatory and legislative issues; bankruptcies / restructurings; environmental issues; and corporate governance. More broadly, we provide strategic support around corporate and financial public relations; transactions; strategic insights; messaging, analytics and measurement; public affairs; and investor relations—to public and private companies as well as investors, associations and individuals.

We are experts at assisting clients when unforeseen events threaten to impact their business or damage their reputation. We are known for our intelligence, intensity, creativity and focus on getting results. Whether the situation calls for developing and delivering the right messages to the audiences that matter or advising on high-stakes deals or crises, our goal is the same—to drive winning outcomes for our clients.

We have become a go-to firm when these crises and special situations occur by listening to our clients, understanding the situation, determining the risks to their business and delivering candid advice to management teams, boards, executives and organizations when they need it most. Clients have the benefit of working with senior executives with decades of experience who offer professional counsel in all phases of crisis planning and response, leading to immediate results.

Beyond specific crisis situations, we develop effective and actionable contingency plans in close coordination with a client’s legal, financial, marketing, communications and government relations/lobbying advisors. Our approach provides best-practices and enhances client procedures and appropriate training of personnel before and during a crisis. When the unexpected happens, we actively manage and support implementing the appropriate communications tactics. After the crisis subsides, we help clients restore their credibility and reputation in the marketplace.

TOGORUN

New York, Washington, D.C.

Los Angeles

646/651-4001

g.janata@togorun.com

www.togorun.com

Facebook.com/togorun

Instagram.com/togorun

Linkedin.com/company/togorun

Gloria “Glo” M. Janata, JD; President, CEO & Owner

Sheetal Davitt, COO & Partner

Dr. David Canty, Chief Scientific Officer

Joe Gorelick, Global Creative Director, Sr. VP & Partner

Jason Farrell, Creative Director, Sr. VP & Partner

Shafali Shah, VP & Partner, Global Operations

Yolanda Aguilar, Global Finance Manager & Partner

Healthcare issues management is heading into uncharted territory. TogoRun’s team of public affairs, regulatory, and public relations experts from both sides of the aisle, led by industry veteran Gloria “Glo” Janata, JD, can help you see around the curves, prepare for challenges, and maximize opportunities.

TogoRun, formerly Omnicom’s boutique global healthcare agency, is now a woman-owned, multiaward-winning, full-service strategic communications, marketing, and public affairs agency focused on global health and well-being and telling the untold story. Inspired by the 1925 hero sled dog Togo, TogoRun works in partnership with clients committed to advancing innovative solutions that save and improve lives, close health disparity gaps, support a healthier planet, and embrace a vision of equitable abundance.

Recognized by Inc. magazine 4x as Best in Business for Marketing (2022), Best in Business for Public Relations (2023), Best Places to Work (2023), and General Business Excellence (2024), TogoRun’s proven track record for issues and crisis management includes navigating FDA Citizen Petitions, product recalls, Black Box warnings, global boycotts, high-profile lawsuits, managing 24/7 newsrooms, and everything in between that has threatened the good name and reputation of some of the most visible, breakthrough global brands and companies.

Issues and crisis management is a key part of our 360o offering, including earned media relations, integrated marketing and communications, branding and positioning, advocacy and government affairs, IR/financial communication and corporate presentations, and value-driving communications resulting in multi-billion-dollar acquisitions and partnerships. Areas of expertise include pharma/biotech, life sciences, health information

technology, medical devices, health insurance, hospital, non-profits/associations, medical aesthetics, consumer packaged goods, and beauty.

Headquartered in New York, with seasoned teams in Washington, D.C., Los Angeles, and virtually everywhere via a network of global partners, TogoRun is part of the GMJ Global network of companies and a proud signatory of CEO Action for Diversity & Inclusion and the UN Global Compact. The TogoRun team has collectively been responsible for more than 230 industry awards and donates at least 11% of time each year in pro bono services to non-profits that share our values.

Contact TogoRun CEO Glo Janata at g.janata@togorun.com to discuss the trail ahead and your 2025 Issues Management plan.

For more information, visit: www.TogoRun.com and follow us on Facebook, Instagram, and LinkedIn.

TRIDENT DMG

1120 20th St., NW, Ste. 700 N Washington, D.C. 20036

202/899-3834

TridentDMG.com

Twitter: @TridentDMG

LinkedIn: Trident DMG

Josh Galper, Adam Goldberg, and Eleanor McManus, Co-Founders and Partners

Trident DMG is a strategic and risk advisory firm that specializes in strategic and policy communications, stakeholder solutions,

reputation management, public affairs, and crisis preparation and response. Based in Washington, D.C., we have worked in the Beltway and across the nation, the world, and numerous industries.

Founded in 2016, Trident is a one-of-a-kind agency that pioneered the approach of combining media, political, and legal expertise in one team, managing some of the highest-profile crises of the past 30 years, from the White House to Wall Street to Silicon Valley and around the world. Our team members have worked in the White House, Congress, the national news media, global law firms, and corporations.

Our clients include investors, startups to global brands, high-profile and high-net-worth individuals, and nonprofits and NGOs. They turn to us for our ability to see around corners as strategists, to build creative and compelling narratives, to navigate and manage pressures from stakeholders and the media, and to seize opportunities. In addition, we regularly work with AmLaw 50 firms to advise their clients and support their advice.

Trident is consistently ranked a top firm by Chambers and Partners for litigation and investigations communications, including in Band 1 in recent years, and for crisis management. Trident’s partners have been recognized as elite practitioners by Chambers, Lawdragon, BusinessToday, and PRNews, which also honored Trident as a top 100 Agency Elite firm in 2023. 

Gloria “Glo” Janata, President, CEO & Owner of TogoRun.

Making the tough decisions

By Fraser Seitel

For Target Corp. shareholders—one of whom, groan, I am!—the morning of November 20 was full of anticipation. That afternoon, the company was to announce its fourth quarter and yearend earnings for 2024. And we fully expected that the re-energized Target, led by Queens-born, no-nonsense, always-present CEO Brian Cornell, would announce yet another quarter of ground-breaking earnings. Oy vey, were we wrong! Target announced earnings well below the worst Wall Street estimates and its stock cratered 15 percent. Most surprisingly, CEO Cornell, who always showed up on CNBC or Bloomberg to describe each quarter’s good or bad performance, was nowhere to be seen.

communications consultant, author and teacher for more than 30 years. He is the author of the Prentice-Hall teet, The Practice of Public Relations.

The reality that one of the most disclosure-oriented CEOs in the land was a noshow left a clear impression that the bad news was just too difficult for the CEO to deliver in person. In the weeks that followed, three separate securities law firms— the equivalent of corporate “ambulance chasers”—started investigations of Target.

The larger point is that in uncharacteristically failing to step forward and fully discuss the reason for the depressed earnings, Target’s CEO made a bad situation worse. Such is a predictable outcome when leaders fail to confront tough public relations decisions.

Here are four political leaders faced with similar tough decisions in the New Year.

Benjamin Netanyahu

Here, inexplicably, is the number-one example of making tough decisions.

Israel’s Prime Minister has been vilified non-stop in every corner of the earth— including Israel—for presiding over the death of thousands of defenseless citizens of Gaza. Through the yearlong bloodbath in the Middle East and despite his critics, the beleaguered Netanyahu hasn’t once wavered on continuing to pulverize the multiple enemies that threaten his nation.

As the calendar turns and those enemies—Hamas, Hezbollah, Houthis, Syria

and Iran—now mortally wounded primarily as a result of the Israeli Prime Minister’s toughness, the heretofore unfathomable possibility that Netanyahu might retain power in 2025 is a real possibility.

John Fetterman

And speaking of Israel, the Jewish state’s new best friend in the U.S. Congress turns out to be another unlikely leader who has made tough decisions: the new senior Senator from Pennsylvania, Big John Fetterman.

The ill-dressed, formerly progressive standard bearer for the common man has enraged his former allies in the Alexandria Occasio-Cortez caucus by unflinchingly defending Israel’s right to defend itself in the face of a terrorist enemy that uses humans as shields.

Not only that, but Fetterman, in defiance of fellow Democrats, has also voiced approval of many of the choices for Cabinet posts of the President-elect. The bet here is that the free-thinking, straight-talking Fetterman will become the new leading Democrat force in Congress for compromise with the new administration.

John Thune

Unlike his tough-minded colleague from Pennsylvania, the new Senate majority leader from South Dakota has suggested no such iron in his veins or bravery in his positions.

Sen. Thune has always been a go-alongto-get-along politician, intent on not making waves. But in the next month, as Republican Senate leader, his mettle will be tested, particularly on those controversial Cabinet posts.

Voting down the offensive, wildly unpopular Matt Gaetz as Attorney General was

easy. Anyone would have done that. But now with under-qualified nominees like Tulsi Gabbard, Pete Hegseth and Kash Patel, Thune will be thrust into the spotlight with a fire-breathing Donald Trump ready to strike.

While the aforementioned three might well tiptoe to victory, the most questionable Cabinet choice is Robert F. Kennedy, Jr., the wacky, vax-loathing and supremely creepy nominee for Secretary of Health and Human Services. Kennedy not only isn’t qualified for the job, but he also isn’t particularly liked by Republicans.

So, the question is: Will Thune demonstrate the backbone to vote “no” on RFK, Jr.?

Donald Trump

Finally, there is the old, new President himself. Trump, of course, insists that he’s eminently capable of making any tough decision.

But one imminent decision, in particular, looms large. There’s little question that Trump will move in the next few weeks to end the Russia-Ukraine war. His “solution” will likely be to accede to Russia the territory it already has seized in return for ending hostilities. Trump will also agree to vote against Ukraine’s entry into NATO, which will effectively kill the possibility since a NATO vote for new nation entry must be unanimous.

That leaves only one more key question with respect to Ukraine. Will Trump put Putin on notice, as part of the war-ending agreement, that any future attack by Russia on Ukrainian soil will trigger a response from not only NATO but the United States?

That’s a tough declaration that a brave leader should be willing to make. The question is, Will President Trump have the courage to do it? 

Young Americans don’t watch TV

Traditional TV is particularly losing audiences among younger adults, according to a recent Statista forecast.

According to Statista, 50 percent of Americans between the ages of 18 to 24 said they don’t watch any traditional TV at all, which includes broadcast, cable and satellite TV. Similarly, 46 percent of those in the U.S. between the ages of 25–34 said they don’t watch traditional TV. 43 percent of Americans between the ages of 35–44 also reported that they don’t watch TV, and 38 percent of Americans between the ages of 45–54 don’t watch TV.

On the other hand, only 29 percent of Americans between the ages of 55 to 64 claim they don’t watch traditional TV. In

By Jon Gingerich

other words, traditional TV is now an older American’s medium, and the older you are, the more likely you are to watch TV. (Americans ages 65 and older were not included in the survey data.)

Nielsen data from earlier this year discovered that Americans ages 18–34 watch less than five hours TV per week, while those 65 and older watch more than 40 hours each week. In July, Statista reported that streaming now accounts for 40 percent of total TV usage in the U.S., while cable accounts for 27 percent and broadcast 21 percent.

Statista surveyed 10,000 U.S. adults between Oct. 2023 and Sept. 2024. 

Fraser P. Seitel has been a

Sorry we helped kill hundreds of thousands of people

By Calude Singer

It’s hard to estimate the damage done to McKinsey’s brand in light of the recent $650 million Justice Department settlement the consulting firm will now pay for its work with infamous opioid maker Purdue Pharma.

Selling a client marketing schemes to push deadly painkiller OxyContin onto doctors and patients cost the famed consulting firm far more than a huge fine: it exposed the heartless practice of duping, bribing and corrupting doctors and regulators to make obscene profits while addicting and killing hundreds of thousands of patients.

McKinsey’s apology—it didn’t get away without being forced to grovel, as guilty parties often do—was cool and matter-offact. “We are deeply sorry for our past client service to Purdue Pharma and the actions of a former partner who deleted documents related to his work for that client,” the consulting firm announced. “We should have appreciated the harm opioids were causing in our society and we should not have undertaken sales and marketing work for Purdue Pharma. This terrible public health crisis and our past work for opioid manufacturers will always be a source of profound regret for our firm.”

Let’s face it. This apology reeks of PR and lawyerly over-deliberation. It only goes so far: “We should have appreciated the harm opioids were causing our society”? The words make its lucrative services for Purdue seem like a simple transactional oversight, like when a clerk overcharges shoppers for items that were supposed to be on sale. “We should have appreciated that chicken is only $3.26 per pound, not the $4.26 we made the customer pay.”

In Japan, as we often see, executives apologize publicly, in person, by bowing in humiliation before cameras so the world can see the tops of their heads.

