Veritas Reputation PR made its mark not by following trends, but by setting them. The year saw the firm cement its position as a specialist powerhouse in BFSI and corporate PR, earning accolades across Asia-Pacific and doubling down on innovation with its new Research & Innovation Unit. It was a year where focus met impact, and recognition followed naturally.Under the leadership of Hemant Batra, Founder & Managing Director, Veritas also expanded its global footprint by joining the Financial Narrative Agency Network and strengthened its client portfolio with industry leaders like Canara Bank, RIR Power, and Karur Vysya Bank. Amid rapid AI adoption and changing news consumption patterns, the firm demonstrated that PR today is less about visibility and more about earning trust, driving engagement, and shaping meaningful narratives that reach decision-making tables.How would you describe the year 2025 for your organization, and were there any standout moments that defined it?From inception, we focused on building Veritas Reputation PR as a ‘specialist’ firm, not a generalist and the year 2025 reaffirmed our choice. It witnessed our focus get translated into impact.We continued to register robust growth with the help of our team, our domain expert army that makes us the specialists. In just eight years, we have established ourselves as one of the leading BFSI and corporate PR firms, with recognitions extending across the Asia-Pacific region.  Being named in Provoke Media’s Top 12 ‘Best PR Agencies in India & South Asia’ and Top 10 ‘Best PR Agencies To Work For’ in Asia-Pacific region, were the defining moments that endorsed our model.Over the past year, we have strengthened our innovation capabilities by establishing Veritas Research & Innovation Unit. This internal group focuses on devising new PR ideas and tools, ensuring we stay ahead of the curve and deliver future-ready PR.Another significant moment was our induction into the Financial Narrative Agency Network, a global alliance of independent PR communications and marketing consultancies specialising in financial services. When you look at the broader PR and communications industry, what defined this year for the industry?The year witnessed a drastic shift in its news consumption habits and patterns. Readership across online / digital-first formats, news apps like DailyHunt, NewsInShorts, etc. and social media has shot up. We also witnessed an explosion of Artificial Intelligence (AI) growth and adoption. From search engine to content creation and rich media enabler, it saw tremendous growth. This shift redefined our outreach strategies and tools.PR today is no longer about just visibility; it’s about earning trust and credibility in a highly fragmented ecosystem.Which new big clients did you onboard this year, and what made those wins special?In 2025, we continued to onboard some of the leading segment players, reflecting the industry’s trust in our domain expertise and consulting-led approach. Some of the names that we added include Canara Bank, Bharat InvITs Association, RIR Power, Karur Vysya Bank and many others. How has the role of PR evolved—has it shifted from managing images to creating deeper engagement?Certainly, while managing image is important, building credibility and trust is more important. This shift has been underway for some time, and now we can see visible results.Technology, in my opinion, has accelerated this shift in a decisive way. With robust measurement tools, better analytics and AI-assisted monitoring, PR professionals can have deeper audience segmentation and thereby focused messaging.It is safe to say that PR professionals have reached or are closer to decision-making tables, beyond their communication desks, due to these developments.

In Adgully ME’s REWIND 2025, PRHub.ae marked a breakthrough year, transitioning from a fully remote team to opening its first office in Dubai’s One Central. Under the leadership of Vlada Lomova, CEO, the agency strengthened its Middle East presence while delivering creative campaigns that captured attention and sparked conversation. A highlight was the “moon pizza” Ramadan campaign with Dodo Pizza, which not only resonated with audiences but also earned a Silver Mercury Award, cementing the agency’s reputation for inventive, impactful storytelling.Beyond individual campaigns, 2025 was defined by client trust and retention, with nearly all clients renewing their partnerships, including major players across ticketing, travel, and tech-driven B2B sectors. The year reflected the broader industry evolution, where PR is no longer limited to visibility or image management, but a 360-degree discipline encompassing creative activations, influencer engagement, and authentic, relationship-driven communication across multiple touchpoints.How would you describe the year 2025 for your organization, and were there any standout moments that defined it?2025 was a breakthrough year for PRHub.ae Agency. We opened our first office in Dubai, One Central, which was a major step and strengthened our presence in the Middle East. Before that, we worked as a remote team.Another standout moment was our creative Ramadan campaign with Dodo Pizza, where we launched the “moon pizza” concept and secured coverage in all major Tier-1 outlets — Khaleej Times, Arabian Business, and What’s On. This campaign not only resonated strongly with the audience but also earned us a Silver Mercury Award, which became a defining achievement of the year.When you look at the broader PR and communications industry, what defines this year for the industry?This year was defined by a surge in bold, creative campaigns across the industry. Brands and agencies were more focused on ideas that truly stand out, spark conversation, and build emotional connections with audiences. Creativity became a key differentiator.Which new big clients did you onboard this year, and what made those wins special?Beyond onboarding new clients, what truly defined this year was retention. Around 99% of our clients extended their contracts into 2026, including major players such as a top MENA ticketing platform, a travel platform, and other tech-driven businesses, B2B startups. These renewals show strong trust in our work and confirm the long-term value we deliver, not just one-off campaigns.How has the role of PR evolved — has it shifted from just managing images to creating deeper, more authentic engagement?PR today is a 360-degree discipline. It goes far beyond media features and reputation management. It now includes events, influencer and blogger collaborations, creative activations, and deep, strategic communications. The focus is on authenticity, tailored approaches, and building real relationships with audiences across multiple touchpoints.

2025 was a year that stripped away the gloss from public relations and demanded substance, steadiness, and sharper judgement. In a landscape shaped by uncertainty, AI acceleration, geopolitical flux, regulatory scrutiny, and rising reputational risk, Bloomingdale Public Relations navigated the year with what it calls “quiet confidence,” choosing depth over noise and counsel over theatrics. For Adgully’s REWIND 2025, Diana Fernandes, Founder & Group CEO, Bloomingdale Public Relations, reflects on how the year reshaped client expectations, elevated the role of advisory-driven PR, redefined accountability, and set the tone for a future where credibility, clarity, and ethical conviction will matter far more than surface-level visibility.How would you describe the year 2025 for your organization, and were there any standout moments that defined it?2025 was a year of quiet confidence for us. Not flashy, not noisy, but deeply defining. What stood out was not one big win or a headline moment, but the consistency with which we showed up for our clients in a year full of uncertainty. An uncertain environment, rapid digital transformation driven by AI, geopolitical noise, regulatory shifts, and rising reputational risks became part of everyday conversations; and that changed the nature of our work. One defining moment for us was how often clients brought us in before decisions were made, not after things went wrong. That shift from reactive execution to early-stage counsel told us that trust had deepened. We were no longer being seen as just an external agency, but as a thinking partner who understands context, consequences, and nuance.Another standout was internal. We invested time in sharpening our fundamentals: talent, process, and judgement. We said no to work that didn’t align with how we want to practise, and yes to work that demanded rigour, maturity, and long-term thinking.If I had to summarise 2025 in one line, it would be this: fewer fireworks, more foundations. And in an industry like ours, that’s often the most meaningful kind of progress.When you look at the broader PR and communications industry, what defined this year for the industry?For the PR and communications industry, 2025 was the year the illusion finally dropped. The idea that PR is only about visibility or storytelling quietly gave way to a far more serious expectation. Brands needed judgement. They needed context. They needed partners who could help them think through consequences, not just headlines.What defined the year was uncertainty becoming the norm. Leadership transitions, regulatory pressure, geopolitical tensions, social media volatility, and AI-led misinformation meant that reputation risk was no longer episodic. It became constant. That changed how PR was valued.Another big shift was accountability. Clients started asking tougher questions. Not just “what coverage did we get” but “what did this actually change” and “what risk did we avoid.” Measurement moved beyond volume to impact, credibility, and trust. The industry also saw a clear separation. Agencies that stayed transactional struggled. Those that leaned into advisory, ethics, and long-term reputation found stronger relevance. There was also a noticeable pushback against overpromising. Realism started to matter more than hype.If I had to sum it up, 2025 was the year PR stopped trying to look glamorous and started being useful again. And honestly, that’s a healthy place for the industry to be.Which new big clients did you onboard this year, and what made those wins special?We did onboard a few significant clients this year, but what made those wins special wasn’t the size of the brand or the logo value. It was the nature of the conversations that led to the partnership.Most of these clients came to us with very clear problems, not vague mandates. They were looking for counsel in moments of transition; leadership changes, market expansion, regulatory scrutiny, or reputational sensitivity. In many cases, the brief was less about “getting coverage” and more about “help us think this through.”What stood out was that these relationships didn’t begin with pitch theatrics. They began with honest discussions about what PR can and cannot do. That mutual clarity upfront set the tone for a healthier partnership.Another important aspect was trust transfer. Several of these wins came through referrals; from existing clients, journalists, or senior leaders who had seen us work in high-pressure situations. In an industry crowded with options, that kind of endorsement still matters.So for us, the real win wasn’t onboarding new names. It was onboarding clients who value depth over noise, realism over hype, and long-term thinking over short-term visibility.How has the role of PR evolved, has it shifted from just managing images to creating deeper, more authentic engagement?PR has definitely moved beyond managing images. In 2025, its real value lies in shaping understanding and building trust over time. Earlier, PR was often called in to polish perception or manage moments. Today, it is increasingly involved in helping organisations engage with their stakeholders in a more honest, human, and sustained way. That means listening as much as speaking.What has changed is the depth of engagement expected. Audiences are more informed, more sceptical, and quicker to call out inconsistencies. Brands can no longer rely on one-way narratives. They need to show intent, action, and accountability - repeatedly, not occasionally.PR now sits closer to business decisions. It plays a role in how leaders show up, how organisations respond to criticism, and how values are communicated through behaviour, not just messaging. The focus has shifted from visibility to credibility.So yes, PR still manages reputation, but the method has evolved. It is less about controlling the story and more about earning the right to be believed. That shift is subtle, but it defines the future of the profession.

