O'Dwyer's January 2026 Crisis Communications & PR Buyer's Guide Magazine

Communications & New Media

Jan. 2026 I Vol. 40 No. 1

SPECIAL: CRISIS COMMUNICATIONS REPUTATION: THE REAL PATH TO RESOLUTION • 2026 PR M&A PREDICTIONS GEO: THE NEW CRISIS FIRST RESPONDER • THE 2026 UNCERTAINTY CHALLENGE ACHIEVING AGENCY GROWTH IN 2026 • HOW POWER IS SHIFTING IN PR PROACTIVE CYBER PREPARATION • UNDERSTANDING THE 2026 RISK LANDSCAPE THE BIGGEST PR CHALLENGES OF 2026 • DEBTHOLDER COMMS. STRATEGIES LEADERSHIP CRISIS PREVENTION STRATEGIES • RISE OF THE CRISIS PRETENDERS CRISIS PLAYBOOK MEETS AFFORDABLE HOUSING • BRAND COMMS. SHIFTS IN ‘26

2026 PR BUYER’S GUIDE PRODUCTS & SERVICES IN 36 CATEGORIES FOR THE PR INDUSTRY

January 2026

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Vol. 40 No. 1 Jan. 2026

EDITORIAL AI USE IN NEWSROOMS ‘WIDESPREAD’

6 29 8 30 9 31 10 32 12 34 14 36 16 40 18 42 20 44 22 56 23 COLUMNS 24 54 26 55 28 58

LIFE SCIENCES COMPANIES SEE GAINS IN ’26 PR HIGHLIGHTS OF 2025 UNDERSTANDING THE 2026 RISK LANDSCAPE THE UNCERTAINTY CHALLENGE GEO: THE NEW CRISIS FIRST RESPONDER 5 SHIFTS REDEFINING BRAND COMMS. IN 2026 DEBTHOLDER COMMS. STRATEGIES BIGGEST CHALLENGES FOR PR IN 2026 ACHIEVING AGENCY GROWTH IN 2026 THE MOST IMPORTANT RELATIONSHIPS IN PR WHY REPUTATION IS THE PATH TO RESOLUTION PROACTIVE CYBER PREPAREDNESS

HOW POWER IS SHIFTING IN PR

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BOLO FOR CRISIS PRETENDERS

CRISIS PLAYBOOK MEETS AFFORDABLE HOUSING CRISIS PREVENTION STRATEGIES

PR M&A PREDICTIONS FOR 2026

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THE NEW PLAYBOOK FOR SUVIVING A PUBLIC CRISIS.

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EMPLOYEES SEE AI AS POSITIVE FORCE PEOPLE IN PR PROFILES OF CRISIS COMMUNICATIONS FIRMS WASHINGTON REPORT

EDITORIAL CALENDAR 2026 January: Crisis Comms. / Buyer’s Guide

PROFESSIONAL DEVELOPMENT Fraser Seitel

GUEST COLUMN

James E. Lukaszewski

2026 PR BUYER’S GUIDE

March: Food & Beverage May: PR Firm Rankings July: Travel, Tourism & International August: Financial, I.R. & Prof Services October: Healthcare & Medical November: Technology & Social Media

ADVERTISERS Ball Consulting Group.......................................9

G&S Integrated Marketing Comms.....Back cover

Blue Highway Advisory....................................13

Gladstone Place Partners.................................3

Collected Strategies........................Inside cover

ICR.................................................................35

DGA Group.......................................................7

Joele Frank, Wilkinson Brimmer Katcher.........37

Edelman.........................................38&39

KARV...............................................................5

FGS Global.....................................................17

Kekst CNC......................................................41

The Levinson Group........................................25 Longacre Square Partners..............................33 Reevemark.........................................15 Sachs Media, Inc.............................................27 Sitrick And Company.......................................43 The Stevens/Jachetti Group.............................8 Trident GMG...................................................19

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EDITORIAL

The year AI went bust

“I would sum up my fear about the future in one word: boring. And that’s my one fear: that everything has happened; nothing exciting or new or interesting is ever going to happen again ... the future is just going to be a vast, conforming suburb of the soul.”

­ — J.G. Ballard here’s no question that artificial intelligence was 2025’s story of the year. AI was everywhere this year; it encroached upon every aspect of our lives. It’s all we hear about anymore; people won’t shut up about it. Admittedly, there’s a reason for this. AI is the greatest technological innovation in a generation; it demarcates a clear social and cultural turning point. Which makes it exciting and scary and more than a little annoying at the same time.

Unfortunately, the AI sector’s various promises in 2025 were disappointing, and if the future proves to be anything like what we’ve witnessed, I’m bored already. One thing is clear: AI isn’t a panacea. While it does some core tasks well, it handles many of them terribly. Worse, consider that AI search has destroyed the traffic model that’s kept digital publishing alive for the past two decades, that AI in 2025 was responsible for more than 50,000 layoffs—at Amazon, Microsoft, Meta and IBM, among others—that AI-related investment this year resulted in ridiculous market concentration, taking tech stocks to historic highs before crashing spectacularly in October.

In fact, the industry’s biggest success stories came from the cadre of slimy tech hypemen who made grandiose claims about their AI companies’ capabilities while those companies lost billions. AI in 2025 had all the makings of a religion. That’s not a good thing.

The current narrative surrounding AI skepticism typically lumps AI critics into two camps: There are the “Doomers” who think AI will bring about the apocalypse, and the “Denialists” who dismiss the technology as a fad with no real-world value. This is a disingenuous framing that effectively pits both parties as clueless Luddites against the tech revolutionaries ushering us toward AI utopia. The reality, I think, is more nuanced. While it’s unfair to refer to a technology as “slop” when it’s capable of doing what we assumed was impossible a few years ago, on the other hand, it’s similarly not “denialist” to henceforth ignore current hagiographies that AI will automate your job, create masterworks of divine artistic merit—basically do everything short of curing cancer (oh, it can cure cancer, too). It’s not denial to say that the creative content AI produces is derivative crap, that AI remains a writing tool for people who don’t know what writing is, that it’s trained by plagiarizing the hard work of real creators­—devaluing their hard work in the process—that the number of AI artists out there making anything interesting or remotely original is astonishingly small. It’s not denial to say that AI data centers are environmentally ruinous. It’s not denial to say that AI has turned our social media feeds into wastelands of slop, dividing audiences into gullible saps who believe even the most obviously AI-generated videos are real and those who now assume everything they see online is fake. It’s not denial to say that AI hallucinates. It’s not denial to state that right now, ChatGPT is probably flattering the worst person you know. It’s not denial to say that, despite it all, AI still can’t replace you.

There’s an implication that either AI’s best days are still around the corner, or that we achieved peak innovation before tech was constantly interrupting our lives. Either way, if some of our current anxieties surrounding AI seem unearned, clearly so too are many of its plaudits, and while it would be wise to concede that AI is a big deal, it also seems reasonable to question the current claims coming from behind the AI curtain. If you can’t see that this technology is going to change the world, you’re blind. If you think it’s going to do everything its religious devotees claim, you’re naïve.

So, even if AI has been oversold, it’s clear the technology isn’t going anywhere. It’s also clear that its capabilities will get better every year. But I can’t help but wonder what happens when AI replaces not just our technology, but when that technology effectively takes the cultural steering wheel as well. To me, that’s the big question. AI’s current failures aren’t the issue—they’re to be expected. The real issue is how boring our new ordinary will be when bad art isn’t something created only by people. Most of us, I’m sorry to say, aren’t very creative. But thankfully, only people are creative. The terrible logic among AI evangelists that AI has somehow democratized creativity is a joke, even if I’m charmed by the tacit admission that a lack of creativity had prevented them from making it before. Suffice it to say, enlisting a machine to produce art doesn’t make it any more accessible than commissioning a painter to paint something for you. No technology can replace the long, painful journey of learning a craft—even if you produce crap. Imagine the emotional vacuousness of a future where audiences consume creative content made by machines that haven’t shared in the mysteries of the human experience. Imagine communicating with more bots on social media platforms than people. Imagine a future that promises only imitations of connection, a barren consumerist slopocalypse where we search for inspiration and meaning and community but bond over the latest AI Coca-Cola commercial instead. That future is already upon us, and it is painfully, horrifically boring.

The hunger for authentic art, authentic human content and authentic human interaction isn’t going anywhere. However, I’m guessing our tolerance for lazy creators and overvalued tech will quickly overstay its welcome. The future is here, and as usual, I’m betting on people. 

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— Jon Gingerich

EDITOR-IN-CHIEF Kevin McCauley kevin@odwyerpr.com

PUBLISHER John O’Dwyer

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REPORT

AI use in newsrooms ‘widespread’ Nearly one in every 10 newspaper articles now relies on text generated by AI, according to a new study. Worse, the practice is rarely disclosed.

By Jon Gingerich

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erhaps no technology since the personal computer has transformed writing as radically as generative artificial intelligence, and the effect it has had on newsrooms is no exception. In fact, according to a recent study, a growing number of published newspaper articles show signs of being created by AI. The study, conducted by researchers at Microsoft, Pangram Labs, the University of Maryland and UMass, used AI detection technology Pangram to analyze nearly 200,000 U.S. newspaper articles published by more than 1,500 news outlets. It found that AI use is “widespread,” appearing in approximately nine percent of published newspaper articles.

According to the study, 5.24 percent of the articles analyzed were determined to be AI-generated and an additional 3.98 percent were deemed “mixed,” containing text created by both people and machines.

When it comes to what journalism topics were most likely to contain AI, the weather came in first by a significant margin (28 percent), followed by technology (16 per-

cent) and health (12 percent). News topics that were least likely to feature AI included politics, environment, religion, crime and sports.

In addition to being “widespread,” the study also found the prevalence of AI in journalism to be “uneven.” According to the study, AI appeared far more frequently in smaller, local papers (9.3 percent) than it did in publications with circulations of more than 100,000 (1.7 percent). The study’s authors suggest this discrepancy could be a reflection of the fact that large, national newspapers typically “enforce stricter editorial constraints on automation than local papers.”

The study also found that AI use is highest in newspaper articles published in the mid-Atlantic and southern U.S., while the Northeast “remains relatively unaffected.”

However, the study also included nearly 45,000 opinion pieces from the New York Times, Washington Post and the Wall Street Journal and, interestingly, found that those op-eds were 6.4 times more likely to contain AI-generated text than news articles from

the same publications. The study’s authors noted that many of the AI-flagged editorials included pieces “authored by prominent public figures.”

Finally, despite the widespread prevalence of AI in newspaper copy, the study also discovered that its use was rarely disclosed: A manual audit of 100 AI-flagged articles found that only five provided a citation that the content contained AI. This detail arguably strengthens the case for adopting a framework providing greater transparency in disclosing AI’s use in journalism.

“Overall, our audit highlights the immediate need for greater transparency and updated editorial standards regarding the use of AI in journalism to maintain public trust,” the study’s authors conclude.

A November survey by journalism nonprofit Trusting News found that 98 percent of respondents said they want to know anytime AI is used in news content, and an additional 48 percent said they’re uncomfortable with AI being used in the news, even if it’s “guided and verified before publication.”

The study, titled “AI Use in American Newspapers Is Widespread, Uneven, and Rarely Disclosed,” analyzed a dataset of 186,507 articles from the online editions of 1,528 publicly accessible newspapers between June and September 2025, in addition to 44,803 opinion articles published by the New York Times, Washington Post and the Wall Street Journal between August 2022 and September 2025.  PR brief

Joele Frank works Confluent’s $11B takeover by IBM Joele Frank represents Confluent Inc. as the Mountain View, CA-based data streaming platform company agrees to be acquired by IBM in a deal with an enterprise value of $11 billion.

The acquisition is consistent with Big Blue’s hybrid cloud and AI strategy.

IBM expects dramatic growth for data and applications by 2028. It expects global data will more than double and more than one billion new apps will emerge.

The addition of Confluent will complement IBM’s data and automation portfolio.

“IBM and Confluent together will enable enterprises to deploy generative and agent AI better and faster by providing trusted communications and data flow between environments, apps and API,” said IBM CEO Arvind Krishna.

Confluent has more than 6,500 clients including Citibank, Walmart, Domino’s, Whirlpool, BWG Group, Dick’s Sporting Goods and Goldman Sachs.

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Life sciences companies anticipate gains in ’26 Leaders at U.S. life sciences companies are optimistic about what the coming year holds for their businesses, according to a new report.

By Steve Barnes

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eventy percent of decision makers at U.S. life sciences companies are bullish about what 2026 holds for their businesses, but challenges in the capital markets, shifts in political and policy issues, and the persistence of cybersecurity threats are tempering that optimism, a report from FTI Consulting finds.

FTI’s “U.S. Healthcare & Life Sciences Outlook Survey for 2026” asked 300 industry leaders about what they saw as the opportunities and potential pitfalls that the coming year is likely to have in store.

One major hurdle that could put a dent in industry growth lies in the uncertainty surrounding fundraising. Fewer than three in 10 (28 percent) of those surveyed said they thought raising capital would be easier in 2026 than it was this year. That’s down 10 percent from what participants in last year’s survey said. Nearly a quarter (22 percent) think that fundraising is going to get tougher.

FTI’s report notes that biopharmaceutical venture funding took an unexpected slide over the past year, with Q3 2025 coming in with the lowest total in the past three years.

Mergers and acquisitions took up some of

the slack, with several “megadeals’ of more than $5 billion taking place over the past year.

That split is likely to remain in 2026.

“Respondents are more cautious about the level of activity related to IPOs,” the report notes, “but anticipate continued momentum and greater increase in activity on the M&A front.”

The shadow that events in Washington are throwing on the life sciences sector was also addressed by survey participants. They were roughly split on the opinion of how the Trump administration is affecting the sector, with 51 percent citing a positive effect, and 49 percent a negative effect. The effect that HHS Secretary Robert F. Kennedy and FDA Comissioner Martin A Makary are predicted to have also ticked slightly into positive territory—at 51 percent for Kennedy and 63 percent for Makary However, when the focus is placed on the One Big Beautiful Bill Act, the views change a bit, with 64 percent saying they think the bill will increase out-of-pocket

costs for patients, employers and health plan. Two-thirds said the same about the Most Favored Prescription Drug Pricing to American Patients Executive Order.

Regarding cybersecurity, close to half (47 percent) said they believe their organization is vulnerable to a cyber incident, down from 53 percent in the previous survey.

Preparation for such incidents is slipping as well, with 60 percent saying they currently have a crisis plan—an eight percent drop from last year.

As is to be expected, the survey says that AI will be the top place where life science companies are expecting to make investments. Almost six in 10 (59 percent) plan to up the amount of dollars funneled toward AI and LLM initiatives, with research & development coming in at 51 percent and recruiting/retaining talent at 27 percent.

Marketing lagged far behind at 8 percent.

“As we look to 2026, the most effective leadership teams will be those that balance patience with precision by grounding their strategies in a keen understanding of market condition while positioning themselves to act when momentum eventually returns,” said FTI Consulting Senior Managing Director, Financial Communications Jim Polson. 

PR brief

CCO salaries rose in 2025 Chief communications officers working at companies in the Fortune 500 earned between $50,000 and $100,000 more this year than they did two years ago, according to a recent survey of CCOs by global consulting firm Korn Ferry.

The survey, which examines trends among senior-most communications executives at Fortune 500 companies, found that compensation continues to climb for these top communicators, with median base pay now standing at $400,000–$450,000, compared to $350,000–$400,000 in 2023. When total target compensation was taken into consideration—base salary along with bonuses, stocks, etc.—the median figure jumps to between $900,000 and $1 million.

Nearly half earned seven-figure salaries this year, according to the survey, while one in seven earned an annual salary of more than $2 million The survey also found that more than half (54 percent) of CCOs reported working with budgets in excess of $5 million.

When it comes what kinds of teams they’re hiring for support, CCOs listed media relations, social/ digital media, crisis/issues management, executive communications and internal communications as their top hiring priorities.

The survey also discovered that nearly all (96 percent) reported relying on external agencies for communication support.

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REPORT

Good riddance to 2025 Some PR highlights from the year.

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ayoffs, agency consolidations, client spending cuts and massive AI-related disruptions upended the PR business in 2025.

WPP imploded and turned to Microsoft executive Cindy Rose to right a sinking ship.

The Omnicom takeover of Interpublic resulted in thousands of pink slips and business opportunities for smaller and more nimble Cindy Rose shops.

The PR chaos took place during a period of economic uncertainty as the new administration took office in D.C. and appeared to be more interested in retribution than governing the country.

Donald Trump’s “Liberation Day” tariffs triggered the biggest stock market single-day loss as the S&P 500 tumbled 4.9 percent. The President ultimately lowered or postponed many tariffs, creating stock market whiplash.

Here are some PR highlights for 2025: Nick Clegg exits the Global Affairs President post at Meta after a seven-year run. The former UK Deputy Prime Minister winds up as General Partner at Hiro Capital investment firm and is looking to invest in European AI, space and defense & longevity Nick Clegg companies.

Ballard Partners signs on the Anti-Defamation League to join its fight against antisemitism in the U.S., which is on the rise after Hamas invaded Israel, and the ensuing Israeli response.

Josh Isay, co-Founder and Former CEO of SKDK, moves to Orchestra as partner.

He played key roles in the presidential campaigns of Barack Obama and Joe Biden.

Burson lands U.S. communications support for Riyadh Air, which will be Saudi Arabia’s second national carrier.

Kate Bedingfield, President Biden’s Communications Director, takes post at Brunswick Group’s D.C. office.

Public Policy Holding Company acquires Trailrunner International, a Texas-based shop with 80 staffers, for $33 million to boost its corporate affairs offering.

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By Kevin McCauley tegic counsel to Panama after President Trump threatens to take over its canal.

Kevin McCarthy, former Speaker of the House, launches Watchtower Strategy to help clients navigate high-stakes issues at the intersection of business, government and PR. Interpublic targets $250 million in cost savings for 2025 via an accelerated business Kevin McCarthy transformation plan as it prepares to be acquired by Omnicom.

Joele Frank handles Honeywell split-up into three independent companies (aerospace, automation and advanced materials) in a move proposed by activist investor Elliott Management.

FTI Consulting CEO Steven Gunby looks to cut 330 people from the firm’s 8,300-member payroll following a 3.2 percent decline in 2024 fourth-quarter revenues to $895 million and a 39 percent plunge in net income to $50 million.

Franco takes over Bianchi PR in a transaction that joins two Detroit shops with robust positions in the auto and mobility markets.

Edelman suffers a 4.9 percent drop in 2024 revenues to $986 million due to bum performances in the U.S. (down 7.9 percent) and APAC (-11.5 percent).

Trump Media and Technology Group CEO Devin Nunes received compensation of $47 million for 2024, the year in which the company chalked up total revenues of $3.6 million and a $400.8 million net loss.

The former California Congressman announces a merger with a nuclear fusion outfit later in the year.

FleishmanHillard hires Jim Joseph, who spent eight years as Global President of BCW (now Burson), as Global Head of Brand Impact. He joins FH from Ketchum, where he was U.S. CEO and Global Chief Marketing Officer.

Jim Joseph SKDK delivers pitch for Israel’s Ministry of Foreign Affairs to legacy media (Wall Street Journal, “60 Minutes,” BBC) and conservative outlets (Newsmax, Breitbart, Fox News).

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Robert F. Kennedy Jr’s Chief Spokesperson Tom Corry quits after two weeks on the job after he reportedly clashed with the Department of Health and Human Secretary over the handling of the measles outbreak.

FGS Global and Rubenstein handled the $6.1 billion sale of the reigning NBA champion Boston Celtics to an investor group. It was the record price for a U.S. sports team, until the Los Angeles Lakers were sold for $10 billion three months later.

Pennsylvania launches search for a tourism PR firm ahead of the celebration of America’s 250th anniversary in 2026. It is targeting the 72 million people living within a four-hour drive to the Keystone State.

PR people sour on corporate social responsibility as only 52 percent of them believe companies have a duty to address CSR matters. That’s down from 85 percent in 2024, according to a study released by the USC Annenberg Center for Public Relations.

C Street Advisory Group handles Hooters of America’s Chapter 11 filing to pave the way for a buyout from the founders of the casual dining chain.

California begins hunt for a PR firm to run a statewide $7.5 million five-year tobacco use prevention program. The state already boasts one of the lowest smoking rates in the U.S. Nearly 90 percent of Californians are smoke-free.

DGA Group lures Jennifer Granholm, former U.S. Energy Dept. Secretary and two-time Michigan Governor, as a Senior Counselor on infrastructure issues.

Ballard Partners, which has close ties to Team Trump, agrees to provide PR and strategic counsel services to Saudi Arabia in a one-year contract pegged at $720,000.

Bernie Kerik, who was commissioner of the NYPD, is hired by Qatar to help improve ties with the US. He also served as the Interior Minister of the Iraqi Provisional Authority and was nominated to head the Dept. of Homeland Security.

Sharon Soderstrom, who was Chief of Staff to former Senate GOP leader Mitch McConnell, joins Brunswick Group. Politico credits her with having “an encyclopedic knowledge of the Senate’s rules.”

Publicis Groupe acSharon quires Adopt, a sports Soderstrom marketing agency, to strengthen the French firm’s ability to capitalize on the power of athletes and sports.

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with Trump connections, picks up $6 million contract from the Democratic Party of Albania. The firm is the home of Katie Wiles, daughter of Susie Wiles.

EdelmanSmithfield is called in by Kohl’s to handle media after it fires CO Ashley Buchanan for cause. A probe found that she violated company polices “for directing it to engage in vendor transactions that involved undisclosed conflict of interest.”

Moderna’s Kate Cronin moves to Medtronic Diabetes as CMO. The former Ogilvy Health CEO was Moderna’s Chief Brand Officer, overseeing reputation, communications and enterprise strategy.

Highwire picks Ketchum alum Michael O’Brien for CEO slot, succeeding Carol Carrubba. The 23-year Ketchum vet joins Highwire after a brief stint as CEO at 5W Public Relations.

Denmark enlists Michael O’Brien Mercury Public Affairs for strategic counseling, marketing, communications and PR services work. The move comes as President Trump vows to “get Greenland,” which is a semi-autonomous territory of Denmark.

Burson Chair AnnaMaria DeSalva announces her departure from the firm via LinkedIn. With the overhaul of the WPP unit largely complete, “this is a natural and welcome moment to take advantage of the fleeting weeks of summer before continuing to build on my many professional interests,” she wrote.

Edelman recruits Ginger Porter, a 23year Golin veteran, for COO slot of its U.S. operations. She took over for Dan Webber, who slid into the Global Chief Quality Officer position.

Mark Read calls it quits at WPP after seven years at the helm. His exit comes as WPP reels from account losses (Coca-Cola, Paramount, Pfizer) and failure to keep pace with Publicis Groupe on the technology front.

Americans’ distrust of news organizations is especially apparent among conservative audiences, according to a report from Pew Research Media Tracker.

RFK Jr.’s Department of Health and Human Services scouts for a communications partner that can develop “a series of bold, edgy, national campaigns with innovative messaging” RFK Jr. to empower Americans

to reclaim control over their health.

Frances Fitzgerald, who was Deputy Prime Minister of Ireland, takes a job at Teneo to counsel clients on geopolitical, regulatory and policy issues across Europe.

Former Ketchum CEO Barri Raffery joins Anywhere Real Estate as Chief Communications officer and head of PA. Most recently, she was Americas CEO at Sodali & Co., stakeholder engagement firm.

Liz Truss, UK Prime Minister for 44 days, hires Gunster Strategies for threemonth project, connected to outreach to US policymakers and opinion leaders.

Public Relations Society of America taps Linda Beltran as Chief Communications Officer. The VP-Corporate Communications at Holiday Inn Club Vacations in Orlando fills the post vacated by Karen Mateo.

Public Policy Holding Linda Beltran Company picks up Pine Cove Strategies in a deal valued up to $13 million. PCC is the firm co-founded by George P. Bush, ex-Texas Land commissioner and son of Jeb, and his wife, Amanda, who is Managing Director at PPHC’s Trailrunner International unit.

Cindy Rose, Microsoft COO-Global Enterprise and WPP board member, is tapped to succeed Mark Read on Sept. 1.

Mike Doyle, Ketchum President and CEO, steps down after 30 years at the Omnicom shop. He held the top job since 2020.

FTI Consulting is called in by Saudi Arabia to promote its climate action. It will provide support for the Kingdom’s Regional Voluntary Carbon Market Company.

Sally Susman, who was EVP and Chief Corporate Affairs officer at Pfizer since 2007, announces plans to step down. She emerges as a key advisor to New York’s 34-year-old Mayor Zohran Mamdami.

Canada Goose Holdings, maker of luxury parkas and outerwear, Sally Susman hires APCO on issues related to trade with the U.S. as Trump slaps tariffs on Canada.

Real Chemistry hires Brenna Terry as President within its integrated communications unit. She was Global Healthcare Chair at Burson in charge of a 1,000-person unit spanning 50 countries.

Edelman is awarded communications strategy work for the United Nations’ COP30 climate change conference that kicked off in November in Brazil.

Hope Hicks, who served as White House Communications Director for Trump during his first term, joins Megyn Kelly’s media company. She had been running her own consulting shop after exiting from Fox Corp as EVP and CCO. David Plouffe, who led Obama’s two winning presidential campaigns, joins Orchestra as Partner and co-Leader with Josh Isay of its advisory practice.

DCI Group signs $3 million pact to help Myanmar rebuild its relations with the U.S. folDavid Plouffe lowing a massive earthquake that killed at least 5,400 people, and the dismantling of the US Agency for International Development.

Tom Ryan announces plan to step down as CEO at ICR as soon as a successor is hired at the financial firm. The Co-Founder of the shop will transition to Executive Chairman.

Infinite, which focuses on the professional services sector, receives a strategic investment from ParkSouth Ventues, which is based in Charlotte.

Edelman provides crisis PR counsel to Cracker Barrel following the uproar over the restaurant’s chain’s decision to retire its old-timer mascot and revamp its menu.

Open AI names former Edelman US PA Chair Aaron McLear as VP-Communications. He joins from Bully Pulpit International, where he was Senior Counsel.

Roger Nyhus returns to the strategic communications arena via the launch of AMBO Strategy after serving as U.S. Ambassador to Barbados and the Eastern Caribbean. He had run Nyhus Communications in Seattle until merging Roger Nyhus it with Spokane’s DH in 2022. AMBO is short for “ambassador” or “chief of mission.”