Yusuke Kamimura, CEO of ShapeWin, a cross-cultural PR firm based in Tokyo and Vancouver, explained that, “The importance of apologizing in Japanese culture cannot be overstated … Because we are a

collectivist culture, we emphasize shame and regret, but also collective responsibility. Thus, apologies are seen less as an admission of wrongdoing and more as a way of showing integrity and responsibility.”

Have we no sense of collective responsibility here in the Wild West of American commerce? McKinsey’s apology for colluding with Purdue’s deceptions would seem to say none or little.

McKinsey isn’t any company, of course. It sells guidance for behavior, not widgets. It is a powerful influencer for other companies. It is, without a doubt, the world’s most prestigious consulting firm, creating value for clients and producing many luminaries of the business and political elite.

McKinsey’s home page is pumped up with appropriately bombastic claims: “Our clients are always striving for the change that changes everything.” “We partner with bold leaders, pinpointing the strategy that will reshape tomorrow …” “Together we’re

accelerating toward a more sustainable, inclusive, and growing future for all.” But not a more responsible and humane future, it seems.

As a brand consultant, I occasionally encounter a situation that’s not a brand communications problem insomuch as a brand behavioral problem. Branding can’t revive a bank that over-charges retail customers and is willing to fund the hostile takeover of its institutional clients.

In the case of McKinsey, a better apology letter—I could write one in my sleep—or bowing before MSNBC’s cameras wouldn’t wipe away the stain of colluding with Purdue Pharma.

But these would be a start: Book a room and get some cameras. Comb your hair. Bow and count to thirty. Now, try to imbed the McKinsey culture with a sense of business morality (if that’s not an oxymoron). Heck, even schedule a workshop on how to properly market opioids. 

PR pros betting on AI in 2025

The artificial intelligence craze that took the communications world by storm two years ago will keep going strong in 2025, if findings from a new survey published by PR software platform Prowly are any indication.

The survey, which asked hundreds of PR pros about their budget priorities and what strategies they’ll focus on in the coming year, suggests that artificial intelligence will continue to feature prominently in everything from research and analytics to content in 2025.

Three out of four PR professionals surveyed (74 percent) predicted that AI will be the biggest PR trend in 2025. Coming in at a distant second is data-driven PR strategies (37 percent), followed by hyper-personalization (32 percent), real-time crisis management (28 percent) and purpose-driven PR (25 percent).

AI was also listed as one of the primary areas where PR pros think their budgets should be allocated to achieve maximum ROI results in 2025. When asked about their preferred areas of investment next year, nearly half (48 percent) cited strategic partnerships as their number-one budget priority. Investing in AI-powered tools to improve daily workflow and efficiencies came in at a close second (46 percent), revealing a massive uptick from the 19 percent who names AI as their top budget pri-

By Jon Gingerich

ority during Prowly’s survey last year. This was followed by social media platforms (34 percent), market research (32 percent), event production and sponsorship (30 percent), influencer collaboration (30 percent), crisis management resources (23 percent) and tech-enhanced content creation such as augmented virtual and virtual reality (17 percent).

According to the report, independent PR practitioners are the most eager to invest in AI tools next year (63 percent), followed by in-house teams (52 percent) and agencies (48 percent).

When it comes to the trends PR professionals hope to see less of next year, mass pitching topped the list of practices that respondents want to see left behind (52 percent). This was followed by greenwashing (45 percent), the practice of forcing PR teams to wear too many hats (40 percent), vanity metrics (38 percent) and the industry’s reliance on AI-generated content (26 percent).

Prowly’s “PR Trends” report surveyed more than 300 communications professionals stationed at agencies, non-profits and in-house teams across North America and Europe. The survey was conducted in November and was collected online and at industry events such as the Future of Communications Conference and PRSA ICON 2024. 

Claude Singer is Managing Partner at Brandsinger.

UnitedHealthcare gets Guidepost

UnitedHealthcare has hired D.C.-based Guidepost Strategies for issues related to Medicare/Medicaid, Medicare Advantage and pharmacy benefits.

Guidepost Partner Jennifer Porsch, who did a 16-year stint advising members of the Senate Democratic leadership (including New York’s Chuck Schumer and Washington’s Patty Murray), handles the effort.

She is supported by Guidepost Principal Michael Bain, who was Democratic staff member at the Appropriations Committee.

UnitedHealthcare also works with Ballard Partners, which it hired in September to deal with veterans issues.

Ballard’s team includes former Florida Republican Congressman Jeff Miller, who chaired the Veterans Affairs Committee and counseled the 2016 Trump campaign; Michael LaRosa, Press Secretary for First Lady Jill Biden; and Brian Ballard. 

MPA’s Kilkur joins Ballard Partners

Patrick Kilcur, who has served as EVP, U.S. Government Affairs at the Motion Picture Association since 2019, in coming on board at Ballard Partners, as a Partner in its Washington, D.C. office.

At the MPA, Kilcur oversaw all government relations functions and policy initiatives in the U.S. for the association and its member companies, which include Walt Disney Studios, Netflix, Paramount Pictures, Sony Pictures Entertainment, Universal Studios, Warner Bros. Discovery and Amazon Studios.

FEMA’s Rothenberg heads to Avoq

Jaclyn Rothenberg, who was Director of Public Affairs at the Federal Emergency Management Agency, has joined Avoq as Senior VP in its New York office.

Most recently, she spearheaded FEMA’s messaging and media strategy dealing with Hurricanes Helene and Milton, including combating misinformation campaigns.

As the leader of FEMA’s nearly 40-member communications team, Rothenberg developed strategies for disaster response, environmental issues, workforce readiness and equity.

She also handled communications for FEMA’s collaboration with the National Football League.

Before joining the MPA, he worked for Sen. Mitch McConnell as Republican Floor Assistant, one of several Senate staff positions he held. 

Defense pro Overland joins

Alpine Group

Abbey Overland, who served as Military Legislative Assistant to Iowa Republican Senator Joni Ernst, has joined Alpine Group as VP.

She worked with Ernst, a member of the Armed Services Committee, on issues related to the National Defense Authorization Act, veterans’ and foreign affairs.

Overland transitioned from Ernst’s office to the Pentagon, where she was Congressional Advisor to the Under Secretary of Defense for Research and Engineering. She helped build Congressional support for the creation of the U.S. Space Command.

After exiting the Pentagon, Overland became a lobbyist at Palantir Technologies and head of Washington operations for Ursa Major.

Keenan Austin Reed, Alpine CEO, said Overland’s “deep understanding of defense policy and inter-agency collaboration, coupled with her commitment to bipartisanship, will be instrumental in helping our clients navigate complex challenges and seize opportunities in the defense sector.”

Alpine Group is part of Public Policy Holding Company. 

Prior to FEMA, Rothenberg did a five-year stint as spokesperson for New York Mayor Bill de Blasio, and was western Pennsylvania Press Secretary for Hillary Clinton’s presidential campaign.

She has PR firm savvy gained from work at SKDK, Teneo and Burson-Marsteller.

Rothenberg said she’s eager to leverage her government and private sector experience to help Avoq’s clients deal with today’s complex business and policy challenges. 

Signal Group adds Daly

Megan Daly, who has nearly 20 years of PA, human rights advocacy and journalism experience, has joined Washington-based Signal Group as a Senior VP.

She served as Communications Director for Harvard University’s FXB Center for Health and Human Rights.

Daly took that spot after a stint at United Sikhs, a nonprofit group affiliated with the United Nations, where she served as Director of Communications and Public Policy.

Earlier, she was Deputy Press Secretary for the NYC Dept. of Health and Mental Hygiene and Communications Director for NYC City Council member Julissa Ferreras.

Daly began her career as a reporter and photographer at outlets such as Huffington Post, Queens Tribune and Pasadena Magazine. Most recently she was Director of Communications and Public Affairs at Marathon Strategies.

Signal regained its independence last March following a management buyout from Wiley Rein LLP. 

Megan Daly

Jaclyn Rothenber

Abbey Overland

Patrick Kilcur

Germany taps Cornerstone for U.S. outreach

Germany has hired Cornerstone Government Affairs to develop a communications strategy to highlight its political and economic cooperation with the U.S.

That effort is focused on Nevada, Arizona, Utah and Oklahoma. Cornerstone’s contract calls for it to “determine which of the German Embassy’s existing key messages should be highlighted and identify any topic areas that may be sensitive or should be avoided in particular settings.”

The firm will identify reporters and media platforms that are most likely to be consumed by political and business leaders, as well as recommendations on how to work with them.

It will recommend partners to participate in events such as panel discussions/fireside chats and to write op-eds and letters-to-the-editor.

The work, which kicked off this month, is on behalf of the German Information Center. Project fee is $40,000.

Cornerstone’s effort comes following the collapse of Germany’s government on Dec. 16 as Chancellor Olaf Scholz suffered a vote of no-confidence in Parliament. 

Somalia selects BGR for $600K pact

BGR Government Affairs has signed a $600,000 one-year pact to provide strategic guidance and government affairs counsel to conflict-ridden Somalia.

The firm will reach out to US government officials, NGOs and decision-makers on behalf of the Horn of Africa country’s clients. Somalia was in the news on December 15 as Turkey president Recep Tayyip Erdogan brokered an agreement to end its yearlong dispute with Ethiopia.

FARA News

Landlocked Ethiopia in Jan. 2023 struck a deal with Somalia’s breakaway Somaliland to build a port and military base. In return, Ethiopia promised to give formal diplomatic recognition to Somaliland, which split from Somalia in 1991.

Somalia blasted the Ethiopian move as a violation of its sovereignty.

Erdogan plans to visit Somalia and Ethiopia early next year to cement the deal.

BGR’s Lester Munson, who heads the international practice; and Steven Eisner, a former President of the U.S.-Africa Business Center, handle the Somalia work.

The contract went into effect on Dec 1. 

Korea taps DGA Group for Trump tips

DGA Group is providing counsel to South Korea’s Washington embassy regarding the incoming Trump administration and the lame duck Congress.

The overall focus is on trade, economic policy and political relations.

DGA is to provide insights into U.S. government developments and support the embassy’s outreach to federal officials.

Justin McCarthy, who worked in the Office of Trade Rep and was Special Assistant for Legislative Affairs for George W. Bush, and Nicole Frazier, an alum of the Trump White House, handle the effort.

DGA’s part went into effect on Nov 1 and runs through the end of the year. The project is worth $45,000.

South Korea also is using Mercury Public Affairs for Trump transition counsel.

The State Dept. on Dec. 3 welcomed the decision of South Korea President Yoon to rescind his order declaring martial law and reaffirmed support for the people of Korea and the U.S. alliance with the country that is based on the shared principles of democracy and rule of law. 

NEW FOREIGN AGENTS REGISTRATION ACT FILINGS

Below is a list of select companies that have registered with the U.S. Department of Justice, FARA Registration Unit, Washington, D.C., in order to comply with the Foreign Agents Registration Act of 1938, regarding their consulting and communications work on behalf of foreign principals, including governments, political parties, organizations, and individuals. For a complete list of filings, visit www.fara.gov.

AF International, LLC, Bethesda, Md., registered Dec. 9, 2024 for Union of Oil and Gas producers of Russia, Moscow, Russia, concerning providing strategic consulting and management services in matters related to the global gas market.

MMGY Global, LLC, Overland Park, Kan., registered Nov. 14, 2024 for Zurich Tourism, Zurich, Switzerland, regarding providing ongoing strategic counsel and creative ideation for marketing, media and communication efforts to promote tourism to Zurich.

Lobbying News

NEW LOBBYING DISCLOSURE ACT FILINGS

Below is a list of select companies that have registered with the Secretary of the Senate, Office of Public Records, and the Clerk of the House of Representatives, Legislative Resource Center, Washington, D.C., in order to comply with the Lobbying Disclosure Act of 1995. For a complete list of filings, visit www.senate.gov.

Audax Strategies, Washington, D.C., registered Dec. 17, 2024 for American Multi-Cinema, Inc., Leawood, Kan., regarding issues related to the entertainment industry, labor and workplace issues and business tax issues.

NVG, LLC, Washington, D.C., registered Dec. 9, 2024 for Global Music Rights, LLC, Los Angeles, Calif., concerning issues regarding songwriter compensation from public performance.

Skyline Capitol LLC, Washington, D.C., registered December 14, 2024 for Astranis Space Technologies Corp., San Francisco, Calif., regarding policy and issues related to satellite communications.

Tai Ginsberg & Associates, LLC, Washington, D.C., registered Dec. 13, 2024 for Animal Legal Defense Fund, Cotati, Calif., concerning education and advocacy related to the protection of wild, domestic, and farmed animals.