2025 was not a year for safe bets or surface-level storytelling, and the communications industry felt that pressure acutely. In this interview with Adgully ME, Anastasiya Golovatenko, PR Director at Sherpa Communications, breaks down how the year tested agencies and brands alike, with tighter budgets, sharper expectations and a clear shift towards performance-driven communications. For Sherpa, a B2B-focused consultancy operating across complex sectors and diverse geographies, the year became a proving ground for strategic thinking, local expertise and execution at scale.Golovatenko also offers a candid view of how PR in the Middle East is evolving beyond media placements into a respected advisory role. From supporting multinational brands entering the UAE and Saudi Arabia to shaping nationwide awareness campaigns across the wider region, she explains why authentic engagement, sector depth and measurable impact now define successful communications, and why PR today is as much about business counsel as it is about visibility.How would you describe the year 2025 for your organization, and were there any standout moments that defined it?2025 has been a demanding but very rewarding year for us. Being a B2B-focused communications agency is never the easiest route. We look after some of the most challenging industries, from logistics, construction and real estate to technology, oil and gas, energy, manufacturing and even satcom. What made this year special is how much our portfolio of global multinationals has grown, and how we’ve been able to support them not only with market entry, but with nationwide awareness campaigns across the wider region from the UAE and Saudi Arabia to Oman, Egypt, Jordan, Africa and even Turkey.We see more and more companies open to complex ideas, participation in various events and exhibitions, joint projects with local businesses and active support of government initiatives and their visionary national projects. That has created the perfect environment for us to step in as a quality business consultant offering local expertise, helping brands avoid costly mistakes and achieve the strongest possible visibility and impact in each market.When you look at the broader PR and communications industry, what defines this year for the industry?While the market is getting more dynamic, budgets are getting tighter and brands are far more demanding. I’d describe 2025 as a year where winning new business and fully satisfying the needs of existing clients has become harder. Only those PR agencies that can consistently deliver strong, measurable results will be able to hold their ground in the long run.Another Interesting observation is how the “performing” industries are shifting. Sectors that used to dominate are now taking a back seat with smaller budgets and a more cautious approach, while others are stepping forward and investing more aggressively. This makes it absolutely crucial for PR specialists to have diverse sector expertise and deep market knowledge, so they can continue to support brands effectively as their business priorities change.How has the role of PR evolved, has it shifted from just managing images to creating deeper, more authentic engagement?I’d say the understanding of PR has significantly evolved. Many brands know exactly what they want and they definitely don’t want a “distribution company” or a team that only secures interviews and pushes press releases. Especially for brands entering the UAE, KSA and the wider region, PR is now seen as a strategic function. They are looking for a PR partner who can support with a strong communications strategy, bringing deep knowledge of the local market and its specifics, and a strong network of business and media contacts.Being a PR consultant in this part of the world is very reputable and it requires a lot of knowledge and cross-disciplinary experience, from traditional PR to social media, marketing and digital, all working together.

For Ruder Finn India, 2025 was a year defined by momentum, resilience, and reinvention. As the communications landscape continued to evolve rapidly under the influence of AI, automation, and shifting stakeholder expectations, the agency focused on strengthening its people-first culture while deepening client relationships across sectors. From expanding social-first communication strategies to scaling new capabilities through the global launch of rf.StoryLab, the year reflected Ruder Finn India’s commitment to curiosity-led growth, responsible innovation, and delivering meaningful, future-ready outcomes for its clients. As part of Adgully’s year-ender special, REWIND 2025, we spoke to Shivaram Lakshminarayan, COO, Ruder Finn India, about how the organisation navigated a transformative year for both the agency and the PR industry at large. In this conversation, he reflects on key milestones, evolving client demands, the changing role of PR from amplification to accountability, and what lies ahead for communications in 2026—offering a grounded perspective on what’s next for the industry. How would you describe the year 2025 for your organisation? What were the standout moments that defined it? 2025 was an exciting year for us at Ruder Finn. We began with momentum, celebrated significant successes, and managed a few departures—some anticipated, others unexpected. The team kept their heads up, always finding creative solutions and sticking together no matter what came their way. Being a people-first focused agency, we continued to engage more, upskill and reskill our craft and above all continued to have fun while we delivered our what’s next promise to our clients. We grew deeper in our current client relationships with more social first communication strategies. With the global launch of rf.StoryLab, we expanded our AI capabilities to elevate the work we do. With AI and emerging technologies shaping our industry, we aim to lead with curiosity and prioritise responsible innovation. When you look at the broader PR and communications industry, what defines this year for the industry? For the industry at large, 2025 marked a shift from amplification to integration and accountability. PR is no longer measured only by reach or share of voice, but by its ability to manage risk, guide leadership, and sustain credibility in uncertain environments. At the same time, automation and AI have fundamentally changed how communications is executed, enabling faster insights, smarter monitoring, and more precise targeting. Together with geopolitical shifts, economic pressures, and evolving consumer expectations, these advances have pushed PR firmly into the realm of strategic decision-making. Which new big clients did you onboard this year, and what made those wins special? This year, we grew all of our business portfolio. We continued to grow stronger in the technology space with client acquisitions across storage, semi-conductor, AI Tech, FinTech and Start-ups. We added a few brands in our brand, lifestyle & entertainment portfolio with live -entertainment and snacking. We continued momentum in the healthcare practice with a few wins in the pharma space, while consumer technology remained consistent in its growth with a few strategic wins especially in the smart phone segment. How has the role of PR evolved? Has it shifted from just managing images to creating deeper, more authentic engagement? The role of PR has decisively evolved beyond image management. Today, it is about building credibility through consistent, transparent engagement with stakeholders. Audiences are far more discerning, and authenticity cannot be manufactured. PR now sits at the intersection of culture, policy, and business, helping organisations articulate not just what they do, but why they do it and how they respond when conditions change. What are your expectations for 2026 in terms of growth, industry direction, or new opportunities? In 2026, we expect growth to be driven by complexity rather than scale alone. Opportunities will emerge in areas such as public affairs, ESG communications, crisis preparedness, and cross-market reputation management. Agencies that invest in strategic talent, data intelligence, and geopolitical understanding will be best positioned to lead the next phase of the industry’s evolution. So, as we look to 2026, let’s keep telling great stories, experimenting, and challenging the status quo. Here’s to what’s next. 