Interluxe Group and North & Warren acquire Quinn, which specializes in upscale brands. Florence Quinn launched her shop in 1989. It has offices in New York, Miami, Los Angeles and London.

Aaron Kwittken, Founder and Global CEO of AI-powered communications tech suite PRophet, joins FGS Global as Partner and Global Head of Intelligence and Engagement. It’s a new post.

Los Angeles looks for PR support for a campaign focused on addressing the un-

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FEATURE

Understanding the 2026 risk landscape The forces that will redefine corporate strategy and reputation management in 2026.

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year ago, I penned a column in O’Dwyer’s previewing the reputational minefield that global companies would navigate in 2025. In particular, the column predicted that complex risk would be defined by an increasingly polarized world, an artificial intelligence arms race, new geopolitical conflicts and flashpoints, looming trade wars and increasingly sophisticated cyber threats fueled by AI. Indeed, those risks proved pervasive throughout the year and have since evolved in ways that will reshape the threat landscape for multinationals in 2026, as familiar challenges sharpen and new ones emerge.

These forces are not only shaping corporate strategy; they’re also increasing the likelihood, scale and speed of crises that communications leaders must anticipate and manage. The key question now is how organizations will stay ahead of this accelerating risk landscape.

Brands’ issue discipline will be tested President Trump’s first year in office has seen the complete rewiring of established norms for how businesses engage, both directly and indirectly, to shape policy and stay in the administration’s good graces.

Global Fortune 500 brands—including all of Big Tech, much of Big Pharma, most big banks, automakers and more—have found a winning formula for shaping Trump administration policy: donate money, invest in the U.S. economy and avoid commentary on any issues that aren’t core to the business. In President Trump’s first term, when corporate America acted as a bulwark to the administration’s policies on immigration, DEI and healthcare, this formula would have ignited significant backlash from media and left-leaning stakeholders.

In his second term, this playbook is the status quo, and similar backlash has been muted.

Will the pendulum swing back in 2026?

Probably not, but pressure on brands to speak out will likely ratchet up as the midterms loom large and the Trump administration becomes further emboldened to protect its congressional majorities; as the Supreme Court rules on cases that could directly impact global companies and their employees; and as the administration appoints a new Fed Chair who could have a significant impact on the U.S. economy.

Strong scenario planning and coordination across the C-suite, communications and public affairs functions will be critical

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in continuing to navigate “no-win” situations that will continue presenting themselves in 2026.

Fragmented and insufficient AI regulation leaves a void The surge in deployment and monetization of AI technologies across the broader economy will continue at a breakneck pace in 2026, as total global spending on AI is expected to exceed $2 trillion. With the U.S., China and other leading economies all competing to win the AI race, there appears to be very little progress—or appetite—in these countries for codifying guardrails that protect our society from unintended negative outcomes. Even Europe, which early on stated its intention to be a responsible actor in regulating AI, appears to be retreating over fears that it could scare away investment from Big Tech.

As public policy lags behind rapidly accelerating AI innovation and applications, companies face a new mandate to act as responsible stewards of the technology.

Organizations and industries must self-police and build their own standards for safe, ethical use of AI—before a crisis forces them to. The companies that win trust in this environment will be those that step up to develop strong internal safeguards and craft carefully considered rollout plans that highlight their commitment to ethical use and prepare for AI-specific failure scenarios.

Employee angst at an all-time high Gone are the days of quiet quitting and employee empowerment that were hallmarks of the post-COVID boom. Job postings are down across nearly every sector, layoffs are way up and fewer people are quitting their jobs for fear they won’t find another. The frozen job market compounds pervasive concerns about the impact of AI on jobs, as 71 percent of Americans fear AI-driven permanent job loss. A number of large U.S. companies have cited AI-fueled efficiencies as a rationale for layoffs, with many others signaling that AI will reduce or transform their workforce in the coming years.

Anxiety about job security can reduce productivity, hurt morale and cause employees to look for more “AI-secure” roles elsewhere. It’s therefore critical that employers communicate clearly and consistently about how they’re investing in AI, how roles will change or evolve because of it and how employees can grow with the

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By Jared Nelson

technology. To demystify AI applications and reduce fear, companies must continually celebrate early wins for AI integration, highlighting real stories of employees using AI to work faster or smarter. And they should continually demonstrate how adopting AI will not just improve operational efficiencies but also improve each employee’s productivity and value. To make this happen, internal communications, HR and legal teams must operate in lockstep to ensure messages are transparent, empathetic and consistent.

Continued merging of economic and geopolitical strategy With the fate of the Trump administration’s tariffs still to be decided by the U.S. Supreme Court and a President who is prone to renege on trade agreements at the speed of a tweet, it’s likely that trade policy will continue to be volatile in 2026. Additionally, as economic policy continues to be Jared Nelson viewed through the lens of national security, companies in essential sectors—such as AI, semiconductors, biotech, quantum and minerals—will remain exposed to the intensifying competition with China. Regardless of industry, multinationals that rely on the Chinese market can expect more scrutiny from regulators, investors and other audiences on where they source materials, where they manufacture, the extent of their overall exposure to China, as well as cyber and IP risk.

To manage reputation effectively in competing markets, communications teams must prepare dual messaging strategies— one for U.S. stakeholders and another for foreign governments and global consumers.

As part of this exercise, teams should identify topics where U.S. and non-U.S. expectations overlap (i.e., commitment to doing right by customers, product quality, innovation, jobs, etc.) and where they diverge (i.e., AI governance, manufacturing/sourcing, national security restraints), noting where messaging should be bespoke to each market. The goal is not to deliver different truths, but to understand different audiences and prevent misinterpretation from becoming a crisis multiplier. _ Continued on page 21

FEATURE

The uncertainty challenge American companies must now employ smarter—not louder—communications to navigate today’s evolving global tariffs.

By Andrew Frank

W

hile American companies have undoubtedly shown great resilience throughout 2025, the past twelve months have been uniquely challenging in several new and unforeseen ways. Many executives across the country agree that at the top of the list are the waves of dramatically evolving tariff announcements, deadlines and reversals that have left a wide array of critical American sectors operating in a near-constant state of uncertainty. As a result, boardrooms across the country have grappled with sudden cost increases, investor anxiety and operational disruptions—all while trying to interpret policy decisions that are often unveiled through informal comments, impromptu press conferences or social media platforms rather than formal regulatory announcements. This volatile business environment is impacting important sectors, including manufacturers, retailers, automakers, agricultural producers and importers.

Notably, rising costs of importing steel and aluminum from such markets as China, Canada, Brazil and Mexico were particularly challenging for American manufacturing, automotive and construction sectors in recent months. Input-cost increases made it harder to compete, hit margins and can threaten job security. Similarly, retailers and small manufacturers that are heavily reliant on critical materials, plastics and textiles, invariably felt the pressure and raised prices accordingly. And the export-oriented American agriculture industry, particularly those involved in soybeans and pork production, continues to face considerable challenges related to complex trade negotiations mired in geopolitics and retaliatory measures from China and other major trading partners.

This reality has forced American companies to fundamentally rethink not only supply chains and pricing models, but also how they engage increasingly cautious consumers and concerned employees and communicate, advocate and protect their interests in Washington.

During the first Trump administration, many American companies absorbed tariffs as a painful but manageable cost of doing business. Those impacts were gradually built into pricing, sourcing strategies and long-term planning and, in many cases, continued through the Biden years. This time, however, the environment is pro-

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foundly different, and the stakes are much higher.

What has changed most significantly over the past year is how quickly things change: One day there’s a policy, the next day another country retaliates and then there’s a rollback. The whiplash can make anyone’s head spin; the only predictable factor is unpredictability, which has greatly affected how companies choose to respond. Tariffs are no longer just a trade issue; they’re a messaging and reputational issue with real implications for Americans. And silence or non-action in this climate is not neutrality.

It’s a great risk.

To deal with this uncertainty, we have increasingly seen companies turn to strategic communications advisory firms with expertise in crisis and public affairs to help them navigate this turbulent landscape. We’re playing a critical role in helping companies take ownership in defining a narrative that articulates their value to the U.S. economy, simultaneously positioning themselves not as trade liabilities but as domestic stakeholders worth protecting.

For instance, throughout 2025, we’ve seen the automotive industry invest heavily, not just in announcing new U.S.-based factories, but also in critical trade-focused communications strategies, framing tariffs as job-impacting policies—not just cost issues—and coordinating media narratives around competitiveness and worker headcounts. Major retailers opted to explain price inflation to weary customers without placing explicit blame on the administration, ensuring tariff communications didn’t escalate into consumer backlash or political retaliation. Tech and hardware manufacturers utilized PR counsel to help crystallize and deploy messaging that positioned the companies and their technologies as critical for national security. Agriculture enterprises used direct lobbying while also communicating their value to the American economy through humanized narratives around generational family farms grounded in rural communities.

For decades, President Trump has thrived on carefully honing his public persona as a brand. Now, many companies impacted by the administration’s tariffs are discovering, sometimes for the first time, the benefits of honing their public personae. Companies learned that their framing in media coverage, whether it be old-line influential media

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outlets or social media channels, can directly impact the bottom line and how their story aligns with broader political priorities can directly influence outcomes.

The uncomfortable truth is that many U.S. companies were not previously built for this kind of political visibility. They not only didn’t desire it, but it was also unnecessary. They never felt the need to build internal teams who understand the nuances of federal trade politics or know how to simulAndrew Frank taneously communicate effectively with congressional offices, the administration, trade associations and the press. Strategic communications advisors are increasingly filling that role—coordinating messaging, identifying all critical stakeholders and the appropriate platforms for reaching each, monitoring policy signals and aligning communications with broader advocacy efforts.

Another critical shift is in coalition-building. Many companies that import components or finished goods are deeply intertwined with domestic manufacturing, employment, logistics and downstream industries. PR firms are helping American businesses find common ground with trade associations and sometimes even with overseas partners—to present unified, credible arguments about economic impact, job preservation and competitiveness. When American companies speak collectively, the message resonates more robustly with policymakers in Washington.

Information gathering and counsel that’s both timely and accurate has become one of the most valuable assets of all. Understanding who’s shaping the next trade proposal, which voices are gaining traction inside the administration and how regulatory momentum is evolving can determine whether a company is blindsided or prepared.

Communications firms are increasingly tasked not just with messaging, but with real-time intelligence, scenario planning across a broad range of platforms and rapid response tactics.

Importantly, this environment can’t be _ Continued on page 21

FEATURE

GEO: the new crisis first responder In today’s B2B and supply-chain crises, proactively managing your GEO footprint is now a reputational necessity.

By Steve Halsey

W

hen most people think about crisis communications, they imagine buzzing newsrooms, viral social media posts or executives huddled on a Teams call drafting a statement under pressure. But that’s not actually where most modern crises begin, especially in industries like agriculture, advanced manufacturing, food and ingredients, logistics and the broader supply-chain ecosystem.

Today, the first responder in any crisis isn’t a journalist, customer or even your own communications team. It’s an AI engine.

Whether it’s ChatGPT, Gemini, Perplexity or an industry-specific model, AI systems are increasingly the first place that stakeholders go for quick context: What happened? Is this a safety issue? Does this company have a history of problems? Is the brand trustworthy?

These engines don’t wait for your statement or for media coverage. And they don’t know your brand the way you think they do. They work with whatever they can find: past coverage, filings, activist content, outdated web pages, competitor incidents or generic industry summaries.

This leads to an uncomfortable truth: AI now writes the first draft of your crisis narrative, whether you like it or not.

For companies whose reputations are built on operational reliability and performance—from ingredient suppliers to animal health companies, supply-chain operators to B2B tech and manufacturing brands—this shift is seismic. And it demands a fundamentally new approach to crisis readiness.

Our Group’s agencies are working at the intersection of advanced communications, operational storytelling and sector-specialized reputation for decades. What we’re seeing now is the convergence of two critical capabilities: GEO (Generative Engine Optimization) and reputation infrastructure. Together, they’re becoming the backbone of modern crisis resilience.

Here’s what this means, and what leaders should prioritize in 2026 and beyond.

AI frames your crisis before you act Every crisis now has two timelines: Timeline A: the one communicators manage. This is the traditional cadence: internal alert, rapid-response protocols, cross-functional alignment, drafting statements, informing stakeholders, activating media outreach and monitoring reaction.

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Timeline B: the one AI manages. This is instantaneous. Engines search across fragmented data sources and assemble an “answer” seconds after a crisis is detected, often before a company even knows something is wrong.

In Timeline B, engines hunt for: • Historical context • Regulatory information • Past incidents • Operational indicators • Third-party validation • Evidence of reliability or unreliability • Competitor comparisons • Publicly available safety or recall data If they can’t find credible, current information about your brand, they fill the gap with whatever is closest, even if it’s irrelevant, outdated or negative. And in many technical, B2B industries with limited public visibility, engines often have little to work with.

That’s how false narratives take hold. A minor operational event can become a perceived existential threat. Trust erodes before leadership ever speaks. And the ensuing news cycle gets away from you.

This is precisely why GEO has moved from a marketing tactic to a crisis necessity.

GEO: priming AI for moments that matter Generative Engine Optimization ensures that AI systems have the right context before a crisis ever hits.

For highly regulated or operationally complex brands, this means intentionally creating and structuring content that surfaces: • Safety and compliance records • Traceability systems • Sustainability commitments • Product stewardship and quality controls • Certifications and audits • Partnership value • Customer outcomes • Executive credibility • Operational excellence stories Engines rely on this information to help them answer a query. This isn’t about “GEO spin.” It’s about documenting and structuring points of truth.

Think of smart GEO as crisis pre-conditioning. It gives AI enough understanding of your brand so that when an issue occurs, the system delivers accurate, high-context responses rather than guesswork.

Or put more bluntly: If you’re not actively managing your GEO footprint, your out-

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dated content or someone else, will do it for you.

Reputation infrastructure: The operating system behind crisis resilience AI may be the first responder, but operations decide the outcome.

In the often complex and highly regulated sectors our agencies serve, reputation isn’t built through marketing and communications alone. It’s built on dayto-day performance: • Is the supply chain reliable?

Steve Halsey • Are food and ingredients traceable and safe?

• Are compliance and certifications current?

• Is manufacturing reliable and controlled?

• Are sustainability claims backed by data?

• Do customers experience predictable outcomes?

• Are risks and incidents documented transparently?

This is what we call “reputation infrastructure,” the integration of operations, culture, compliance, safety and customer value that communicators translate into narratives.

In a crisis, reputation infrastructure determines: • How regulators respond • How customers react • How employees speak • How partners adjust risk • How likely the crisis is to snowball • And increasingly, how AI engines interpret what’s happening Without this infrastructure, crisis messaging can collapse under scrutiny. With it, credibility becomes a defensive moat.

When GEO meets reputation infrastructure A crisis communications strategy that combines strong GEO and a documented reputation infrastructure gives leaders the best chance to manage an issue across the three layers of modern crisis response: Layer 1: AI interpretation. Engines surface accurate summaries that reflect your record on safety, integrity, and performance.

Layer 2: Operational stakeholder expe_ Continued on page 21

FEATURE

Five shifts redefining brand communications in 2026 What worked for brands in 2025 won’t carry them forward into 2026.

By Anna Crowe

2

025 moved fast and changed the rules.

For those of us in communications, it wasn’t just another year of “trends.” It was a reset. The strategies that once felt reliable started to crack under the weight of constant disruption, shifting platforms and a more discerning audience. What worked even six months ago doesn’t land the same now, and it won’t carry brands forward into 2026.

This past year forced leaders to let go of predictability and get honest about what actually resonates. Speed mattered, but intention mattered more. Visibility alone wasn’t enough. Trust, clarity and consistency became the real differentiators. As we head into 2026, the question isn’t how loud brands can be; it’s how real they can be.

Based on the shifts we saw take hold in 2025, here are the five changes redefining brand communications and how companies can show up with more purpose, relevance and staying power in the year ahead.

Authenticity is everything As AI becomes more prevalent, audiences are getting better at spotting what’s real and what isn’t. Polished, overly manufactured content is losing its edge. People are craving humanity over perfection, and brands that lead with real creativity, transparency and even imperfection continue to outperform those chasing flawless optics.

This shift will only accelerate in 2026.

While AI is being thoughtfully adopted across the industry, especially for efficiency and scale, creative leaders are using it with intention. As automated content becomes easier to produce, originality and emotional resonance become true differentiators.

For brands, this means rethinking how they show up at every touchpoint. Put real people front and center, be it founders, employees, creators. Show the process, not just the highlight reel.

Audit where AI is being used and make sure it’s amplifying human storytelling, not replacing it. And most importantly, align messaging with action. Authenticity only works when values are lived, not just stated.

In 2026, the brands that win won’t be the loudest or the most automated. They’ll be the ones that communicate with honesty, intention and a distinctly human voice.

Influencer marketing drives culture, not just campaigns The influencer marketing industry continues to surge, with global spend projected to further amplify in 2026—potentially more than triple its size in 2020. But the real

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story isn’t the growth. It’s the shift in how influence actually works.

In 2025, influencer marketing moved from a tactic to a cultural force. Community-led strategies consistently outperformed traditional advertising, and audiences made it clear they value trust and alignment over transactional brand moments.

The question is no longer whether influencer marketing works. Instead, it’s how brands use it well. The campaigns that broke through leaned into emerging formats and deeper relationships. Seasonal collaborations, repeat partnerships and long-term creator relationships drove stronger engagement and credibility than one-off posts.

Consistency matters. Authentic alignment matters more.

Looking ahead to 2026, the opportunity is focus. Brands should move toward fewer, more intentional creator relationships and invest in partnerships that build over time.

Prioritize community-first activations, experiment with formats like live shopping and measure success beyond reach alone.

Trust, resonance and sustained impact within niche audiences are what truly moves the needle.

Experiential activations create impact Digital reach still matters, but emotional connection happens in real life. As screens get more crowded, people are craving offline experiences and genuine human interaction. We’re already seeing a stronger return to IRL moments, from immersive activations and pop-ups to PR stunts and brand experiences that create real connection and live well beyond the event itself.

The brands that generated the most buzz in 2025 weren’t just louder but more thoughtful. They showed up in unexpected ways and met audiences where they already were, creating moments people wanted to participate in, not scroll past.

For communications and marketing leaders, the opportunity is to design activations that invite participation and are built to be shared. And just as importantly, brands need to plan what happens after the event.

The experience may be the spark, but a smart content and distribution strategy is what turns that into sustained momentum.

In 2026, the brands that win won’t be the ones with the biggest ad budgets. They’ll be the ones bold enough to show up, create real moments and give people something they want to be part of.

Long-form content proves depth still wins This year made it clear that attention

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spans haven’t disappeared but have become more selective. When a story truly mattered, audiences leaned in. In some cases, way more than anticipated. We saw people spend hours, not seconds, with multipart social series, long-form articles and indepth podcasts because the content offered real substance.

The common thread was depth and authenticity. People want to understand why a brand exists, who built it and what it stands for.

Looking ahead, brands should invest in formats that allow for nuance and storytelling, whether that’s a thoughtful CEO essay, Anna Crowe a documentary-style series or a podcast that goes beyond surface-level promotion. Short-form content will continue to perform, but the brands that stand out will be the ones willing to go deeper when it matters most.

Crisis response now defines brand trust The lessons from 2025 are clear: silence isn’t strategy, speed and transparency aren’t optional, misalignment destroys trust and values must lead every response. We watched brands ignore crises entirely or miss the mark with tone-deaf messaging that made things worse.

In today’s hyperconnected world, brands can be built or broken in viral seconds, making reputation a company’s most valuable asset. Reputation is a long-term commitment, and protecting and building it must be treated as core business strategy, rather than a last-minute PR afterthought when crisis strikes.

As marketers, we know it’s not always the crisis itself that does the real damage but the response. A misstep can be forgiven. A delayed, defensive or disconnected response rarely is.

Crisis communications has evolved from a PR function to a business imperative.

Companies must continue building trust through strategic, always-on PR, so that when you stumble, your community extends grace because you’ve earned it.

Brands need to refresh their crisis framework or build one from scratch to fit the current landscape. With the right plan and strategic execution, crises in 2026 will be pivotal moments to emerge stronger and with more credibility.

The through line: Intention over imitation The brands that will thrive in 2026 won’t _ Continued on page 36

FEATURE

Debtholder communications strategies How debt market volatility is creating a new crisis communication scenario.

By Phil Denning and Lee Pacchia

A

fter years of cheap money and forgiving lenders, the balance of power between corporate borrowers and lenders appears to be shifting toward creditors, creating an entirely new category of crisis threat that communications professionals need to plan and prepare for. Refinancing channels have narrowed, capital has become increasingly selective and lenders are demonstrating a newfound willingness to use their position aggressively when performance falters.

The recent rise of corporate distress, illustrated most prominently in the bankruptcies of TriColor and First Brands—coupled with mounting refinancing pressures across leveraged sectors—has exposed a critical gap in traditional crisis planning: the absence of robust debtholder communications strategies. As the credit cycle turns, there have been numerous situations highlighting how creditors can move quickly at the first sign of distress to preserve value, pursue litigation or re‑set terms. This often leaves boards with limited room to maneuver once a tipping point is reached. With normalizing interest rates and heightened economic uncertainty, debt stress has taken on a structural nature, and corporate stability now hinges as much on how an organization manages its lender relationships and capital structure as on its operating results.

Tale of two approaches The contrasting experiences of Revlon and Avia Solutions Group illustrate the critical importance of proactive debtholder communications strategies.

Revlon faced mounting financial pressures for several years leading up to its 2022 bankruptcy filing. The cosmetics giant struggled with declining sales, increased competition and a heavy debt load of approximately $3.7 billion. Despite clear warning signs—including bond prices trading at distressed levels and credit rating downgrades—Revlon failed to establish proactive communication channels with its bondholders or develop a comprehensive crisis communications strategy.

When liquidity issues intensified in 2022, Revlon’s debt traded at deeply distressed levels, signaling severe financial distress to the market. However, the company’s communications remained largely reactive and insufficient. This communication vacuum allowed creditors to position themselves strategically without meaningful dialogue 20

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or negotiation with management.

The lack of proactive debtholder engagement left Revlon vulnerable when it ultimately filed for Chapter 11 bankruptcy in June 2022. Creditors, led by some of the most sophisticated distressed debt investors, had already positioned themselves to take control of the company’s valuable brand portfolio. The absence of early, transparent communication meant Revlon management lost the opportunity to shape the restructuring narrative or maintain stakeholder confidence during the critical pre-bankruptcy period.

In stark contrast, Avia Solutions Group’s response to recent market pressures demonstrates the value of prepared crisis communications. When the aviation services conglomerate’s 9.75% $300 million bond saw its price slide from the mid-90s to the mid-80s cents on the dollar following scrutiny of its SmartLynx Airlines Latvia transaction, the company moved quickly to regain control of the narrative.

Avia immediately characterized the negative coverage as a “smear campaign” built on “unsubstantiated and speculative accusations” and proactively scheduled a call with bondholders to address concerns directly. While controversy persisted around the €238 million in liabilities associated with the failed SmartLynx unit, Avia’s swift communications response bought valuable time and space to address business challenges from a position of greater control.

This case demonstrates how prepared communications strategies can help companies weather debt market volatility and maintain stakeholder confidence during periods of heightened scrutiny.

Recognizing the warning signs Communications teams should monitor several key indicators that could be leading indicators of increased debt-related risks: Trading signals: Debt trading below 85 cents on the dollar, widening credit spreads compared to peers or unusual trading volumes.

Rating agency actions: Negative outlooks, downgrades or placement on credit watch by rating agencies.

Covenant metrics: Approaching or breaching financial maintenance covenants, particularly leverage or coverage ratios.

Market chatter: Increased media speculation of liquidity issues, analyst questions about liquidity, refinancing timelines or

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capital structure during earnings calls.

Peer contagion: Distress events at comparable companies that could trigger sector-wide scrutiny; and Operational indicators: Delayed supplier payments, executive departures or asset sale rumors.

The key is establishing monitoring systems that detect these signals early, before they cascade into broader market concerns.

Companies that wait for obvious distress signals have already lost control of the narrative.

How communicators experienced in distressed situations are fighting back Given these evolving risks, communications professionals must expand their crisis planning to encompass debt-related scenarios.

To prepare for these emerging risks, management teams should: Develop early warnPhil Denning ing systems: Real-time monitoring of financial/ operational flashpoints and activist signals. In our view, the most effective early warning system would extend visibility into the often opaque debt markets, identifying when opLee Pacchia portunistic or distressed investors begin building positions in a company’s debt, or when the debt trades at levels that indicate that their may be some financial stress or distress at the company.

Create debtholder-specific messaging frameworks: Traditional stakeholder communications often overlook the unique concerns and motivations of debt investors.

Develop messaging that addresses liquidity, covenant compliance, collateral protection and recovery scenarios in language that resonates with sophisticated credit investors.

Establish direct creditor communication channels: Build relationships with key lenders and bondholders before a crisis strikes. Regular communication during stable periods creates trust and credibility that proves invaluable during periods of stress.

Integrate debt scenarios into crisis planning: Expand scenario planning to include debt-related triggers such as covenant breaches, rating downgrades, refinancing _ Continued on next page

DEBTHOLDER COMMS. STRATEGIES _ Continued from page 20

challenges and peer company failures. Each scenario should include pre-drafted messaging, stakeholder mapping and communication timelines.

Assemble cross-functional crisis teams: Ensure legal, finance, operations and communications teams operate as unified units with clear protocols for debt-related crises.

Break down silos that can slow response times when markets are moving quickly.

Prepare for rapid response: Debt markets can move faster than traditional media cycles. Develop capabilities for same-day

THE NEW CRISIS FIRST RESPONDER _ Continued from page 16

rience. Customers, regulators, suppliers and partners see transparency and preparedness, not last-minute spin.

Layer 3: Public narrative. Media, social channels, communities and employees receive aligned, credible communications.

When all three layers reinforce one another, crises become more manageable. When they don’t, they metastasize.

What leaders should do now Here are five actions we recommend CEOs, CCOs and operational leaders take as they navigate potential issues and crises in regulated, supply-chain-driven industries: Audit your GEO footprint. If ChatGPT, Gemini or Perplexity show thin or outdated

THE UNCERTAINTY CHALLENGE _ Continued from page 14

treated solely as a temporary disruption as we head into 2026. While price increases have now been baked into long-term planning and consumers are expected to buy less, CEOs are watching closely how their communications efforts are intertwined with actual policy outcomes.