Annual Reports/Design/ Branding

Tier One Partners, 129 South St , Boston, MA 02111. 617/918-7060. kwilson@ wearetierone com; www wearetierone com Kathy Wilson�

Associations

Advertising Club of New York, 21 West 38th St., 12th flr., New York, NY 10018. 212/533-8080 www theadvertisingclub org Gina Grillo, Pres & CEO

Advertising Specialty Institute, 4800 Street Rd , Trevose, PA 19053 800/5461350 asicentral com Timothy M Andrews, Pres & CEO

Alliance for Women in Media, 2365 Harrodsburg Rd., #A325, Lexington, KY 40504 202/750-3664 allwomeninmedia org. Becky Brooks, Pres.

American Association of Advertising Agencies (4As), 25 W. 45th St., 16th flr., New York, NY 10036. 212/682-2500. www aaaa org Marla Kaplowitz, CEO

American Association of Political Consultants, 1750 Tysons Blvd�, #1500, McLean, VA 22102 703/245-8020 theaapc org Alana Joyce, Exec Dir

American Marketing Association, The, 130 E Randolph St , Chicago, IL 60601 800/AMA-1150 www ama org Bennie F Johnson, CEO�

American Society of Association Executives (ASAE), 1575 I St , N W , Washington, DC 20005� 202/371-0940� www asaecenter org Chris Vest, VP, Corp Comms & PR

Association for Conflict Resolution, P�O� Box 5, Eagle, NE 68347 614/262-2724 acrnet org

Association for Education in Journalism and Mass Communication, P O Box 21647, Columbia, SC 29221 803/798-0271 www aejmc org Amanda Caldwell, Exec Dir�

Association of Marketing and Communications Professionals, 127 Pittsburg St�, Dallas, TX 75207� 214/3773524 www amcpros com

Association of National Advertisers (ANA), 155 E. 44th St., New York, NY 10017 212/697-5950 www ana net

CMO Council, 1494 Hamilton Way, San Jose, CA 95125� www�cmocouncil�org� Donovan Neale-May, Exec Dir

CPR, The International Institute For Conflict Prevention and Resolution, 30 East 33rd St., 6th flr., New York, NY 10016. 212/949-6490 www cpradr org Serena K Lee, Pres� & CEO�

Florida PR Association, 40 Sarasota Ctr Blvd , #107, Sarasota, FL 34240 941/3652135� www�fpra�org�

Hispanic Public Relations Association hprausa org

Hospitality Sales & Marketing Association Int’l. (HSMAI), 1660 International Dr , #600, McLean, VA 22102 703/506-3280� americas�hsmai�org� Brian Hicks, Pres. & CEO.

Institute for Public Relations (IPR), University of Florida, P�O� Box 118400, Gainesville, FL 32611-8400 352/392-0280 instituteforpr.org. Tina McCorkindale, Pres. & CEO

International Association of Business Communicators (IABC), 330 N Wabash Ave , #2000, Chicago, IL 60611 312/3216868� www�iabc�com�

International Association of Business Communicators (IABC), Wash�, D�C� Chapter� iabcdc�org�

International Association of Speakers Bureaus, 1922 E� Fairmont Dr�, Tempe, AZ 85282� 480/839-1423� www�iasbweb�org� Marie Fredette, Exec VP

International Women’s Media Foundation, 2002 Massachusetts Ave , N W , Washington, DC 20036 202/496-1992 www iwmf org

Museum of Public Relations, The, 120 Wall Street, New York, NY 10005. www. prmuseum org Shelley Spector, Barry Spector, Founders�

National Association of Broadcasters, 1 M St , S E , Washington, DC 20003 202/429-5300� www�nab�org� Curtis LeGeyt, Pres & CEO

National Association of Government Communicators, 400 S� 4th St�, #754E, Minneapolis, MN 55415 888/285-8556 nagc com

National Council for Marketing & Public Relations (NCMPR), 5901 Wyoming Blvd�, N E , #J-254, Albuquerque, NM 87109 505/349-0500 www ncmpr org

National Foundation for Women Legislators, 5434 Chieftain Circle, Alexandria, VA 22312 www�womenlegislators�org� Jody Thomas, Exec Dir

National Hispanic Media Coalition, 626/792-6462� www�nhmc�org� Brenda Victoria Castillo, Pres & CEO

National Institute for Lobbying & Ethics, The, 10340 Democracy Lane, #300, Fairfax, VA 22030 703/383-1330 www lobbyinginstitute com

National Investor Relations Institute (NIRI), P O Box 4, Alexandria, VA 22313 703/562-7700 www niri org Matthew D Brusch, Pres & CEO

National Press Club, The, 529 14th St , N W , Washington, DC 20045 202/6627500 www press org

National School PR Association, 15948 Derwood Rd., Rockville, MD 20855. 301/519-0496 www nspra org Barbara M Hunter, Exec� Dir�

NCTA - The Internet & Television Association, 25 Massachusetts Ave�, N�W�, Washington, DC 20001� 202/222-2300� www ncta com Michael K Powell, Pres & CEO

New York Financial Writers’ Association, 646/470-7433. contact@nyfwa.org; www. nyfwa org

New York Women in Communications (NYWICI), 1660 International Dr , #600, McLean, VA 22102. 212/251-7255. info@ nywici�org; nywici�org�

Online News Association, 1111 N Capitol St., N.E., 2nd flr., Washington, DC 20002. journalists�org�

Page (Arthur W. Page Society), 230 Park Ave., New York, NY 10169. 212/400-7959. page�org�

Pennsylvania Association for Government Relations, P O Box 116, Harrisburg, PA 17108� 717/939-1900� info@pagr.org; pagr.org. Christine Corrigan, Exec Dir

Philadelphia Public Relations Association, 1500 Chestnut St�, Ste� 2 #2629, Philadelphia, PA 19102 215/5579865 ppra net

PR Club, (Formerly Publicity Club of New England), Boston, MA www prclub org

PR Council, 1460 Broadway, New York, NY 10036. 917/623-7895. www.prcouncil. net Kim Sample, Pres

Promotional Products Association Int’l., 3125 Skyway Circle North, Irving, TX 75038 888/426-7724 www ppai org

PRSA/Georgia Chapter, 770/449-6369� www prsageorgia org Victoria Stanton, Chapter Administrator

PRSA/Los Angeles Chapter, 2700 E� Foothill Blvd , #209, Pasadena, CA 91107 626/313-4343 prsala org

PRSA/National Capital Chapter, 200 Little Falls St , #205, Falls Church, VA 22046 703/691-9212 prsancc org

PRSA/New York Chapter, One World Trade Center, flr. 69, New York, NY 10007. 212/228-7228. info@prsany.org; www prsany org

Public Affairs Council, 2121 K St , N W , #900, Washington, DC 20037 202/7875950. pac.org. Nneka Chiazor, Pres.

Public Relations Society of America (PRSA), 120 Wall St., 21st flr., New York, NY 10005-4024. 212/460-1400. www.prsa. org. Karen Mateo, Chief Comms. Officer.

Public Relations Student Society of America (PRSSA), 120 Wall St., 21st flr., New York, NY 10005-4024. www.prsa.org/ prssa Jeneen Garcia, Sr VP, Programs

Publicity Club of Chicago, P�O� Box 101236, Chicago, IL 60610. office@ publicity org; www publicity org

Radio Television Digital News Association, National Press Bldg , 529 14th St , N W , #1240, Washington, DC 20045 202/221-4282 www rtdna org Dan Shelley, Pres� & CEO�

She Runs It (Formerly Advertising Women of NY), New York, NY. 212/2217969� sherunsit�org� Cheri Carpenter, Dir�, Comms

SIIA, Software & Information Industry Assn., 1620 I St�, N�W�, #501, Washington, DC 20005 202/289-7442 www siia net

Society for Advancing Business Editing and Writing (SABEW), Walter Cronkite School of Journalism and Mass Communication, Arizona State Univ , 555 N� Central Ave�, #302, Phoenix, AZ 850041248� sabew�org� Stephanie Klimstra, Exec� Dir

Society for Technical Communication, Fairfax, VA 703/522-4114 www stc org Tim Shaw, Exec Dir

Society of American Travel Writers (SATW), info@satw.org; satw.org.

Society of Professional Journalists, P�O� Box 441748, Indianapolis, IN 46244� 317/927-8000 www spj org Caroline Hendrie, Exec Dir

U.S. Travel Association, 1100 New York Ave , N W , #450, Washington, DC 20005 202/408-8422 www ustravel org

Washington Women in PR, P�O� Box 65297, Washington, DC 20035 wwpr org

Women in Government Relations, 908 King St�, #320, Alexandria, VA 22314� 202/868-6797 www wgr org Jen Brydges, Exec Dir

Women in PR North America, womeninpr com

Awards

Adrian Awards, Hospitality Sales & Marketing Association Int’l., 1660 International Dr , McLean, VA 22102 703/506-3280 americas hsmai org Ellen Wilson, Washington, D�C� Mng� Dir�, Adrian Awards Competition Dir

AME - Advertising & Marketing Effectiveness Awards, New York Festivals, 641 Lexington Ave., 13th flr., New York, NY 10022. 212/271-5278. www. ameawards�com�

APEX Awards, Communications Concepts, Inc , 6604 Richmond Rd , #19, Williamsburg, VA 23188� 703/643-2200� info@apexawards.com; apexawards.com. Ken Turtoro, Exec Editor

Association TRENDS Annual Trendy Awards, Columbia Books & Information Services, 1530 Wilson Blvd , #400, Arlington, VA 22209 888/265-0600 www associationtrends�com/trendy-awards/�

AVA Digital Awards, Association of Marketing and Communication Professionals, 127 Pittsburg St , Dallas, TX 75207. 214/730-0533. awards@avaawards. com; www�avaawards�com�

Bell Ringer Awards, PR Club, (Formerly Publicity Club of New England), Boston, MA� www�prclub�org�

Big Apple Awards, PRSA/New York Chapter, One World Trade Center, flr. 69, New York, NY 10007. 212/228-7228. info@prsany.org; www.prsany.org.

Cannes Lions Awards, Festival of Creativity� www�canneslions�com�

CLIO Awards, 104 W. 27th St., 10th flr., New York, NY 10001. 212/683-4300. clios. com� Nicole Purcell, CEO�

Communicator Awards, Academy of Interactive & Visual Arts, 22 West 21st St., 7th flr. North, New York, NY 10010. 212/675-3555 www communicatorawards com

Communitas Awards, Association of Marketing and Communication Professionals, 127 Pittsburg St , Dallas, TX 75207 214/377-3526 info@communitasawards.com; www communitasawards com

dotCOMM Awards, Association of Marketing and Communication Professionals, 127 Pittsburg St , Dallas, TX 75207 214/377-3526 awards@dotcommawards.com; www�dotcommawards�com�

Gold Quill Awards, Int’l. Association of Business Communicators (IABC), 330 N� Wabash Ave , #2000, Chicago, IL 60611 312/321-6868 www iabc com

Gold, Silver, Bronze Anvil Awards of Public Relations Society of America (PRSA), Among Additional Awards, 120 Wall St., 21st flr., New York, NY 100054024� 212/460-1400� www�prsa�org� Karen Mateo, Chief Comms. Officer.

Golden Trumpet Awards, Publicity Club of Chicago, P�O� Box 101236, Chicago, IL 60610. office@publicity.org; www publicity org

Hermes Creative Awards, Association of Marketing and Communication Professionals, 127 Pittsburg St , Dallas, TX 75207 214/377-3525 awards@hermesawards.com; www hermesawards com

iBravo! Awards, Hispanic Public Relations Association� hprausa�org�

Jack Felton Gold Medal for Lifetime Achievement, Institute for Public Relations, University of Florida, P�O� Box 118400, Gainesville, FL 32611-8400 352/392-0280 instituteforpr org Tina McCorkindale, Pres. & CEO.

MarCom Awards, Association of Marketing and Communication Professionals, 127 Pittsburg St�, Dallas, TX 75207� 214/3773524. awards@marcomawards.com; www marcomawards com

Matrix Awards, NY Women in Communications (NY WICI), 1660 International Dr , #600, McLean, VA 22102 212/251-7255. info@nywici.org; nywici�org�

Mercury Awards, Galaxy Awards, iNOVA Awards and More, Sponsored by MerComm, Inc�, 500 Executive Blvd�, Ossining-on-Hudson, NY 10562. 914/9239400 www mercommawards com Reni L Witt, Pres

NAGC Communicator of the Year Award, National Association of Government Communicators, 400 South 4th St , #754e, Minneapolis, MN 55415� 888/285-8556� nagc com

New York Festivals, TV & Film Awards, 641 Lexington Ave., 13th flr., New York, NY 10022. 212/271-5278. www.newyorkfestivals.com.