For much of the communications industry, 2025 was a year of recalibration rather than expansion. As newsroom capacity tightened, AI-driven content flooded the ecosystem, and brands questioned the value of noise, PR was forced to confront a fundamental shift—from visibility-led execution to value-led counsel. In conversation with Adgully for its annual recap of the year – REWIND 2025 – Priyanka Shetty, Founder of Clarity Comms, speaks about how this industry-wide reset mirrored a deeply personal one. 2025 marked her return to solo entrepreneurship and a deliberate move back to first principles: clarity over scale, conviction over velocity, and long-term reputation over short-term headlines. From securing mandates with high-stakes brands such as Rebel Foods and the International Olympic Committee to working with purpose-led organisations in health and social impact, the year reinforced a central truth—PR’s future lies not in amplification alone, but in restraint, relevance and trust. How would you describe the year 2025 for your organisation? What were the standout moments that defined it? I turned 40 this year, and 2025 turned out to be a landmark for me professionally as well! A year of restarting and rebuilding as a solo entrepreneur! It marked a transformation where I went back to first principles, clarity of thought, quality of work and relationships over scale. The year wasn’t about dramatic spikes but about steady progress, consistent retainer partners, and doing the work with conviction. When you look at the broader PR and communications industry, what defined this year for the industry? I think the PR industry has had a clear shift from 'visibility' to 'value', and 2025 just defined that in many ways. Across global and Indian markets, the comms industry moved away from 'vanity' metrics towards credibility, context, and depth. With AI-generated content flooding our ecosystem and newsroom bandwidth shrinking, PR professionals were pushed to think harder about what truly deserves attention. This year also reinforced that PR is no longer about chasing headlines, it’s about earning trust, understanding cultural nuances and building narratives that can stand scrutiny. The year's finest works came from practitioners who understood restraint as much as amplification. Which new big clients did you onboard this year, and what made those wins special? For Clarity Comms and myself, the standout win was getting the communications mandate for Rebel Foods, and this happened while we were in this transition. Its timing reaffirmed my confidence at a time of change, and my belief in my independent journey. We had to find our A-game to manage their pan-India presence in an ever evolving sector. On the other hand, we had the privilege to work with the International Olympic Committee (IOC) on a project, as also indulge in bold, consumer storytelling with Dr Vaidya’s Shilajit campaign with Baba Sehgal! Additionally, we continue to work with purpose-driven platforms like Rangeet, a social enterprise that partners with governments, communities, private and public schools to equip every child, aged 6-16, with the skills essential to thrive. Looking back, I think our range was fabulous and diverse! This year I also acted upon a long-pending self-commitment to give back to society in some way through work, by onboarding Access Life, which provides a loving and temporary home for the parent or care taker and the child undergoing the treatment for cancer. How has the role of PR evolved—has it shifted from just managing images to creating deeper, more authentic engagement? I feel PR has decisively moved beyond image management. Today, it’s about reputation, relevance, and responsibility. Audiences and media can quickly sense inauthenticity, and brands are being held accountable not just for what they say, but for what they stand for over time. The role of PR now means we as older practitioners must have sharper listening, recommend clearer positioning, and should be able to connect brands meaningfully with culture, policy, and public sentiment. Authentic engagement isn’t engineered, it’s built with consistency, honesty, and restraint. What are your expectations from 2026 in terms of growth, industry direction, or new opportunities? 2026 feels like a year where focus will matter more than scale. I expect growth to come from deeper client partnerships, long-term retainers, and work that sits at the intersection of business, culture, and impact. For the industry, I see opportunities coming in in the thought leadership space, narratives that are real to the current world scenario and with purpose, and advisory-led PR, especially in sectors such as health, wellness, education, and social impact. Personally, my goal for 2026 is to continue building a practice that values clarity over clutter and trust over trends! 

As 2025 pushed India’s PR industry closer to the boardroom, agencies were forced to choose between scale without substance and strategic relevance with impact. For Zeno India, the year marked a decisive pivot from rebuilding to acceleration. From rebuilding foundations to scaling impact, the firm sharpened its identity as an earned-first communications partner, blending creativity, intelligence, and strategy. As part of Adgully’s annual REWIND 2025 series, we spoke to Abhishek Gulyani, Managing Director – India and Head of Corporate Affairs, Asia Pacific, ZENO Group, who reflects on a year defined by sharper positioning, talent-led investments and intelligence-driven communications. He unpacks how Zeno strengthened its earned-first proposition, delivered strong new-business momentum, and aligned itself with a broader industry shift where reputation, data and strategic counsel have become business-critical. How would you describe the year 2025 for your organization, and were there any standout moments that defined it? 2025 was a defining year for Zeno India, a year of transformation translating into accelerated growth. Over the past 6 months (we follow July 1-June 30), we moved decisively from rebuilding foundations to scaling impact. We made significant investments in talent, especially across creative, digital, data and senior media advisory, opened a new office and have designed ourselves for collaboration across teams in APAC and the world, content creation, and embedded intelligence-led thinking deeper into our work. The most defining outcome of these efforts has been performance: increased new business, with double digit margin growth and a 70%-win ratio, which reflects strong client confidence in our evolved offering. More importantly, along with our strong client centric 2025 helped us sharpen who we are: a modern, earned-first communications partner that blends creativity, intelligence, and strategic counsel. That clarity of purpose has been the standout moment for us. When you look at the broader PR and communications industry, what defined this year for the industry? 2025 marked a clear inflection point for the PR industry in India. This was the year when communications firmly moved closer to the C-suite. Reputation, trust, policy, culture, and values became business-critical conversations, not just communication mandates. Another defining shift was the industry’s accelerated move toward data, AI, and insight-led storytelling. Clients increasingly expect PR partners to bring intelligence, not just execution. Creativity, too, evolved — from tactical ideas to culturally relevant, earned-first platforms that drive participation. At the same time, the industry began questioning traditional, media-heavy business models and exploring higher-value advisory, creative and intelligence-led offerings. That mindset shift will define the next phase of growth. Still, I feel as an industry a lot more can be done in building growth culture, talent and data-led communications. Which big new clients did you onboard this year, and what made those wins special? This year has been good for us with record wins. What stood out about our new client wins in 2025 was both the sectors and the scope of work. We onboarded several clients across B2B technology — particularly data centres and AI — business consulting, B2B healthcare and education, consumer tech, lifestyle sectors that demand deep domain understanding and strategic maturity. These wins were especially meaningful because clients chose us for high-value capabilities — including analyst relations, creative and digital solutions, and strategic media and crisis advisory — rather than only traditional media engagement. In many cases, we were brought in to help shape category narratives, influence ecosystem stakeholders, and drive long-term reputation outcomes. In parallel, our strong focus on partnership and outcomes led to organic expansion within existing clients, reinforcing the trust they place in Zeno as a long-term growth partner. Together, these wins underscore a clear shift in how clients view PR — not as a service provider, but as a strategic advisor. How has the role of PR evolved — has it shifted from just managing images to creating deeper, more authentic engagement? Absolutely. PR today is far less about managing perception and far more about building belief and authentic storytelling. Audiences are more informed, skeptical, and values-driven than ever before. They don’t just want to hear what brands say, they want to understand what brands stand for and how they behave. This has shifted PR from image management to authentic engagement, narrative stewardship, and trust-building. Modern PR sits at the intersection of data, creativity, culture, and conscience. It involves listening as much as speaking, using intelligence to shape narratives, and helping brands show up consistently across stakeholders. This evolution is both exciting and essential for the future relevance of our industry. I feel Zeno is rightly placed to meet that requirement if clients. For clients too, it is not large teams but agile teams with the right knowledge and execution capabilities that will make a difference in the future. 