The fact is, such tactics are now critical, not just under this President but the broader landscape of our nation’s capital. Washington is no longer just a policy capital filled with politicians relying on a handful

THE 2026 RISK LANDSCAPE _ Continued from page 12

The CCO’s role will continue to expand Last year, I predicted that 2025 would cement the CCO as the organization’s chief problem solver, helping their companies

response to trading volatility, rating actions or negative coverage that could impact debt valuations.

The strategic imperative For communications professionals, this represents both a challenge and an opportunity to demonstrate strategic value by protecting enterprise value through effective stakeholder communications and engagement.

Companies with debt on their balance sheets must prepare for a new reality where debt market dynamics can determine corporate fate as quickly as any operational crisis.

Developing debtholder communications

strategies that can be rapidly deployed when unusual trading activity emerges in publicly traded debt, rating agencies issue downgrades or even a peer company experiences debt issues.

The winners in this environment will be those who build integrated threat detection systems, invest in early warning capabilities and align their communications strategies with real-time risk intelligence. Companies that continue to treat debt communications as a technical funding detail rather than a core crisis risk will find themselves reacting to headlines instead of shaping them.

Phil Denning is Partner at ICR. Lee Pacchia is Managing Director at ICR. 

information, you have a vulnerability.

Build a content ecosystem designed for AI interpretation. Engines prioritize structured, verifiable, consistent, third-party supported content.

Map your reputation infrastructure.

Document the operational truths that underpin safety, reliability and customer outcomes.

Integrate comms and operations before a crisis. Your communications team should understand supply chains, audit processes, recall procedures and safety protocols at a granular level.

Treat AI as a stakeholder in every crisis simulation. If you’re not pressure-testing how engines will summarize an incident, you’re missing the first narrative your stakeholders will see.

Crises used to be defined by speed, ac-

curacy and tone. Today, they’re defined by context, and the first place that context is assembled is inside an AI engine.

For brands where reputation is built on reliability, compliance and operational excellence, focusing on GEO and your reputation infrastructure is one of the most powerful forms of crisis preparedness.

Think of it this way: AI will write the first draft of your crisis. Your operations will decide whether stakeholders believe it. Your preparation will determine whether you recover quickly, if at all.

Leaders who proactively prepare through this news lens won’t just survive the next crisis. They’ll emerge stronger, clearer and more trusted than before.

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

of newspapers and television channels. It’s now a full-blown media-driven influence ecosystem where decisions are shaped in parallel across cable news, digital outlets, podcasts, newsletters, social platforms and closed-door political conversations. Today’s decision-makers consume information constantly and informally, long before official hearings or regulatory action. At times, a viral TikTok or X post can have more value than a New York Times front page story.

American companies that fail to engage across these channels often find themselves reacting to policy rather than shaping it.

Tariff volatility is likely to remain a defining feature of the current administration

and beyond. Companies that institutionalize strategic communications, communicate with economic storytelling that’s compelling, creative and human—integrated with government relations and business planning—will be far better positioned to withstand future shocks. In today’s world, companies that master this distinction don’t just survive tariff cycles—they can engage with influential stakeholders to help shape how those cycles unfold.

More information about KARV’s offerings is available at www.KARV.global or by contacting info@KARV.global.

Andrew Frank is Founder and President of KARV. 

align strategy to values and manage “jump ball” issues that pose reputational risk to the business. As Axios reported recently, this shift has been reflected in the growing title and responsibilities of many CCO+ or chief brand officers. In the year ahead, I expect the CCO role to be further elevated

as strategic risk integrators—the executive best positioned to see across functions, understand how different risks are linked and guide leadership through a landscape that’s shifting faster than ever.

Jared Nelson is an Associate Partner at DGA Group. 

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FEATURE

The biggest challenge for public relations in 2026 If 2025 was the year PR learned to coexist with machines, 2026 will be the year we must learn to outrun them.

By Stefan Pollack

T

he biggest challenge for public relations in 2026 will be managing truth at machine speed. Artificial intelligence will flood the ecosystem with faster, cheaper and often more persuasive forms of misinformation. As communicators, we’ll be measured not by how quickly we produce content, but by how effectively we protect credibility.

Public relations in 2026 will demand a new operational mindset: one that pairs the precision of data with the intuition of human judgment. The agencies that win will not be the ones that automate the most tasks, but those that cultivate trust velocity, identify falsehoods, clarify context and mobilize accurate information before narratives calcify. Our currency will be verified belief.

How AI will impact the PR industry AI will continue to reshape the architecture of PR agencies from the inside out.

The role of technology in 2026 won’t be to replace people; it’ll be to redefine the value of human expertise. Entry-level production work, monitoring, drafting and clipping will largely become automated. But that doesn’t mean the industry will shrink; it means it will evolve into strategic teams that can interpret, apply and guide insights at a higher level.

Client expectations are shifting from “show me coverage” to “show me clarity.” AI will enable agencies to move from reactive PR to predictive communication, anticipating issues before they trend and mapping stakeholder sentiment in real time. What once took days will happen in minutes. The winners will be those who use these tools not just to see faster, but to decide better.

Agencies like ours will continue to build hybrid models, part consultancy, part creative studio, anchored by data-driven foresight and human storytelling. AI won’t just change how we communicate; it will redefine what it means to be a communicator.

How AI will support and transform PR AI won’t just support PR; it will reframe it as an intelligence discipline. In 2026, public relations will operate with the same sophistication as a mission control center, constantly scanning for shifts in public sentiment, spikes in misinformation and opportunity gaps.

Imagine an always-on brand radar that flags narrative drift before it becomes a crisis, or a generative co-pilot that analyzes

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audience data to craft personalized story arcs for each stakeholder group. These tools won’t write the story for us; they’ll clear the noise so we can write the right one.

AI will also bring a new level of precision to thought leadership. Data-mining engines can now surface emerging themes before they trend, allowing brands and executives to enter conversations at the moment of curiosity, not fatigue. Combined with human insight, this means PR professionals will evolve from message distributors into message designers, architects of context and meaning.

Video and audio content in 2026 We’re moving from a content era to an experience era, and nothing delivers experience like sound and motion. In 2026, video and audio won’t be optional; they’ll be the connective tissue of every communication strategy.

The smartest brands will build ecosystems where short-form video sparks awareness, long-form video deepens trust and podcasts sustain dialogue. Tools that once required studios and editors will live inside our browsers, letting agencies create high-quality, multi-format content at the speed of news.

But more importantly, authenticity will become the dominant aesthetic. Highly produced videos will give way to unscripted moments and conversational storytelling.

Audio, particularly podcasts, will remain the most intimate format for thought leadership; it’s where nuance lives. That’s why at The Pollack Group, we doubled down on imPRessions Studio, the future of influence sounds like a human voice telling the truth.

Combatting misinformation and disinformation 2026 will mark the tipping point where misinformation becomes a constant condition, not a crisis. Deepfakes, fabricated press releases and manipulated visuals will make skepticism a reflex. For communicators, the question shifts from “What if misinformation hits us?” to “How fast can we respond when it does?”

PR must become a discipline of verification. Brands will build “truth supply chains,” systems that authenticate content, track source integrity and deploy factual counter-narratives in real time. The pre-bunking movement, which educates audiences before falsehoods circulate, will gain momentum.

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The most successful organizations will integrate their communications, legal, and data teams into “rapid reality units” capable of rehearsing and executing these responses in minutes. In the age of AI, the most valuable brand asset isn’t reputation, it’s proof.

Thought leadership in a fragmented media landscape Thought leadership in 2026 will no longer be about publishing more; it will be about earning attention through precision and proof. The traditional media ecosystem is splintered beyond recognition, and credibility now lives across micro-audiencStefan Pollack es, niche communities and algorithmic filters.

To stand out, brands and leaders must behave more like editors-in-chief than spokespeople. That means owning a consistent point of view, publishing with cadence and grounding every insight in evidence. It also means developing proprietary IP, data, reports and frameworks that give journalists, analysts and audiences something tangible to trust.

At the same time, the best thought leaders will harness internal voices. Employees, engineers, founders, all channels. The challenge for PR is to train, equip and guide those voices without diluting authenticity.

The message must be unified, but the messengers must sound human.

The return of in-person events After years of hybrid fatigue, 2026 will usher in the rebirth of real connection.

In-person events won’t just return; they’ll transform. Companies are realizing that physical presence delivers what digital never can: shared energy, serendipity and the kind of memory that algorithms can’t replicate.

The most successful events will blend intimacy and impact. We’ll see fewer mega-conferences and more curated, high-intent gatherings focused on collaboration and creation. Every event will be both a moment and a content engine, recorded, repurposed and extended across channels.

The playbook will shift from “showcase” to “story capture.” Every handshake becomes a clip, every keynote a podcast, every Q&A a blog series. And just as importantly, event safety and authenticity will take center stage. Expect verification policies, deepfake _ Continued on next page

Achieving agency growth in 2026 Why tracking macroeconomic, legislative and consumer confidence indicators is a beneficial habit for PR agency leaders to adopt.

By Rich Jachetti

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t’s reasonable to assume the prevailing economic and political landscape will present a unique set of growth opportunities and challenges for PR agency leadership in 2026. To provide guidance and input on decisions critical to the profitability of PR agencies and their ability to adapt to client demands, we at The Stevens/ Jachetti Group strongly recommend agency leadership develop a habit of regularly monitoring the following key indicators.

Each of these indicators provide valuable insights that can help agency management make agile strategy adjustments and sustain agency relevance, compliance and growth amidst dynamic regulatory and market shifts.

Key indicators Real GDP growth: A growing economy likely increases marketing and PR budgets as businesses regain confidence and seek to expand, leading to greater demand for PR agency services.

Unemployment rate/labor market data: A low unemployment rate can lead to wage inflation and a competitive talent war for skilled PR professionals, increasing operational costs for agencies.

Inflation rates (PCE and CPI): High core inflation forces PR agencies to potentially raise their fees to cover increased operating costs—like higher salaries—and manage client engagements that were initially estimated at lower costs.

Federal Reserve policy rate: Expected Fed rate cuts can stimulate overall business investment and M&A activity within the PR sector by lowering borrowing costs to finance acquisitions. Lower interest rates can also stimulate consumer spending and business investment, which may prompt brands to increase their advertising and marketing efforts, including PR campaigns, to capitalize on heightened consumer activity.

Trade policy and tariffs: The persistence of high tariffs creates uncertainty for clients in global supply chains, requiring PR firms to provide increased crisis management and reputation counsel to navigate potential public backlash and shifting consumer confidence and sentiment. The persistence of high tariffs, even if initial volatility fades, will continue to impact supply chains, that potentially put pressure client profit margins, which could lead to smaller PR and marketing budgets; however, this

also increases the need for PR firms, particularly firms that specialize in crisis and issues management, to provide strategic counsel during uncertain times.

Legislative actions (e.g., the “Big Beautiful Bill”): Fiscal stimulus provides an economic tailwind through increased government spending, which may create new contract opportunities for PR firms. PR agencies may have a lot to gain by monitoring and then advising clients on new legislation, which may lead to new assignments from clients who turn to their agencies for strategic communication council to help shape public opinion and build relationships with policymakers, and to advocate for their clients’ interests.

Deregulatory efforts: Anticipated deregulation in sectors like energy and infrastructure might lead to a surge in private sector projects, generating demand for PR agencies to help clients with stakeholder communication, community outreach and public affairs.

Artificial intelligence investment and productivity: Increased AI investment is transforming PR agency workflows by automating routine tasks, allowing professionals to focus on strategic counsel and data-driven storytelling, and open a door for PR agencies to have greater access to their clients’ most senior management including the person who occupies the C-suite.

Consumer sentiment vs. spending data: The divergence in consumer data highlights the need for PR professionals to leverage sentiment analysis and data analytics to provide nuanced, data-driven strategies that align messaging with actual consumer behavior and concerns, rather than just public perception. PR agencies also should carefully track the divergence between “soft” low consumer sentiment

and “hard” resilient spending. This insight will help PR professionals craft targeted messaging that address specific consumer concerns around affordability.

Corporate earnings growth and margins: Broad-based corporate earnings growth impacts PR agencies by creating a need to communicate this success to investors and stakeholders, which helps build confidence and a positive brand image. It also suggests a healthy private sector, Rich Jachetti potentially leading to increased PR budgets for campaigns that support business investment and stock market performance.

Monitoring these key indicators: To meet or exceed growth projections in 2026, it is essential that agency management keep a close eye on key economic, legislative and consumer confidence and spending indicators. The indicators referenced in this article provide valuable insight into the management of PR agency business operations, financial health and growth and strategic decision-making, which may include the consideration of M&A opportunities. Real GDP growth impacts client marketing budgets, while unemployment rates and inflation affect an agency’s operational costs like salaries and fees. Furthermore, Federal Reserve policy rates stimulate or hinder M&A activity by influencing borrowing costs and trade policies that may expand client demand for both qualitative and quantitative services they expect their PR AOR will be able to provide.

Rich Jachetti is Co-Managing Partner at The Stevens/Jachetti Group. 

THE BIGGEST PR CHALLENGE IN 2026

ship. Our job will be to manage truth, technology and trust all at once—and to do so with the same creativity that once defined advertising and the same integrity that once defined journalism.

PR will no longer sit at the end of the communications chain; it will become the connective tissue between data, emotion and action. And that’s not just a prediction.

That’s where we’re already heading.

Stefan Pollack is President of the Pollack Group. 

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disclaimers, and “trust signage” to become as standard as Wi-Fi passwords.

Because in a world where almost anything can be simulated, a real connection has never been more valuable, or more strategic.

2026 will be the year the PR industry moves from storytelling to story steward-

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FEATURE

The four most important relationships in PR Relationships aren’t the product in public relations. They’re the process.

By Dustin Siggins

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any PR professionals brag about media relationships. They sell entire campaigns on the basis of who they know, conveniently leaving out the fact that public relations is built on much more than deep friendships. After all, your best buddy in the UK tech trades isn’t going to cover your American-based paint company’s new franchise location, no matter how many times you’ve had dinner together.

At my company, we prefer to follow the money and focus on two relationships that are far more important and set the foundation for media friendships as well.

Clients/management The most important relationship is with the person or organization paying the bills.

First, because if they don’t trust you, you’re out of a job. Second, because trust is the foundation to getting the stuff on which PR actually runs: data, subject-matter experts, clear points of contact and access to decision-makers.

Building that relationship starts with setting early expectations. Ask important and insightful questions to gather key information while also being transparent about timelines, likely outcomes and the uncertainty baked into earned media. Once they see you’re part of the team, it’s time to refine core narratives, identify credible voices and secure introductions to subject matter experts.

Only then can you develop and send media pitches that matter. None of it is fast, but all of it is necessary to build the most important relationship in PR. And when any of these steps are skipped, disaster ensues.

“A strong partnership requires both parties to work toward the same goal,” said The Colab CEO Lizzy Harris. “Client relationships deteriorate when one or both parties aren’t aligned, or if either party is working toward a different set of goals. I see this a lot with PR agencies that want to land new business. They overpromise in the pitch and underdeliver down the road, and the relationship falls apart.”

Team The second-most important PR relationships are those with the team, both inside and outside the communications function.

Most professionals can manage a project or two independently. Doing it well, repeatedly and at scale is impossible without the right people around you gathering information that creates impactful narratives.

Strong teams are built by putting the right

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people in the right roles, not jamming folks into the wrong seats. It also requires a culture that works for you. At my company, we’re fully remote, don’t care when people work and focus on outcomes instead of hours. Because no leader can see all angles, we also encourage dissent, which produces better strategies, fewer mistakes and more relationships among everyone.

Dave Dziok, Managing Director of agency Narrative Strategies, said: “We’re very intentional about protecting the culture that made us successful in the first place.

That means clear expectations, transparency and giving people real ownership over their work. Growth only works if your team feels trusted, supported and connected, and that’s something we treat as a strategic priority, not an afterthought.”

Stephanie Roberts, Chief Comms. Officer with Hitachi Industrial Equipment Systems, takes a similar approach to ensuring that the comms. function is integrated into all other company functions. “PR works best when relationships with allies are built as real working partnerships, not treated transactionally or as checkpoints in a process. Investing in trust before a campaign creates shared ownership, sustaining it during execution supports better decision-making and continuing those relationships afterward can turn a single campaign into long-term impact.”

Media Once your team has earned the client’s trust, it’s time to think about how you’re treating reporters, editors, producers and other media gatekeepers. Are you a PR pro worth getting to know, or are you a hack?

“Every day, my inbox is bursting at the seams with a lot of spam, newsletters and off-topic pitches,” said Joanna Fantozzi, Senior Editor at Nation’s Restaurant News. “It really helps to be able to scan for names of publicists I recognize and trust. These people know my beat well, read my publication and know what I’m looking for in both daily news stories and long-term interviews and features. Conversely, I can reach out to them with interview or comment requests and know that I’ll get a timely response.”

Chase, head of PR at Metatheory, agrees.

“Who you know in the media matters because reporters often include sources they trust as informal sounding boards: people who share useful industry insight beyond their own company or client. Those conversations can shape stories long before a pitch

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is ever written.”

To restate the opening of this piece: It’s dishonest to sell relationships as the product of public relations instead of the process.

All PR professionals know that the three Ts matter far more: the right Topic, at the right Time and from someone with the right Title.

But do media relationships matter? Yup, which is why they make the top three in PR. Internal and external allies Many firms talk about their relationships with the media. At Proven Media Solutions, we pride ourselves on knowing sources, experts and authors—the people whose names, expertise and credibility carry weight with audiences. That distinction matters. Rather than positioning organizations as the loudest voice in Dustin Siggins the room, we help credible authors write op-eds grounded in their own skills and experience, then place those pieces in relevant outlets.

Zoom out, and this approach scales well beyond bylines. Investors, customers, analysts and operators are great business voices. Clinicians, patients and inventors bring trust that hospital administrators cannot. In public affairs, it’s often the policy nerd and the average Jane who make the biggest impact.

“The most effective campaigns create a surround-sound approach that reaches decision-makers through PR, lobbying, grassroots mobilization and strategic coalition-building,” said Katie Boyd, Managing Director at CGCN, an advocacy and strategic comms. firm. “An integrated campaign creates the impetus for action and the credibility needed to shape policy outcomes.”

Follow the money Media relationship debates are catnip for PR professionals. But the most important relationships follow the money by getting decision-makers to sign off on budget, authority and campaign execution.

“Having led communications inside large, complex organizations, trust comes from showing sound judgment early and communicating directly and honestly from the start,” said Sarah Groves, Marketing and Comms. VP at Concentra. “When executives feel confident that you understand both the strategy and the reputational stakes, partnerships move faster and deliver real impact.”

Dustin Siggins Founder of Proven Media Solutions. 

FEATURE

Crisis as strategy: why reputation is the path to resolution Reputation isn’t a byproduct of crisis management. It must guide strategy.

By Gil Bashe

C

risis management is too often misunderstood as a test of tactical agility.

What to say, when and how to say it.

That framing isn’t only incomplete, but it’s also dangerous. A crisis isn’t primarily a communications challenge, nor is it simply a legal exposure to be minimized. It’s a defining leadership moment when trust is tested across every stakeholder relationship that sustains an organization. How leaders navigate that moment determines whether a crisis ends with their reputation intact or tainted.

In many organizations, crisis response often defaults to legal leadership. This is understandable. Liability must be assessed.

Risk must be mitigated. However, when legal strategy becomes the organizing principle rather than one input among many, the organization often slips into defensive or offensive modes. The narrative evolves one exchange at a time, driven by the need to counter an allegation, correct the most recent headline or blunt the next escalation.

When crisis strategy disappears At that point, crisis management shifts from strategy to sport. It becomes tit for tat.

Claim for rebuttal. The endgame fades from view, replaced by a cycle of blocking and tackling. What feels like vigilance internally often appears externally as tone deaf.

This is where risk compounds not only because of the original issue, but also because the process itself begins to undermine corporate credibility. Stakeholders rarely judge organizations by what only went wrong. They judge them by how they behave once something has gone wrong. A prolonged cycle of rebuttal, however accurate, signals an organization locked in combat rather than committed to resolution—to its business mission. Over time, reputation is worn down not by a single misstep but by the accumulation of defensive behavior.

Most crises don’t end in courtrooms. They end when stakeholders decide whether leadership understands the impact of what has occurred, respects those affected and is capable of moving forward. Litigation may be unavoidable in some circumstances; however, it’s rarely the desired finish line.

Resolution is. Reputation is what carries an organization to that resolution or keeps it trapped in conflict.

Conflict extends coverage—and crisis The modern crisis environment amplifies this dynamic. Crisis is personal. Digital platforms, real-time commentary and declining

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institutional trust have collapsed the distance between companies and individuals.

Employees experience crises as reflections of leadership values. Customers interpret them as measures of character. Investors read them as signals of governance strength or weakness. Regulators assess credibility and seriousness. Journalists aren’t merely reporting events; they’re shaping narratives.

And conflict fuels those narratives.

Media organizations aren’t neutral participants in crisis dynamics. Escalation sustains attention. Each new development justifies another headline, another update, another angle. When an organization allows a crisis to devolve into confrontation, it inadvertently feeds the very news cycle that prolongs scrutiny. The more a dispute can be framed as ongoing, unresolved or adversarial, the more oxygen it receives.

This doesn’t suggest bad faith on the part of the media. It reflects incentives. A crisis steadily moving toward resolution is less compelling than one that continues to simmer. Organizations that mistake constant rebuttal for progress often find themselves starring in a long-running narrative they no longer control.

In this environment, silence is rarely neutral but neither is perpetual response.

Carefully hedged statements, procedural explanations and crafted denials may satisfy legal requirements while eroding public trust. When every communication feels like positioning rather than purpose, audiences conclude the company is more focused on winning exchanges than solving problems.

Reputation is the strategy, not a byproduct This is why the belief that crisis success lies in clever tactics is so corrosive. Tactical brilliance may buy time or secure a window of gratification; however, that’s not a strategy. When tactics replace intent, organizations become trapped. Each response creates the conditions for the next challenge.

Each challenge justifies another response.

The cycle sustains itself and reputational damage escalates.

Resolution begins when leadership reclaims the narrative from the process itself.

That requires clarity about the endpoint.

What does success actually look like? Is it restoring employee confidence? Rebuilding customer trust? Stabilizing investor sentiment? Resetting a regulatory relationship?

It’s a combination of all these, yet without an agreed destination, organizations tend to drift.

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Reputation isn’t a byproduct of effective crisis management. It’s the central strategy. A reputation-centered approach forces leaders to look beyond the headlines and ask what stakeholders need to believe for the organization to move forward. That question reframes decisions. It doesn’t eliminate legal considerations; it prevents them from dominating at the expense of credibility.

This is also why communication must be present at the moment the strategy is formed, not after positions have hardened.

When communicators are brought in late, they inherit decisions that have been optimized for defense. When they’re engaged early, they help leadership anticipate perception, test assumptions and assess whether Gil Bashe a given action advances resolution or prolongs conflict. A decision that’s legally sound and reputationally based is strong.

Crises rarely unfold in straight lines. New information emerges. Narratives evolve.

Leadership’s role isn’t to win every exchange; rather, it’s to maintain direction.

That requires resisting the gravitational pull of tit-for-tat engagement, to avoid feeding news cycles that benefit no one except those invested in ongoing conflict.

The language of crisis too often defaults to a defensive stance. Stakeholders respond far more constructively to responsibility than perpetual rebuttal. Responsibility doesn’t mean conceding fault beyond fact. It means acknowledging impact, demonstrating seriousness and committing to change. This shift from defense to leadership interrupts escalation. It deprives conflict of oxygen and reorients attention toward resolution.

Crisis management isn’t a PR exercise. It’s a leadership test. It reveals whether leaders can resist short-term skirmishes in favor of long-term trust. The art lies in protecting one’s reputation and maintaining relationships with stakeholders, who determine whether an organization can move forward.

In an era where conflict sustains coverage and reaction fuels risk, organizations that treat their reputation as a strategic asset and crises as moments to demonstrate ability are far more likely to reach a resolution. They arrive not by outmaneuvering critics or outlasting headlines, but by staying focused on the endgame, choosing credibility over cleverness and responsibility over retreat.

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

FEATURE

Proactive cyber preparedness Keys to building a communications plan that successfully prepares companies for a cyber incident.

By Lauren Odell, Michael Landau and Ashley Grund

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he prevalence of disruptive and costly cyber incidents has been growing in recent years as hacking groups become increasingly sophisticated in their use of advanced technology and aggressive, deceptive tactics. Cyber criminals are adept at stealing and exfiltrating data, embarrassing companies, taking down applications and causing significant business damage.

As such, cybersecurity is a top business risk that keeps security leaders, boards and C-suites up at night. This raises the urgency and importance of having a proactive plan to effectively manage a cyber incident before it hits. Often, the focus of preparedness is on the technical aspects. While these elements are critical, many organizations tend to overlook the important role of communications both before, during and after a breach.

In the last six months alone, there were a number of data breaches at large organizations, including The University of Pennsylvania, Microsoft SharePoint, Kering, Jaguar Land Rover and the Washington Post.

The numbers were further exacerbated by the U.S. government shutdown in October 2025, which saw an approximate 85 percent increase in cyberattacks compared to September.

The stakes are high, both financially and reputationally. In 80 percent of cyber incidents investigated by Microsoft’s security teams, attackers sought to steal data for ransom. In addition to financial impact (loss of revenue), there are also severe reputational consequences. A company’s response is put under intense scrutiny by the media and key stakeholders, including employees, customers and regulators. Public companies have additional important considerations, such as SEC reporting obligations and policies with making a ransom payment.

It’s a question of when—not if—a cyber breach will occur. Communications professionals, who are often the first line of defense, sit at the nexus between several key organizational functions and are well-positioned to be a proactive, strategic partner. Comms. leaders can bridge the gap between different areas of the business, identify weaknesses in plans and assemble a team to ensure readiness to manage a potential breach.

Here are four keys to building the foundation to successfully prepare for a cyber incident.

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Assemble a core team and identify key advisors A simple but often overlooked step is identifying and establishing the key players who should be involved in the preparation phase and identifying roles and responsibilities for these individuals in the event of a cyber incident. While the group will look different at every company, it should, at a minimum, include leaders from each line of business, select members of the C-suite and the legal team, including the General Counsel and lawyers who handle SEC reporting obligations. Some companies may choose to involve the CEO in preparation conversations or align first and then brief the CEO and Board members.