Paragon Awards, Plus Additional Awards, National Council for Marketing & Public Relations (NCMPR), 5901 Wyoming Blvd , N�E�, #J-254, Albuquerque, NM 87109� 505/349-0500 www ncmpr org

Power of Association Awards, American Society of Association Executives (ASAE), 1575 I St , N W , Washington, DC 20005 202/371-0940 www asaecenter org

PRSA/National Capital Chapter Awards, 200 Little Falls St , #205, Falls Church, VA 22046 703/691-9212 prsancc org

Public Relations and Marketing Excellence Awards, Business Intelligence Group 909/529-2737 www bintelligence com

She Runs It Women of the Year Awards, She Runs It (Formerly Advertising Women of NY), New York, NY. 212/221-7969. sherunsit�org�

Sigma Delta Chi Awards, c/o Society of Professional Journalists, P�O� Box 441748, Indianapolis, IN 46244 317/927-8000 www spj org Caroline Hendrie, Exec Dir

SIIA CODiE Awards, Software & Information Industry Association, 1620 I St , N W , #501, Washington, DC 20005 202/289-7442� siia�net/codie/�

Silver Apple Awards, Marketing Club of New York, New York, NY. 646/741-4771. marketingclubny.org.

Society for Technical Communication, STC Awards, Fairfax, VA 703/522-4114 www�stc�org� Tim Shaw, Exec� Dir�

Society of American Travel Writers (SATW), SATW Foundation Lowell Thomas Travel Journalism Competition� info@satw.org; satw.org.

Telly Awards, The, New York, NY. 212/970-0223� www�tellyawards�com�

The Stevie Awards, 10560 Main St , #519, Fairfax, VA 22030 703/547-8389 www StevieAwards�com� Maggie Miller, Pres�

The Stevie® Awards, widely regarded as the world’s premier business awards, are conferred in nine programs including The American Business Awards®, The International Business Awards®, the Asia-Pacific Stevie Awards, the German Stevie Awards, the Stevie Awards for Great Employers, the Stevie Awards for Sales & Customer Service, the Stevie Awards for Women in Business, the Middle East & North Africa Stevie Awards, and the Stevie Awards for Technology Excellence (coming in 2024).

Nominations may be submitted in a wide variety of categories honoring achievement in public relations, marketing, management, human resources, customer service, new products, technology, websites, videos, events, and more.

The Stevie Award trophy, designed by the firm that manufactures the Oscar and other leading trophies, is one of the world’s most coveted prizes.

Visit www.StevieAwards.com to learn about all of the Stevie Award programs. Viddy Awards, 127 Pittsburg St�, Dallas, TX 75207 214/730-0539

info@viddyawards.com; www viddyawards com

Washington Women in Public Relations (WWPR) Woman of the Year Award, P O Box 65297, Washington, DC 20035 wwpr org

Broadcast Monitoring Services

Axia Public Relations, 1301 Riverplace Blvd., #800, Jacksonville, FL 32207. 1-888-PR-FIRM-8 (1-888-773-4768)� inbound@axiapr.com; axiapr.com/ monitoring Jason Mudd

Celebrities

Cavanaugh & Associates Inc., 14350 Addison St , #222, Sherman Oaks, CA 91423. 818/907-5210. tim@ cavanaughassociates com; www cavanaughassociates com Tim Cavanaugh

Cavanaugh & Associates, Inc. provides celebrities in any category for everything from product launches, promotional events, SMTs and full-scale endorsements, to personal appearances, celebrity gifting/influencers, speeches and performances. We provide personalized service in ensuring a perfect celebrity fit for all target demographic needs. With over 20 years’ experience in the entertainment industry, our celebrity relationships make the difference.

Celebrity Access, Inc., 1775 East Palm Canyon Dr , Suite 605-5627, Palm Springs, CA 92263-7201� 818/508-1300; fax: 888/367-7574. glenn@celebrityaccessinc. com; www celebrityaccessinc com Glenn Rosenblum

Celebrity Access, Inc. a one-stop shop for corporations seeking the services of a celebrity for almost any occasion. We run the gamut from promotional events to product launches, product endorsements, media tours, direct response marketing and infomercials. No upfront costs, competitive pricing and A to Z personal service.

World Class Speakers & Entertainers, 5158 Clareton Drive, Ste� 1034, Agoura Hills (County of Los Angeles), CA 91376 818/991-5400 jkessler@wcSpeakers.com; wcse@ wcSpeakers.com; www.wcspeakers.com. Joseph I Kessler, Pres

See full listing under Speakers Service (Talent).

Clipping Services

Axia Public Relations, 1301 Riverplace Blvd., #800, Jacksonville, FL 32207. 1-888-PR-FIRM-8 (1-888-773-4768) inbound@axiapr.com; axiapr.com/ monitoring Jason Mudd

CoverageBook, coveragebook.com.

CoverageBook makes it easy for PR people to showcase & measure the impact of their public relations work.

It replaces time-consuming tasks like collating screenshots, sourcing metrics and engagement rates, turning coverage into beautifully designed reports, in minutes.

Voted consistently “Easiest to use PR analytics tool” on G2, over 15,500 global PR professionals now use CoverageBook as their showcasing, reporting and measurement solution.

Copywriters

Tier One Partners, 129 South St , Boston, MA 02111. 617/918-7060. kwilson@ wearetierone com; www wearetierone com Kathy Wilson

CPA/Consulting Services

Gould+Partners, 46 Woodbine Ave , Suite #4, Northport, NY 11768. 917/783-4500. rick@gould-partners.com; www.gould-partners.com. Rick Gould, CPA, J.D., Mng. Partner; Jack Bergen, Strategic Partner; Mike Muraszko, Jennifer Casani, Partners; James Arnold, Robert Udowitz, Sr� Counselors; Yadi Gomez, Acct. Coord.

Digital Media Tours

Bridgenext, New York, NY. 917/403-6020. www bridgenext com/our-services/creativecontent/pr-services/ Nicola Blount, VP Group Director, Communications Services�

Bridgenext (formerly DEFINITION 6) is a passionate group of award-winning creatives, writers, producers, and media strategists. We create content that sparks engagement and drives measurable outcomes across platforms.

Through our innovative suite of broadcast and digital PR services, we develop custom media programs including satellite, virtual and on-site media tours, radio media tours, audio news releases, public service announcements, video production and branded content distribution.

When you partner with us, we become an extension of your team with a commitment to understanding your goals and a hands-on approach to connecting your story with consumers.

KEF Media, 1161 Concord Rd SE, Smyrna, GA 30080 404/605-0009. yhanak@kefmedia.com; awells@kefmedia.com; www.kefmedia.com. Yvonne Hanak, Adriana Wells, Robbie Buckley.

KEF Media is the go-to broadcast media partner for many of the world’s most notable brands. With customized plans, honest counsel, unrivaled client service and strong results, KEF Media continues to adapt its offerings to serve clients’ ever-evolving needs.

Specialties:

•Earned and Guaranteed Media Options

•Satellite, Internet, Radio and Podcast

Tours (Virtual, Studio or Remote)

•Customized Media Days/Junkets

•B-Roll & Sound Bites

•Co-op Alternatives

•Audio News Releases

•Matte Releases

Directories

Almanac of American Politics, The, Columbia Books & Information Services (CBIS), 1530 Wilson Blvd , #400, Arlington, VA 22209� 888/265-0600� www.columbiabooks.com.

Business Information Resources

Directory, Grey House Publishing, 4919 Route 22, P.O. Box 56, Amenia, NY 12501 800/562-2139; 518/789-8700 www.greyhouse.com. Leslie Mackenzie, Publisher

Complete Broadcasting Industry Guide, The: Television, Radio, Cable & Streaming, Grey House Publishing, 4919 Route 22, P O Box 56, Amenia, NY 12501. 800/562-2139; 518/789-8700. www.greyhouse.com. Leslie Mackenzie, Publisher

Hudson’s Washington News Media Contacts Guide, Grey House Publishing, 4919 Route 22, P O Box 56, Amenia, NY 12501. 800/562-2139; 518/789-8700. www.greyhouse.com. Leslie Mackenzie, Publisher

Leadership Connect, (Formerly Leadership Directories), Data and Technology Co. for Gov’t, Business and Media, 325 7th St , N W , #800, Washington, DC 20004� 202/347-7757� www leadershipconnect io

O’Dwyer’s Directory of Public Relations Firms, 271 Madison Ave�, #1500, New York, NY 10016. 212/679-2471. www.odwyerpr.com. John O’Dwyer, Publisher�

Original U.S. Congress Handbook, The, Sunwater Institute, 12358 Parklawn Dr�, #240, North Bethesda, MD 20852� 240/715-9507 sunwater.org/u-s-congress-handbook.

World Radio TV Handbook (WRTH), Radio Data Center, Freising, Germany wrth info

Yearbook of Experts, Broadcast Interview Source, Inc., ExpertClick. 202/333-5000. ExpertClick@Gmail.com; www.expertclick. com Mitchell P Davis, Editor & Publisher

Editorial Distribution & Services

Axia Public Relations, 1301 Riverplace Blvd., #800, Jacksonville, FL 32207. 1-888-PR-FIRM-8 (1-888-773-4768) inbound@axiapr.com; axiapr.com/news. Jason Mudd�

Education

American University, School of Communication, 4400 Massachusetts Ave , N W , Washington, DC 20016 202/885-1000� www�american�edu�

Baruch College (CUNY), M.A. in Corporate Communication, Weissman School of Arts and Sciences, 55 Lexington Ave. at 24th St., New York, NY 10010. 646/312-1000 www baruch cuny edu

Bowling Green State University, School of Media and Communication, 306 Kuhlin Center, Bowling Green, OH 43403 419/372-8349� www�bgsu�edu�

Columbia University, M.S., Strategic Communication, School of Professional Studies, 203 Lewisohn Hall, 2970 Broadway, MC 4119, New York, NY 10027. 212/854-9666 sps columbia edu/academics

Drexel University, M.S. and Ph.D., Communication, Culture, and Media, College of Arts and Sciences, 3201 Arch St , Philadelphia, PA 19104 215/895-2400 drexel�edu�

George Washington University, Master’s in Public Relations & Comms., The Graduate School of Political Management, 805 21st St , N W , Washington, DC 20052 202/994-6000 gspm gwu edu/mastersprograms Larry Parnell, Dir

Georgetown University, School of Continuing Studies, Master’s in Public Relations & Corporate Comms., 640 Massachusetts Ave�, N�W�, Washington, DC 20001 202/687-8700 scs georgetown edu

Gonzaga University, Online M.A., Communication and Leadership Studies, 502 East Boone Ave., Spokane, WA 99258. 800/986-9585 www gonzaga edu

Goucher College, M.A. in Digital Communication, 1021 Dulaney Valley Road, Baltimore, MD 21204 410/3376366. siobahn.stiles@goucher.edu; www goucher edu/learn/graduate-programs/ ma-in-digital-communication/ Siobahn Stiles, Dir

Northeastern University College of Professional Studies, Online M.S., Corporate and Organizational Communication, 50 Nightingale Hall, 360 Huntington Ave , Boston, MA 02115-9959 877/668-7727 cps northeastern edu Carl Zangerl, Lead Faculty

Northwestern University, M.S., Integrated Marketing Comms., Medill School of Journalism, Media, Integrated Mktg. Comms , 1845 Sheridan Rd , Evanston, IL 60208� www�medill�northwestern�edu/imc/�

NYU School of Professional Studies, Executive M.S. in Marketing and Strategic Comms., 7 East 12th St�, #921, New York, NY 10003. 212/998-7100. www sps nyu edu

Quinnipiac University, M.S. in Public Relations, 275 Mount Carmel Ave , Hamden, CT 06518 203/582-8200 www qu edu

Rutgers University School of Communication and Information, Master of Communication and Media Program, 4 Huntington St., New Brunswick, NJ 08901. 848/932-7500 www rutgers edu Richard Dool, Dir

Seton Hall University, M.A., Communication, 400 South Orange Ave , South Orange, NJ 07079 973/761-9000

www shu edu

Syracuse University, S.I. Newhouse School of Public Communications, Syracuse, NY. 315/443-1870. newhouse. syr�edu�

University of Delaware, Online M.A. in Strategic Communication, Newark, DE 19716� 302/831-2792� www�udel�edu/ academics/online/programs/ma-mastersstrategic-communication/

University of Florida, College of Journalism & Communications, P O Box 118400, Gainesville, FL 32611 352/3920466. www.jou.ufl.edu. Hub Brown, Dean.

University of Memphis, M.A., Journalism and Strategic Media, 300 Meeman Journalism Building, Memphis, TN 38152 901/678-2000 www memphis edu/jrsm/index php

USC Annenberg School for Communication and Journalism, M.A., Public Relations and Advertising, 3502 Watt Way, Los Angeles, CA 90089 213/740-6180� annenberg�usc�edu� Willow Bay, Dean

West Virginia University, Online M.S., Integrated Marketing Communications, Morgantown, WV 304/293-6278 marketingcommunications.wvu.edu.