2025 wasn’t just another calendar year for Vicara PR; it became a defining chapter in its evolution under the leadership of Jigar Chatwani, Founder of Vicara PR. In a year where boutique agencies battled scale, speed, and survival pressures, Vicara PR focused inward first, stabilising its core team, strengthening institutional knowledge, and building a culture that values growth, commitment, and long-term client trust. That internal strength became the launchpad for broader diversification into social media, SEO, and lead generation mandates, signalling a confident shift beyond traditional PR. As part of Adgully’s annual recap of the year gone by – REWIND 2025 – we spoke to Jigar Chatwani, Founder of Vicara PR, reflects on how the year reshaped not just the agency’s capabilities, but also the very definition of PR itself. From navigating increasingly demanding clients and idea-driven mandates to embracing deeper strategic thinking and authenticity-led communication, he shares how Vicara PR positioned itself for the future in a rapidly maturing communications ecosystem. How would you describe the year 2025 for your organisation, and were there any standout moments that defined it? 2025 has been transformative for us, honestly. As a boutique firm, we've always struggled with talent churn - it's probably the biggest challenge any small PR agency faces in India. But this year, something shifted. We finally found our rhythm with team stability.The current group we have isn't just working for Vicara PR; they're growing with us. That's a game-changer when you're trying to build deep client relationships and maintain consistency in service delivery. When your team believes in the vision and wants to stick around, everything else falls into place - better client servicing, stronger campaigns, and that institutional knowledge that takes years to build.That stability gave us the confidence to diversify our offerings too. We've expanded into social media, SEO, and even executed three lead generation projects this year. It's exciting to see the team embrace these new challenges.When you look at the broader PR and communications industry, what defined this year for the industry?Ideas are king now - that's what I've observed throughout 2025. Clients have become incredibly sophisticated in their expectations. They're not just looking for coverage anymore; they want fresh, unique ideation that cuts through the noise.I've seen this shift firsthand. We'll pitch 20 different concepts to a client, and if even one truly resonates and gets executed brilliantly, that's considered a win. The days of recycling the same old press release formats or following template-based campaigns are over.The industry is demanding more strategic thinking, more creativity, and frankly, more courage to try unconventional approaches. Clients now understand PR nuances better than they did five years ago, which means agencies need to step up their game significantly.Which new big clients did you onboard this year, and what made those wins special?While I can't share specific client names, I can tell you about the sectors that embraced us this year - private equity, venture capital, fintech, healthcare, and BFSI. These are sophisticated clients who really understand what good PR can achieve.What made these wins special wasn't our pitch deck or our rates - it was the in-depth knowledge and expertise our team demonstrated. These clients appreciated that we understood their industries, their challenges, and their stakeholder ecosystems.When a PE firm is evaluating PR agencies, they're not looking for someone who can just send press releases. They want partners who understand portfolio company communications, investor relations nuances, and regulatory considerations. That expertise gave them the confidence to choose us over larger agencies.How has the role of PR evolved, has it shifted from just managing images to creating deeper, more authentic engagement?Absolutely. The transformation has been remarkable, especially in the last couple of years. Traditional image management - that defensive, reactive approach - is almost obsolete now.Today's PR is about building authentic narratives that resonate with specific audiences. It's about understanding that every stakeholder group needs a different story, told in a different way. A fintech startup's story for potential investors is completely different from their story for end customers or regulatory bodies.We're seeing clients who want us to be strategic partners in their business growth, not just communications vendors. They're asking us to help shape their market positioning, influence their product messaging, and even provide insights on market sentiment.The authenticity piece is crucial - audiences today can spot manufactured stories from miles away. The brands that succeed are the ones telling genuine stories about real impact, real innovation, real change. 

When IndiGo’s operational disruption spiralled into a nationwide passenger crisis, the real damage was not caused by delayed flights alone, but by delayed communication. Drawing from both professional expertise and personal experience as a stranded passenger, Xavier Prabhu, Founder, Chairman & CEO, PRHUB, dissects the episode through a crisis-management lens—laying bare how hesitation in the “golden hour”, lack of frontline empowerment and inconsistent messaging can rapidly erode trust. His analysis offers a timely reality check for Indian corporates navigating crises in an always-on, hyper-digital environment, where silence travels faster than facts and reputational loss compounds long after operations recover. A Crisis Seen from Both Sides of the QueueWhat struck me most, as a communicator and also first-hand because I myself was stuck, was the time it took for their first statement to hit. Pre-approved holding statements are what every senior communicator is trained to first get going so there is some official communication out there that the audiences can read and absorb while in parallel the company gets its system to swing into action. Chaos on the Ground: The Cost of UncertaintyBeyond the holding statement also, the rearguard action (like quick refunds – I got mine in a week– vouchers for those deeply affected – clear numbers shared – xxx crore in refunds, etc., are all the right things to do) swung in quite late which was surprising personally (as they do have a well-oiled system). By which time the damage was done (know many in my peer circle who will not travel by an Indigo for the foreseeable future unless left with no choice); for a market leader with dominant market share that is a real worry; even more worrying for them will be that many of these are premium customers who anyways would prefer a full-service airline. Again speaking from my own experience as I was stranded the whole night ironically for a short flight (Chennai-Bangalore sector), it was absolute lack of clarity and direction on the ground; for example if they had informed me the flight is cancelled and they would fully refund, I would have just looked at the alternate option and moved on; like me thousands would have not turned up at the airports causing the large misery that played out across India’s airports. Frontline Staff Without AuthorityMany of their frontline staff held up well and some could not understandably; but most expressed helplessness as they said we are also clueless and are waiting for directions from their managers; if only they could have been more informed and empowered this could have been not so bad for the airline. Why Indian Companies Struggle with Early Crisis ResponseThe first reason is lack of well-defined and detailed crisis playbooks and training of their senior staff in each airport on crisis response and communication; one of the things that helps and is usually under prioritised by most companies/ brands is doing a crisis audit by orchestrating a mock crisis once or twice in a year; this helps test how the entire organisation and the laid down protocol is really working on the ground so the gaps can be fixed. Second is lack of empowerment of local leaders to tune as per the local context while strictly sticking to the central template/ guidelines and also keeping the central crisis command informed at all times. Third is that in a social and digital world, everyone is a creator and armed with camera in their phones (largely high quality) can create quality video content in no time; you are not simply going to be able to control all of them/ all of it. The mind-set even today in many companies is operations-first, communications-later whereas, we know that when it comes to a crisis, both need to move at the same time and with equal urgency. Trust Erodes Faster Than It BuildsTrust in a service brand is something that is amassed. You lose it slowly, but sadly, it is something that you lose publicly. It’s very difficult to quantify. In the Indigo case, the late reaction, inconsistent updates and lack of transparency is what hurt consumer confidence way more than the operational failure itself. Many businesses do not quantify trust erosion and that is because sentiment, reputation, and loyalty loss are not measured with the same discipline as revenue.The long-term impact shows up in ways companies don’t always track, that is higher customer aggression, lower brand forgiveness and increased vulnerability in crises.Companies must remember that today’s angry passenger is tomorrow’s storyteller and they shape future perception for thousands.Key Learnings for Indian CorporatesTest your crisis preparedness periodically – don’t leave it to chance. Have a thorough and well laid system and process ready with everyone involved adequately trained. Sensitise senior management of the company on the key role communications plays over other functions particularly during crises. Frontline is the face of the crisis, even though they have the least say. Any crisis strategy that forgets this is flawed at the core. Don’t leave vacuum; you are essentially losing narrative control fully and it takes much longer and is always more expensive to pull it back later; not sure if hundred per cent pull back is even feasible. The Do’s of Crisis CommunicationHolding statement to go immediately Anticipate, train, test & tune – make the crisis response mechanism idiot proof In parallel swing the system into action with quick announcements that claws back confidence and stops further erosion; of course, allowing the positive narrative to start building up Use as many channels to get the response and actions communicated as quickly and as widely (for example, did 3 more Indigo flights thereafter and in one the pilot actually alluded to it which made me realise they are great channels too) The Don’ts That Make Things WorseDon’t be silent; reduce this period as much as possibleDon’t let legal run the communications response. Let them review it, but not script it Don’t underestimate how quickly anger scales when physical inconvenience meets digital amplification Don’t worry about over communication; it’s always better than under communication in a crisis 