The team should select a leader in the event of a real incident and discuss an appropriate meeting cadence—doing this in the preparation phase will help with coordination and developing a clear understanding of roles.

In addition, the core team should define and disseminate core principles to guide the company’s approach to managing all aspects of a cyber incident—such as protecting reputation over business performance—to ensure alignment and provide a structure for addressing key considerations.

In the planning phase, it’s helpful to identify the external advisors who would be involved in a potential cyber incident, as this can be more difficult to do in the moment.

This includes outside communications advisors and legal counsel, cyber insurance carriers and forensic accountants.

Map key stakeholders Effective stakeholder mapping ensures no constituency is overlooked in a crisis while providing the communications team with clear pathways to reach each group.

It’s important to consider who the stakeholders are, how they normally receive communications, anticipated questions, mandated disclosures and main messages.

In the event there isn’t an established medium to reach a specific stakeholder group, the business can identify this and stage an appropriate channel or venue to communicate with this group.

Mapping key stakeholders will help identify others that might need to be brought into the fold, highlight potential challenges/sticking points and inform key parts of the communications plan.

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Develop a communications scenario plan Given the likelihood of a cyber incident occurring, it’s imperative that companies have a communications plan—contemplating several different scenarios—that could be activated quickly. It’s likely that most companies have a cybersecurity plan from an IT perspective, but it’s paramount that there Lauren Odell is a full user-friendly plan that includes stakeholder messaging, key constituent communications and channels used, media statements and contact information for team members.

Ideally, this would also be reviewed by the core team so there is a solid Michael Landau foundation to build on during a real incident.

While it’s impossible to predict exactly how a breach could unfold, doing the critical work beforehand to develop a detailed communications plan that has buy-in from all key decision-makers will go a Ashley Grund long way to providing clarity, comfort and stability for senior management.

Stress-test response and align on decision points in a tabletop exercise The most actionable way to test preparedness is by simulating a live incident in a tabletop exercise. These exercises are effective in identifying gaps in the company’s response strategy, aligning as a group on key decision points and establishing a holistic incident response and communications plan that the company can quickly put into motion in a real situation.

The exercise should be as realistic as possible, surrounding a breach, exfiltration or ransom note and should target a specific platform or product that the company uses for critical business operations. Public _ Continued on next page

How power is shifting in PR We’ve arrived at an inflection point in the public relations industry, where the momentum is shifting from PR conglomerates to smaller specialists that embrace change and integrate new technologies quickly.

By Peter Harris

T

his year, it became clear that the future of the public relations industry will be very different from its past.

Momentum is shifting from PR conglomerates, which have dominated the industry for decades—growing ever bigger and more powerful—to independent, smaller specialist agencies. This is great news for clients who will reap the benefits.

A bold statement, but I’ve experienced both worlds. For more than 25 years, I worked at and ran some of the largest and most prestigious public relations firms, managing big teams in sprawling offices around the world. But for the past eight years, I’ve led my own agency, with clients in industries ranging from telco and tech to financial services, professional services and energy. Many are mid-cap and large-cap public companies, while others are startups that are changing the world.

I left Big PR because I believed it was possible to do more with less. I was tired of all the time I had to spend dealing with the red tape, operational obstacles and financial pressures tied to new business and profit margins. Most importantly, I was convinced that it would be possible to build a team of senior-level professionals and specialists who have phenomenal relationships and expertise and would deliver superior results—faster and at a fraction of the cost.

So, I founded The Harris Agency in 2017.

In retrospect, it was a great time to take the plunge. Not only was our remote-work model built for COVID and this new world

we’re in, but technology was also levelling the playing field for smaller PR firms by providing affordable tools for content creation, media monitoring and analytics. Cloud-based platforms were enabling small firms to provide services equal to those of big agencies.

We eagerly adopted all of it. At the same time, the media landscape was undergoing a significant transformation. Legacy media was shrinking while new forms of social media exploded in popularity. This fast-evolving environment called for small, creative, flexible teams—not the legions of “arms and legs” that large agencies offer.

Which brings us to 2025, an inflection point for the PR industry (and probably every industry). It became clear this year that the maturation of AI represents an unprecedented force multiplier for PR agencies. I’ve seen it in action at my own firm.

A combination of seasoned pros and rising stars, our team has embraced AI with a purpose. We use it to research companies, industries and important issues as well as to develop insights and points of view. Unleashing the creativity of our team, AI perfectly complements the humanity and personal touch they bring to every account.

Those technological advances keep coming. The latest is Agentic AI, a type of artificial intelligence that can plan and act on its own with appropriate human guidance. In addition, we’re hearing more about Small Language Models, which are narrower and more specialized than large models and can run on inexpensive hardware. To-

gether, Agentic AI and SLMs will serve as team members that automate many tasks so humans can focus on creating strategies and strengthening relationships with the most influential media, influencers and thought leaders in the world.

This is something AI can’t replicate.

Looking back on the past eight years, I’m proud of what we’ve Peter Harris accomplished.

Our work has helped the most admired companies in the world win new business, bolster their reputation as thought leaders, position themselves as innovators, win major awards and navigate through sensitive issues. Moreover, to ensure that client budgets go towards talent— not real estate leases or other holding company costs—we’ve remained fully remote.

No return to the office for us.

As successful as we have been, I’m even more optimistic about the future. I believe the coming years will be good ones for specialist agencies like ours that can integrate new technologies quickly and operate without the bureaucracy and overly hierarchical management structures emblematic of many large businesses.

Minimizing waste and maximizing results, the specialist PR agency is looking bigger every day.

Peter Harris is Founder and CEO of The Harris Agency. 

PROACTIVE CYBER PREPAREDNESS

stance on communications as well as legal and ethical matters.

The tabletop exercise can also help surface any perceived weaknesses in the company’s current strategy and close gaps in the current plans. Following completion, companies will be better positioned to utilize the materials, plans, assets and programs in place—there should be a regular cadence of the group meeting again to evaluate any changes and to stay in contact on this topic.

Looking ahead, companies should expect a proliferation of financially motivated attacks, including data theft, extortion and ransomware this year, according to Google Cloud Security’s Cybersecurity Forecast

2026. However, there are several ways that the communications function can bring people together to prepare the company for a cyber incident. In partnership with other areas of the business, communications professionals can move the needle on shaping a plan and bringing key decision makers to the table. At the end of the day, leaders will sleep easier knowing that there’s a well-developed plan and strategy at the ready.

Lauren Odell is Partner at Gladstone Place Partners. Michael Landau is Senior Vice President at Gladstone Place Partners.

Ashley Grund is Vice President at Gladstone Place Partners. 

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company leaders can have conversations around the materiality of information breached, timing for alerting key stakeholders and regulatory requirements regarding disclosure.

A tabletop exercise creates the space for testing the team’s collaboration, ability to make quick decisions and discuss the thornier issues that may come up in a real situation, including a ransom payment.

It forces conversations on the company’s

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FEATURE

Be on the lookout for crisis pretenders How to tell whether you’re dealing with a crisis firm or simply a “PR firm that does crisis.” “

By Maria Stagliano

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here are PR firms that do crisis, and there are crisis firms that do PR. We’re the latter.”

This was a clever bit of salesmanship spoken during a pitch call, my first week with an internationally recognized—and now defunct—D.C.-based crisis shop several years back. And while it may have been intended as “pitch-speak,” its nonetheless lasting message has stuck with me throughout my time working in the very rarified world of true crisis communications.

The more I’ve come to live in the world of crisis while observing the “regular” PR world, the more I’ve come to realize the importance of understanding what makes a crisis firm a legitimate, reliable force for reputation restoration and preservation, versus some of the posers out there who offer “crisis” as an off-to-the-side service area.

Crisis has become the sexy add-on service that just about every PR firm claims to specialize in, most especially post-COVID. Every PR shop that helped a client through the COVID era felt entitled to add “crisis” to its offerings without having real experience in the practice, beyond the crisis we all collectively went through during the global pandemic.

When companies are facing major threats that can affect their reputation, employee morale, financial posture or public trust, it’s critical they’re able to identify the very best PR firm that fits their needs: a crisis firm.

And true crisis firms are much rarer than PR firms that add marked-up real-time media monitoring services to their engagements and then declare themselves fit and ready to handle the worst-of-all possible unfolding situations.

Everyone wants to claim they do crisis, but let’s be realistic: If you’re spending the majority of your day writing puff pieces and press releases, while pitching clients as thought leaders to reporters, you’re not a crisis PR firm. If you’re spending your days brainstorming ways to get your client in the news, reaching out for the tenth time to the same reporter who hasn’t shown any interest, you’re probably not a crisis shop.

Now, if you spend the majority of your day offering strategic PR counsel to executives, coordinating with law firms and having on- and off-the-record discussions with reporters to correct public falsehoods, you’re most certainly a crisis PR firm. You understand how to manage corporate egos, balance relationships with competing inter30

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ests and sometimes—and quite necessarily—act as a therapist for a client when they just need someone to listen and hold their hand through a stinging situation.

Crisis PR firms aren’t—and in most cases can’t be—your “yes men.”

Sure, the everyday PR practitioner who writes puff pieces masked as relevant, newsworthy takes on current events to promote their client’s likely very peripheral attachment to a day-of news story is likely to give little pushback to their clients to keep them consistently happy. And this is exponentially truer today, as earned media only gets more difficult to navigate. But in a crisis, that’s the last thing you want. Even when you think you want it.

People and organizations hire crisis firms because, much of the time, they recognize that they simply don’t have the right instincts to cope with an unknowable, fast-breaking situation. Or, similarly, they doubt their instincts.

Emotions are always involved, even for the most unemotional, icy-veined corporate titans, in the midst of a real crisis and sometimes those under the glare of a hot spotlight feel a false, but still very immediate sense of urgency to say more than they should to alleviate the pressure they’re experiencing.

This is where and why crisis firms become so critical and valuable. The “outside the fishbowl” perspective is what crisis firms start with when a new matter comes through the door.

Crisis practitioners replace hot emotion with cold strategy. We see situations objectively and clearly, and with hundreds of previous crises to reference, we have enough precedent and experience on hand to start repairs with immediacy. We understand how to say no to a client. We push back constructively, in favor of serving our clients’ best optical and legal interests. We speak to boards of directors and C-Suites with calm authority, providing timely updates and explaining what they can most likely expect to experience in the days and weeks that follow a media revelation, external adversarial activity, a lawsuit or an investigation and eventual indictment.

And thus, based on experience, and having run similar scenarios over and again via related and unrelated matters, we bring clarity and predictability to the fast-breaking unknowable situation that had the client call us in the first place. With the clar-

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ity comes balance, and with balance comes emotional stability. And with emotional stability, control returns. That’s our superpower.

When I went into crisis, I thought I was entering a fast-paced, highly stressful, allhands-on-deck, hair-on-fire environment.

A bit like a newsroom, really.

But, I came to learn, it was all quite the opposite. A crisis is someone else’s worst day, not ours. We aren’t paid to panic, and we don’t have to feel the panic. We are paid to be the calm in the storm and help guide the client’s ship to safe harbor.

So, how do you know if you’re dealing with a Maria Stagliano crisis firm? Here are a few telltale signs that differentiate a crisis firm from a “PR firm that does crisis.”

No client name dropping or case studies What I’ve learned about true crisis PR firms—the ones doing the highly sensitive work—is they don’t talk about it. And in some instances, for the sake of propriety and confidence, they can’t talk about it. Some of their best work will never be known because it never reached the public eye. Crisis PR teams are in the “war room,” so to speak, with their clients, offering real-time advice and quickly pivoting to put out—or predict—the next fire. They’re not writing case studies or boasting about those clients in their marketing and advertising.

Unless asked by a client to serve as a spokesperson during a crisis, there might be no way of knowing a crisis PR team was ever involved in a matter.

Deep bench of legal expertise and law firm connections Crisis PR pros often have deeper ties to law firms than media outlets. Based on the nature of crises, the work often intersects with legal ramifications. Whether it’s a data breach, an intellectual property dispute, an unanticipated executive exit, a DEI issue, filing for bankruptcy or any number of common issues we’re called in to handle, legal will always be involved. If you’re a true crisis PR firm, lawyers won’t be the enemy of good communication. They’ll be an asset and an ally in determining the safest path forward for the client, walking the fine line between transparency and liability. Healthy relationships and understanding between crisis experts and law firms are essential to balancing legal protection with stakeholder management. _ Continued on next page

Applying the crisis playbook to affordable housing veryone wants the development of more housing—until it has an address.

That’s what our team has learned in our years supporting nonprofit and for-profit developer clients that have mobilized in response to a persistent housing crisis. Fighting opponents of new housing—mainly neighborhood advocacy organizations that block new development in the name—often falsely—of the environment, traffic and “preserving the fabric” of a community—requires its very own crisis communications playbook.

The NIMBY (Not In My Back Yard) forces are powerful and often win in city and town halls. A law enacted several years ago in Massachusetts requires communities where public transit facilities and services are sited to upzone to enable more multi-family housing near those subway and commuter rail stations and bus routes. The law was a rational response to decades of underbuilding that has resulted in many young people not being able to afford homes across the densely populated eastern part of the state.

Without such an intervention, young people leave and the region loses its vitality.

Communities that refuse to comply lose state grant funding and other resources.

Several communities vigorously fought the law. One town even made the decision not to comply with the state’s Supreme Judicial Court.

Our firm’s HousingLab was launched in 2024 to support the creation of more housing while helping our clients to live their mission and achieve their goals. We have seen all kinds of opposition to temporary and permanent housing—from public officials deliberating on the idea of closing roads to prevent people from accessing a family shelter site to local citizens urging the removal of trolley service to exempt the community from the new state law. These are harsh tactics, and communicators must

always be a step ahead to secure approval of a new project.

We took some key learnings from the hundreds of crises our firm has managed for over two decades and adapted them to tackle this fierce housing challenge.

Below are five key strategies that we deploy to get good, well-designed, quality housing developments built.

Media relations is at the core of your efforts. Your opponents will be advocating for their position with the media, so it is important that your media strategy includes regular outreach to key journalists. This includes both official news on the project, from the day it’s announced—after local officials have been briefed—as well as oneon-ones between the developer and reporter. When reporting contains misstatements from project opponents, it’s important to set the record straight with journalists and ensure that they have the key facts to avoid continued reporting of misinformation.

Embrace the facts. The NIMBY contingent thrives on making noise, often because they don’t have the facts on their side. They will overstate the impacts of a project, distort data and even create their own renderings that are wildly out-of-scale. Proponents for projects must continuously assert the facts, both in talking points and in a fact sheet, so that journalists and the public can better understand what the project truly represents for their community.

Create a microsite. A microsite—a smaller-scale website focused only on the project and not on the housing organization or developer—is yet another tool for advancing a project. Public-facing documents like a press release, renderings, the fact sheet and an FAQ can all be shared through the site, and a contact button or form creates an additional way for the public to ask questions, express concerns and get answers. People can also submit their email address for reg-

ular project updates. Where opponents tend to deploy their tactics through social media channels, particularly Facebook groups, a microsite is a single, credible destination for facts and information.

Process matters. While preparation and planning help organizations resolve crises more quickly and with less damage, the same applies to housing organizations and developers with respect to their external processes. Those that embrace neighbors through community meetings where they share plans and open up a communications channel are less likely to face strong opposition from the get-go. Sitting down with abutters and walking them through the David A. Ball project and its benefits, and seeking input, can make the permitting and approval path much easier.

Make accommodations where feasible.

Rather than letting the perfect be the enemy of the good, those trying to build new housing should consider accommodating project opponents where it is practical to do so.

While projects always need to “pencil out” and thus there is a threshold for size and density, changes to landscaping, lighting, parking and exterior design can demonstrate a good-faith effort to meet opponents in the middle and show local officials that the dialogue around a project is a two-way street.

We have a housing crisis, and the answer is to build more homes. We have found that while NIMBYs have the capacity to delay projects until they meet their demise, there are people in the community who want to support and help solve the housing crisis.

Our housing communications playbook aims to overcome local concerns, meet the moment and get more housing built.

Future generations are counting on us.

David A. Ball is President and Founder of Ball Consulting Group, LLC. 

BOLO FOR CRISIS RESPONDERS

being as transparent as possible with clear expectations set regarding how much information you can share. Real relationships with reporters are built on trust, not by asking for a handout from some business reporter to write about your client’s “new and exciting product,” or including them as a subject matter expert on a tangentially related field to the reporter’s story. That’s how you get marked as “spam,” or your name becomes ignored in an inbox full of similar pitches from every junior PR looking to hit their media placement KPIs.

The purpose of saying all this isn’t to bash the everyday PR pro, who indeed plays a vital role on behalf of their clients. I do, however, want to emphasize the importance of understanding the type of firm you’re working with—and why and when you need to hire them. Each serves different purposes, and it’s easy to be tripped up when virtually every PR firm out there claims to “do crisis” work. Choose wisely, for your own sake.

Maria Stagliano is Senior VP of Crisis & Corp. Comms. at Blue Highway Advisory. 

Communications strategies to build more housing of all kinds.

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_ Continued from page 30

Non-transactional reporter relationships Any good PR pro relies on a handful of trusted journalists they can turn to for fair coverage. But typically, with crisis clients, the client either doesn’t want to be in the news, or reporters are approaching the client due to the newsworthy nature of the present circumstances. Typical exchanges include offering on-background information, providing timely, substantive responses and

By David A. Ball

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FEATURE

Leadership crisis prevention strategies Why crisis situations typically start with a decision, not a mistake.

By Monica Marshall

C

ompanies are navigating a shifting and, at times, disorienting business and policy landscape. Tariffs and trade, regulation, affordability, immigration, sustainability, healthcare, supply chains and national security are no longer discrete debates happening in boardrooms.

These debates are taking place in airports and coffee shops, on social media platforms, at community meetings and more.

For corporate communicators, this means the stakes have rarely been higher, because issues escalate faster than context can be provided or alignment can be achieved.

Strong communications planning will set an organization up for success, build trust and alignment long before issues arise. However, even the strongest plans are tested when a crisis hits. Unfortunately, today, many organizations still approach crisis communications as a response function, something activated after controversy erupts. Crisis teams are brought in to write a statement, while headlines are forming and social media reaction is accelerating.

By then, often the damage has been done.

That’s why crisis communications must be understood as risk management, one that begins well before a message is drafted or a holding statement is approved. The most damaging crises are often the result of incomplete risk intelligence, internal misalignment or decisions made without fully accounting for reputational impact.

This is where artificial intelligence is beginning to change the equation. The real value of AI in crisis prevention isn’t just speed—it’s anticipation. AI tools can identify subtle narrative shifts, assess reputational risk with advanced influencer and partner vetting and simulate how different groups are likely to respond before ideas go public with custom audience GPTs. Used effectively, this allows organizations to confront potential backlash as a strategic scenario, not a live crisis.

So, how can leaders navigate these high-pressure situations effectively? Here are three essential tips for managing a crisis: Internal clarity Organizations that lack clarity about who they are, what they stand for and how much risk they are willing to absorb are far more likely to default to reactionary messaging.

Under pressure, messaging that often appears inconsistent, opportunistic or incoherent are exactly the signals that erode trust during moments of scrutiny.

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Communications leaders play a critical role in driving this clarity. Their responsibility isn’t just to craft messages but to ensure that an organization’s positions, boundaries and decision-making frameworks are understood across leadership teams before external pressure mounts.

Correct misinformation Real-time monitoring across social platforms will allow you to detect issues early, but don’t assume you will respond immediately or even at all. However, if you do respond, create platform-specific responses and recognize that platform algorithms and moderation policies can amplify or defuse crises.​ Leverage AI for monitoring, translation and scenario simulations but guard against AI generated disinformation and deepfakes that can inflame crises.​ Anticipate risk Organizations that invest in innovative tools and approaches that anticipate risk and inform decision-making can more easily align on strategy before the pressure hits.

Policy risk intelligence: Organizations can tap into AI tools that actively model how policy developments could evolve into reputational or commercial threats.

Early-warning systems that combine policy tracking with media signals, stakeholder sentiment and enforcement activity can identify emerging issues before becoming mainstream. AI-assisted issue modeling helps teams assess how quickly an issue could escalate, which audiences are likely to react and where intervention could be most effective. Cross-market risk scoring tied to legislative and regulatory calendars enables leadership to prioritize the issues most likely to collide with business strategy.

Scenario planning and decision stress-testing: Organizations need to run scenarios that test how messages might land across audiences. These simulations don’t aim to eliminate risk but to clarify tradeoffs: where reputational exposure is acceptable.

Narrative-to-policy alignment: Organizations should establish a unified narrative that connects corporate communications, public affairs and government engagement.

This ensures that messages delivered to customers, employees and the media reinforce positions advanced with policymakers and regulators. During fast-moving policy moments, rapid alignment processes enable teams to adjust messaging in real time

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without creating internal confusion or external contradictions.

Stakeholder influence mapping and activation: Power mapping is critical to identify policymakers, regulators, NGOs, industry coalitions, media voices and third-party validators who can accelerate or derail an issue. Engagement strategies can be tailored by audience and channel, recognizing that credibility is built differently with each group. In many cases, coalition-building and the activation of trusted third parties play a more decisive role than direct corporate advocacy, helping organizations engage in sensitive issues without appearing self-interested or performative.

The question facing organizations today isn’t whether a criMonica Marshall sis will emerge, but whether leadership will recognize it early enough to shape the outcome. As policy debates, social dynamics and business decisions increasingly play out in public, the margin for error has narrowed. Silence is scrutinized, speed is demanded and missteps are amplified.

In this environment, crisis communications is no longer a reactive discipline or a tactical response. It’s a leadership function, one that requires foresight, internal alignment and a clear understanding of risk.

Organizations that treat it as such will be better positioned not only to withstand disruption, but to earn trust when it matters most. Those that don’t will continue to find themselves responding to events they no longer control.

Monica Marshall is Managing Director and Head of Ruder Finn D.C.  PR brief

C Street sweeps up Roomba Chapter 11 C Street Advisory Group handles iRobot Corp as the marketer of the Roomba autonomous vacuum cleaner files Chapter 11 after being squeezed by cheaper competitors.

As part of the restructuring agreement, the Bedford, MA-based company will be acquired by its contract manufacturer Shenzhen Picea Robotics of China.

Since its 2002 launch, iRobot sold more than 40 million Roombas. Amazon offered to buy iRobot for $52 per share in 2023, seeing Roomba synergy with its Alexa smart speakers and Ring doorbells. Due to European Union pushback, the $1.5 billion deal collapsed. iRobot currently trades for $1.30 per share.

FEATURE

Predictions for the PR M&A marketplace in 2026 For public relations agency owners planning to sell, preparation and investment across several key areas will yield the highest valuations and exit terms in 2026.

By Rick Gould

I

n the 2026 marketplace, the public relations industry is entering one of the most consequential periods of transformation in more than a decade. Agencies that prepare fully and properly across three core dimensions—Financial, Operational and Strategic—will not only justify the highest valuations, they’ll also secure the most favorable exit terms. Preparation has always mattered, but in 2026, it will be the dominant driver of value, risk reduction and deal certainty.

Financial readiness continues to be the first major differentiator. Buyers in 2026 are intensely focused on the quality of earnings, revenue predictability and the stability of client portfolios. Agencies with strong EBITDA margins, recurring retainers, diversified client concentration and disciplined financial reporting will stand out clearly from peers who have relied too heavily on top-line growth alone. Clean financials are no longer a “nice to have”— they’re a prerequisite for premium valuation. Firms that show disciplined profitability across multiple years will see multiples rise, while those with volatility will see discounts or extended earn-outs.

Operational excellence is emerging as the second major driver of valuation. In 2026, buyers are taking a deeper and more technical look at how agencies run. Leadership depth, documented processes, utilization rates, technology integration and staff retention strategies now play a direct role in how deals are priced and structured. Agencies that operate with clarity, predictability and transparency will attract more buyers and stronger offers. Operational inefficiencies, on the other hand, represent tangible risk—risk that buyers will account for through lower upfront payments or longer performance-based structures.

Strategic positioning is the third—and arguably most important—element shaping M&A outcomes in 2026. Generalist firms will continue to struggle to command strong valuations. Buyers today want specialization: healthcare, crisis communications, capital markets, B2B tech, purpose-driven brands and integrated data-led communications are among the highest-demand segments. Specialized firms with proven domain expertise will outperform larger, undifferentiated agencies, often securing higher multiples despite smaller revenue bases. Positioning in 2026 is about clarity, not scale.

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For agency owners considering an exit, the message for 2026 is straightforward: Preparation determines outcome. Many founders believe timing the market is key to maximizing value. In reality, the deciding factor is how well the agency has been prepared long before buyers enter the picture.

Agencies that invest in succession planning, financial discipline, strong leadership teams and strategic focus will be rewarded.

Those who wait until they are ready to sell often discover that the work they postponed becomes the reason deals are delayed or discounted.

A major shift in 2026 is the evolution of earn-out structures. Earn-outs are not disappearing, but they are becoming shorter and more precise. Buyers want alignment, not uncertainty. As a result, deal structures will reflect clearer milestones, shorter timelines and more rigorous performance expectations. Agencies that show consistent year-over-year growth will welcome these terms; those dependent on a single rainmaker will find them challenging.

Private equity interest in the PR sector will remain strong in 2026, but investors will be far more selective. The era of broad roll-up strategies has passed. Today’s investors are seeking disciplined platforms with real integration capacity, specialized service lines and predictable recurring revenue. PE firms are no longer chasing volume—they are targeting long-term equity value creation. Agencies that demonstrate sustainable growth, replicable processes and strong management teams will be the ones receiving competitive offers.

Succession planning remains one of the most overlooked elements determining valuation in 2026. Many founders delay this work, assuming it can be addressed during a sale. But buyers place significant weight on leadership continuity. Agencies with second-tier managers capable of leading client relationships and driving revenue will command stronger terms and more upfront cash. Those without a succession plan will see longer earn-outs and lower certainty of close.

Another key trend emerging in 2026 is the increased scrutiny during due diligence. Buyers are more disciplined, more data-driven and more demanding. This is a healthy sign for the market, but it also means that agencies not fully prepared will face challenges. Loose documentation, un-

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clear financial practices, limited KPI tracking and informal processes will no longer pass unnoticed. Agencies that prepare proactively will move quickly through diligence; others will face delays or renegotiated terms.