Electronic Newsfeeds/ Satellite Services

Strauss Media Strategies, Inc., 529 14th St., N.W., #1163, Nat’l Press Bldg., Washington, DC 20045 202/638-0200 info@straussmedia.com; www straussmedia com

New York, NY newyork@straussmedia.com

Los Angeles, CA losangeles@straussmedia.com

Richard Strauss, President

See full listing under SMTs and Radio.

Executive Coaching

Jacobs Consulting & Executive Coaching, Asbury Park, NJ/Metro NYC. 917/838-5345. ken@jacobscomm.com; www jacobscomm com; linkedin.com/in/jacobsconsultingcoaching; youtube.com/@jacobsconsultingexecutivecoach; Ken Jacobs, PCC, CPC, ELI-MP

Jacobs Consulting & Executive Coaching empowers the senior executives in the communications space to surpass their career, organizational, and personal goals by becoming more effective, inspired and inspiring leaders. We do so via executive coaching.

Those we serve include owners, CEOs, and senior executives of PR, marketing and other communications agencies, as well as public relations executives in corporate communications, government, non-profit, higher education, and related organizations and communications departments.

Our firm also helps communications agencies to grow their business, manage for profitability, improve client service, and enhance team performance, communications, and leadership skills. We do so via training and consulting.

My clients say they get added value from working with me because I’m one of the few certified coaches who spent decades in agency management and leadership.

Executive Search

Brian Simon Associates, 1412 Broadway 21st flr., New York, NY 10018. 646/5806398. brian@briansimonassoc.com; www�briansimonassoc�com� Brian Gabay�

Hechkoff Executive Search Inc., 1350 Ave. of the Americas, NYC, NY 10019. 212/935-2100. mp@hechkoff.com; www.hechkoff.com.

Maria Pellicione, Mng Dir

Monday Talent, 228 Park Ave. S., Suite 37828, New York, NY 10003. hello@monday-talent.com; www monday-talent com

We’re changing the (recruitment) game. Specializing in the communications, marketing and creative fields, we’re a search firm that understands in business, people come first. We’re Monday Talent – recruitment’s wake-up call.

Monday Talent is committed to helping organizations create atmospheres in which anyone can achieve their full potential. Every decision we make is rooted in our commitment to reimagining recruitment and prioritizing diversity, equity & inclusion above all else. By bringing together diverse perspectives, we’ve helped companies create welcoming, authentic environments where every voice is valued.

Graphic Design Services

Tier One Partners, 129 South St , Boston, MA 02111. 617/918-7060. kwilson@ wearetierone com; www wearetierone com

Kathy Wilson�

Influencer Marketing

4media group, 877-977-1717 hello@4media-group.com; www�4media-group�com�

As global integrated media experts, 4media group offers forward-thinking Intelligence, Content, Communications and Digital services. We are journalists, producers and directors, researchers, PR professionals, effectively collaborating for optimized results. Our diverse experience and skill sets, combined with our shared passion for performance, is reflected in the relentless pursuit of success for our clients.

4media influencer reaches the right audience at the right moment using a proven, proprietary combination of audience research, segmentation and precision targeting, backed by industry-leading influencer identification and vetting tools. Whether engaging lifestyle influencers through “mirror moment” social media content to drive CPG sales or leveraging veteran thought leaders creating podcasts, white papers and webinars to influence opinion and/or behavior, our proven omnichannel capabilities can be executed to impact a global audience or a hyperlocal audience subsegment.

4media group also offers: satellite media tours, radio media tours, surveys/market research, full media relations services, public service announcements, media buying, creative video production, podcast production, and social media management.

Integrated Marketing & PR

Axia Public Relations, 1301 Riverplace Blvd., #800, Jacksonville, FL 32207. 1-888-PR-FIRM-8 (1-888-773-4768) inbound@axiapr.com; axiapr.com/services. Jason Mudd

Blaine Group, Inc., The, 8665 Wilshire Blvd�, #301, Beverly Hills, CA 90211� 310/360-1499 www blainegroupinc com Devon Blaine, Pres /CEO

JB Tyler Marketing & Consulting, LLC, 555 S Mangum St , Suite 100, Durham, NC 27701 252/886-1511

glenna@jbtylerconsultants.com; www�jbtylerconsultants�com� Glenna Gonzalez, CEO

Marketing Maven, 2390 C Las Posas Rd�, #479, Camarillo, CA 93010 310/994-7380 lindsey@marketingmaven.com; www.marketingmaven.com. Lindsey Carnett, Pres�

Marketing Maven is not your typical PR firm. With origins in direct response public relations, Marketing Maven utilizes advanced metrics to measure their clients’ marketing reach and provide valuable competitive analysis. Their client campaigns have won national awards for driving revenue upon launching. Social media services include content, promotions and advertising to drive engagement and sales. Blogger and influencer relations are also available services.

Montieth & Company, 685 Third Ave�, 8th flr., New York, NY 10017. 646/437-7602. montieth@montiethco.com; montiethco.com. Montieth Illingworth, CEO and Global Mng� Partner�

Tier One Partners, 129 South St�, Boston, MA 02111 617/918-7060

kwilson@wearetierone.com; www wearetierone com Kathy Wilson

See listing also under Annual Reports/ Design/Branding, Copywriters, Graphic Design Services, Measurement & Evaluation, Media Tours/Roadshows, Media Training, Mergers & Acquisitions, Newsletters, Social Media, Special Events, Website Development.

Management Consultants

Gould+Partners, 46 Woodbine Ave , Suite #4, Northport, NY 11768. 917/783-4500. rick@gould-partners.com; www.gould-partners.com. Rick Gould, CPA, J.D., Mng. Partner; Jack Bergen, Strategic Partner; Mike Muraszko, Jennifer Casani, Partners; James Arnold, Robert Udowitz, Sr. Counselors; Yadi Gomez, Acct Coord

Measurement & Evaluation

Axia Public Relations, 1301 Riverplace Blvd., #800, Jacksonville, FL 32207. 1-888-PR-FIRM-8 (1-888-773-4768) inbound@axiapr.com; axiapr.com/ measurement� Jason Mudd�

CoverageBook, coveragebook.com.

CoverageBook makes it easy for PR people to showcase & measure the impact of their public relations work.

It replaces time-consuming tasks like collating screenshots, sourcing metrics and engagement rates, turning coverage into beautifully designed reports, in minutes.

Voted consistently “Easiest to use PR analytics tool” on G2, over 15,500 global PR professionals now use CoverageBook as their showcasing, reporting and measurement solution.

CoverageImpact, coverageimpact com

Easily create graphs that showcase PR’s influence on sales and growth.

A free tool that lets you turn your tracker spreadsheet into a coverage-over-time graph in a flash. Layer on data like sales, web traffic or search trends and connect PR activity to organisational impact. No understanding of excel pivot tables required.

OWL Research Partners, 6525 N Amherst St�, Portland, OR 97203� 503/348-9456� samara@owlresearchpartners.com; www owlresearchpartners com Samara Omundson�

Tier One Partners, 129 South St , Boston, MA 02111 617/918-7060

kwilson@wearetierone.com; www wearetierone com Kathy Wilson

Media Lists

Dazzle AI, Bankstrasse 4, Uster, Switzerland 8610. hello@dazzleai.com; www dazzleai com Ayelet Noff

Media Monitoring

AlphaMetricx, 800 E� Campbell Road, Suite 288, Dallas, TX 75081� contact@alphametricx.com; www alphametricx com

AlphaMetricx is an advanced media intelligence platform that uses AI to revolutionize the media analytics landscape. Developed by InfoVision Inc., AlphaMetricx offers unparalleled, almost real-time insights to showcase real, measurable results. Laced with advanced dashboards for trends, campaigns, competitor benchmarking, and measurable PR impact, AlphaMetricx can drive corporate communications strategies. Its intuitive design turns data into actionable insights and gets you ahead of the industry. To learn more about AlphaMetricx, visit www.alphametricx.com.

Axia Public Relations, 1301 Riverplace Blvd., #800, Jacksonville, FL 32207. 1-888-PR-FIRM-8 (1-888-773-4768) inbound@axiapr.com; axiapr.com/ monitoring Jason Mudd

OWL Research Partners, 6525 N Amherst St�, Portland, OR 97203� 503/348-9456� samara@owlresearchpartners.com; www owlresearchpartners com Samara Omundson�

Media Tours/Roadshows

Bridgenext, New York, NY. 917/403-6020. www bridgenext com/our-services/creativecontent/pr-services/ Nicola Blount, VP Group Director, Communications Services

Bridgenext (formerly DEFINITION 6) is a passionate group of award-winning creatives, writers, producers, and media strategists. We create content that sparks engagement and drives measurable outcomes across platforms.

Through our innovative suite of broadcast and digital PR services, we develop custom media programs including satellite, virtual and on-site media tours, radio media tours, audio news releases, public service announcements, video production and branded content distribution.

When you partner with us, we become an extension of your team with a commitment to understanding your goals and a hands-on approach to connecting your story with consumers.

Newman Group Inc., The, 220 E 63rd St., New York, NY 10065. 212/8388371. hello@newmangroup.com; www. newmangroup com Richard Newman, Pres

See full listing under Media Training.

Strauss Media Strategies, Inc., 529 14th St., N.W., #1163, Nat’l Press Bldg., Washington, DC 20045 202/638-0200. info@straussmedia.com; www�straussmedia�com�

New York, NY newyork@straussmedia.com

Los Angeles, CA losangeles@straussmedia.com

Richard Strauss, President

See full listing under SMTs and Radio.

Tier One Partners, 129 South St , Boston, MA 02111� 617/918-7060� kwilson@wearetierone.com; ww wearetierone com Kathy Wilson

Media Training

Axia Public Relations, 1301 Riverplace Blvd., #800, Jacksonville, FL 32207. 1-888-PR-FIRM-8 (1-888-773-4768) inbound@axiapr.com; axiapr.com/spokesperson. Jason Mudd.

Blaine Group, Inc., The, 8665 Wilshire Blvd�, #301, Beverly Hills, CA 90211� 310/360-1499 www blainegroupinc com Devon Blaine, Pres /CEO

Cameron Communications Inc., 55 DuBois St , Darien, CT 06820 203/952-5758. jim@mediatrainer.tv; www�mediatrainer�tv� Jim Cameron, Pres�; Amy Fond, Senior Trainer

Montieth & Company, 685 Third Ave , 8th flr., New York, NY 10017. 646/437-7602. montieth@montiethco.com; montiethco.com. Montieth Illingworth, CEO and Global Mng Partner

Newman Group Inc., The, 220 E 63rd St., New York, NY 10065. 212/838-8371. hello@newmangroup.com; www newmangroup com Richard Newman, Pres

The Newman Group is the premier provider of virtual executive media training, business presentation coaching, and crisis communication facilitation in the United States. Over the past four decades, C-level executives, officials in public office, best-selling authors, sports and entertainment celebrities, and business people from almost every industry have benefited from The Newman Group’s personalized, dynamic, and challenging media interview and business presentation training.

Building Business Communication Skills, Professionally

The Newman Group, founded by presentation expert Joyce Newman, is based in New York City. Our team of professional communication coaches regularly trains clients around the globe, from Hong Kong to Los Angeles and from Amsterdam to Dallas.

Tier One Partners, 129 South St , Boston, MA 02111. 617/918-7060. kwilson@ wearetierone com; www wearetierone com Kathy Wilson

Mergers & Acquisitions

Gould+Partners, 46 Woodbine Ave , Suite #4, Northport, NY 11768. 917/783-4500. rick@gould-partners.com; www.gould-partners.com. Rick Gould, CPA, J.D., Mng. Partner; Jack Bergen, Strategic Partner; Mike Muraszko, Jennifer Casani, Partners; James Arnold, Robert Udowitz, Sr. Counselors; Yadi Gomez, Acct Coord

Montieth & Company, 685 Third Ave , 8th flr., New York, NY 10017. 646/437-7602. montieth@montiethco.com; montiethco. com� Montieth Illingworth, CEO and Global Mng Partner

Stevens Group, The, 656 Post Ln , Somerset, NJ 08873 732/748-8583; mobile: 917/514-7980. art@theartstevensgroup. com; rich@theartstevensgroup.com; www. theartstevensgroup com Art Stevens, Rich Jachetti, Marty Gamer, Mark Altschuler, Destiny Lopez, Nicole Stuhl�

Tier One Partners, 129 South St , Boston, MA 02111 617/918-7060 kwilson@wearetierone.com; www wearetierone com Kathy Wilson

Newsletters

O’Dwyer’s Public Relations Newsletter, 271 Madison Ave., #1500, New York, NY 10016 212/679-2471 www odwyerpr com Kevin McCauley, Editor-in-Chief

Tier One Partners, 129 South St , Boston, MA 02111. 617/918-7060. kwilson@ wearetierone�com; www�wearetierone�com� Kathy Wilson�

Newswires/Press Services

Axia Public Relations, 1301 Riverplace Blvd., #800, Jacksonville, FL 32207. 1-888-PR-FIRM-8 (1-888-773-4768) inbound@axiapr.com; axiapr com/newswire Jason Mudd

SHOOT Publicity Wire, 2046 Treasure Coast Plaza, Ste A-117, Vero Beach, FL 32960 203/227-1699, ext 3 publicitywire@shootonline.com; pr�shootonline�com�

Press Release Distribution

24-7 Press Release Newswire, 203-901 West 3rd St , North Vancouver, BC V7P 3P9, Canada 646/417-8294 philip@24-7pressrelease.com; www 24-7pressrelease com Philip Louie

Since its inception in 2004, 24-7 Press Release Newswire has become a trusted leader in press release distribution, providing businesses of all sizes with cost-effective solutions to amplify their online presence and reach.