The year 2025 nudged the PR and communications ecosystem into a phase of clarity and recalibration. Strategy mattered more than noise, credibility mattered more than volume, and the balance between digital speed, the resurgence of print, and the growing presence of AI defined how brands chose to communicate. With audiences becoming more discerning and mediums constantly shifting shape, PR evolved into a far more intentional, insight-driven, and authenticity-led function. As part of Adgully’s annual re-look at the year gone by – REWIND 2025 – Sonam Shah, Founder and CEO, Treize Communications, reflects on a milestone year for the agency and the larger industry, sharing perspectives on learnings, the human–AI equation, changing client expectations, and how 2026 is set to bring renewed energy, deeper engagement, and a stronger push toward meaningful communication. How would you describe the year 2025 for your organisation, and were there any standout moments that defined it? 2025 was a very challenging and a very different year in many ways. This year was significant as Treize Communications completed 10 years in business, making it one of the most transformative periods for us.We saw lot of learnings, unlearning, growing with times and evolving in the right sense. I won’t say there was any standout moment, but there were lots of small moments which defined this year and probably put a stepping stone to the next few years. When you look at the broader PR and communications industry, what defined this year for the industry? The communications and PR industry continues to be one of the most highly evolving industries. As reader pattern evolves, the constant need to be updated remains. Our communication strategies are defined by readership patterns, current news and industry updates. This year we saw the demand for Digital PR go down, and Print Medium come back, especially within our corporate set of clients. There was high amalgamation of traditional and digital PR across 2025. This year has also set the tone of AI-led communications. There was great play of Human-AI Synergy, and it will be interesting to see how it unravels in the coming years. Which new big clients did you onboard this year, and what made those wins special? We work more or less on long-term associations with clients and continue to work with the same set of clients. Some key clients include Divo (part of Warner Music), Socxo, Arthat Studio, Apparel Manufacturers of India, amongst others. How has the role of PR evolved? Has it shifted from just managing images to creating deeper, more authentic engagement? PR today is highly strategic and works in a very phased manner. From setting the right tone, to ensuring time bound media presence, today, PR cannot be executed unless planned. This actually is one of the biggest pain points in the industry, as lot of clients still work very last minute. Also, with AI led articles, which are floating on the web, the credibility of online presence is questioned more. This makes it essential to have a human touch in PR, to add authenticity. While readers have a lot of options to take information from, when it comes to taking the right form of news, everyone still has 1-2 key preferred media outlets. While AI will be a part of every business, I do not think AI can be used in building thought leadership. An individual’s perspective holds far more value, then AI can add. What are your expectations from 2026 in terms of growth, industry direction, or new opportunities? 2026 looks exciting to me. It will be the year when AI in communications will be seen in a better way. The industry will continue to grow and the need to be across mediums, print, digital, electronics will be back. I see PR in the true sense come up, as the last few years there was a very high focus on Digital as well as influencer led communications. There will be high demand to be in global publications and media houses by Indian clients, at least from the corporate sector, aiming to build a stronger and more authentic recall. 

Moe’s Art approached 2025 not as a year of reinvention, but of refinement. As the communications landscape grew louder, faster, and more fragmented, the independent collective spent the year sharpening its intent, clarifying the role of each brand within the Moe’s Art ecosystem, and strengthening how content, communication, experiential, production, and tech work together as one integrated system. In conversation with Adgully for its annual recap of the year – REWIND 2025 – Vishaal Shah, Founder, Moe’s Art, looks back at a year that saw the organisation deepen its creative ambition, experiment with participation-led formats, and respond to an industry where AI, discovery, and audience behaviour are rapidly rewriting the rules. He shares what defined 2025 for the agency, how communication has evolved beyond image management, and why coherence and presence are now the real markers of relevance. How would you describe the year 2025 for your organisation, and were there any standout moments that defined it? The year 2025 was about sharpening what we’ve built and stretching it further. We grew across our verticals in size, and in clarity. It became clear what each brand under the Moe’s Art umbrella stood for and where it was headed. A few moments stood out. The Anti Agency Show gave us a format to express ourselves outside of the usual brief-response loop, a space to speak to the industry, not just to serve it. Our work in digital films and public relations grew both in volume and ambition, and seeing that recognised at platforms like PRCA 2025, CommuniCon and SCREENXX gave the team a real boost. On the experiential side, Happily Never After, our immersive theatre IP, opened a new way of thinking about participation, making it more audience led. That shift in how people want to engage is shaping how we think about storytelling formats overall. We also expanded Not Your Idea into newer tech-led content and audit offerings, while Unsobered and Unstumbled, are culture-first content platforms we’ve built to explore lifestyle, identity, and community through an unfiltered, interest-led lens. Most importantly, we tightened how everything connects: content, communication, production, tech, experiential into one system. That integration is what makes us feel more prepared than ever for what’s next. When you look at the broader communications industry, what defines this year for the industry? This was the year the future stopped being a forecast. AI became part of the daily workflow not in a “someday” way, but in meetings, pitches, production and planning. The conversation moved from “what it could do” to “what it’s already doing.” Storytelling also took a turn. There was more appetite for depth, less selling, more telling. More brands leaned into who they are, not just what they offer. We saw briefs come in with more space for context, for tone, for clarity of voice. And discovery changed. People are no longer finding content; content is finding them, through algorithms, interest graphs, and AI surfaces. That one shift is forcing everyone — agencies, creators, brands — to rethink not just messaging, but how stories get placed, surfaced and remembered. Which new big clients did you onboard this year, and what made those wins special? We partnered with new clients across healthcare, entertainment and emerging consumer brands. What made them special wasn’t just the size, it was what they reflected back to us: that clients today aren’t looking for siloed services, they want integrated thinking. These wins reaffirmed that the model we’ve built where strategy, storytelling, production and tech work as one is resonating. We’re able to plug into a client’s world as thinkers, doers and collaborators. And when that chemistry clicks, the work gets better and so does the relationship. How has the role of communication evolved, has it shifted from just managing images to creating deeper, more authentic engagement? Completely. Communication is no longer a function of control, it’s a function of presence. You can’t just craft an image and hope it sticks. You have to show up, speak up, and stay consistent across platforms, formats, and moments. Younger brands already know this. They treat communication as a tool to explore, not just present. That mindset is influencing legacy brands too. They’re realising that audiences today don’t behave like spectators. They respond, remix, and shape narratives in real time. One big shift has been the rise of the phygital loop where online engagement spills into real-world experiences, and vice versa. Communication now has to behave like a system, not a message. What’s also changed is the idea of “scale.” It’s about building clarity, continuity, and connection. The brands that understand this are the ones that will stay relevant, not just visible. 