The overarching theme for 2026 is that agencies must shift from reactive to proactive preparation.

The firms that thrive in this environment Rick Gould will be those that view preparation not as an event, but as an ongoing discipline. When an agency is financially strong, operationally sound and strategically positioned, the market recognizes it. Buyers recognize it.

And valuations reflect it.

For PR firm owners planning their future, the best advice for 2026 is simple: Do the work now. Strengthen your financial reporting. Develop your leadership team.

Document your processes. Sharpen your strategic focus. In doing so, you can take control of your exit—not the other way around. The agencies that prepare fully and properly will justify the highest valuations, and they will exit on the most favorable terms. That is the defining truth of the 2026 PR marketplace.

Rick Gould, CPA, J.D., is Managing Partner of Gould+Partners, a merger and acquisition consultancy specializing in the PR sector.  PR brief

WPP gets booted from FTSE 100 WPP shares have been dropped from the London Stock Exchange’s prestigious FTSE 100 index as its stock market price has plunged by two-thirds this year.

The struggling ad/PR combine has been rocked by client defections and the threat posed by AI. It also faces a rampaging Publicis Groupe and the bulkedup Omnicom following its takeover of Interpublic.

WPP CEO Cindy Rose, who took over for Mark Read on Sept. 1, has ordered a strategic review of operations following a 5.9 percent drop in Q3 revenues, a performance she deemed “unacceptable.”

In taking over the top spot, she faulted WPP for not having “gone far enough or fast enough in adapting to the evolving needs of our clients.”

WPP has been a member of the exclusive FTSE 100 club for 27 years. Its market capitalization has plunged from $24 billion in 2017 during the glory days of Martin Sorrell to $3.2 billion.

FEATURE

Being ready before it hits The new playbook for surviving a public crisis.

I

f there’s one truth that reveals itself again and again in high-stakes communications, it’s this: An organizational crisis is a certainty. Whether it’s a cybersecurity incident, a leadership controversy, a viral employee moment, or a sudden operational failure, every organization will eventually face something that tests credibility and trust.

And when it happens, you’re likely to be judged more on how you respond than what went wrong.

Consider Delta Air Lines’ massive operational meltdown in 2024. A corrupted IT update cascaded into thousands of canceled flights, stranded passengers, global disruption and reputational damage unfolding in real time on social platforms. The technical failure mattered, but what defined the crisis—and mattered more—was how swiftly, clearly and confidently Delta communicated, took responsibility, supported affected customers and demonstrated leadership under intense pressure.

Working alongside the team at Sachs Media, I’ve seen this lesson play out repeatedly.

The organizations that emerge stronger aren’t the ones who scramble in the moment; they’re the ones who decided long before a crisis hit that preparedness was non-negotiable. They built the structure to respond.

They planned. They practiced. They un-

By Katherine Maiorana

derstood that in today’s world, crisis communications isn’t a reaction; it’s a strategic advantage.

Yet many organizations still treat crisis planning as something to “get to when we have time.” Some genuinely believe they’ll improvise their way through. But the gap between incident and public judgment has collapsed to near zero. Employees won’t wait. Reporters won’t wait. The Internet won’t wait. And if your organization doesn’t respond quickly and credibly, the narrative will move forward without you.

There’s enormous pressure today to say something immediately. Silence can feel like indifference. But reacting recklessly can deepen harm and permanently damage trust.

The organizations that fare best prepare so thoroughly in advance that responding fast doesn’t feel reactive. It feels steady. Disciplined. Grounded.

Preparation is what makes speed possible.

Preparation defines decision-makers, clarifying who speaks publicly. It establishes how information moves internally when normal operations are disrupted. It builds message frameworks and runs crisis simulations. It ensures leaders understand what to say and how to lead under pressure.

Speed transforms from risk into strength.

Leaders can step forward with clarity and

B2B marketing outlays to rise in ‘26 Maarketing executives in the B2B space anticipate having larger budgets in the coming year, according to a new report. By Steve Barnes

M

ost B2B marketing execs expect percent), product marketing/marketing reto have more money to work with search and strategy (13.3 percent), and cusin 2026, according to a new report tomer marketing/retention (12.9 percent) were all fairly close behind. Event marketfrom 10Fold.

The agency’s 2026 Marketing Budget Blue- ing and channel programs slid slightly out print, which surveyed 400 U.S. senior mar- of favor, both down 13 percent from last keting executives, says that close to seven out year. of 10 respondents (69 percent) think their A large majority of respondents (89 perbudgets will increase over the coming year. cent) think that the budgets they have to However, those increases are, for the most work with in the coming year will be sufpart, expected to be rather modest. Only 10 ficient for them to meet their revenue and percent expect budgets to go up by 11 percent growth goals. or more, with 42 percent expecting a hike of Investing in AI is a major factor for parfrom five to 10 percent, and 17 percent pre- ticipants. More than half (55 percent) say they plan to use AI to scale product mardicting a rise of less than five percent.

When it comes to where that money will keting and research, with 46 percent using be spent, brand awareness and content mar- it to scale brand awareness. The imporketing are at the top of the heap. Survey par- tance of AI training is on the upswing as ticipants anticipate that 16 percent of their well, with 58 percent saying they plan to inbudgets will go toward those functions. Lead crease AI training budgets to upskill their generation/performance marketing (13.7 teams.  36

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compassion. Organizations can acknowledge reality, explain what they know and don’t yet know, outline actions underway and keep people at the center of the response. Instead of reacting defensively, they communicate with honesty, humanity and authority.

The strongest responses share essential traits: they’re timely, truthful, transparent and deeply human.

They avoid jargon and performative apologies.

They resist cold, legalistic detachment. They Katherine put people first, includMaiorana ing those harmed, those worried and those watching to see whether the organization truly lives its values.

When those qualities are missing, even manageable crises can become defining failures. We’ve all seen organizations wait too long, sound dismissive, or prioritize self-protection over accountability. But we’ve also seen organizations face extremely difficult situations and emerge with credibility intact. Not because the crisis was easy, but because their response reflected responsibility, competence and care.

Modern crisis communications isn’t about putting out fires; it’s about building resilience. It’s about equipping leaders with the clarity and confidence to respond with urgency and integrity, even when emotions run high and stakes are enormous.

Crisis is inevitable. Organizations that prepare now are protecting their mission, people and their ability to lead forward when it matters most.

Katherine Maiorana is Senior Vice President at Sachs Media. 

5 SHIFTS REDEFINING COMMS. IN ‘26 _ Continued from page 18

be the ones chasing every trend. They’ll be the ones showing up consistently with clarity, courage and conviction. They understand that trust isn’t built in viral moments but is earned through a sustained commitment to values, transparency and real connection.

For comms. leaders, it’s critical to lead with strategy, not just tactics. Build frameworks that can withstand volatility. Invest in relationships over transactions. And in an age of constant noise, remember that the most powerful thing a brand can do is show up as unmistakably—and unapologetically—human. The future belongs to brands willing to do the work of earning attention and trust, not just shaping perception.

Anna Crowe is Founder & CEO of Crowe PR. 

FEATURE

Employees see AI as positive force wo-thirds of employees (66 percent) think that AI will have a positive effect on their jobs, according to a new report from Ruder Finn.

For “Harnessing AI and Emotional Intelligence to Shape the Future of Work,” 225 people who oversee and directly work in internal communications or human resources were asked how they think various factors will affect the future of the workplace.

Only 10.27 percent of respondents thought that uncertainty about AI would have the biggest effect on their work environment. That number is far outweighed by the 24.16 percent who thought that economic uncertainty was the biggest threat or the 47.57 percent who named uncertainty about the workplace (e.g., job security, restructuring and leadership shifts) as the top anxiety producer.

More than half (57 percent) said they use AI for internal comms and HR initiatives at

least once a week, with 24 upping that rate to once a day. But, on the other side, 32 percent said they are not using AI at all.

AI was judged to be a plus when it comes to innovation (cited by 58 percent) and productivity (55 percent), but it didn’t do nearly as well in areas like employee engagement (38 percent), collaboration (37 percent) or retention (22 percent).

That split highlights one area in which AI is soften seen as falling short: the human factor. In other words, the things that AI can’t do are likely to be the things that set up employees for success. More than half of respondents (58 percent) said that skills requiring a higher EQ, or emotional quotient (innovative thinking, creativity) are more important than IQ-based skills such as technical and subject matter knowledge.

One key to making a successful transition to AI, the study says, is paying attention to AI training. Employees who have a low level of satisfaction in the training they receive

are considerably more likely to lag behind on their AI use. Only nine percent of respondents with a low training satisfaction level are likely to be “more optimistic than worried” about AI adoption. That number rises to 18 percent for those with neutral levels of training satisfaction and 35 percent for those with high satisfaction.

Despite a positive take toward AI itself, most respondents aren’t nearly so upbeat on the way their company is handling the AI transition, with 73 percent saying their employer is “not particularly effective at managing change around AI adoption.”

The study gives a few pointers on how employers can remedy that situation.

Those include developing a comprehensive change management plan; investing in training that focuses on real-world application of approved tools and continuous learning; and working to develop employees’ emotional intelligence.

“As AI accelerates innovation and productivity, leaders must not lose sight of the human drivers of engagement and culture,” said Ruder Finn CEO Kathy Bloomgarden.

“Technology can optimize how we work but it’s human empathy, communication and purpose that determine how connected and motivated employees feel.” 

2025 PR HIGHLIGHTS

Ed Reilly will step down as CEO of DGA Group during the first half of 2016.

As part of the transition, DGA names Prem Kumar, Head of the Middle East and Africa Region, President.

The Dept. of Homeland Security’s Immigration and Customs Enforcement unit is gathering information from firms interested in supporting its marketing and recruiting initiative.

The glory days of PR are coming to an end, according to a report by Davis + Gilbert. Fewer firms expect gains in revenues and profits.

Kantar Media names ex-WPP CEO Mark Read Chair of the measurement and analytics company. He’s praised for deep strategic thinking and for having practical experience in transformation.

H/Advisors Abernathy CEO Tom Johnson departs for FGS Global as head of its private capital and financial services practice. Carina Davidson, a 29-year veteran of H/Advisors Abernathy moves into the Interim CEO spot.

Grayling names former Ketchum Partner Esty Pujadas as North America CEO as part of the British firm’s expansion in the region.

The London Stock Exchange boots WPP stock from the prestigious FTSE 100 index as the shares plunge in value. The firm had been a member of the FTSE for 27 years.

Eleanor McManus, who founded Washington strategic communications shop Trident GMG, has agreed to a buyout and is selling her equity stake to co-Founders Josh Galper and Adam Goldberg.

Somalia hires Arsenal Government and Public Affairs Group to engage with White House officials. Trump has called Somalia “filthy, dirty, disgusting, Eleanor McManus and ridden with crime.

H/Advisors Abernathy handled 2025’s biggest IPO as Medline Industries raised $6.3 billion. It topped the $5.3 billion IPO by Chinese battery maker CATL. Netflix recruits Dani Dudeck as Chief Communications Officer. She was Chief Corporate Affairs Officer at Instacart, CCO at Zynga and VP-Global Communications at MySpace.

Discovery Global names Adrienne O’Hara EVP, Chief Communications and Public Affairs Officer, a newly created role.

She was SVP of Global Communications and Engagement. Discovery Global will become an independent company following its separation of Warner Bros. Discovery. 

Most employees believe AI will have a beneficial impact on their workplace, according to a Ruder Finn report.

By Steve Barnes

T

_ Continued from page 11

derlying social and economic conditions that trigger crime and violence.

Bari Weiss sells “The Free Press” to Paramount for $155 million and becomes editor-in-chief of CBS News. She gets embroiled in a controversy that involved pulling a “60 Minutes” story that was critical of Trump’s Bari Weiss White House.

Publicis Groupe reports 3.1 percent Q3 growth, bucking the downward trend suffered by its big competitors. CEO Arthur Sadoun boasts that the firm did not experience any material cuts in its marketing spend.

Public Policy Holding Company files documentation with the Securities and Exchange Commission for a listing on the NASDAQ. It already trades on the London Exchange.

WPP reports “unacceptable” Q3 financial results, says new Chief Cindy Rose.

She kicks off an extensive review of WPP’s operation to become “much simpler, more integrated and powered by data and AI.” 40

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PEOPLE IN PR

FGS Global snags H/Ad- Instacart’s Dudeck visors Abernathy CEO shifts to Netflix

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om Johnson, who has headed H/ Advisors Abernathy since 2016, has joined FGS Global as Global Head of Private Capital & Financial Services.

The newly created Tom Johnson post is within FGS’s transaction and financial communications practice.

His recruitment comes as private capital managers diversify into new asset classes and distribution channels amid heightened regulatory scrutiny and geopolitical uncertainty.

At H/Advisors Abernathy, Johnson expanded the firm’s capabilities in public affairs, digital strategy, corporate governance and research while advising a wide variety of clients.

He also served as co-CEO of H/Advisors, which is part of Havas. Johnson began his career as a reporter at CNNfn and a M&A Editor at Reuters.

Carina Davidson, who was President and a 29-year veteran of the firm, has been named Interim CEO H/Advisors Abernathy.

KKR owns FGS Global. 

Ogilvy’s Lafond takes Imre’s helm

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adine Lafond, who has been with Ogilvy Health North America for more than a decade, comes on board at Imre as CEO. Nadine Lafond At Ogilvy, Lafond most recently served as Chief Client Officer for North America and President of Ogilvy Health Canada. She led major U.S. businesses; drove growth across cardiometabolic, neurology, oncology and rare disease; and helped healthcare consolidation efforts.

Earlier in her career, she was an Account Director, focusing on healthcare clients, at ad agency TANK Worldwide.

Lafond will oversee Imre’s New York, Philadelphia and Baltimore offices and partner closely with the senior leadership team. She will be tasked with advancing the agency’s ability to deliver integrated, insight-driven solutions to health and wellness brands.  42

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etflix has hired Dani Dudeck as Chief Communications Officer, effective Jan. 12.

She will join the streamer from Instacart, where she served as Chief Corporate AfDani Dudeck fairs Officer during a more than seven-year run.

Earlier, she was Chief Communications Officer at Zynga for an eight-year stint and VP-Global Communications at MySpace for almost four years.

Dudeck will report to Netflix co-CEO Ted Sarandos, who noted that she has worked for some of the world’s fastest companies.

Netflix has agreed to buy Warner Brothers Discovery in a deal pegged at $82.7 billion.

Paramount is waging a hostile takeover bid to block that deal. 

Edelman recruits Vogt for top strategy post

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delman has named Anna Vogt, who is EMEA Chief Strategy Officer at VML, as its Global Chief Strategy Officer.

She is to work across Edelman’s network to elevate its strategic product and develop Anna Vogt platforms that spark cultural conversations and deliver measurable business impact.

Vogt began her career as a WPP Fellow before holding senior strategy roles at BBH, MullenLowe (as Head of Planning), and TBWA London (as CSO). She has worked with clients such as Unilever’s Persil/OMO, Nestlé’s KitKat, British Airways, Adidas, Dulux and Dubai Tourism. 

Former Imre president Smokler joins Avoq

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eff Smokler, who has more than 20 years of healthcare communications experience, has joined Avoq as Public Affairs Lead.

He spent 10 years at imre, where he served as president and partner and helped grow its health business from $2.5 million to more than $35 million in revenues. Smokler led

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People in PR a team of more than 200 professionals involved in agency marketing, business development, budget planning and client management.

Earlier, he held senior executive roles at Weber Shandwick and led Jeff Smokler public affairs and external communications for Blue Cross Blue Shield.

Smokler joins the D.C.-based firm from health benefits firm Gravie. As Chief Brand Officer, he oversaw marketing across channels, while leading customer insights and member communications.

Avoq is a Los Angeles-based private equity firm that invests in media, entertainment and communications companies. 

Kantar Media recruits ex-WPP CEO Read

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antar Media has named former WPP Chief Mark Read Chairman.

Miami-based HIG Capital completed the $1.1 billion acquisition of the media measureMark Read ment and analytics company from Bain Capital in August.

Read helmed WPP for seven years before being replaced by Microsoft executive Cindy Rose in September.

WPP’s stock has plunged this year, triggering speculation that is may be a takeover target. 

Meta’s ex-PA chief Clegg joins VC firm

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ick Clegg, who was Global Affairs President at Meta in a seven-year run, has joined Hiro Capital investment firm as a General Partner.

He will oversee the launch of HIRO III, a Nick Clegg fund looking to invest from $5 to $50 million in promising spatial AI, space and defense, robotics, games and longevity companies in the UK and Europe.

Clegg, who is a former UK Deputy Prime Minister and leader of the Liberal Democrats, sees an amazing moment of opportunity for the UK/Europe’s tech ecosystem. 

’s O’dwyerto guide

CRISIS COMMUNICATIONS

5W PUBLIC RELATIONS 469 7th Avenue, 8th Floor New York, NY 10018 212/999-5585 Fax: 646/328-1711 info@5wpr.com www.5wpr.com IG: @5wpr Linkedin.com/ company/5w-public-relations Facebook.com/5WPublicRelations TikTok: @5wpr_ www.5wpr.com/new Additional Office: Miami, FL Matthew Caiola, CEO Ronn Torossian, Founder & Chmn.

Robert Ford, Managing Partner, EVP, Corporate & Crisis Communications

5W Public Relations (5WPR) is a top independently owned PR firm based in New York City. Since 2003, 5W Public Relations has partnered with public and private companies, high-profile individuals, and organizations across industries to deliver strategic communications that protect reputations and drive measurable business outcomes.

5WPR’s dedicated Crisis Communications and Online Reputation Management practice specializes in helping brands prepare for, respond to, and recover from high-stakes situations that can define public perception. Combining proactive crisis planning with rapid-response execution, the team manages media relations, stakeholder communications, and digital narratives to ensure clarity, consistency, and control during critical moments.

Beyond Crisis Communications and Online Reputation Management, 5WPR serves a broad range of industries, including Consumer Products, Food & Beverage, Beauty, Apparel & Accessories, Home, Travel & Hospitality, Technology, Entertainment & Sports, Nonprofit, Corporate Communications, and Digital & Social Media. With 200+ professionals, the agency offers an integrated, results-driven approach across PR, digital, and branding, helping clients connect with their audiences and grow their bottom line.

5W was honored as one of Ragan’s Top Places to Work in Communications and recognized on

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AJB Communications Founder and President Andrew Blum.

Digiday’s WorkLife Employer of the Year list. The agency’s campaigns have also earned top distinctions, including Consumer Product PR Campaign of the Year, Business-to-Business Campaign of the Year, and Travel & Tourism Campaign of the Year, among others.

AJB COMMUNICATIONS 5 Conifer Lane Avon, CT 06001 917/783-1680 ajbcomms@gmail.com www.ajbcomms.com/ Twitter: @ajbcomms Linkedin.com/pub/andy-blum/7/689/47 Andrew Blum, Founder and President

Andrew Blum has directed PR for professional services and finan-

cial services firms, NGOs, agencies, families and individuals, and other clients. As a PR consultant, and formerly as a journalist, he has been involved on both sides of the media aisle in some of the most media intensive PR crises of the past 30 years.

AJB Communications has handled a range of crisis PR and communications and reputation repair issues as well as high-profile cases, issues and clients, including: • High-profile attorneys with clients facing legal, business and political-focused crisis PR problems.

• The son of a major real estate developer losing a lawsuit against a private school.

• The parent of one of the 20 children killed in the Sandy Hook mass shooting.

• “Man Bites Dog” press conference for a defendant in a high-profile New York City case whose conviction was overturned.

• The head of a private nursery school facing a divorce and a commercial lawsuit threatening to damage her reputation and the school.

• #Metoo men in the media spotlight.

• The criminal and civil cases of former CEO Richard Scrushy.

• The investigations and criminal cases of D.C. lobbyist Jack Abramoff (10,000 news stories written about him).

• The criminal trial of former presidential candidate John Edwards.

• Former NY Gov. George Pataki.

• Sarbanes Oxley.

• High-ranking U.S. intelligence official.

• Natalee Holloway.

• AIPAC spy case.

• Trans-Atlantic real estate fraud.

• Chapter 11 cases.

• Tobacco and oxycontin litigation.

• Hurricane Sandy and climate change issues.

• The VW emissions scandal litigation.

• New York State hospital closings.

• NY State judges pay case.

• 9/11 Memorials and foundations.

• London subway bombing.

• A professional services firm with a data leak during litigation.

• A professional services firm with a conflict administering a broker protocol for recruiting.

• Professional services firms putting clients in a bad light.

• Book authors dealing with online reputation issues.

• A plaintiff’s law firm which allegedly overbilled by about $1.5 million in a class action case using an attorney who was not licensed to practice law.

BALL CONSULTING GROUP, LLC One Gateway Center, Suite 406 Newton, MA 02458 617/243-9950 david@ballcg.com www.ballcg.com David A. Ball, President & Founder Molly McKinney, Account Manager Izzy Nickel, Account Manager

Crises seldom appear conveniently at 9 a.m. on a Monday.

Even before a reporter calls out of the blue or a TV news van sets up out front, organizations need a trusted partner ready to step in to help minimize damage, maintain their reputation, and position them

Ball Consulting Group (from L to R): David Ball, President & Founder; Molly McKinney, Account Manager; and Izzy Nickel, Account Manager.

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Profiles of Crisis Communications Firms for future success.

Ball Consulting Group, LLC is an award-winning, full-service strategic communications firm that specializes in crisis communications, planning, and management.

Founded in 2004 and based in the Boston area but with clients worldwide, we have helped lead organizations through many types of crises, including bankruptcies and closures, criminal misdeeds, cyberattacks, food and drug recalls, government settlements, lawsuits, labor strikes, layoffs, natural disasters, regulatory actions, and sexual harassment. We also help organizations communicate internally and externally through major organizational changes, including, in one recent case, a merger of five entities into one.

We have built a reputation for not only providing highly strategic guidance during challenging and complex crises, but also helping organizations identify weak points and prevent a crisis from ever occurring. We help clients prepare for any situation by creating a comprehensive crisis communications plan that names the crisis management team and the roles that each member will play in unforeseen situations, establishes communications protocols, and provides stepby-step guidance.

We take immense pride in our ability to bring a guiding hand, abundant experience, and confidential counsel to help organizations overcome crises and emerge stronger.

BISHOFF COMMUNICATIONS LLC Offices in Greater Boston P.O. Box #590207 Newton Centre, MA 02459 www.bishoffcommunications.com 617/573-0076 Janey Bishoff, CEO 617/593-5206

Bishoff Communications LLC is a senior, highly experienced crisis management and communications boutique. For more than 34 years Janey Bishoff has successfully handled dozens of local, regional and national crises for clients that range from small non-profit organizations to major institutions to top name national and international brands.

These crises include situations such as accidents or crimes (including fatalities), sexual harassment, sexual abuse, leadership termination/ transition, thefts, data breaches, communicable disease, food safe-

ty/food poisoning, environmental, litigation, HIPAA violations, mergers and acquisitions, financial mismanagement, lay-offs, governance issues, pickets/protests/strikes, disgruntled customers, compliance/ regulatory/licensing issues, union issues, and more.

Working in close collaboration with an organization’s top leadership, their legal teams and other external advisors, Janey Bishoff is a trusted advisor often recommended by the client’s outside legal counsel.

In addition to crisis response, Janey helps organizations develop and activate realistic crisis plans and playbooks for real-world situations with practical guidance on identifying the most likely crises and negative scenarios that could impact a company.

Although rarely needed, either for a larger team or back-up, Janey utilizes a small cadre of top senior crisis managers she knows and trusts who are based up and down the East Coast.

BLUE HIGHWAY ADVISORY / BLUE HIGHWAY GLOBAL 601 Pennsylvania Ave. NW Suite 900 Washington, D.C. 20004 ian@bluehighwayadvisory.com 703/957-8428 www.bluehighway.us www.bluehighwayglobal.uk Maria Stagliano, SVP, Crisis and Corporate Communications Malcolm Taylor, EVP, Investigations, Risk and Threat Assessment Ian Christopher McCaleb, Founder and Principal

Meet Blue Highway Advisory (BHA): An award-winning, rapidly expanding crisis management, strategic consultative, and international, high stakes public relations firm aimed at breaking away from the conventions and norms of a saturated consultancy sector. We’re here to do good work for good people. We don’t over-complicate, we don’t overpromise, and we don’t overprice.

The differentiator, or the “why” of Blue Highway Advisory, answers this question: What defines a true “crisis” firm, when we live in a time that will be unavoidably remembered as a lengthy era of societal, cultural and political crisis?

Blue Highway is decidedly not a standard crisis communications and management organization.

Rather, we are constructed to meet

donsil@boardroompr.com www.boardroompr.com

the challenges of this complicated era through our recruiting, and not necessarily by catering to select industries or sectors.

We strive to meet the demands of an ever-changing media and legal landscape, and we stay ahead of new trends and forced changes.

From crisis and litigation communications, to hyper-localized digital and media strategies, and assisting the most complex longform, investigative pieces—as well as proudly housing the only hardnosed Creator’s Rights Practice in the world—we treat our clients as colleagues. Not transactions.

Our carefully selected people start all strategic thinking processes with one, simple premise.

“People start problems, and people fix problems.” All the tech tools in the world, many of which we use, and many more of which we have created on our own, aren’t going to fix anything unless human intelligence, analysis and ingenuity are directly brought to bear in service of all client needs.

And here, we may be the most counterintuitive crisis firm on the planet.

Our team includes veterans of the Department of Justice, international intelligence services, major global strategic and law firms, and veterans of Tier One international newsrooms. And to a person, we’ve seen what doesn’t work in this business as cold tech gives way to warm human touch.

Blue Highway Advisory operates with a presence in the United States, United Kingdom and South Africa. Our sister firm, Blue Highway Global (BHG), specializes in Open-Source Investigations (OSInt), digital research, forensics and safety, agent vetting, Know Your Customer (“KYC”) and supply chain protocols with an unmatched global reach.

Both work hand-in-glove in support of our crisis matter clients and their legal counsel, as unimpeachable, verifiable investigative information is the “gold key” to resolving the thorniest reputational situations, and often, much faster and much more thoroughly than standalone communications campaigns.