With a robust platform, 24-7 Press Release Newswire enables clients to share their news with a vast network of digital and traditional media outlets, helping businesses build brand recognition and enhance visibility on the web.

Having proudly served over 30,000 clients and distributed more than 500,000 news releases, 24-7 Press Release Newswire is honored to celebrate 20 years of success in the industry. With an A+ rating from the Better Business Bureau, the company remains committed to providing a value-driven approach to all clients.

Axia Public Relations, 1301 Riverplace Blvd., #800, Jacksonville, FL 32207. 1-888-PR-FIRM-8 (1-888-773-4768)� inbound@axiapr.com; axiapr com/newswire Jason Mudd

PRNEWS Inc, 1007 N Orange St , 4th flr., Suite #2443, Wilmington, DE 19801. 929/214-1799. alex@prnews.io; prnews.io. Alex Nigmatulin, CMO

PRNEWS.IO provides guaranteed placement of sponsored content in online media. It simplifies the distribution of press releases and articles across 100,000+ trusted news sites to increase awareness among potential partners and investors, boost sales, and gain link juice.

Get published in 5 easy steps:

1. Sign up on PRNEWS.IO.

2. Choose your preferred publications.

3. Pay via your preferred payment method.

4. Add your text.

5. Get published within a clear timeline.

Send2Press® Newswire, a service of Neotrope®, Temecula, CA USA 310/373-4856 www send2press com Christopher Simmons, CEO, member PRSA and ASCAP�

Affordable press release distribution and writing services since 1983. Placement in AP newsrooms, APnews website; Direct-to-Editors targeted email push to daily media and periodicals. Exclusive syndication via Neotrope News Network, AP News and partners worldwide; data platforms including LexisNexis; Google News, and Apple News; free social sharing with custom #tags. Premium placement on top content sites. No membership fees or subscriptions.

Send2Press ranked ‘best overall’ of top six newswires by Fit Small Business (2020). INC 5000 (2009). Member BBB: A+ Rated.

For our press release writing service, we provide live phone interview with PR pro on staff composing your news, and only 1-3 working days to complete project. No long questionnaire to fill out. We follow industry-standards including AP style. No AI. Neotrope celebrated its 40th anniversary in 2023. Send2Press is 25 years old in 2025. Neotrope support hours are 9 a.m.-5 p.m. PST/PDT (Calif.), Monday - Friday (closed weekends and holidays). PH: 1-310-3734856 (Temecula, Calif. USA) - www.send2press.com.

Neotrope® and Send2Press® are U.S. registered trademarks.

Public Relations Networks

IPREX, 885 Arapahoe Ave , Boulder, CO 80302. alexandra.mayhew@iprex.com; www iprex com Alexandra Mayhew, Exec Dir�

PR World Alliance, Plantageweg 4, 3833 AZ Leusden, The Netherlands� www prworldalliance com Henry Feintuch, Chmn. (U.S.), henry@feintuchpr.com; +1 914-548-6924; Catherine Kablé, Secretary (France), catherine.kable@kable-cf.com; +33 (1) 44 50 54 75; Anders Wallqvist, Vice Chmn. (Sweden), Anders.Wallqvist@ nowakommunikation.se; +46 707-220-842; Robert Heldt, Vice Chmn. (Japan), robert@ custom-media.com; +81 (03) 4540-77301; Davor Huić, Board Member (Croatia), davor.huic@briefing.hr; +385 (91) 3738 577

PR World Alliance is an international network of premier independent communication consultancies. Partners are carefully selected and represent established, respected and accomplished firms with a solid reputation for producing superior results for clients.

The global network encompasses public relations companies and offices in North America, Europe, Asia and Africa. The network continues to seek new members in strategic locations.

PROI Worldwide, 125 S. Wacker Dr., Ste. 2600, Chicago, IL 60606. information@ proi com; www proi com Nicola Nel, Global Mng Dir

Public Relations Boutiques Int’l, www prboutiques com

Worldcom Public Relations Group, 4 World Trade Center, 150 Greenwich St , New York, NY 10007. 800/955-WORLD (9675). toddlynch@worldcomgroup.com; www�worldcomgroup�com� Todd Lynch, Mng Dir

Public Service Announcements

4media group, 877-977-1717 hello@4media-group.com; www 4media-group com

As global integrated media experts, 4media group offers forward-thinking Intelligence, Content, Communications and Digital services that deliver measurable results for our clients. We are journalists, producers and directors, researchers, PR professionals and marketers aligned in our relentless pursuit of success for our clients. By exceeding expectations and going above and beyond for our clients every day, we strive to be the most trusted communications agency partner.

Public service announcements (PSAs) deserve amplification to strengthen important awareness campaigns and public discourse. 4media group brings new life to PSAs through enhanced ideation and execution strategies. We work with nonprofit organizations to write, produce and distribute television and radio PSAs. Let 4media group help your team navigate appropriate pivots in narrative and/or characters to match your targeted audience.

4media group also offers: satellite media tours, radio media tours, surveys/market research, full media relations services, media buying, creative video production, podcast production, social media management and influencer marketing.

Bridgenext, New York, NY. 917/403-6020. www bridgenext com/our-services/creativecontent/pr-services/� Nicola Blount, VP Group Director, Communications Services

Bridgenext (formerly DEFINITION 6) is a passionate group of creatives, writers, producers, and media strategists. We create content that sparks engagement and drives measurable outcomes across platforms for global organizations and grass roots non-profits.

With strategic communications, production, post-production and distribution services under one roof, our award-winning public service announcements increase awareness and drive action.

When you partner with us, we become an extension of your team with a commitment to understanding your brand’s message and a hands-on approach to connecting your story with consumers.

Connect360 MultiMedia, New York/ Chicago/San Francisco 212-624-9181 sedelman@c360m.com; www.c360m.com. Steven Edelman, President & CEO�

Connect360 is America’s leading distributor of Public Service Announcements designed to reach large national audiences for nonprofits, trade associations, and government agencies. There is a reason why more organizations entrust their campaigns to Connect360 than anyone else.

•Television / Radio

•Digital / Connected TV / Streaming Audio

•Out-of-Home

•National Magazines and Newspapers

•And much more ….

According to Nielsen, 1 in every 5 PSAs airing on broadcast television was for a campaign we distributed. To learn more, see our Essential Guide to Broadcast PSA Success and our Learning Center at www. c360m.com.

Lyons Broadcast PR, 10410 N Kensington Pkwy., #314, Kensington, MD 20895. 301/942-1306. info@lyonspr.com; www�lyonspr�com� Dan Lyons�

See full listing under Satellite Media Tours.

North American Network, 5335 Wisconsin Avenue NW, #440, Washington, DC 20015 202/243-0592. info@nanradio.com; www nanradio com Tom Sweeney, President; Tammy Lemley, Vice President�

Radio is America’s most-trusted medium: It’s intimate, convenient, flexible, and an excellent way to connect with audiences. We can help you reach specific demographics and markets—including in Spanish. And, we’re able to quickly and easily customize your outreach—utilizing such techniques as one-on-one interviews, pre-recorded news soundbites, and produced features/PSAs. We’ve helped countless companies, organizations, government agencies, and PR firms make their campaigns radio-friendly— ensuring that their messages are heard.

Strauss Media Strategies, Inc., 529 14th St., N.W., #1163, Nat’l Press Bldg., Washington, DC 20045 202/638-0200. info@straussmedia.com; www�straussmedia�com�

New York, NY newyork@straussmedia.com

Los Angeles, CA losangeles@straussmedia.com

Richard Strauss, President

See full listing under SMTs and Radio.

Radio

4media group, 877-977-1717 hello@4media-group.com; www 4media-group com

As global integrated media experts, 4media group offers forward-thinking Intelligence, Content, Communications, and Digital services that deliver measurable results for our clients. By exceeding expectations and going above and beyond for our clients every day, we strive to be the most trusted communications agency partner.

We cut our teeth in the broadcast world, where our belief in classic broadcast tactics like satellite and radio media tours quickly turned our small agency into an internationally recognized full-service communications firm. 4media group believes in broadcast because of our unique makeup. We are journalists, producers and directors, PR professionals and marketers, and all of us, at one point or another, have watched broadcast work wonders.

The Nielsen data is clear: 93% of adults are listening to the radio each week, and 94% of radio listeners tune into a network-affiliated station each week. Your brand’s newsworthy story angle is best told through your spokesperson. Let 4media group help you find your angle, prepare talking points, optimize recording conditions and book a schedule of interviews that gets your message the media attention that it earns. Whether via a radio media tour or an audio news release (or both!), 4media group can help your spokespeople engage with your community in just the right place at just the right time.

4media group also offers: satellite media tours, surveys/market research, full media relations services, public service announcements, media buying, creative video production, podcast production, social media management and influencer marketing.

Bridgenext, New York, NY. 917/403-6020. www�bridgenext�com/our-services/creativecontent/pr-services/ Nicola Blount, VP Group Director, Communications Services

Bridgenext (formerly DEFINITION 6) is a passionate group of creatives, writers, producers, and media strategists. We create content that sparks engagement and drives measurable outcomes across platforms.

Through our innovative suite of broadcast and digital PR services, our media relations team builds custom media programs including radio media tours, audio news releases, satellite, virtual and on-site media tours, public service announcements, video production and branded content distribution.

When you partner with us, we become an extension of your team with a commitment to understanding your brand’s message and a hands-on approach to connecting your story with consumers.

North American Network, 5335 Wisconsin Avenue NW, #440, Washington, DC 20015 202/243-0592. info@nanradio.com; www nanradio com Tom Sweeney, President; Tammy Lemley, Vice President�

Radio is America’s most-trusted medium: It’s intimate, convenient, flexible, and an excellent way to connect with audiences. We can help you reach specific demographics and markets—including in Spanish. And, we’re able to quickly and easily customize your outreach—utilizing such techniques as one-on-one interviews, pre-recorded news soundbites, and produced features/PSAs. We’ve helped countless companies, organizations, government agencies, and PR firms make their campaigns radio-friendly— ensuring that their messages are heard.

Pitching Monkeys Media, Waldwick, NJ 07643� 201/214-9611� mark@pitchingmonkeys.com; www.pitchingmonkeysmedia.com. Mark Ganguzza, President.

See full listing under Satellite Media Tours.

Strauss Media Strategies, Inc., 529 14th St., N.W., #1163, Nat’l Press Bldg., Washington, DC 20045 202/638-0200. info@straussmedia.com; www straussmedia com

New York, NY newyork@straussmedia.com

Los Angeles, CA losangeles@straussmedia.com

Richard Strauss, President

Proudly celebrating our 29th anniversary in 2025, Strauss Media Strategies, Inc., is the nation’s premier public relations, communications, and strategy firm specializing in television and radio, on-air and online

Strauss Media specializes in booking television satellite media tours, radio tours, virtual and in-person tours and digital media and podcast tours. Our team brings over 250 years of broadcast experience to deliver top tier earned placements on national, cable, and targeted local outlets across the country.

We script, produce, and distribute targeted audio news releases to the nation’s largest radio networks with the best “guaranteed-placement” in the industry. In addition, Strauss Media provides:

•Audio Actuality Pitching and Placement Systems

•Radio Promotions

•Public Service Announcements

•Print, Digital, and Radio Paid Advertising Production and Placement

•Live Remote Broadcasts

•Customized Broadcast E-mailing to Radio & TV Stations and Shows.

•Satellite Uplinks and Downlinks

•Broadcast Media Training

Contact us today at (202) 638-0200 for further details or visit www.straussmedia.com.

Research

Atomik Research, a part of 4media group, 877-977-1717 hello@4media-group.com; www.atomikresearch.com.