The public relations industry is undergoing a profound transformation as culture, communication, and talent converge to redefine the way agencies operate. Vikas Dua, Head of People at Weber Shandwick, says the changes in 2025 are far from cosmetic, with fundamental shifts in client expectations, internal culture, and leadership practices.“Client expectations have evolved. Communication that is AI-enabled, content-led, and purpose-driven is becoming standard,” Dua explained. “Digital-first PR, supported by influencer marketing, social formats, and creator collaborations, is overtaking traditional outreach, particularly in consumer and technology categories.”Integrated communications have emerged as the new norm, with PR, social media, content, and performance working in unison rather than in silos. Stakeholders increasingly experience brands across multiple touchpoints, prompting agencies to mirror this integrated reality. Crisis and issue management have also taken center stage, as real-time backlash cycles and misinformation make always-on issue response an essential capability for building trust and resilience.A defining shift in the industry is the evolution of talent. The entry of Gen Z into the workforce has prompted agencies to rethink talent models, leadership styles, and workplace culture. Teams now span four generations, bringing diverse perspectives but also varying expectations around work hours, communication, and feedback. Across generations, flexibility, meaningful work, alignment with values, and wellbeing are consistently sought.“High pressure and constant availability are no longer admired. There is a growing focus on psychological safety and humane workloads,” Dua noted. Agencies are adapting by hiring specialists in influencer engagement, digital strategy, and content creation, while project-based and gig engagements are becoming structural rather than temporary. Continuous learning, particularly in AI, data, and storytelling, is now embedded in career pathways, with clear visibility and feedback essential for employee trust and capability.Internal and external communication are increasingly intertwined. Transparency, inclusion, and ethical practices expected externally by audiences are now influencing employee retention and performance. Culture has transitioned from a side agenda to a core business strategy, with leadership expectations evolving toward fairness, clarity, accessibility, and active listening.Dua summarized the industry’s new approach succinctly: “Always on has been replaced by meaningfully on.” Agencies are moving away from constant activity toward purposeful work that balances agility, wellbeing, digital capability, and human connection.2025 has been a year of learning and adjustment for PR firms, with 2026 poised for intentional reinvention. According to Dua, the agencies that thrive will be those that understand how culture, communication, and talent reinforce each other, leveraging technology while keeping people at the heart of value creation.

Public Relations has entered a bold new era. No longer just a back-office function, it has transformed into a strategic powerhouse shaping brand reputation and influence. Companies and leaders now see PR not as an afterthought, but as an essential force driving credibility, trust, and long-term success. The industry has undergone a radical shift with the rise of social media, fundamentally transforming PR strategies. Influencers now play a crucial role in shaping consumer perceptions and engagement. PR is no longer confined to securing media visibility; it has expanded into a dynamic, results-driven discipline focused on meaningful interactions and measurable outcomes. With a younger, more digitally savvy audience emerging, PR professionals face new challenges. Brands and practitioners must be more agile, data-driven, and proactive in crafting business solutions that resonate with their audience. The future of PR lies in adaptability, authenticity, and strategic storytelling that build lasting trust and impact. In our exclusive weekly column, PR Conversation, Adgully interacts with leading business leaders to gain their exclusive views and insights on various trends in the PR and communications industry. In conversation with Adgully, Debasmita Saha, Head – Brand, PR & Culture at HUSE Energy, shares her perspective on building brands from the inside out, where culture, values, and communication intersect. With experience spanning unconventional sectors such as energy and mobility, Saha brings a people-first, purpose-led lens to storytelling—one that prioritises clarity over cleverness and impact over optics. In this candid interaction, she reflects on shaping perception through empathy, cultivating internal cultures that mirror external narratives, and navigating the evolving PR landscape in India with honesty, regional relevance, and long-term intent. You lead Brand, PR & Culture — three areas that shape how people feel about an organisation. What’s your personal philosophy on building perception from the inside out? How people feel within an organisation will always shape how the world perceives it. I don’t separate who I am from what I do—my work is an extension of my values. I believe in working with dignity and respect, being frugal and responsible, and leading with kindness. I am generous with knowledge because growth should never be guarded. Empathy is non-negotiable; people come before perception. When values are lived internally, the brand becomes honest, culture becomes strong, and trust follows naturally. Your career spans unconventional sectors like energy and mobility. What intrigued you about storytelling in spaces where the communication needs are more educational than glamorous? I’ve always been drawn to work that has consequence, not just charm. Sectors like energy and mobility aren’t glamorous, but they are deeply meaningful—they shape how a country lives, moves, and sustains itself. The storytelling here isn’t about spectacle; it’s about clarity, responsibility, and trust. I want to be part of narratives that believe in long-term, sustainable change and real solutions India can benefit from. I also choose these spaces because I have faith in the integrity of the leaders I work with. When intent is honest, the story already has a soul. Every brand has a core emotion at the heart of its identity. How do you uncover that emotional truth when working with technical or emerging industries? We often have to look at the world from a macroscopic point of view and ask what we are truly aiming to achieve. Emotion lives in outcomes. It lives in how a product of labour eventually fits into and solves a larger puzzle. In emerging industries, emotion isn’t found in features, but in impact. In energy and mobility, the emotional core is often relief, empowerment, or hope for a cleaner future. Once that purpose is clear, technology becomes a means, not the message and the brand begins to feel human rather than intimidating. Communication in newer sectors often requires shifting mindsets. How do you approach myth-busting, awareness building, and simplifying complex narratives for diverse audiences? It is never about sounding didactic without actual implementation of core solutions. The focus is always on impact—how does this help you or your business in the long run? Scepticism should be respected, not dismissed. People question new sectors because change feels risky. I focus on translating complexity into everyday relevance without diluting the truth. We lead with impact and data: time saved, money protected, mindsets improved. Different audiences need different entry points, but the same honest story. When communication is patient, clear, and relatable, myths dissolve and trust builds naturally. Culture often silently drives a brand’s external image. How do you cultivate internal culture so that employees become natural ambassadors of the brand story? A strong workplace culture can only be built on a clear and uncompromising value system, one that puts people first. That’s how respect is earned, not demanded, and how employees become genuine brand ambassadors. I anchor my approach in clarity of purpose, consistency between words and leadership actions, and creating spaces where people feel truly heard. In sustainability-driven work, people already arrive with belief. My responsibility is to protect and strengthen it, ensuring the internal lived experience mirrors the external narrative we stand for. What has been a defining moment in your PR or brand journey — a project, challenge, or insight that shifted how you think about communication? A defining moment for me was realising that clarity is more powerful than cleverness. Early on, I saw how simplifying a complex sustainability message helped a hesitant audience feel confident instead of overwhelmed. That shift taught me that communication is not about sounding impressive; it’s about being understood. Since then, I’ve focused on honest, grounded storytelling that meets people where they are, especially in sectors that are still finding their voice. The PR landscape in India is transforming rapidly — regional voices, digital communities, and purpose-led storytelling are gaining ground. What changes are you most excited to build for or contribute to? I’m most excited by the rise of regional voices, community-led narratives, and purpose-driven storytelling that feels real rather than performative. India’s sustainability story cannot be told from a single lens. I want to help build communication that is inclusive, locally rooted, and emotionally intelligent. As digital communities grow, PR has the opportunity to listen more, speak less, and create stories that reflect lived realities while still pushing the conversation forward. 