Locations: Miami, Fort Lauderdale, West Palm Beach, Orlando, Tampa and Naples Julie Talenfeld, President Don Silver, COO Todd Templin, Executive Vice President Eric Kalis, Senior Vice President Michelle Griffith, Vice President Ashley Kearns, Vice President

When a crisis hits, the way you respond can make all the difference. At BoardroomPR, we specialize in helping businesses and individuals navigate high-pressure situations with confidence and strategic precision. Whether it’s a PR nightmare, a social media firestorm, or an unexpected corporate challenge, our expert crisis management team is here to protect your brand, mitigate risks, and restore public trust.

For almost four decades our team of former print and broadcast journalists and crisis management pros act swiftly to assess the situation, develop a clear action plan, and implement communication strategies that keep your reputation intact.

We provide 24/7 support, proactive damage control, online reputation management (ORM) and media relations expertise to ensure you stay ahead of the narrative. Our team works closely with you to craft transparent messaging, handle media inquiries, and implement recovery strategies that turn challenges into opportunities.

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 and Chris Boehlke, Co-Founders & Principals Tom Carpenter, Principal Joseph Krasinski, Chief Financial Officer Denyse Dabrowski, Senior Vice President Paula Bernier, Chief Content Officer

Bospar believes the most effective crisis communications stop crises before they happen. That’s why we built Audit*E, our proprietary visibility AI platform designed to identify and correct misinformation before it spirals into reputational damage.

Audit*E continuously audits

BOARDROOM COMMUNICATIONS, INC. (DBA BOARDROOMPR) 1776 No. Pine Island Rd., #320 Ft. Lauderdale, FL 33322 954/370-8999

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Profiles of Crisis Communications Firms

BOSPAR

_ Continued from page 45 how brands appear across AI search engines. If inaccurate narratives emerge, such as when our client RealSense was falsely declared “dead” by AI systems after its Intel spinout, Audit*E can pinpoint the sources, flag the errors and guide corrections. Misinformation is neutralized before it triggers a media, investor or customer crisis.

When a crisis does occur, Audit*E ensures your approved, accurate messaging is surfaced by AI engines when stakeholders seek answers, so speculation or wrong information doesn’t fill the void.

This AI-driven layer of defense complements Bospar’s human-led crisis expertise.

Bospar has successfully guided clients through layoffs, cybersecurity breaches, technology failures and bankruptcy. We act fast, developing response strategies, securing executive approvals, deploying holding statements and monitoring media, internal sentiment and social channels in real time.

Our crisis services include 24/7 counsel, crisis strategy, spokesperson communications and media training. We provide audience outreach, threat assessment, employee communications, media monitoring and reputation management, now strengthened by Audit*E’s preventive intelligence.

COLLECTED STRATEGIES 121 East 24th Street, 10th Floor New York, NY 10010 212/379-2072 www.collectedstrategies.com Scott Bisang, Jim Golden, Jude Gorman, Ed Hammond, Nick Lamplough and Dan Moore, Partners

Collected Strategies is an independent advisory firm providing trusted, strategic communications counsel to companies and their Boards of Directors, C-Suite executives and IR/PR leaders. Founded on the principle that the best advice comes from the deepest relationships, we seek to work with clients as perpetual partners, offering senior-led counsel on the full range of special situations, ongoing IR and PR and media issues that companies encounter.

Based in Manhattan’s Flatiron neighborhood, we provide pragmatic advice and actionable ideas

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Members of Bospar’s frontline crisis communications team. to clients, tailoring solutions to support them throughout the business lifecycle. From private funding initiatives, IPO preparations and transformative transactions through shareholder activism defense and financial restructurings, we leverage our deep experience and unique perspective to help our clients navigate today’s ever-changing media and investor landscape.

CRISISRESILIENT 365 www.crisisresilient365.com scraig@kith.co & megan@crisisresilient365.com Stephanie Craig, CEO

CrisisResilient 365 gives organizations something they rarely have before a crisis: clarity. The platform delivers a precise understanding of how ready your leadership team actually is, and a customized plan to close the gaps before they become headline news.

The approach is straightforward and fast. A 20-minute diagnostic evaluates your leadership team’s readiness across the dimensions that matter. Crisis experts translate the results into a bespoke crisis communications plan with practical, high-value recommendations aligned with your business goals.

Leadership teams receive a focused briefing to align decision-makers, and monthly crisis simulations keep skills sharp.

Built from decades of advising Fortune 500 companies and senior government leaders, CrisisResilient 365 combines corporate rigor, political discipline, and real-world

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crisis experience. It’s proactive, affordable, and designed for organizations that need readiness they can defend to their board—not another binder that collects dust .

DDR PUBLIC RELATIONS (DDRPR) 444 Bedford Rd., Suite 201 Pleasantville, NY 10570 914/747-2500 ddr@ddrpr.com www.ddrpr.com Dawn Dankner-Rosen, President Mackenzie Maher, Account ­Supervisor Susan Nagib, Creative Director

DDRPR is an award-winning integrated communications and marketing firm with a senior-led approach across consumer/lifestyle, health, real estate, nonprofits, B2B, and professional services.

With over 35 years of experience, we have guided countless clients through high-stakes, reputation-defining crises and challenges while managing corporate reputation through earned media relations, integrated marketing, branding, and value-driven communications.

Our Crisis Management Preparedness Plans serve as essential manuals for addressing unforeseen events that can threaten strategic goals and reputations. These plans identify potential risk scenarios, detail effective strategies, and outline actionable recommendations including ready-to-use templates for press releases and social media posts, enabling Crisis Teams to respond quickly and effectively.

Central to our approach is

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“360-Degree Communications,” which ensures consistent messaging across all channels and allows us to control the narrative. During crises, we engage media, stakeholders, employees, and community leaders while closely monitoring social media, online chatter, media, and news outlets to quickly address and prevent misinformation.

Guided by our core principles— Respond, Recover, and Grow— DDRPR not only mitigates crises but also transforms them into opportunities to increase brand awareness, build brand authority, and enhance public perception.

Through community engagement, strategic messaging, and ongoing issues management, we empower organizations to recover and thrive post-crisis, reinforcing our commitment to effective reputation management and strategic communication.

DGA GROUP 1900 K Street, NW Washington, D.C. 20006 202/759-5100 www.dgagroup.com Prem Kumar, President 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, and government relations 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

Profiles of Crisis Communications Firms 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.

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).

EMERGENCY MANAGEMENT EXTERNAL AFFAIRS ASSOCIATION 779 Scotch Way West Chester, PA 19382 571/264-4423 em-eaa.org Linkedin.com/company/emeaaorg Bob Jensen, President Dan Stoneking, Vice President

Founded in October 2023 by former senior officials of the Federal Emergency Management Agency, the Emergency Management External Affairs Association (EMEAA) mission is to connect, embrace, promote and enhance the national and international emergency management, external affairs and crisis communications community of professionals.

In little more than two years the association has forged important partnerships with leading crisis management and communications organizations across the globe and

provided members and the general public with a wide variety of online training courses, best practices, networking opportunities and regular webinars with crisis communications, emergency management/resilience and homeland security industry thought leaders and subject matter experts.

EMEAA is now engaging with and leveraging the collective expertise and ideas of crisis and corporate communications practitioners, public information officers and other interested communicators and executives to best serve its members, stakeholders and communities, businesses and individuals impacted by disaster.

Please visit EMEAA’s website and LinkedIn page to learn more about the association and the benefits and opportunities of its low-cost annual membership, and consider joining this important and growing global community of communicators dedicated to professional growth, making a positive impact and doing great things!

FGS GLOBAL 909 Third Ave. New York, NY 10022 212/687-8080 www.fgsglobal.com Alexander Geiser, Global CEO Winnie Lerner, CEO, North America Faeth Birch, CEO of UK, Middle East, and Asia Brigitte von Haacke, CEO of Europe

FGS Global is the world’s leading stakeholder strategy firm, with approximately 1,400 professionals around the world, advising clients in navigating critical issues and reputational challenges. FGS was formed to offer board-level and C-suite counsel in all aspects of stakeholder strategy—including corporate reputation, crisis management, and public affairs and is also the leading force in transaction and financial communications worldwide.

FGS offers seamless and integrated support with offices in the following locations: Abu Dhabi, Amsterdam, Beijing, Berlin, Boston, Brussels, Calgary, Chicago, Dubai, Dublin, Düsseldorf, Frankfurt, Hong Kong, Houston, Kingston, London, Los Angeles, Munich, Paris, Riyadh, San Francisco, Shanghai, Singapore, South Florida, The Hague, Tokyo, Toronto, Vancouver, Washington, D.C., and Zurich. The firm is headquartered in New York.

FGS is consistently ranked a Band 1 PR firm for Crisis & Risk

Management and for Litigation Support by Chambers and Partners.

For the second year, FGS was ranked #1 Global M&A PR firm by Deal Count and Value in 2024 by Mergermarket.

distribution partner of one of the world’s most recognizable consumer beverages.

• Managed the aftermath of one of the largest commercial fires in the history of a large Southern metropolitan area. Handled media, media training and 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 facing class-action lawsuits. FWV provided media training, conducted media relations and developed a strategic public relations and advertising plan.

• Managed premature disclosure of confidential information that threatened to disrupt state economic incentives and negatively impact a company’s 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 ABB, Eaton, LG Energy Solutions, Carolina Panthers, Proximo, Teen Cancer America, Regional Transportation Authority of SE Michigan and the N.C. Department of Transportation, just to name a few.

FWV is the parent company of fashion and lifestyle PR firm AMP3 (New York City), pet and animal health practice FWV Fetching; and Prix Productions, a feature film and documentary production company. FWV employs more than 140 public relations, public affairs, social media, advertising, digital marketing and content creation professionals across its five offices nationwide.

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 40 Global or National Agency of the Year honors over the past 28 years. Its crisis communications practice area is ranked 4th in the country.

FWV is one of the nation’s goto agencies for issues management and crisis counseling work, having protected the reputation of high-profile individuals and public figures, institutions, Fortune 500 companies and associations. For more than a quarter century, we have prepared, guided and supported our clients through challenging, unpredictable and even unprecedented times, including environmental and workplace incidents, injuries or loss of life, ethical violations, leadership transitions and cyber attacks. Our experience ranges from technology, healthcare, agribusiness, consumer goods, sports organizations, food and beverage companies and law firms—each with its own unique challenges and issues.

Recent crisis communications work includes: • Supported international biotech leader on response strategies following multiple FDA warning letters. FWV executed media relations, stakeholder communications and worked with the FDA to negotiate and redact portions prior to publication.

• Assisted a global pharmaceutical company when an employee embezzled millions of dollars.

FWV conducted executive media training, drafted media statements and engaged local, regional and financial press.

• Developed a crisis communications plan for the bottling and

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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

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Profiles of Crisis Communications Firms

FTI CONSULTING 555 12th Street, NW, Suite 700 Washington, D.C. 20004 businessinquiries@fticonsulting.com 202/302-5832 FTIconsulting.com FTIcommunications.com Linkedin.com/company/fti-consulting X.com/FTIConsulting Facebook.com/FTIConsultingInc Instagram.com/lifeatfti YouTube.com/@FTIConsultingInc Myron Marlin, Senior Managing Director, Head of Americas, Crisis & Litigation Communications Tom Becker, Senior Managing Director, Crisis & Litigation Communications Meredith Griffanti, Senior Managing Director, Global Head of Cybersecurity & Data Privacy Communications Evan Roberts, Senior Managing Director, Co-Leader of Americas Cybersecurity & Data Privacy Communications Jamie Singer, Senior Managing Director, Co-Leader of Americas Cybersecurity & Data Privacy Communications Brian Grove, Senior Managing Director, Energy & Natural Resources; Crisis & Litigation Communications

As the leading global expert firm for organizations facing crisis and transformation, FTI Consulting works with the world’s leading corporations, law firms and private equity firms on business critical and high-stake issues.

With offices in every major financial center and nearly every corner of the world, FTI Consulting’s market-leading crisis and litigation communications team designs and executes impactful communications programs for clients managing complex challenges —whenever they arise. Combining global reach with local knowledge and industry-specific expertise, we help business leaders anticipate and manage crises, navigate disruption, safeguard reputation, preserve permissions to operate, articulate their brand, stake a competitive market position, and seize opportunities.

The team of more than 50 communications experts based in Washington D.C., New York, Chicago, Atlanta and Houston has jointly worked on more than 1,000 crises across a variety of industries and sectors. Issue coverage includes government investigations, operational disruptions, safety threats, cybersecurity incidents, workplace misconduct, and high-profile litigation and regulatory actions.

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G&S INTEGRATED MARKETING COMMUNICATIONS GROUP New York | Chicago | Raleigh | ­Milwaukee | Waterloo www.gsimc.com www.gscommunications.com www.morganmyers.com Steve Halsey, Chief Growth Officer shalsey@gscommunications.com Anne Green, CEO

G&S Integrated Marketing Communications Group fuels transformation for innovative brands through two specialized agencies: G&S Business Communications and MorganMyers, a G&S Agency. We deliver strategic communications, public relations, branding, digital marketing, creative and advertising, and reputation management solutions for businesses shaping the future.

G&S Business Communications simplifies complex, high-stakes topics through B2B2C storytelling that drives commercial outcomes.

The agency partners with Fortune 500, mid-market, and emerging companies across five industries: Agribusiness, Healthcare & Wellness, Home & Outdoor Living, Industrial & Advanced Manufacturing, and Professional Services.

MorganMyers builds, promotes, and protects food and agriculture brands, fostering demand and trust from field and farm to food and fork. With deep category expertise, the agency helps organizations move with confidence from where they are to where they want to be.

As an independent, midsized group, we pair agility with senior-level counsel and data-driven strategy. Our PROI Worldwide partnership extends our reach across 65 countries and 165 cities, providing in-language and intime-zone communications support through trusted global partners.

Both agencies help clients strengthen reputation readiness through AI-enabled message management, GEO optimization, and modern crisis communications frameworks built for supply-chain, science-led, and regulated industries.

Learn how we help brands tell their stories and drive business growth at www.gscommunications. com and www.morganmyers.com.

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GLADSTONE PLACE PARTNERS 485 Madison Avenue, 6th Floor New York, NY 10022 212/230-5930 marketing@gladstoneplace.com 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 and financial communications firm headquartered in New York. We specialize in advising companies 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 multidisciplinary team is focused on independent advice and confidentiality, enhancing 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.

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

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Carina Davidson, Interim CEO (carina.davidson@h-advisors.global) Michael Hotra, Co-President, Head of Washington, D.C. Office Michael.hotra@h-advisors.global Sydney Isaacs, Co-President, Head of Houston Office Sydney.isaacs@h-advisors.global

H/Advisors Abernathy specializes in advising CEOs, board directors and senior executives on effective stakeholder communications and engagement. For over 40 years, the firm has been entrusted by clients across sectors to help build, protect, and enhance their reputation, overcome challenges, and seize new opportunities. Coming from diverse careers including public relations, journalism, legal practice, corporate finance and investment banking, our expert advisors counsel 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, IPOs, activist preparation and defense, M&A advisory, profile raising, litigation, Government investigations, crisis matters, issues management, public affairs, policy advocacy, stakeholder management, digital strategy, thought leadership and other special situations initiatives.

H/Advisors Abernathy operates from offices in New York, Los Angeles, Houston, San Francisco, Chicago, and Washington, D.C. and is a core member of H/ Advisors, strategic communications experts dedicated to enhancing reputation and building trust to fulfill ambitions. Founded in 2001, H/Advisors employs 1,500+ multi-disciplinary experts in 40+ offices across Europe, America, APAC and the Middle East.

For more information, please visit abernathy.h-advisors.global.

Follow H/Advisors Abernathy on LinkedIn: 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

Profiles of Crisis Communications Firms 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 1450 Broadway, 7th 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 Jesse Dungan, Executive Vice President Ryan McSharry, Director, Head of Crisis & Litigation (UK)

Infinite is a strategic communications firm, offering an integrated approach to building and defending the reputations and brands of knowledge-intensive businesses across professional services firms, finance, technology, and other business-to-business organizations.

With a track record spanning over 25 years, our clients trust Infinite to provide the experience, skills, and insight to help drive their brands forward, and mitigate, defend, or repair reputational damage where required.

Infinite’s diverse, international team of professionals combine decades of domain expertise in our clients’ industries, with a strategic approach that integrates PR, digital strategy, content creation, and crisis and litigation strategy to help organizations gain and maintain a reputational advantage.

Our crisis and litigation communications specialists are renowned for managing complex and challenging reputational issues, often involving active litigation, regulatory or political pressure, cybersecurity incidents, and heightened scrutiny from the media and pub-

lic. 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, able to support any client regardless of their time zone or reputation management needs.

INK LINK MARKETING 4846 Sun City Center, #262 Sun City Center, FL 33573-6281 305/631-2283 kmiller@inklinkmarketing.com www.inklinkmarketing.com Kimberly Miller, President Brianne Barbakoff, Vice President

Ink Link Marketing is a full-service public relations and marketing firm specializing in strategic communications for restaurants, hospitality, franchising, and consumer brands. Founded in 2012 and headquartered in Tampa, the agency provides national support to clients seeking to build, protect, and strengthen brand reputation.

The firm offers crisis communications and issues management services, including crisis preparedness, media relations, strategic messaging, spokesperson training, media monitoring, and real-time response support. Ink Link Marketing works closely with leadership teams to develop clear internal and external communications, manage emerging issues, and mitigate reputational risk during sensitive or high-pressure situations.

Additional services include public relations, influencer programs, promotions, social media strategy, and event support, helping brands maintain visibility and credibility before, during, and after critical moments.

JASCULCA TERMAN STRATEGIC COMMUNICATIONS 325 W. Huron, Suite 603 Chicago, IL 60654 www.jtpr.com Jessica Smith, CEO & Managing Partner Lauren Foley, COO & Managing Partner Holly Bartecki, Executive VP Rick Jasculca, Chairman & Co-Founder Jim Terman, Vice Chairman & Co-Founder

For more than 40 years, Chica-

go-based Jasculca Terman Strategic Communications (JT)—an independent, women-led firm has provided trusted crisis planning, issues management and rapid-response counsel to corporate, nonprofit and public-sector organizations across the U.S. and internationally. We have advised clients through hundreds of highstakes, rapidly evolving issues and crises, ranging from environmental and safety incidents, product recalls and data breaches to labor disputes, litigation, leadership transitions, public health emergencies and reputational threats driven by mainstream and social media.

JT helps clients prepare before a crisis strikes through customized crisis communications planning, including realistic scenario development, message frameworks, stakeholder mapping and ready-touse templates.

When a crisis occurs, our senior team is available 24/7 to step in immediately—providing strategic counsel; developing clear, credible messaging; preparing and supporting spokespeople; coordinating closely with legal and operational teams; and managing proactive and reactive communications in real time.

JT’s crisis experience spans healthcare systems and academic medical centers, manufacturers, food and consumer brands, financial and cultural institutions, K-12 school districts and universities, nonprofits and government entities.

We have specific expertise supporting organizations in unionized and highly regulated industries.

Across every engagement, JT’s focus is protecting trust, safeguarding credibility, and helping leaders communicate with clarity and purpose when it matters most.

Leigh Parrish, Adam Pollack, Aura Reinhard, Jed Repko, Meaghan Repko, Andrea Rose, Arielle Rothstein, Joe Sala, Mahmoud Siddig, Andrew Siegel, Sharon Stern, Kelly Sullivan, Ed Trissel, Partners

Joele Frank is a strategic communications firm that enables clients to take control in key moments of challenge and opportunity—from bet-the-company situations to the ongoing execution of long-term business goals, and everything in between. For more than 25 years, we have guided companies through high-stakes moments with clarity and confidence, differentiated by our deep experience, creative thinking, and a relentless focus on results.

Our industry leadership has been recognized with seven Agency of the Year honors from PRovoke Media, five Firm of the Year awards from The M&A Advisor, the #1 ranking in The Deal’s U.S. M&A league tables since 2013, and the #1 ranking in Bloomberg’s shareholder activism defense league tables since 2019. Our expertise includes best-in-class teams across financial sponsors, governance, digital, and design that work seamlessly alongside client service teams to deliver tailored solutions that drive creativity and results.

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. _ Continued on page 50

JOELE FRANK, WILKINSON BRIMMER KATCHER 22 Vanderbilt Ave., 18th Floor New York, NY 10017 212/355-4449 info@joelefrank.com www.joelefrank.com Linkedin.com/company/joele-frank One California St., Suite 1800 San Francisco, CA 94111 415/869-3950 Joele Frank, Managing Partner Matthew Sherman, President Andrew Brimmer and Daniel Katcher, Vice Chairmen Eric Brielmann, Michael Freitag, Barrett Golden, Eric Kaplan, Jonathan Keehner, Tim Lynch, Jamie Moser, Aaron Palash,

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Profiles of Crisis Communications Firms

KARV

_ Continued from page 49 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 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 over 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’

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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, restructurings, regulatory investigations / resolutions, litigation support, complex investor relations, IPO communications, issues and reputation management, leadership transitions, cyber security, 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.

KITH Consulting for Crisis, Reputation, and Strategic Resilience Headquarters: National footprint (U.S.) www.kith.co

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.”

Stephanie Craig, President and CEO Bill Coletti, Founder and Senior Advisor Jeff Blaylock, VP, Client Services

momentum.

Advisors who’ve been in the room.

Kith brings more than 20 years of experience guiding Fortune 500s, tribal nations, higher-ed institutions, and financial services organizations through high-stakes situations. Our work spans reputational crises, regulatory issues, workplace conduct matters, physical incidents, operational failures, sovereignty questions, and complex multi-stakeholder events.

Kith is a crisis advisory firm that helps organizations withstand disruption, protect their reputation, and sustain growth. We operate at the intersection of reputation protection, business continuity, and corporate strategy, advising leaders on the decisions that matter most when stakes are high and time is short.

Founded on the principle that resilience is strategy, we go beyond crisis communications and equip senior executives, boards, and communications leaders with clarity, confidence, and a repeatable decision-making system that performs under pressure.

Executive-level crisis guidance without the noise.

We help organizations make better decisions, faster. Our Crisis Readiness Framework helps organizations define what a crisis is, establish governance that works, and create decision pathways that prevent internal confusion and external missteps.

Clarity + Trust = Strategic Speed.

This is our operating theorem.

When leaders understand their roles, trust processes, and anticipate reactions, they gain the speed needed to mitigate damage, protect reputation, and maintain business

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LONGACRE SQUARE PARTNERS 44 West 37th Street, 6th Floor New York, NY 10018 info@longacresquare.com www.longacresquare.com Greg Marose, Managing Partner Dan Zacchei, Managing Partner

Longacre Square is a communications and special situations advisory firm that is differentiated by our high-touch and senior-led advisory model with unique experience representing companies and investors in hundreds of transformative events, transactions, capital raises, crises and contested situations. As a full-service consultancy, our capabilities span strategic communications, investor relations, corporate governance advisory, capital markets planning and transaction

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support, litigation, media advisory, and crisis management.

Longacre has been ranked #1 for IR/PR advisors on Bloomberg’s shareholder activism league tables since the firm’s inception and handled more special situations and activism campaigns than any strategy firm in 2024 and currently has over 87 representations through 1H 2025. The firm advises a global clientele from its New York City, Dallas-Fort Worth, Washington D.C., Tampa and Toronto offices with clients ranging from top, global enterprises to smaller, privately owned corporations.

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

Profiles of Crisis Communications Firms 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 spokespersons, 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 27th Floor New York, NY 10017 646/437-7602 www.montiethco.com Montieth M. Illingworth, CEO & Global Managing Partner Perry Goldman, Global Senior Director Katarina M. Garner, Global Senior Director

Montieth & Company is a global specialist communications consultancy that helps organizations achieve influence, realize their ambitions and solve their most critical communication problems.

We provide a comprehensive set of management advisory and marketing communications services and solutions that evaluate and manage reputational risk and protect stakeholder relationships.

Montieth & Company’s flexible, integrated, and budget-efficient cross-border business model and multi-lingual capability enables us

to reach into over 25 media markets via our hubs in New York, London, and Hong Kong, and through our affiliates around the world.

We are recognized globally for our issues and crisis management and litigation PR expertise. 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 the critical issues concerning CEO conduct, corporate governance, intellectual property and patent litigation, bankruptcy and restructuring, M&A, compliance across global jurisdictions, cybersecurity, and contract conflicts, etc. We have advised on many of the most high-profile, headline issues, crises, government and court actions in the world.

Montieth & Company enables clients to assess and strengthen brand visibility in generative AI environments, including large language models (LLMs), as audience discovery shifts beyond traditional search. Our AI-powered solution measures and ranks brand profile, the effectiveness of all content, and evaluates customer and client sentiment and engagement. We also have a proprietary AI-enabled reputation management system that conducts a predictive analysis of an anticipated crisis and its impact on stakeholder opinion. This is a vital tool for issues and crisis planning and management.

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

MP&F is a full-service agency with offices in Nashville, Knoxville and D.C. Our team brings nearly 40 years of excellence and experience in advertising, marketing and public relations to the clients we serve. 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 advice 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.

ers. 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 Instagram: @peppercomm Twitter: @peppercomm Facebook: Peppercomm LinkedIn: Peppercomm, a Ruder Finn Group company

PADILLA

Jacqueline Kolek, Co-President Maggie O’Neill, Co-President Rob Duda, Senior Vice President Danielle Montana, Senior Vice President Paul Merchan, Senior Vice ­President Steve Cody, Founder

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)

At Peppercomm, our crisis communications team, Team Meridian, has strong experience, from product recalls and executive upheavals to environmental incidents and complex social issues. We take a proactive approach to crisis preparedness and issues mitigation, paired with swift, strategic support to protect reputations and reduce potential damage.

We build and deploy response frameworks and constituent matrices to identify, evaluate and monitor emerging issues before they escalate. The team leverages cutting-edge LLM and AI-powered platforms to provide advance warning, real-time monitoring and actionable analytics during critical, time-sensitive situations.

Through crisis simulations and planning, we prepare clients to manage unexpected challenges while remaining calm and decisive under pressure.

With 24/7 support, Team Meridian manages media inquiries, delivers real-time message updates, communicates with key stakeholders, counters misinformation and produces detailed tracking reports to measure the scope and escalation of any situation.

Drawing on decades of cross-industry experience, we help clients act quickly and clearly. Our work includes guiding higher education institutions through shifting political climates and policy changes, and supporting a top account-

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 in everything from preparation and critical issue mitigation to crisis 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 oth-

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Profiles of Crisis Communications Firms

PUBLIC COMMUNICATIONS INC.