Atomik Research, a division of 4media group, is a full-service creative consumer and business-to-business research company with a simple mission: powering intelligent communications through focusing all research efforts on actionable insights that inform communications strategies. With our roots in PR surveys, we partner with brands to create mediagenic content that gets people talking and drives business impact. However, we don’t stop there. We also offer single-focus research solutions as well as bespoke multi-disciplinary research approaches.

Atomik services include the following and more:

•PR Surveys – B2C and B2B

•Media Landscape Analyses and Media Scans

•Target Audience Mapping and Other GISBased Insights Mapping

•Focus Groups, In-Depth Interviews and Other Qualitative Approaches

•Brand Health Tracking

•Competitor Share of Voice Analysis

•Audience Segmentation Studies

•Brand-Impact-Focused Performance Measurement

•Bespoke Insights and Analytics Solutions

OWL Research Partners, 6525 N Amherst St�, Portland, OR 97203� 503/348-9456� samara@owlresearchpartners.com;

www owlresearchpartners com Samara Omundson

Researchscape International, 5077 Fruitville Rd , #120, Sarasota, FL 342322272� 888/983-1675� tcheevers@researchscape.com; researchscape com Tony Cheevers

Researchscape International (www. researchscape.com) is an agile market research consultancy delivering high-quality custom and omnibus surveys, automated reporting tools as well as other research-related services, to marketers and agencies. Our surveys are frequently used to power news releases, help generate journalist interviews, drive thought leadership, support content creation and help grow organizations’ public profiles. Other services include concept testing, feature prioritization, crisis communications, customer satisfaction and more. Contact us (researchscape.com/contact) for hands-on support in developing your next newsmaker survey (see newsmakersurveys.com).

Satellite Media Tours

4media group, 877-977-1717 hello@4media-group.com; www�4media-group�com�

As global integrated media experts, 4media group offers forward-thinking Intelligence, Content, Communications, and Digital services that deliver measurable results for our clients. By exceeding expectations and going above and beyond for our clients every day, we strive to be the most trusted communications agency partner.

We cut our teeth in the broadcast world, where our belief in classic broadcast tactics like satellite and radio media tours quickly turned our small agency into an internationally recognized full-service communications firm. 4media group believes in broadcast because of our unique makeup. We are journalists, producers and directors, PR professionals and marketers, and all of us, at one point or another, have watched broadcast work wonders.

The Nielsen data is clear: 88% of Americans are watching TV each week. Your brand’s newsworthy story angle is best told through your spokesperson. Let 4media group help you find your angle, prepare

talking points, optimize filming conditions and book a schedule of interviews that gets your message the media attention that it earns. Whether via a virtual, in-studio or remote broadcast media tour, 4media group can help your spokespeople engage with your community in just the right place at just the right time.

4media group also offers: radio media tours, surveys/market research, full media relations services, public service announcements, media buying, creative video production, podcast production, social media management and influencer marketing.

A-1 Broadcast, 2030 Powers Ferry Rd , Suite 400, Atlanta, GA 30339 770/7903690. beverly@a-1broadcast.com; www�A-1Broadcast�com� Beverly Brunston, President

A-1 Broadcast was formed by a former Television News Director. A-1 Broadcast’s staff has over 100 years of major market TV and Public Relations broadcast experience, which translates into successful projects and results for our clients. A-1 Broadcast works with PR Agencies and Fortune 500 companies for their Broadcast PR needs such as Satellite Media Tours, Radio Media Tours, Virtual Media Tours, Streaming Media Tours with OTT additions, MAT Releases and Brand Integration.

Artisan Production House, 347/351-4804 erin@artisanproductionhouse.com; kara@artisanproductionhouse.com; www artisanproductionhouse com Erin Lahey Schwitter, Producer/Partner; Kara Leibowitz, Producer/Partner�

Artisan Production House is a full-service production company specializing in (all genres) of book publicity as well as food and lifestyle publicity. Our personal relationships with producers throughout the country, ensure top tier bookings. Services include in-studio, zoom, or remote satellite TV junkets, partner tours, and radio / podcast tours. We have worked with companies including Food Network/Discovery+, Sesame Street, Penguin Random House, Headspace, The Wonderful Company, and California Figs.

Bridgenext, New York, NY. 917/403-6020. www�bridgenext�com/our-services/creativecontent/pr-services/ Nicola Blount, VP Group Director, Communications Services

Bridgenext (formerly DEFINITION 6) is a passionate group of award-winning creatives, writers, producers, and media strategists. We create content that sparks engagement and drives measurable outcomes across platforms.

Through our innovative suite of broadcast and digital PR services, we develop custom media programs including satellite, virtual and on-site media tours, radio media tours, audio news releases, public service announcements, video production and branded content distribution.

When you partner with us, we become an extension of your team with a commitment to understanding your goals and a hands-on approach to connecting your story with consumers.

KEF Media, 1161 Concord Rd SE, Smyrna, GA 30080� 404/605-0009� yhanak@kefmedia.com; awells@kefmedia.com; www.kefmedia.com. Yvonne Hanak, Adriana Wells, Robbie Buckley.

KEF Media is the go-to broadcast media partner for many of the world’s most notable brands. With customized plans, honest counsel, unrivaled client service and strong results, KEF Media continues to adapt its offerings to serve clients’ ever-evolving needs.

Specialties:

•Earned and Guaranteed Media Options

•Satellite, Internet, Radio and Podcast Tours (Virtual, Studio or Remote)

•Customized Media Days/Junkets

•B-Roll & Sound Bites

•Co-op Alternatives

•Audio News Releases

•Matte Releases

Lyons Broadcast PR, 10410 N� Kensington Pkwy., #314, Kensington, MD 20895. 301/942-1306. info@lyonspr.com; www lyonspr com Dan Lyons

Lyons Broadcast PR offers turn-key Satellite Media Tour solutions. All across the country, we produce in-studio, on-location and virtual tours for wide variety of clients including top brands, non-profit organizations, trade associations and federal agencies.

Our expert Satellite Media Tour team offers full support throughout each SMT, from message development through final production.

Moldow Communications LLC, 201/519-3075

jmoldow@MoldowCommunications.com. Jim Moldow, President

Pitching Monkeys Media, Waldwick, NJ 07643� 201/214-9611� mark@pitchingmonkeys.com; www.pitchingmonkeysmedia.com. Mark Ganguzza, President.

•Media Consultants - Planning / Strategizing

•Satellite Media Tours (SMT) - Studio / Virtual / On-Location

•Radio Media Tours (RMT)

•Media Training

•Podcasts - Stand-alone

•Audio News Releases (ANR)

•Public Service Announcements (PSA)TV / Radio

•B-Roll and Video Production

•Full Production Services

•In-Studio Interviews

•English, Spanish and more

Strauss Media Strategies, Inc., 529 14th St., N.W., #1163, Nat’l Press Bldg., Washington, DC 20045 202/638-0200. info@straussmedia.com; www straussmedia com

New York, NY

newyork@straussmedia.com

Los Angeles, CA

losangeles@straussmedia.com

Richard Strauss, President

Proudly celebrating our 29th anniversary in 2025, Strauss Media Strategies, Inc., is the nation’s premier public relations, communications, and strategy firm specializing in television and radio, on-air and online

Strauss Media specializes in booking television satellite media tours, radio tours, virtual and in-person tours and digital media and podcast tours. Our team brings over 250 years of broadcast experience to deliver top tier earned placements on national, cable, and targeted local outlets across the country.

We script, produce, and distribute targeted audio news releases to the nation’s largest radio networks with the best “guaranteed-placement” in the industry. In addition, Strauss Media provides:

•Audio Actuality Pitching and Placement Systems

•Radio Promotions

•Public Service Announcements

•Print, Digital, and Radio Paid Advertising

Production and Placement

•Live Remote Broadcasts

•Customized Broadcast E-mailing to Radio & TV Stations and Shows.

•Satellite Uplinks and Downlinks

•Broadcast Media Training

Contact us today at (202) 638-0200 for further details or visit www.straussmedia.com.

Search Engine Optimization

Axia Public Relations, 1301 Riverplace Blvd., #800, Jacksonville, FL 32207. 1-888-PR-FIRM-8 (1-888-773-4768) inbound@axiapr.com; axiapr.com/seo. Jason Mudd

Also visit www.axiapr.com/autocomplete.

Monument Optimization, Washington, DC 20008. 202/904-5763. john.norton.stewart@ gmail com; www monumentoptimization com John Stewart, Founder & CEO

Monument Optimization advises clients on search engine marketing, web analytics, social media, email marketing, and online reputation management.

Since 2009 we’ve executed nearly 100 campaigns in a diverse range of sectors to generate new business, win elections, influence decision makers, fundraise, promote events, gain awareness, protect reputations, and improve communications.

We’re proud of our impact.

Social Media

Axia Public Relations, 1301 Riverplace Blvd., #800, Jacksonville, FL 32207. 1-888-PR-FIRM-8 (1-888-773-4768) inbound@axiapr.com; axiapr.com/social. Jason Mudd

Marketing Maven, 2390 C Las Posas Rd , #479, Camarillo, CA 93010� 310/994-7380� lindsey@marketingmaven.com; www.marketingmaven.com.

Lindsey Carnett, Pres

Marketing Maven is not your typical PR firm. With origins in direct response public relations, Marketing Maven utilizes advanced metrics to measure their clients’ marketing reach and provide valuable competitive analysis. Their client campaigns have won national awards for driving revenue upon launching. Social media services include content, promotions and advertising to drive engagement and sales. Blogger and influencer relations are also available services.

Tier One Partners, 129 South St , Boston, MA 02111 617/918-7060 kwilson@wearetierone.com; www�wearetierone�com� Kathy Wilson�

Software

Dazzle AI, Bankstrasse 4, Uster, Switzerland 8610. hello@dazzleai.com; www�dazzleai�com� Ayelet Noff�

Speakers Service (Talent)

Axia Public Relations, 1301 Riverplace Blvd., #800, Jacksonville, FL 32207. 1-888-PR-FIRM-8 (1-888-773-4768) inbound@axiapr.com; axiapr.com/keynote. Jason Mudd

World Class Speakers & Entertainers, 5158 Clareton Drive, Ste� 1034, Agoura Hills (County of Los Angeles), CA 91376� 818/991-5400. jkessler@wcSpeakers.com; wcse@wcSpeakers.com; www.wcspeakers.com. Joseph I. Kessler, Pres

Searching for a speaker or entertainer for your next live or virtual event?

World Class Speakers & Entertainers will enhance your next event by providing the

appropriate speaker or entertainer to fit your program and budget requirements. You can choose speakers who are experts in such fields as business, the environment, technology, entertainment, sports, law, government, history, finance and much more.

One of the firm’s top speakers is Lt. Col. Robert J. Darling, USMC, (Ret.), author of the book 24 Hours Inside the President’s Bunker: 9-11-01: The White House. He currently continues to share his knowledge of crisis leadership with military, corporate and university audiences nationwide.

Visit www.wcspeakers.com for further details on selecting a speaker for your next live or virtual event.

Special Events

Tier One Partners, 129 South St , Boston, MA 02111 617/918-7060 kwilson@wearetierone.com; www�wearetierone�com� Kathy Wilson�

World Class Speakers & Entertainers, 5158 Clareton Drive, Ste 1034, Agoura Hills (County of Los Angeles), CA 91376� 818/991-5400. jkessler@wcSpeakers.com; wcse@wcSpeakers.com; www.wcspeakers.com. Joseph I. Kessler, Pres�

See full listing under Speakers Service (Talent).

Speechwriting

Axia Public Relations, 1301 Riverplace Blvd., #800, Jacksonville, FL 32207. 1-888-PR-FIRM-8 (1-888-773-4768)� inbound@axiapr.com; axiapr.com/keynote. Jason Mudd

Television (TV) Production

Bridgenext, New York, NY. 323/855-6787. www bridgenext com/our-services/creativecontent/video-services/ Rich Quigley, SVP Group Director, Bridgenext Content Studio

Bridgenext’s Content Studio (formerly DEFINITION 6) is a passionate team of award-winning creatives. Our video services include video production, live shoots, photography, directing, editorial work, copywriting, graphic design and animation, as well as post-production services including editing, sound design, and finishing.

From compelling network promos and commercials, to corporate campaigns, to social media content, we craft genuine stories that resonate with your audience and inspire customer engagement across platforms. Bridgenext’s Content Studio will help you bring your brand to life.

Murray Hill Studios, 248 East 35th St , New York, NY 10016. 212/889-4200. ourteam@murrayhillstudios.com; www murrayhillstudios com Contact: Jahaneen Johnsen

Murray Hill Studios is a full-service production facility in NYC with 2 studios, providing high-end broadcast and streaming services for in-studio, on-location, virtual, or hybrid events.