What began as a year of managing noise ended as a test of credibility, capability, and consequence. In 2025, India’s PR and communications industry moved decisively beyond media outreach and message amplification, into the harder terrain of reputation economics, regulatory scrutiny, AI-led transformation, and real-time crisis accountability. From deepfake threats and influencer compliance to ESG scepticism and the convergence of earned, owned and creator-led narratives, the year exposed both structural gaps and strategic maturity across the profession. This rewind is not about campaigns that trended—but about trust that endured, systems that scaled, and the recalibration of PR’s role in a fractured, hyper-audited public discourse. The year 2025 didn’t hand the communications industry a pause button. It handed it a stress test. For Weber Shandwick, it was a year marked by structural change, sharper expectations, and a market that stopped rewarding noise for its own sake. In the middle of that churn, Karan Bhandari, Managing Director – Integrated Media Strategy, Weber Shandwick, watched momentum replace uncertainty as teams converted transition into traction, strengthening client relationships, embedding AI into everyday communications, and closing the year with Agency of the Year recognition. As part of Adgully’s annual re-look at the year – REWIND 2025 – Karan Bhandari reflects on why resilience has become a built capability rather than a crisis response, how trust has emerged as the industry’s most valuable creative currency, and why PR is no longer an add-on, but a decision-shaping function at the core of modern brand strategy. His perspective captures a defining truth of 2025: relevance now belongs to organisations that create stability, credibility, and impact even as the ground keeps shifting. How would you describe the year 2025 for your organization, and were there any standout moments that defined it? 2025 was a year of momentum. It began with significant global shifts and a sense of transformation across the business, but what stands out to me is how quickly we found our footing. Even with leadership changes and an evolving global structure, the teams moved with clarity, ownership and ambition. The moment that defined the year was seeing everyone convert change into progress. Instead of slowing down, the teams renewed key client relationships, won new ones, strengthened internal culture and closed the year with Agency of the Year recognition. For me, it proved something important: resilience is not a reaction, it is a capability. Resilience is not what you show in a crisis. It is what you build quietly when no one is watching yet - and year reminded us that the strongest organisations do not wait for stability to arrive. They create it. When you look at the broader PR and communications industry, what defines this year for the industry? The industry reached an inflection point. The Omnicom IPG development did more than reshape holding company structures. It signalled to every agency that modern relevance requires sharper positioning, deeper capability and a more honest understanding of what clients truly value. This year was shaped by three forces: AI being used meaningfully across crisis response, analysis, planning and baseline operations A renewed understanding that talent is the real differentiator Clients becoming more open to work that is bolder, clearer and more culturally awareThe industry did not evolve because of new tools. It evolved because clients stopped rewarding work that did not move the needle. Which new big clients did you onboard this year, and what made those wins special? Without naming specific clients, this was a year of meaningful and future-focused partnerships. What made the wins special was the nature of the work. We were brought in to shape integrated influence programs, build credibility frameworks, and apply intelligence and insight to how communications operate daily. We also embedded AI as part of everyday communications. This included predictive insight work, stress testing for issues, and streamlining operations that would have otherwise slowed teams down. What made the year even more significant was that we achieved this while maintaining exceptional client retention. Winning is important, but keeping trust through change is even more telling. How has the role of PR evolved? Trust is becoming the new creative currency. You cannot decorate your way into it. You have to earn it. Trust at scale is now the true outcome. We are operating in a landscape where smart use of AI adds depth and intelligence to work, but instinct and judgement still carry the final word. Authentic storytelling has shifted from being a differentiator to being the minimum expectation. And clients today are more open to challenging their own conventions, which is a positive and needed shift. PR is no longer the final layer on top of a brand strategy. It is often the place where decisions are shaped, debated and pressure-tested long before anything becomes public. 

Public Relations has entered a bold new era. No longer just a back-office function, it has transformed into a strategic powerhouse shaping brand reputation and influence. Companies and leaders now see PR not as an afterthought, but as an essential force driving credibility, trust, and long-term success. The industry has undergone a radical shift with the rise of social media, fundamentally transforming PR strategies. Influencers now play a crucial role in shaping consumer perceptions and engagement. PR is no longer confined to securing media visibility; it has expanded into a dynamic, results-driven discipline focused on meaningful interactions and measurable outcomes. With a younger, more digitally savvy audience emerging, PR professionals face new challenges. Brands and practitioners must be more agile, data-driven, and proactive in crafting business solutions that resonate with their audience. The future of PR lies in adaptability, authenticity, and strategic storytelling that build lasting trust and impact. In our exclusive weekly column, PR Conversation, Adgully interacts with leading business leaders to gain their exclusive views and insights on various trends in the PR and communications industry. In conversation with Adgully, Pranav Patil, Head of Communications Zone India at Siemens Healthineers, breaks down how clear, empathetic communication can shape a patient’s entire healthcare experience. What could easily remain a technical, medtech heavy domain has, under his lens, become a space where information carries both precision and comfort.From simplifying dense scientific concepts to addressing real anxieties around diagnostics, Patil focuses on building trust through clarity, credibility, and human understanding. His approach mirrors the company’s larger belief that technology should not just advance care but make patients feel more supported and secure at every step.Patil reflects on how patient insights drive their messaging, why cultural and linguistic nuance matters in a country as layered as India, and how Siemens Healthineers is shaping healthcare communication that is transparent, inclusive, and deeply human. How does Siemens Healthineers approach communication in healthcare to help patients feel informed and reassured throughout their care journey? At Siemens Healthineers, we view communication in healthcare as both a responsibility and an opportunity to make a meaningful difference in people’s lives. We believe that every communication should go beyond simply sharing information. It should build trust, provide clarity, and offer comfort. We understand that medical journeys can often feel complex and overwhelming, and that’s why we strive to make every healthcare conversation more humane and reassuring. By simplifying complex information and delivering it with empathy, we aim to help every patient feel supported, confident, and cared for throughout their entire healthcare journey. The ‘Knowing is Comforting’ initiative reflects a strong patient-centric narrative. How do you ensure that communication remains empathetic while staying scientifically accurate? Over the years, we have seen how technology can truly make a difference in people’s health, helping improve outcomes and making the care experience more reassuring and connected. At Siemens Healthineers, we innovate with purpose, driven by a simple belief: every technological breakthrough should make a meaningful difference in patients’ lives and experiences. Our campaign, “Knowing is Comforting”, was born from a simple yet profound human truth: knowledge has the power to ease fear. In every message we share, we aim to combine empathy with accuracy, making sure the information is not only medically sound but also emotionally supportive and easy to relate to. We always encourage people to speak with their healthcare professionals for personalized guidance, because we believe that real comfort comes from both credible information and a caring connection. In a technical space like medical imaging, what are the biggest challenges in simplifying complex information without losing credibility or depth? One of the greatest challenges in medical imaging communications is humanizing complex technology. The field is rich in technical depth, but the key lies in translating that complexity into meaning that patients can understand and connect with. The goal isn’t to oversimplify but to contextualise. We do this by shifting the focus from technical jargon to real patient benefits, how innovation enhances lives, not just outcomes. By framing technology through the lens of its impact on people, we make science more approachable without compromising its accuracy or credibility. This balance allows us to preserve the integrity of science while making it resonate on a deep human level. How did patient and caregiver insights specifically shape your messaging approach for addressing healthcare anxiety, often referred to as “scanxiety”? Patient and caregiver insights were at the very heart of our messaging strategy, ensuring that every element of communication reflected genuine understanding and empathy. By actively listening to their stories, we gained a deeper appreciation of the emotions surrounding “scanxiety”, from fear and uncertainty to hope and resilience. These perspectives guided us to develop messages that demystify the scan process through clear, relatable language while offering authentic reassurance and practical coping support. The result is communication that helps patients and families feel understood, comforted, and empowered during one of the most anxious stages of their healthcare journey. With multilingual content being a part of this effort, how important is regional and cultural adaptation in building trust and connection with diverse audiences in India? In a country as linguistically and culturally diverse as India, regional and cultural adaptation is not just important but is crucial to building trust and a genuine connection. Multilingual communication ensures that people engage with information in the language that feels most natural and emotionally resonant to them. While English remains prevalent in healthcare and urban contexts, regional languages continue to be the most trusted medium of understanding across tier 2 and 3 towns, as well as rural communities. ‘Knowing is Comforting’ is an awareness initiative by Siemens Healthineers that reflects this belief. By developing awareness materials in ten major Indian languages, including Hindi, Bengali, Kannada, Tamil, Telugu, Odia, Assamese, Malayalam, Gujarati, and Marathi, the initiative brings advanced healthcare information closer to people’s everyday realities. This inclusive approach not only enhances comprehension but also nurtures a sense of respect, familiarity, and belonging. With this approach, we are trying to bridge informational gaps, making modern medical technology more approachable, trustworthy, and comforting for every family, no matter where they live. How do you measure the impact of such awareness initiatives beyond metrics like reach or visibility, specifically in terms of building trust, improving understanding, or enhancing patient engagement? Our goal is to help people understand that today’s diagnostic imaging is not only highly advanced but also signi?cantly more patient-friendly than ever before. This initiative enables us to reach millions of people across the nation, raising awareness about how technology is transforming the ‘patient experience’ and how early diagnosis leads to earlier treatment and improved outcomes. We believe that the impact of awareness initiatives beyond reach, or visibility, is measured by focusing on feedback that reveals genuine shifts in trust, understanding, and patient engagement. The feedback we have been receiving from customers, critics, and colleagues is very encouraging and has been a major differentiator. More importantly, it reflects our commitment to compassion and empathy, showcasing that we are an organization that thinks beyond business and truly cares about the well-being of patients. Looking ahead, how is Siemens Healthineers evolving its communication strategy to make healthcare conversations more inclusive, transparent, and empowering for patients? At Siemens Healthineers, customer and patient centricity are at the core of everything we do. In an era of information overload, we recognize our profound responsibility to provide clear, trustworthy, and compassionate communication that both empowers and reassures patients. Our approach is guided by the belief that healthcare communication should humanise technology, inform without overwhelming, inspire confidence without sensationalism, and always reflect empathy and understanding. We are committed to ensuring that every message we share is inclusive, transparent, and patient-focused, designed to be accessible, culturally sensitive, and relevant. By speaking with authenticity, we aim to foster stronger connections and lasting trust throughout every stage of the healthcare journey. We will continue this intentional shift to move healthcare communication beyond marketing jargons toward authentic, relatable storytelling. This will help us create meaningful value and make a positive difference in the lives of millions of patients. 