PEPPERCOMM

_ Continued from page 51

Partner in The Worldcom Public Relations Group

ing firm during one of the most high-profile criminal financial fraud trials of the last decade, delivering real-time monitoring, message development and crisis scenario planning.

PIETRYLA PR & MARKETING 1449 S. Michigan Ave. STE 13307 Chicago, IL 60605 312/612-0283 chicago@pietrylapr.com www.pietrylapr.com Linkedin.com/company/pietryla-pr-&-marketing-llc Christine Wetzler, President and Founder

Pietryla PR & Marketing is a boutique consultancy that helps mid-market B2B companies protect their reputations and communicate with clarity when it matters most. The firm blends two decades of senior-level experience in regulated industries, packaging and manufacturing, and fast-moving operational environments with a practical, steady approach to crisis and issues management.

Its crisis communications work ranges from investor-facing situations, such as Regulation A+ offerings to operational disruptions, product failures, leadership transitions, regulatory inquiries, and reputation-sensitive business decisions. The team develops crisis playbooks, real-time response strategies, stakeholder messaging, and executive guidance that help clients act quickly with confidence. Pietryla PR also supports recovery communications, helping brands stabilize their narrative and rebuild trust through data-driven multichannel strategies global customer engagement programs and thought leadership that strengthens long-term credibility across markets.

Recent work includes crisis preparedness toolkits, multi-stakeholder messaging systems, and rapid-turn communications support for B2B companies facing supply chain challenges, investor scrutiny, and emerging regulatory pressures. The firm’s background in case-based storytelling helps clients communicate with precision in moments where accuracy and speed are critical.

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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 Floor New York, NY 10175 212/433-4600

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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 an elite strategic communications firm that helps clients own the narrative and influence the outcome of their most sensitive and high-stakes moments. Our customized strategies deploy tailored messaging through traditional, digital and social channels and leverage cutting-edge tactics and strong media relationships, enabling clients to maximize their likelihood of success in adversarial situations.

Reevemark provides media and investor relations counsel on bet-the-company matters ranging from high-stakes litigation, crises, brand, and reputational issues, to restructurings, activism, and transactions.

Given the legal and IR backgrounds of our principals, the firm is uniquely positioned to help companies address litigation issues and crises while managing business and reputational risks.

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, Main Street Sports Group/FanDuel Sports Network, 23andMe and Carronade Capital.

RUDER FINN 425 E 53rd Street New York, NY 10022 212/593-6400 Fax: 212/593-6397 info@ruderfinn.com RuderFinn.com Linkedin.com/company/ruder-finn Instagram.com/ruderfinn TikTok.com/@ruderfinn

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Facebook.com/ruderfinn Kathy Bloomgarden, Chief ­Executive Officer­ Peggy Walsh, Chief Operating Officer Michael Schubert, Chief Innovation Officer Ian Glover, Chief Financial Officer Tejas Totade, Chief Technology Officer and Head of RF TechLab Maryam Ayromlou, Managing Director Monica Marshall, Global Lead, RF Relate

Reputation today is defined not only by how organizations respond to issues, but by how accurately they anticipate.

At Ruder Finn, we view crisis communications as an everyday discipline spanning reputation, influence, and issues management, and increasingly, one powered by AI. As information moves faster and issues surface and spread at unprecedented speed, anticipation has become a critical advantage.

Our team of experts help organizations anticipate emerging risks and prepare for them before they escalate. Using a blend of AI and advanced analytics, we model how issues are likely to evolve and how stakeholders may respond across audiences, channels, and markets.

This approach supports faster, more informed decision-making and enables targeted action when pressure is rising, identify vulnerabilities, assess potential impact, and recommend targeted interventions before challenges intensify.

Put simply, we help clients move from reaction to readiness, with faster decision-making, greater resilience, and the confidence to navigate uncertainty with clarity and control.

SACHS MEDIA 114 S. Duval St. Tallahassee, FL 32301 850/222-1996 Fax: 850/224-2882 www.sachsmedia.com

For 30 years, Sachs Media has helped clients across diverse sectors navigate the treacherous waters of high-profile crises with smart, strong, strategic support through its seasoned crisis management team. The key to weathering any crisis is preparation.

That’s where Sachs Media’s Crisis Defense™ comes in—to actively help you plan, train, develop and deploy an effective plan to help prepare your organization in advance of a crisis and support you all through it.

Profiles of Crisis Communications Firms

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 involved.

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 cor-

porate 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.

THE LEVINSON GROUP (TLG) 1399 New York Ave. NW, Suite 300 Washington, D.C. 20005 202/244-1785 200 Park Avenue South, Suite 402 New York, NY 10003 info@TLGCommunications.com www.tlgcommunications.com

TLG Communications (TLG) is a global strategic communications and stakeholder engagement firm advising businesses, leaders, and civic institutions on consequential and complex issues. TLG’s team of experts brings extensive experience across business, law, policy, politics, public affairs, finance, and the media, serving as agile partners to clients in organization-defining moments and sensitive situations.

Since its founding in 2013, TLG has been recognized for its strong and trusted partnerships with its clients, who count on them to expertly craft engagement and communications strategies to reach key audiences and support business objectives.

TLG’s team successfully shapes and executes communications strategies across Fortune 50 corporations, private equity firms, global financial institutions, top tech and entertainment companies, large healthcare systems, major sports leagues, franchises, and Olympic athletes, multinational industrial giants, Wall Street icons, bellwether U.S. industries, AmLaw top 10 law firms, higher education institutions, and global nonprofit organizations.

The firm is known for serving as a top advisor in critical 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;

vital to our clients.

Founded in 2016, Trident’s founders 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.

Chambers USA consistently ranks Trident a top firm for both crisis communications and litigation communications. Our partners have also been recognized individually as elite practitioners by Chambers, Lawdragon, BusinessToday, and PRNews, which consistently recognizes Trident as an “Agency Elite” firm.

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 a robust pro bono practice.

The firm’s communications experts come from diverse backgrounds across journalism, politics, government, and the private sector.

TLG’s 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, “The One to Watch”

by PR News, “Women to Watch” by PR Week, “Top PR People in Crisis Communications” by Insider, “Young Professional of the Year”

by PR Daily, and “Top 100 Legal Strategists” by Lawdragon.

TLG has been recognized by Chambers & Partners as a Band One firm among the top public relations and communications firms in Crisis Management and Litigation Communications, with its expert advisors receiving similar rankings. In recent years, TLG has also been recognized as a “Top Agency”

by PR Daily, the “Corporate PR Agency of the Year” by PRovoke Media, and an “Outstanding Small Agency” by PR Week, and has been named to National Law Journal’s “Hall of Fame” after having been ranked as a “Best Overall PR Firm” and a “Best Crisis Management Firm” for four consecutive years.

TRUSTOM STRATEGY Boston and Washington, D.C. 401/965-3761 PTencher@trustomstrategy.com www.trustomstrategy.com Paul Tencher, Founder

Trustom Strategy’s crisis and cyber practices partner with leading breach response and corporate legal teams worldwide to develop and execute emergency communications plans. Our experts include former leaders from the U.S. Office of the National Cyber Director and the U.S. Department of State, senior advisers to top congressional leaders, and trusted counselors to Fortune 500 CEOs and national non-profits.

We specialize in operating at the intersection of strategic communications and government engagement, drawing on a national network of professionals to prepare for and respond to complex, multi-jurisdictional crises. Through our open talent platform, clients gain immediate access to senior executives with the precise expertise needed for each moment.

Preparation is central to our approach. We conduct planning sessions, tabletop exercises, and early-stage actions that can make the difference between protecting—or damaging—your brand or business.

Our deep relationships with top-tier national and regional media enable swift, coordinated responses when time is critical.

Business and nonprofit leaders face constant external pressures from Washington that can threaten reputation, revenue, donations, and stakeholder trust. We add capacity when it matters most, allowing your team to stay focused on what truly matters. 

TRIDENT 1900 M Street, NW, Ste 600 Washington, D.C. 20036 TridentGMG.com LinkedIn: Trident GMG Josh Galper, Adam Goldberg, Alex Lange, and Adrienne Petz, Partners

From global brands to NGOs, from venture-backed start-ups to high-growth companies, clients and their leaders rely on Trident to prevent, prepare for, minimize, and recover from crises, and when they need to match their litigators’ advocacy with fierce advocacy in the media and deft stakeholder management.

We came together from the White House, VC-backed-companies, national news outlets, Big Law, Capitol Hill, PR agencies, and elsewhere to practice our craft at the highest level on matters that are

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OPINION

Marco Rubio’s PR challenge

By Fraser Seitel

T

he hardest public relations job in America is being Marco Rubio.

On the one hand, he understands that absolute fealty to the fearless leader is the nonnegotiable first requirement of his continuing as Secretary of State.

On the other hand, he recognizes that tying himself too closely to a ticking time bomb as incendiary as Donald Trump could jettison his own burnFraser P. Seitel has ing desire to one been a communications day become Presiconsultant, author and dent of the United teacher for more than States.

30 years. He is the author of the Prentice-Hall So, every day, teet, The Practice of Marco Rubio must Public Relations. publicly straddle a fine public relations line wherein he unhesitatingly supports the President’s strategic policies while not justifying or encouraging Trump’s obnoxious personal peccadilloes.

And thus far, Rubio has met this challenge with admirable aplomb and dexterity, distinguishing himself from fellow Cabinet secretaries. Trump’s Cabinet falls into three primary groups: Cringeworthy sycophants. At one extreme are those who have sacrificed all semblance of dignity and self-respect to prostrate themselves at the altar of Trump.

At the top of this group, of course, is the stunningly incompetent Pete Hegseth, a Secretary of Defense so out of his depth that the very Pentagon advisors he chose to surround him have reportedly led the coup to get him fired. Close behind in the groveling galaxy are the shameless Attorney General Pam Biondi and the tightly wrapped—and rarely right—FBI Director Kash Patel.

Unknown unknowns. At the other end of the spectrum are the Cabinet secretaries nobody has ever heard of, including Trump apparently, based on his hesitance with their names at televised meetings. We’re talking folks like Housing Secretary Scott Turner and Labor Secretary Lori Chavez-DeRemer.

Go-to doers. Finally, there’s the small group of Cabinet secretaries who are by no means MAGA true believers but have nonetheless won their President’s trust by proving they can actually get things done.

Scott Bessent, the understated and very un-Trumplike Secretary of the Treasury, is

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one. The effervescent Commerce Secretary Howard Lutnik is another. And Secretary of State Rubio heads the pack.

Trump has steadily entrusted Rubio with increased power and privileges. Rubio is the first combination Secretary of State/National Security Advisor since Henry Kissinger, but unlike Kissinger, Rubio also wields domestic influence in areas such as immigration policy and drug enforcement.

How did a person whom then-candidate Trump once impugned as “Little Marco” evolve from a despised critic to a trusted loyalist? The answer lies in Rubio’s steadfast public relations campaign to remake his image, underpinned by the following four pillars.

Competence from smarts and hard work Rubio’s 14 years in the Senate and knockaround public battle running and debating against Trump in the 2016 presidential campaign distinguish him as far-and-away the most experienced member of Trump’s Cabinet.

More than any other administration official south of Trump, he understands how to carry himself in public and on television.

He’s a confident and engaging public speaker who thinks quickly on his feet. Additionally, at 54, he possesses youthful good looks and vitality. So, too, perhaps do Defense Secretary Hegseth and Homeland Secretary Kristi Noem, but on a “competence” level, there’s no contest.

Flexibility Rubio is, at base, a political pragmatist. He understands that to secure his career goal (i.e., become President), he’s got to bend to get there. So, he changed his positions on various issues since the 2015 campaign, buried his distaste for Trump’s belligerence and coarseness and persuaded himself to accept the leadership of a rival he once labeled “a third-world strongman” and “conman.”

Rubio has also taken time to befriend and captivate Trump’s allies and family. Donnie, Jr. disliked his father’s nemesis during the first campaign, so when Rubio dropped out of the contest, he made sure to appear on Trump, Jr.’s podcast to smooth things over.

He also made friends with Ivanka and Lara Trump. Both Trump counselor Susie Wiles and Trump buddy and special envoy Steve Witkoff sing Rubio’s praises as a negotiator, strategist and leader.

Playing to Trump’s ego/preferences When he isn’t filing on Truth Social or holding Oval Office briefings, the President is watching TV. And those who appeal to Trump most are the telegenic, where Rubio

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Professional Development shines. Unlike the President’s other favorites, Bessent, who’s too stiff on television, and Lutnick, who’s too exuberant, Rubio is always smooth as silk. No matter the controversy, Rubio is a composed, articulate and confident talking head.

Rubio has also publicly declared that his “next vacation” would come after his tenure as Secretary of State, which must be music to the ears of his workaholic boss. Finally, in terms of the requisite standard of greasing the boss’s ego, Rubio is the rare Cabinet member who backs up his Trump praise of a “transformational foreign policy” with specifics.

“He’s the only leader in the world who can end these wars,” Rubio told a recent Cabinet meeting. “He’s got Steve Witkoff in Moscow trying to end a war that’s costing 9,000 lives a week. He’s personally taken on the issue of Sudan, India and Pakistan, Cambodia and Thailand.”

Staying moderate, not MAGA Finally, also unlike most Trump loyalists, while Rubio has publicly supported the idea of “America first,” he’s careful not to explicitly endorse the rabid true believers of MAGA. Rubio remains a moderate; no easy task in a sea of hardcore Trump MAGA sharks like Hegseth, Noem, Vice President J.D. Vance, OMB’s Russell Vought and top advisor Stephen Miller.

Meanwhile, the political tide is turning.

As inept as the Democrats are, they seem likely to regain the House in next year’s midterms. Trump’s popularity, which ascended in the wake of ridiculous and costly Democrat social and immigration policies, is sinking. Trump’s tone-deaf comments after Rob Reiner’s death are just the latest reminder of the President’s questionable public relations instincts.

A public that has grown tired of Trump may also not care much for a Trump imitator like Vance to replace him. If so, it won’t take much even for timid Republicans to look toward a more moderate, more palatable, more benign conservative leader.  PR brief

Stagwell launches NewVoices.ai Stagwell has launched NewVoices.ai, an independent AI-powered sales agent that can book appointments, drive conversions, resolve questions and handle customer concerns. Users can deploy readymade solutions or customize solutions for their own workflows, including sales and revenue; customer support; retention and renewals; payments and operations; and surveys and feedback. Powered by Stagwell’s proprietary data and designed for one-toone personalization, the platform learns from each interaction to deliver responses tailored to each customer.

Guest column

When organizations allow misbehavior

By James E. Lukaszewski

M

ost leaders become perpetrators when their early misbehaviors go unchecked or unnoticed. They continue as these misbehaviors are later met by those close to them with silence and without objection, whereby the perpetrator is encouraged to do it again, this time on a larger scale.

Many sources today express concerns about the increasing number of misbehaviors James E. Lukaszewsoccurring among ki, ABC, Fellow IABC; senior executives APR, Fellow PRSA, in businesses and PRSA BEPS Emeritus, is an author, speaker, organizations of crisis management conall types. Often, sultant and President of this behavior is The Lukaszewski Group. committed by the top executive. The range and types of misbehaviors, on the other hand, are relatively narrow and easily identified. And the elements of failed leadership are obvious and survive because they’re allowed to go unnamed, unacknowledged and unchallenged. This article discloses these ingredients of failed leadership based on the author’s experience. There are undoubtedly more.

The real value of this list is that it serves as an alert for leaders themselves as well as those around them who witness negative or risky circumstances. Time and time again, leaders excuse misbehavior, shifting the blame for their intentional mistakes to “those around me” who should have alerted or educated them regarding their poor choices.

Leaders who become perpetrators are swindlers who are prepared and practiced at shifting blame when—or if—they’re exposed. There are recognizable prior events, decisions, behaviors and indicators that signal existing or pending misbehavior.

The ingredients of failed leadership Established values, cultural systems and norms are ignored, neutralized or displaced by whatever becomes accepted yet questionable behaviors.

A management-imposed emergency or attitude of urgency that goes unchallenged. The phrase “do whatever it takes” (DWIT) is among the most prevalent ex-

cuses for breaking, changing or ignoring rules. DWIT is taken as an order and an authorization to literally ignore all rules and constraints.

A sense of ongoing top management pressure to “get on the program,” without challenge or without reporting through compliance channels. Too often, in today’s organizational structure, goals are taken as permissions, authorization or orders to ignore the rules. Those in charge—through their own behaviors and stated or implied expectations—change the rules or establish new ones unilaterally outside of normal compliance channels. Crises rarely start “in the mail room” or by “a bunch of rogue employees,” or among junior employees alone. Crisis misbehaviors and attitudes start at a much higher level.

Early warning symptoms are ignored, deferred, or actively defeated. Who wants to be the first to contradict a boss or point a finger? Invincibility and omnipotence triggered by incivility are among the major features of management misbehavior these days. Respondents in MBA studies find that MBA culture often implies leaders’ abilities to leap tall buildings; they’re treated as inherently smarter than anyone and thus view rules and cultural norms as options. Omnipotence and invincibility begin here.

A work atmosphere of invincibility that overshadows or simply blinds participants to infractions, questionable decisions, and stuff that “should work” but doesn’t.

Corner cutting. One of the most common starting places where leadership failure begins.

Increasing resistance to or minimizing compliance and oversight. There’s a natural tendency to resist compliance and oversight. The greatest resistance generally comes from the sales and marketing sectors of a business organization, and that resistance is induced by top-level pressure to perform, the pressure to succeed, the pressure to beat the competition, and the pressure to beat peer organizations.

Decreasing responsiveness to regulatory requirements. Once an organizational culture reduces responsiveness to regulatory requirements and begins selectively ignoring or degrading their importance, the patterns of intentional misbehaviors feed on themselves.

Persistent, rigid, disciplined silence.

The implied or direct order to remain silent is powerful and toxic.

Continuously making ever larger com-

promises to accommodate or cover up previous intentional misbehaviors. Once a manager decides to cross a line, they have become a perpetrator. Still, they’re often surprised there’s no real reaction; the tendency, then, is to cross yet another line to see if that works too. Surprise, surprise, each line crossed is subsequently ignored.

Blame everyone else for not blowing the whistle. (e.g., “Why didn’t somebody stop me?!?!”) When an autopsy of failed leadership is performed, a crucial pattern of excuses often appears: “I took a chance, nobody noticed, so I took another, nobody noticed, so I took another, and it became a habit.” “Why didn’t those people say something or do something when they found out about it?” And “It’s really their fault for not catching me and warning me or turning me in that all these bad things happened.” The description that best describes these intentional executive justifications is “Risk Addiction.”

Some experts have described Risk Addiction as something similar to the behavior of drug addicts, gamblers, smokers and sex offenders. These perpetrating individuals absolutely realize how risky, devastating and damaging their behavior is, but they continue anyway. In leadership Risk Addiction, the intoxicant is power and a willingness among others—colleagues, victims, witnesses, compliance officials and board members—to succumb to that power. They become complicit, co-conspirators in their failure to oppose, disclose or expose.

Leaders in cultures where “yes” is the only answer increasingly act without waiting for a “yes” or a “no.” The unilateral top decision to move ahead compels a “yes.”

Combatting and defeating Risk Addiction The institutional tools for detecting, deterring, defeating and preventing risk addiction are exposure, behavior labeling and aggressive, constructive disclosure. This includes naming names. If you witness intentional crisis mismanagement, my advice is clear: speak up. Silence is the greatest enabler and validator of misbehavior. Those who observe or are affected by misbehavior need to speak up despite the risks.

Otherwise, executive misbehavior tends to grow and become more clever, audacious, novel and damaging. Invariably, once the perpetrator is caught or exposed, they will immediately blame those around them, who “Should have warned me or prevented me from making these decisions.”

Be alert. Disclose, expose and oppose. 

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WASHINGTON REPORT

Top AI start-up Anthropic gets Fierce

A

nthropic, the San Francisco-based artificial intelligence start-up, has retained Republican powerhouse firm Fierce Government Relations for D.C. representation.

The move comes as the Financial Times reports that Anthropic has tapped law firm Wilson Sonsini to prepare it for one of the biggest IPO offerings ever.

Currently, the maker of the Claude chatbot is negotiating a private funding round pegged at more than $300 million.

Anthropic’s IPO could come in 2026 ahead of a similar stock transaction from competitor OpenAI. Some observers believe if Anthropic’s financial statements show steady growth and robust profit margins it could ease AI bubble fears.

Fierce is handling matters concerning America’s AI Action Plan, AI safety and governance, national security, export controls, energy generation, transmission and permitting, and U.S. infrastructure investments.

Its five-member team includes Kirk Blalock and Kristen Chadwick, Special Assistants to president George W Bush; Kate Hull, Aide to Sen. Tim Hutchinson; Mike Chappell, Staffer for Rep. Chip Pickering; and Jake Greenberg, Director of the U.S. UN Mission’s D.C. office. 

DoorDash’s Horrell delivers for BGR

C

had Horrell, who was Senior Manager for Government Relations at DoorDash, has joined BGR Group as VP in its state and local practice.

In a four-year run at DoorDash, Horrell oversaw government and regulatory relations across 16 states in the Mid-Atlantic and Southern regions.

He also headed up DoorDash’s direct engagement with groups such as the Democratic Governors Assn., Republican State Leadership Committee, and the National Conference of Insurance Legislators.

Earlier, Horrell worked as a VP at DCI Group in a seven-year run and advised AARP for three years.

He also spent 11 years as a Campaign Manager and Political Director for Democratic candidates such as the Tim Kaine for Governor race in Virginia and Indiana Congressman Brad Ellsworth. 

SKDK adds Democratic ad-maker Klemesrud

S

KDK has hired Brian Klemesrud, a Democratic political ad-maker, as its Chief Creative Director.

He will oversee SKDK’s TV, digital and brand creative teams for the firm’s political and public affairs work.

Klemesrud worked on the campaigns of Arizona Senator Mark Kelly and New Mexico Senator Martin Heinrich.

He also produced ads for the Democratic Brian Klemesrud Congressional Campaign Committee, Rights 4 Girls, and the American Federation of State, County and Municipal Employees.

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the most creative, strategic and effective ads out there for our candidates and causes,” said SKDK CEO Doug Thornell.

Stagwell owns SKDK. 

Zeno Group hires Lawlor to head PA

K

evin Lawlor, who most recently served as Chief Political Officer and EVP at DDC Public Affairs, is coming on board at Zeno Group as Head of Public Affairs.

At DDC, Lawlor specialized in grassroots outreach and coalition building, as well as earned and paid media. He’s advised corporations, trade associations, nonprofits and government clients on high-stakes policy issues.

Kevin Lawlor Lawlor has also been Communications Director for former Reps. Frank Kratovil (DMD), Ellen Tauscher (D-CA) and Juanita Millender-McDonald (D-CA), in addition to Public Affairs Coordinator for the Center for National Policy.

At Zeno, he will lead a team of public affairs professionals to advise clients on a range of issues including public policy, government relations and regulatory affairs. 

Burson taps FGS alum Haynes for U.S. PA chief

B

urson has brought on Bruce Haynes, who served as Global co-Chairman of the crisis communications and issues management unit at FGS Global, as U.S. Head of Public Affairs.

Haynes most recently served as SVP, Corporate and External Affairs for Charles River Laboratories, where he led comprehensive strategies to manage corporate reputation. At Bruce Haynes FGS Global (and before that Sard Verbinnen), he provided public affairs and strategic communications counsel on such high-stakes situations as mergers & acquisitions, crises, government oversight and investigations, issues management and policy positioning. Before that, he was President and Founding Partner at Purple Strategies.

In addition to Haynes coming on board, Burson has appointed former kglobal Managing Partner Randy DeCleene and longtime U.S. State Department vet Erik Watnik as EVPs. 

DCI ties on Thailand

D

evelopment Counsellors International has landed the Tourism Authority of Thailand as a tourism and business event destination account.

Thailand attracted 28.3 million foreign visitors through November, paced by travelers from Malaysia, China and India.

In the “National Security Strategy of the U.S.” document released last month, President Trump counted the “raging conflict” between Thailand and Cambodia as one of the seven wars that he has settled during his second term.

DCI chalked up $848,567 in fees from overseas tourism/economic development clients during the six-month period ended Sept.

30.

The roster includes Monaco Government Tourist & Convention Authority ($223,150), Belize Tourism Board ($217,980), Netherlands Foreign Investment Agency ($183,989), Visit Scotland ($87,592), Vienna Tourist Board ($84,621) and Bayern Tourismus Marketing ($51,235).

DCI and Economic Development Winnipeg terminated their relationship during the period. 

Miller Strategies signs $1.5M UAE pact

M

iller Strategies, the well-connected Republican firm, has inked a $1.5 million one-year consulting contract from Emirates Global Aluminum, the biggest industrial company in the United Arab Emirates outside the oil and gas sector.

The firm will conduct research and execute oral, written or electronic communication with contacts related to administrative and legislative matters.

International PR News The contract went into effect on Sept. 30 as the firm had a meeting with Oklahoma Sen. Markwayne Mullin to discuss tariffs and international trade matters.

Miller served as Finance Chair of the 60th presidential inauguration of Donald Trump and VP J.D. Vance. He was also a political advisor for former House Speaker Kevin McCarthy and Texas Governor Rick Perry.

Miller Strategies’ contract with EGA remains in effect as long as Miller is the lead point of contact on the business.

The firm has represented Dow Chemical, Occidental Petroleum, Apple, Energy Transfer Partner and Oracle.

EGA is owned by Mubadala Investment Company of Abu Dhabi and Investment Corporation of Dubai. 

GrayRobinson does outreach for Bahrain

G

rayRobinson has signed a $35,000 per month contract to provide government affairs services to the Embassy of Bahrain.

The one-year contract calls for the Orlando-based firm to “lead communications strategy in Washington with key foreign policy stakeholders.”

Deputy Managing Director Chris McCannell and Government Affairs Advisor Kevin Jogerst handle the outreach from GrayRobinson’s Washington office. Prior to joining GrayRobinson, McCannell, who was Chief of Staff to former New York Democratic Congressmen Michael McMahon and Joe Crowley, headed APCO’s financial services and government affairs unit. Jogerst was Press Secretary for Georgia Republican Representative Barry Loundermilk.