Services include: virtual/studio/hybrid media tours, interactive streaming events, video podcasts, webinars, panelist/roundtable events, broadcast-quality ZOOM interviews/events, Facebook Live segments, PSAs, live shots with domestic and international transmission, early education professional development videos, green screens, kitchen sets with a prep-kitchen, curved cyc, custom sets, consulting, and so much more.

Call us at 212-889-4200, visit www.murrayhillstudios.com or follow us on social:

• instagram.com/murrayhillstudios/ • www.facebook.com/murrayhillstudiosnyc

Strauss Media Strategies, Inc., 529 14th St., N.W., #1163, Nat’l Press Bldg., Washington, DC 20045 202/638-0200 info@straussmedia.com; www straussmedia com

New York, NY newyork@straussmedia.com

Los Angeles, CA losangeles@straussmedia.com

Richard Strauss, President

See full listing under SMTs and Radio.

Video

Artisan Production House, 347/351-4804� erin@artisanproductionhouse.com; kara@artisanproductionhouse.com; www artisanproductionhouse com Erin Lahey Schwitter, Producer/Partner; Kara Leibowitz, Producer/Partner

See full listing under Satellite Media Tours.

Bridgenext, New York, NY. 323/855-6787. www�bridgenext�com/our-services/creativecontent/video-services/ Rich Quigley, SVP Group Director, Bridgenext Content Studio

Bridgenext’s Content Studio (formerly DEFINITION 6) is a passionate team of award-winning creatives. Our video services include video production, live shoots, photography, directing, editorial work, copywriting, graphic design and animation, as well as post-production services including editing, sound design, and finishing.

From compelling network promos and commercials, to corporate campaigns, to social media content, we craft genuine stories that resonate with your audience and inspire customer engagement across platforms. Bridgenext’s Content Studio will help you bring your brand to life.

24-7 Press Release Newswire: Press Release Distribution

4media group: Influencer Marketing, Public Service Announcements, Radio, Satellite Media Tours

A

A-1 Broadcast: Satellite Media Tours

Adrian Awards: Awards

Advertising Club of New York: Associations

Advertising Specialty Institute: Associations

Alliance for Women in Media: Associations

Almanac of American Politics, The: Directories

AlphaMetricx: Media Monitoring

AME - Advertising & Marketing Effectiveness Awards, New York Festivals: Awards

American Association of Advertising Agencies (4As): Associations

American Association of Political Consultants: Associations

American Marketing Association, The: Associations

American Society of Association Executives (ASAE): Associations

American University, School of Communication: Education

APEX Awards: Awards

Artisan Production House: Satellite Media Tours, Video

Association for Conflict Resolution: Associations Association for Education in Journalism and Mass Communication: Associations

Lyons Broadcast PR, 10410 N Kensington Pkwy., #314, Kensington, MD 20895. 301/942-1306. info@lyonspr.com; www lyonspr com Dan Lyons

See full listing under Satellite Media Tours.

Webcasting

Lyons Broadcast PR, 10410 N Kensington Pkwy., #314, Kensington, MD 20895. 301/942-1306. info@lyonspr.com; www lyonspr com Dan Lyons

See full listing under Satellite Media Tours.

Murray Hill Studios, 248 East 35th St , New York, NY 10016. 212/889-4200. ourteam@murrayhillstudios.com; www. murrayhillstudios com Contact: Jahaneen Johnsen

See full listing under Television (TV) Production.

Website Development

At Point Inc., P O Box 361, Roseland, NJ 07068� 973/324-0866; fax: 973/324-0778� info@atpoint.com; www.atpoint.com. Mick Gyure.

At Point provides website development and maintenance services, and can manage your project from end to end. Clients receive personalized and high-quality customer service, solutions that fit their budgets, and the assurance of At Point’s reliability.

Montieth & Company, 685 Third Ave , 8th flr., New York, NY 10017. 646/437-7602. montieth@montiethco.com; montiethco.com. Montieth Illingworth, CEO and Global Mng Partner

Tier One Partners, 129 South St , Boston, MA 02111� 617/918-7060� kwilson@wearetierone.com; www. wearetierone com Kathy Wilson

INDEX OF LISTED COMPANIES

Association of Marketing and Communications Professionals: Associations

Association of National Advertisers (ANA): Associations

Association TRENDS Annual Trendy Awards: Awards

At Point Inc.: Website Development

Atomik Research, a part of 4media group: Research

AVA Digital Awards: Awards

Axia Public Relations: Broadcast Monitoring Services, Clipping Services, Editorial Distribution & Services, Integrated Marketing & PR, Measurement & Evaluation, Media Monitoring, Media Training, Newswires/Press Services, Press Release Distribution, Search Engine Optimization, Social Media, Speakers Service (Talent), Speechwriting

B

Baruch College (CUNY), M.A. in Corporate Communication: Education

Bell Ringer Awards: Awards

Big Apple Awards: Awards

Blaine Group, Inc., The: Integrated Marketing & PR, Media Training

Bowling Green State University, School of Media and Communication: Education

Brian Simon Associates: Executive Search

Bridgenext: Digital Media Tours, Media Tours/ Roadshows, Public Service Announcements, Radio, Satellite Media Tours, Television (TV) Production, Video

Business Information Resources Directory: Directories

C

Cameron Communications Inc.: Media Training

Cannes Lions Awards: Awards

Cavanaugh & Associates Inc.: Celebrities

Celebrity Access, Inc.: Celebrities

CLIO Awards: Awards

CMO Council: Associations

Columbia University, M.S., Strategic Communication: Education

Communicator Awards: Awards

Communitas Awards: Awards

Complete Broadcasting Industry Guide, The: Television, Radio, Cable & Streaming: Directories

Connect360 MultiMedia: Public Service

Announcements

CoverageBook: Clipping Services, Measurement & Evaluation

CoverageImpact: Measurement & Evaluation

CPR, The International Institute For Conflict Prevention and Resolution: Associations

D

Dazzle AI: Media Lists, Software

dotCOMM Awards: Awards

Drexel University: Education

F

Florida PR Association: Associations

Continues on next page

INDEX OF LISTED COMPANIES

G

George Washington University, Master’s in Public Relations & Comms.: Education

Georgetown University, School of Continuing Studies, Master’s in Public Relations & Corporate Comms.: Education

Gold Quill Awards: Awards

Gold, Silver, Bronze Anvil Awards of Public Relations Society of America (PRSA): Awards Golden Trumpet Awards: Awards

Gonzaga University, Online M.A., Communication and Leadership Studies: Education

Goucher College, M.A. in Digital Communication: Education

Gould+Partners: CPA/Consulting Services, Management Consultants, Mergers & Acquisitions

H

Hechkoff Executive Search Inc.: Executive Search

Hermes Creative Awards: Awards

Hispanic Public Relations Association: Associations

Hospitality Sales & Marketing Association Int’l. (HSMAI): Associations

Hudson’s Washington News Media Contacts Guide: Directories

iBravo! Awards: Awards

I

Institute for Public Relations (IPR): Associations

International Association of Business Communicators (IABC): Associations

International Association of Business Communicators (IABC), Wash., D.C. Chapter: Associations

International Association of Speakers Bureaus: Associations

International Women’s Media Foundation: Associations

IPREX: Public Relations Networks

J

Jack Felton Gold Medal for Lifetime Achievement: Awards

Jacobs Consulting & Executive Coaching: Executive Coaching

JB Tyler Marketing & Consulting, LLC: Integrated Marketing & PR

K

KEF Media: Digital Media Tours, Satellite Media Tours

L

Leadership Connect: Directories

Lyons Broadcast PR: Public Service Announcements, Satellite Media Tours, Video, Webcasting

M

MarCom Awards: Awards

Marketing Maven: Integrated Marketing & PR, Social Media Matrix Awards: Awards

Mercury Awards, Galaxy Awards, iNOVA Awards and More: Awards

Moldow Communications LLC: Satellite Media Tours

Monday Talent: Executive Search

Montieth & Company: Integrated Marketing & PR, Media Training, Mergers & Acquisitions, Website Development

Monument Optimization: Search Engine Optimization

Murray Hill Studios: Television (TV) Production, Webcasting Museum of Public Relations, The: Associations

N

NAGC Communicator of the Year Award: Awards

National Association of Broadcasters: Associations

National Association of Government

Communicators: Associations

National Council for Marketing & Public Relations (NCMPR): Associations

National Foundation for Women Legislators: Associations

National Hispanic Media Coalition: Associations

National Institute for Lobbying & Ethics, The: Associations

National Investor Relations Institute (NIRI): Associations

National Press Club, The: Associations

National School PR Association: Associations

NCTA - The Internet & Television Association: Associations

New York Festivals, TV & Film Awards: Awards

New York Financial Writers’ Association: Associations

New York Women in Communications (NYWICI): Associations

Newman Group Inc., The: Media Tours/ Roadshows, Media Training

North American Network: Public Service Announcements, Radio

Northeastern University College of Professional Studies, Online M.S., Corporate and Organizational Communication: Education

Northwestern University, M.S., Integrated Marketing Comms.: Education

NYU School of Professional Studies, Executive M.S. in Marketing and Strategic Comms.: Education

O

O’Dwyer’s Directory of Public Relations Firms: Directories

O’Dwyer’s Public Relations Newsletter: Newsletters

Online News Association: Associations

Original U.S. Congress Handbook, The: Directories

OWL Research Partners: Measurement & Evaluation, Media Monitoring, Research P

Page (Arthur W. Page Society): Associations

Paragon Awards: Awards

Pennsylvania Association for Government Relations: Associations

Philadelphia Public Relations Association: Associations

Pitching Monkeys Media: Radio, Satellite Media Tours

Power of Association Awards: Awards

PR Club: Associations

PR Council: Associations

PR World Alliance: Public Relations Networks

PRNEWS Inc: Press Release Distribution

PROI Worldwide: Public Relations Networks

Promotional Products Association Int’l.: Associations

PRSA/Georgia Chapter: Associations

PRSA/Los Angeles Chapter: Associations

PRSA/National Capital Chapter: Associations

PRSA/National Capital Chapter Awards: Awards

PRSA/New York Chapter: Associations

Public Affairs Council: Associations

Public Relations and Marketing Excellence Awards: Awards

Public Relations Boutiques Int’l: Public Relations Networks

Public Relations Society of America (PRSA): Associations

Public Relations Student Society of America (PRSSA): Associations

Publicity Club of Chicago: Associations Q

Radio Television Digital News Association: Associations

Researchscape International: Research

Rutgers University School of Communication and Information, Master of Communication and Media Program: Education

S

Send2Press® Newswire, a service of Neotrope®: Press Release Distribution

Seton Hall University, M.A., Communication: Education

She Runs It (Formerly Advertising Women of NY): Associations

She Runs It Women of the Year Awards: Awards

SHOOT Publicity Wire: Newswires/Press Services

Sigma Delta Chi Awards: Awards

SIIA CODiE Awards: Awards

SIIA, Software & Information Industry Assn.: Associations

Silver Apple Awards: Awards

Society for Advancing Business Editing and Writing (SABEW): Associations

Society for Technical Communication: Associations

Society for Technical Communication, STC Awards: Awards

Society of American Travel Writers (SATW): Associations, Awards

Society of Professional Journalists: Associations

Stevens Group, The: Mergers & Acquisitions

Strauss Media Strategies, Inc.: Electronic Newsfeeds/Satellite Services, Media Tours/ Roadshows, Public Service Announcements, Radio, Satellite Media Tours, Television (TV) Production

Syracuse University, S.I. Newhouse School of Public Communications: Education

T

Telly Awards, The: Awards

The Stevie Awards: Awards

Tier One Partners: Annual Reports/Design/ Branding, Copywriters, Graphic Design Services, Integrated Marketing & PR, Measurement & Evaluation, Media Tours/ Roadshows, Media Training, Mergers & Acquisitions, Newsletters, Social Media, Special Events, Website Development

U

U.S. Travel Association: Associations

University of Delaware, Online M.A. in Strategic Communication: Education

University of Florida, College of Journalism & Communications: Education

University of Memphis, M.A., Journalism and Strategic Media: Education

USC Annenberg School for Communication and Journalism, M.A., Public Relations and Advertising: Education

Viddy Awards: Awards

V

W

Washington Women in PR: Associations

Washington Women in Public Relations (WWPR) Woman of the Year Award: Awards

West Virginia University, Online M.S., Integrated Marketing Communications: Education

Women in Government Relations: Associations

Women in PR North America: Associations

World Class Speakers & Entertainers: Celebrities, Speakers Service (Talent), Special Events

World Radio TV Handbook (WRTH): Directories

Worldcom Public Relations Group: Public Relations Networks

Y

Quinnipiac University, M.S. in Public Relations: Education R

Yearbook of Experts: Directories