GrayRobinson has signed on Peter Mirijanian Public Affairs as a subcontractor on the Bahraini business. It receives a $20,000 monthly retainer. 

FARA News

 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.

BGR Government Affairs, LLC, Washington, D.C., registered Sept. 24, 2025 for People’s Democratic Republic of Algeria, Washington, D.C., regarding providing government affairs and public relations services.

Craft Media Digital, Washington, D.C., registered Dec. 4, 2025 for Embassy of Switzerland in the U.S.A., Washington, D.C., regarding providing strategic communications advice, support, and counsel, and media training of Embassy personnel and representatives as requested.

Hogan Lovells US LLP, Washington, D.C., registered Oct. 31, 2025 for Government of Ontario, Ministry of Economic Development, Job Creation and Trade (MEDJCT), Toronto, Ontario, Canada, regarding providing advice on U.S. and international laws, regulations, and policies concerning Canada-U.S. trade issues.

Lobbying News

G 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.

Capitol Tax Partners, LLP, Washington, D.C., registered Nov. 20, 2025 for Blackrock Funds Services, LLC, New York, N.Y., concerning issues related to the taxation of financial services, retirement savings, and digital assets; and international tax issues.

Salinas Strategies LLC, Washington, D.C., registered Nov. 25, 2025 for Meta Platforms, Inc., Washington, D.C., regarding issues and discussions related to AI, Antitrust, Homeland Security, Intellectual Property, Intelligence and Trade.

The Duberstein Group, Inc., Washington, D.C., registered Dec. 4, 2025 for Cheniere Energy, Inc., Washington, D.C., concerning issues related to the promotion of U.S. liquefied natural gas (LNG) exports.

Williams and Jensen, PLLC, Washington, D.C., registered Dec. 8, 2025 for Consumer Brands Association, Arlington, Va., concerning issues related to food and beverage regulation.

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2026 PR Buyer’s Guide Annual Reports/Design/Branding ���������������������������59 Associations ����������������������������������������������������������� 59 Awards ������������������������������������������������������������������ 60 Celebrities ������������������������������������������������������������� 61 Clipping Services �������������������������������������������������� 62 Copywriters ����������������������������������������������������������� 62 CPA/Consulting Services �������������������������������������� 62 Digital Media Tours ���������������������������������������������� 62 Directories ������������������������������������������������������������� 63 Education �������������������������������������������������������������� 63 Electronic Newsfeeds/Satellite Svcs. ���������������������64 Executive Coaching ���������������������������������������������� 64 Executive Search ��������������������������������������������������� 64 Graphic Design Services ���������������������������������������� 64 Influencer Marketing ���������������������������������������������� 64 Integrated Marketing & PR ����������������������������������� 65 Management Consultants �������������������������������������� 65 Measurement and Evaluation ��������������������������������� 65 Media Monitoring ��������������������������������������������������65 Media Tours/Roadshows ��������������������������������������� 65 Media Training ������������������������������������������������������ 66 Mergers & Acquisitions ���������������������������������������� 66 Newsletters ������������������������������������������������������������� 66 Newswires/Press Services ������������������������������������� 67 Press Release Distribution ������������������������������������ 67 Public Relations Networks ������������������������������������ 67 Public Service Announcements ����������������������������� 67 Radio ��������������������������������������������������������������������� 68 Research ���������������������������������������������������������������� 70 Satellite Media Tours �������������������������������������������� 70 Search Engine Optimization (SEO) ���������������������� 72 Social Media ��������������������������������������������������������� 72 Special Events ������������������������������������������������������� 72 Television (TV) Production ���������������������������������� 72 Video ��������������������������������������������������������������������� 73 Website Development ������������������������������������������� 73 Index to Listed Companies ������������������������������������ 73

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ASSOCIATIONS

2026 PR BUYER’S GUIDE

Annual Reports/Design/ Branding

Association of National Advertisers (ANA), 155 E. 44th St., New York, NY 10017. 212/697-5950. www.ana.net.

Tier One Partners, 129 South St., Boston, MA 02111. 617/918-7060; Chicago: 312/529-7755. kwilson@wearetierone.com; mhughes@wearetierone.com; www.wearetierone.com. Kathy Wilson, Boston; Marian Hughes, Chicago.

CMO Council, 1494 Hamilton Way, San Jose, CA 95125. www.cmocouncil.org.

Donovan Neale-May, Exec. Dir.

Associations

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.

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.

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. www.amcpros.com.

Emergency Management External Affairs Association (EMEAA), 779 Scotch Way West Chester, PA 19382. 571/264-4423. em-eaa.org. www.linkedin.com/company/emeaaorg.

Bob Jensen, Pres.; Dan Stoneking, VP

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.

Florida PR Association, 40 Sarasota Ctr. Blvd., #107, Sarasota, FL 34240. 941/3652135. www.fpra.org.

National Hispanic Media Coalition 626/792-6462. www.nhmc.org. Brenda Victoria Castillo, Pres. & CEO.

Hispanic Public Relations Association hprausa.org.

National Institute for Lobbying & Ethics, The, 10340 Democracy Lane, #300, Fairfax, VA 22030. 703/383-1330. www.lobbyinginstitute.com.

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.

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.

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.

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ASSOCIATIONS

2026 PR BUYER’S GUIDE

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. 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.

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.

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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.

Association TRENDS Annual Trendy Awards, Columbia Books & Information Services, 1530 Wilson Blvd., #400, Arlington, VA 22209. 888/265-0600. www.associationtrends.com/trendy-awards/.

She Runs It (Formerly Advertising Women of NY), New York, NY. 212/2217969. sherunsit.org. Cheri Carpenter, Dir., Comms.

AVA Digital Awards, Association of Marketing and Communication Professionals, 127 Pittsburg St., Dallas, TX 75207. 214/883-9300. awards@avaawards.com; www.avaawards.com.

SIIA, Software & Information Industry Assn., 1620 I St., N.W., #501, Washington, DC 20006. 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 85004-1248. sabew.org. Stephanie Klimstra, Exec. Dir. Society of American Travel Writers (SATW), info@satw.org; satw.org.

Society of Professional Journalists, P.O. Box 441748, Indianapolis, IN 46244. www.spj.org. Caroline Hendrie, Exec. Dir. U.S. Travel Association, 1899 Pennsylvania Ave., NW, Washington, DC 20006. 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. (HSMAI), 1660 International Dr., McLean, VA 22102.

703/506-3280. americas.hsmai.org. Ellen Wilson, Washington, D.C. Mng. Dir., Adrian Awards Competition Dir.

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. 212/675-4890. www.communicatorawards.com.

Communitas Awards, Association of Marketing and Communication Professionals, 127 Pittsburg St., Dallas, TX 75207. 214/883-9300. info@ communitasawards.com; www.communitasawards.com. dotCOMM Awards, Association of Marketing and Communication Professionals, 127 Pittsburg St., Dallas, TX 75207. 214/883-9300. 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.

AME - Advertising & Marketing Effectiveness Awards, New York Festivals, 641 Lexington Ave., 13th Flr., New York, NY 10022. 212/271-5278. www.ameawards.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.

APEX Awards, Communications Concepts, Inc., 96 Linwood Plaza, #467, Fort Lee, NJ 07024. 201/439-8020. info@apexawards.com; apexawards.com.

Ken Turtoro, Exec. Editor.

Golden Trumpet Awards, Publicity Club of Chicago, P.O. Box 101236, Chicago, IL 60610. office@publicity.org; www.publicity.org.

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CELEBRITIES

2026 PR BUYER’S GUIDE Hermes Creative Awards, Association of Marketing and Communication Professionals, 127 Pittsburg St., Dallas, TX 75207. 214/883-9300. 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. 214/883-9300. 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. 888/950-ASAE. 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.

Washington Women in Public Relations (WWPR) Woman of the Year Award, P.O. Box 65297, Washington, DC 20035. wwpr.org.

Sigma Delta Chi Awards, c/o Society of Professional Journalists, P.O. Box 441748, Indianapolis, IN 46244. www.spj.org. Caroline Hendrie, Exec. Dir.

Celebrities

SIIA CODiE Awards, Software & Information Industry Association, 1620 I St., N.W., #501, Washington, DC 20006.

202/289-7442. info@codieawards.com; codieawards.com.

Silver Apple Awards, Marketing Club of New York, New York, NY. 646/741-4771. marketingclubny.org.

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.

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.

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.

Visit www.StevieAwards.com to learn about all of the Stevie Award programs.

Viddy Awards, 127 Pittsburg St., Dallas, TX 75207. 214/883-9300. info@ viddyawards.com; www.viddyawards.com.

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CLIPPING SERVICES

2026 PR BUYER’S GUIDE

Clipping Services

Digital Media Tours

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 18,700 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; Chicago: 312/529-7755. kwilson@wearetierone.com; mhughes@wearetierone.com; www.wearetierone.com. Kathy Wilson, Boston; Marian Hughes, Chicago.

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.

See listing also under Management ­Consultants and Mergers & Acquisitions.

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Bridgenext, New York, NY. 917/4036020. www.bridgenext.com/our-services/ creative-content/pr-services/media-tours/.

Nicola Blount, VP Group Director, Communications Services.

Bridgenext 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.

PR73, 301 E. 73rd St., New York, NY 10021. 516/578-8623. justin@pr73.com; www.pr73.com. Justin Goldstein, Founder & Lead Strategist, President & Lead Strategist.

PR73 has over a decade of experience booking and managing logistics for earned broadcast media outreach to television, radio and podcast outlets.

We have helped clients like book authors, public affairs and awareness organizations, politicians, celebrities, and nonprofits to secure television, radio, and podcast coverage that makes an impact and generates engagement across their owned channels.

We do so by understanding broadcast media that they want to target and why.

Then, we develop a strategic plan for delivering results, rather than taking a spray and pray approach.

For broadcast media tours, we offer a performance model where you only pay for interviews that we secure.

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

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Additional Services Include: • Podcast production • B-Roll development • Audio News Release distribution • Broadcast media training

Prime Time Media, Headquarters: LA & NYC. 310/709-1109. info@primetimemedia.us; www.prime-timemedia.com. Neisha Cohen.

See listing also under Satellite Media Tours.

EDUCATION

2026 PR BUYER’S GUIDE

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, 525 9th St., NW, 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. 240/7159507. sunwater.org/u-s-congress-handbook.

World Radio TV Handbook (WRTH), Radio Data Center, Freising, Germany. wrth.info.

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 Strategic Communication, Weissman School of Arts and Sciences, 55 Lexington Ave. at 24th St., New York, NY 10010. 646/3121000. 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.

Purdue University, Online M.S. in Communication, 100 North University St., West Lafayette, IN 47907. 765/494-4600. cla.purdue.edu/graduatestudies/index.html.

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.

Quinnipiac University, M.S. in Public Relations, 275 Mount Carmel Ave., Hamden, CT 06518. 203/582-8200. www.qu.edu.

Drexel University, M.S. and Ph.D., Communication, Culture, and Media, College of Arts and Sciences, Philadelphia, PA. 215/895-1805. 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/masters-programs.

Georgetown University, School of Continuing Studies, Master’s in Public Relations & Corporate Comms., 111 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.

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.

Simmons University, B.A., Communications, 300 The Fenway, Boston, MA 02115. 617/521-2000. www.simmons.edu.

Syracuse University, S.I. Newhouse School of Public Communications, Syracuse, NY. newhouse.syr.edu.

Tufts University, Gerald J. & Dorothy R. Friedman School of Nutrition Science and Policy, Food and Nutrition Policy and Programs, 150 Harrison Ave., Boston, MA 02111. 617/636-3777. nutrition.tufts.edu.

University of Delaware, Online M.A. in Strategic Communication, Newark, DE 19716. 302/831-2792. www.udel.edu/academics/online/programs/ ma-masters-strategic-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.

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ELECTRONIC NEWSFEEDS

2026 PR BUYER’S GUIDE

Electronic Newsfeeds/ Satellite Services

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.

LBF Strategies, LLC, PR & Communications Recruitment & Career Coaching, Carmel, IN. 312/725-8544.

Lisa@LBFStrategies.com; www.LBFStrategies.com. Lisa Frank, CEO.

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

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; www.instagram.com/ken.jacobs/?hl=en.

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.

JANUARY 2026

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.

Los Angeles, CA losangeles@straussmedia.com

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LBF Strategies, LLC, PR & Communications Recruitment & Career Coaching, Carmel, IN. 312/725-8544. Lisa@LBFStrategies.com; www.LBFStrategies.com. Lisa Frank, CEO.

Monday Talent, 228 Park Ave. S., Suite 37828, New York, NY 10003. hello@monday-talent.com; www.monday-talent.com.

We’re Monday Talent—recruitment’s wake-up call. Specializing in communications, marketing, and creative fields, we design, build, and shape the teams that drive industries forward.

As Talent Architects, we take a people-first, partnership-driven approach to aligning ­talent with vision and driving lasting growth.

Our work goes beyond hiring; we help ­clients optimize recruitment processes, refine compensation strategies, and ­navigate organizational change.

By immersing ourselves in our clients’ cultures, we act as true ambassadors for inclusive and forward-thinking hiring. The result: dynamic, high-performing teams built to thrive, lead, and define what’s next.

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OneConnective, New York, NY. 646/6200054. frank@oneconnective.com; www. oneconnective.com. Frank Swinand, President.

Graphic Design Services Tier One Partners, 129 South St., Boston, MA 02111. 617/918-7060; Chicago: 312/529-7755. kwilson@wearetierone.com; mhughes@wearetierone.com; www.wearetierone.com. Kathy Wilson, Boston; Marian Hughes, Chicago.

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.

MEDIA MONITORING

2026 PR BUYER’S GUIDE

Integrated Marketing & PR

Measurement & Evaluation

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, 6625 Argyle Forest Blvd., 4-1240, Jacksonville, FL 32244. 252/886-1511. glenna@jbtylerconsultants.com; www.jbtylerconsultants.com. Glenna Gonzalez, CEO. Montieth & Company, 685 Third Ave., 27th 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; Chicago: 312/529-7755. kwilson@wearetierone.com; mhughes@wearetierone.com; www.wearetierone.com. Kathy Wilson, Boston; Marian Hughes, Chicago.

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.

Media Monitoring OWL Research Partners, 6525 N Amherst St., Portland, OR 97203. 503/348-9456. samara@owlresearchpartners.com; www. owlresearchpartners.com.

Samara Omundson.

Media Tours/Roadshows 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 18,700 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; Chicago: 312/529-7755. kwilson@wearetierone.com; mhughes@wearetierone.com; www.wearetierone.com. Kathy Wilson, Boston; Marian Hughes, Chicago.

Bridgenext, New York, NY. 917/403-6020. www.bridgenext.com/our-services/creativecontent/pr-services/. Nicola Blount, VP Group Director, Communications Services.

Bridgenext 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. 212/838-8371. hello@newmangroup.com; www.newmangroup.com. Richard Newman, Pres.

See full listing under Media Training.

See listing also under CPA/Consulting ­Services and Mergers & Acquisitions.

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MEDIA TOURS/ROADSHOWS

2026 PR BUYER’S GUIDE Tier One Partners, 129 South St., Boston, MA 02111. 617/918-7060; Chicago: 312/529-7755. kwilson@wearetierone.com; mhughes@wearetierone.com; www.wearetierone.com. Kathy Wilson, Boston; Marian Hughes, Chicago.

Media Training PR73, 301 E. 73rd St., New York, NY 10021. 516/578-8623. justin@pr73.com; www.pr73.com. Justin Goldstein, President & Lead Strategist.

PR73 has over a decade of experience booking and managing logistics for earned broadcast media outreach to television, radio and podcast outlets.

We have helped clients like book authors, public affairs and awareness ­organizations, politicians, celebrities, and nonprofits to secure television, radio, and podcast ­coverage that makes an impact and ­generates engagement across their owned channels. We do so by understanding broadcast media that they want to target and why. Then, we develop a strategic plan for delivering results, rather than taking a spray and pray approach.

For broadcast media tours, we offer a ­performance model where you only pay for interviews that we secure.

Additional Services Include: • Podcast production • B-Roll development • Audio News Release distribution • Broadcast media training

New York, NY newyork@straussmedia.com Los Angeles, CA losangeles@straussmedia.com Richard Strauss, President See full listing under SMTs and Radio.

JANUARY 2026

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., 27th 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.

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.

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Blaine Group, Inc., The, 8665 Wilshire Blvd., #301, Beverly Hills, CA 90211.

310/360-1499. www.blainegroupinc.com.

Devon Blaine, Pres./CEO.

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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; Chicago: 312/529-7755. kwilson@wearetierone.com; mhughes@wearetierone.com; www.wearetierone.com. Kathy Wilson, Boston; Marian Hughes, Chicago.

WWW.ODWYERPR.COM

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.

See listing also under CPA/Consulting ­Services and Management Consultants.

Montieth & Company, 685 Third Ave., 27th Flr., New York, NY 10017.

646/437-7602. montieth@montiethco.com; montiethco.com. Montieth Illingworth, CEO and Global Mng. Partner.

The Stevens/Jachetti Group, www.stevensjachetti.com, Rich Jachetti (914) 318-4656 / rich@stevensjachetti.com, Art Stevens / art@stevensjachetti.com, Destiny Lopez / destiny@stevensjachetti.com, Ron Melk / ron@stevensjachetti.com, Mark Altschuler / mark@stevensjachetti.com, Marty Gamer / marty@stevensjachetti.com Tier One Partners, 129 South St., Boston, MA 02111. 617/918-7060; Chicago: 312/529-7755. kwilson@wearetierone. com; mhughes@wearetierone.com; www. wearetierone.com. Kathy Wilson, Boston; Marian Hughes, Chicago.

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; Chicago: 312/529-7755. kwilson@wearetierone.com; mhughes@wearetierone.com; www.wearetierone.com. Kathy Wilson, Boston; Marian Hughes, Chicago.

2026 PR BUYER’S GUIDE

PUBLIC SVC. ANNOUNCEMENTS

Newswires/Press Services

Public Relations Networks PRNEWS Inc, 650 NE 2nd Ave., 3705, Miami, FL 33132. 929/214-1799. alex@prnews.io; prnews.io.

Alex Nigmatulin, CMO.

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@247pressrelease.com; www.24-7pressrelease. com. Philip Louie.

Celebrating over 20 years in business, 24-7 Press Release Newswire is a trusted industry leader in press release distribution, helping businesses of all sizes share their stories with the world. Since 2004, the company has provided cost-effective and reliable communication solutions designed to increase brand visibility and strengthen online presence.

With a powerful distribution network ­spanning digital and traditional media, 24-7 Press Release Newswire has proudly served more than 30,000 clients and ­distributed over 500,000 releases. Backed by an A+ Better Business Bureau rating, the company continues to set the standard for professional, value-driven press release services.

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.

IPREX, 3336 Arapahoe Road, Unit B #223, Erie, CO 80516. alexandra.mayhew@iprex. com; www.iprex.com. Alexandra Mayhew, Exec. Dir. PR World Alliance, www.prworldalliance. com.

PROI Worldwide, Chicago, IL. 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

Send2Press® Newswire, a service of Neotrope®, Temecula, CA USA. 310/3734856. 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; top AI search; 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 industrystandards including AP style. No AI. Neotrope celebrates its 43rd anniversary in 2026. Send2Press is 26 years old in 2026.

Neotrope support hours are 9 a.m.-5 p.m. PST/PDT (Calif.), Monday - ­Friday (closed weekends and holidays).

PH: 1-310-373-4856 (Temecula, Calif. USA) www.send2press.com.

Neotrope® and Send2Press® are U.S. ­registered trademarks.

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.

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PUBLIC SVC. ANNOUNCEMENTS

2026 PR BUYER’S GUIDE

Radio Bridgenext, New York, NY. 917/403-6020. www.bridgenext.com/our-services/creativecontent/pr-services/. Nicola Blount, VP Group Director, Communications Services.

Bridgenext 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.

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.

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.

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.

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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.

RADIO

2026 PR BUYER’S GUIDE

Bridgenext, New York, NY. 917/4036020. www.bridgenext.com/our-services/ creative-content/pr-services/media-tours/.

Nicola Blount, VP Group Director, Communications Services.

Bridgenext is a passionate group of ­creatives, writers, producers, and media strategists. We create content that sparks engagement and drives measurable ­outcomes across platforms.

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.

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.

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.

New York, NY newyork@straussmedia.com Los Angeles, CA losangeles@straussmedia.com Richard Strauss, President

PR73, 301 E. 73rd St., New York, NY 10021. 516/578-8623. justin@pr73.com; www.pr73.com. Justin Goldstein, President & Lead Strategies.

PR73 has over a decade of experience booking and managing logistics for earned broadcast media outreach to television, radio and podcast outlets.

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.

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.

We have helped clients like book authors, public affairs and awareness organizations, politicians, celebrities, and nonprofits to secure television, radio, and podcast coverage that makes an impact and generates engagement across their owned channels.

We do so by understanding broadcast media that they want to target and why.

Then, we develop a strategic plan for delivering results, rather than taking a spray and pray approach.

For broadcast media tours, we offer a performance model where you only pay for interviews that we secure.

Additional Services Include: • Podcast production • B-Roll development • Audio News Release distribution • Broadcast media training

Proudly celebrating our 30th anniversary in 2026, 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.

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RESEARCH

2026 PR BUYER’S GUIDE

Research Researchscape International, 5077 Fruitville Rd., #120, Sarasota, FL 34232-2272. 888/983-1675. tcheevers@researchscape.com; researchscape.com. Tony Cheevers.

Atomik Research, a part of 4media group, 877-977-1717. hello@4mediagroup.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 (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 inter­ nationally 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

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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, 347/3514804. 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.

SATELLITE MEDIA TOURS

2026 PR BUYER’S GUIDE

Bridgenext, New York, NY. 917/4036020. www.bridgenext.com/our-services/ creative-content/pr-services/media-tours/.

Nicola Blount, VP Group Director, Communications Services.

Bridgenext 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.

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, onlocation 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.

MediaEngagement, 917/658-9932. rdeangelis@mediaengagement.com.

Robin DeAngelis.

Visit us at mediaengagement.com.

KEF Media, 1161 Concord Rd. SE, Smyrna, GA 30080. 404/605-0009. yhanak@kefmedia.com; wells@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

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

PR73, 301 E. 73rd St., New York, NY 10021. 516/578-8623. justin@pr73.com; www.pr73.com. Justin Goldstein, President & Lead Strategist.

PR73 has over a decade of experience booking and managing logistics for earned broadcast media outreach to television, radio and podcast outlets.

We have helped clients like book authors, public affairs and awareness organizations, politicians, celebrities, and nonprofits to secure television, radio, and podcast coverage that makes an impact and generates engagement across their owned channels.

We do so by understanding broadcast media that they want to target and why.

Then, we develop a strategic plan for delivering results, rather than taking a spray and pray approach.

For broadcast media tours, we offer a ­performance model where you only pay for interviews that we secure.

Additional Services Include: • Podcast production • B-Roll development • Audio News Release distribution • Broadcast media training

Prime Time Media, Headquarters: LA & NYC. 310/709-1109. info@primetimemedia.us; www.prime-timemedia.com. Neisha Cohen.

See listing also under Digital Media Tours.

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SATELLITE MEDIA TOURS

2026 PR BUYER’S GUIDE

Search Engine Optimization

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 30th anniversary in 2026, 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

Monument Optimization, Washington, DC 20008. 202/904-5763. john.norton.stewart@gmail.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 Tier One Partners, 129 South St., Boston, MA 02111. 617/918-7060; Chicago: 312/529-7755. kwilson@wearetierone.com; mhughes@wearetierone.com; www.wearetierone.com. Kathy Wilson, Boston; Marian Hughes, Chicago.

Special Events Tier One Partners, 129 South St., Boston, MA 02111. 617/918-7060; Chicago: 312/529-7755. kwilson@wearetierone.com; mhughes@wearetierone.com; www.wearetierone.com. Kathy Wilson, Boston; Marian Hughes, Chicago.

Contact us today at (202) 638-0200 for further details or visit www.straussmedia.com.

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 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 and press junkets, interactive streaming events, video podcasts, live 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, pharma round tables, green screens, kitchen sets with a prep-kitchen, 2-wall curved-to-floor 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

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WEBSITE DEVELOPMENT

2026 PR BUYER’S GUIDE

Website Development Bridgenext, New York, NY. 323/855-6787. www.bridgenext.com/our-services/creativecontent/video-services/. Rich Quigley, SVP Group Director, Bridgenext Content Studio.

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, 347/3514804. 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’s Content Studio 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.

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.

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.

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.

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.

Montieth & Company, 685 Third Ave., 27th 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; Chicago: 312/529-7755. kwilson@wearetierone.com; mhughes@wearetierone.com; www.wearetierone.com. Kathy Wilson, Boston; Marian Hughes, Chicago.

INDEX OF LISTED COMPANIES 0-9 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 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

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 B Baruch College (CUNY), M.A. in Strategic 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 dotCOMM Awards: Awards Drexel University: Education F Florida PR Association: Associations G George Washington University, Master’s in Public Relations & Comms.: Education

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INDEX OF LISTED COMPANIES

2026 PR BUYER’S GUIDE

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

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

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 I iBravo! Awards: Awards 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 LBF Strategies, LLC: Executive Coaching, Executive Search Leadership Connect: Directories Lyons Broadcast PR: Public Service Announcements, Satellite Media Tours, Video M MarCom Awards: Awards Matrix Awards: Awards MediaEngagement: Satellite Media Tours 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 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

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O O’Dwyer’s Directory of Public Relations Firms: Directories O’Dwyer’s Public Relations Newsletter: Newsletters OneConnective: Executive Search 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 PR73: Digital Media Tours, Media Tours/Roadshows, Radio, Satellite Media Tours Prime Time Media: Digital Media Tours, Satellite Media Tours 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 Purdue University, Online M.S. in Communication: Education Q Quinnipiac University, M.S. in Public Relations: Education

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R 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 Simmons University, B.A., Communications: Education Society for Advancing Business Editing and Writing (SABEW): Associations Society of American Travel Writers (SATW): Associations, Awards Society of Professional Journalists: Associations Stevens/Jachetti 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 Tufts University, Gerald J. & Dorothy R. Friedman School of Nutrition Science and Policy, Food and Nutrition Policy and Programs: Education 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 Radio TV Handbook (WRTH): Directories Worldcom Public Relations Group: Public Relations Networks