Public Relations has entered a bold new era. No longer just a back-office function, it has transformed into a strategic powerhouse shaping brand reputation and influence. Companies and leaders now see PR not as an afterthought, but as an essential force driving credibility, trust, and long-term success. The industry has undergone a radical shift with the rise of social media, fundamentally transforming PR strategies. Influencers now play a crucial role in shaping consumer perceptions and engagement. PR is no longer confined to securing media visibility; it has expanded into a dynamic, results-driven discipline focused on meaningful interactions and measurable outcomes. With a younger, more digitally savvy audience emerging, PR professionals face new challenges. Brands and practitioners must be more agile, data-driven, and proactive in crafting business solutions that resonate with their audience. The future of PR lies in adaptability, authenticity, and strategic storytelling that build lasting trust and impact. In our exclusive weekly column, PR Conversation, Adgully interacts with leading business leaders to gain their exclusive views and insights on various trends in the PR and communications industry. In conversation with Adgully, Charu Benegal, Senior Director – Strategy, Dentsu Creative PR, shares her insights on how the world of communications has evolved from traditional media relations to becoming a strategic driver of trust, purpose, and cultural relevance. Drawing from her extensive career spanning over two decades, Charu reflects on the transformation of PR in the digital age — from managing narratives to building ecosystems of trust — and discusses how authenticity, empathy, and data-driven storytelling are redefining the way brands connect with audiences today. You’ve had an extensive career in communications. What initially drew you to the world of public relations, and how has your perspective on the industry evolved over time? When I began my career in the late ’90s, PR in India was still largely synonymous with media relations and press coverage. What drew me in was the storytelling aspect - the idea that you could shape narratives, influence perception, and give purpose and visibility to ideas that matter. Over the years, the industry has evolved dramatically. Today, PR is no longer a support function; it’s a strategic partner that sits at the table where brand reputation, policy, consumer behaviour, and social sentiment intersect. Today, consumer PR is about building communities, influencing conversations, and embedding brands meaningfully into culture — far beyond a press release or event. My perspective has shifted from “managing communication” to “building trust ecosystems”. In today’s fast-changing media environment, how do you define the role of PR beyond traditional reputation management? PR today is the custodian of brand integrity and public understanding. Beyond reputation management, it’s about shaping narratives that align a brand’s purpose with societal expectations. Whether it’s through thought leadership, sustainability storytelling, or digital advocacy, PR plays a key role in ensuring that organizations act — and are seen to act — responsibly. In a fragmented, hyper-connected media landscape, PR is the bridge between what a brand says, what it does, and what people believe about it. Whether through purpose-driven storytelling, influencer collaborations, or digital-first content ecosystems, the role of PR is to ensure that a brand’s values and actions align with what its audiences care about. In that sense, PR has become the conscience of the brand, not just its megaphone. What are some of the biggest shifts you’ve observed in how brands approach storytelling and audience engagement in the post-digital era? Earlier, brand storytelling was top-down — controlled, polished, and one-way. Today, audiences co-create the narrative. The shift has been from broadcasting messages to building conversations. In India, particularly, we’ve seen the rise of regional voices, micro-influencers, and community-led storytelling. Authenticity, relatability, and cultural nuance have become central. The digital ecosystem has democratized storytelling — every individual can now be a publisher, and brands must learn to listen as much as they speak. Storytelling today is about emotional truth and shared experiences, not just clever campaigns. With authenticity becoming a key differentiator, how can PR professionals balance brand messaging with genuine, transparent communication? Authenticity comes from alignment — between a brand’s internal culture, its external promises, and its behaviour in moments of scrutiny. PR professionals need to move from “message crafting” to truth-telling. That means being comfortable with imperfection — acknowledging gaps, sharing progress, and allowing human voices to come through. Transparency builds credibility, but consistency sustains it. The role of PR is to help brands articulate that authenticity without losing strategic clarity. Crisis communication is often the ultimate test of a PR strategy. Could you share an instance or key learning that shaped your approach to managing reputational challenges? One key learning over the years has been that speed matters, but empathy matters more. In one instance — during a product recall for a consumer brand — we realised that the most effective response wasn’t the press release or the media statement, but a direct, honest communication from the CEO to customers on social media. It reinforced that during crises; people don’t just want information; they want reassurance. My approach now is grounded in three principles: listen first, communicate with empathy, and act with integrity. The reputation you build in normal times is what gives you the benefit of doubt during a crisis. Data and insights are playing a larger role in PR planning today. How do you see analytics influencing creativity and narrative design in communications? Data has become the new creative fuel. It helps us understand audience sentiment, map conversation clusters, and anticipate trends before they break. But numbers alone don’t move hearts — insights do. The key is using analytics not just for reporting, but for story mining. For instance, social listening might reveal an emerging cultural tension or consumer need that can inspire a powerful campaign. The best PR today marries data intelligence with emotional intelligence. As a leader, how do you nurture young PR talent to think strategically and not just tactically in their approach to campaigns? For me, leadership is as much about emotional mentorship as professional guidance. I tell young professionals: strategy is important, but empathy is non-negotiable. Understanding audiences begins with understanding people — your colleagues, clients, and yourself. I make time to listen — really listen — to my team’s perspectives, fears, and ideas. I encourage them to ask “why” before “how,” to find purpose before the plan. When people feel seen and valued, they become better storytellers, better strategists, and better humans. A leader’s role is not just to guide outcomes, but to nurture confidence, compassion, and courage in others. Looking ahead, what do you think will define the next era of PR — especially in how brands build trust and emotional resonance with audiences? I think the next era of PR will be shaped by trust and empathy. People today are quick to spot what’s real and what’s not, so sincerity will matter more than ever. The brands that build lasting relationships will be the ones that communicate with clarity, purpose, and respect. In India, I see a real opportunity in blending technology with a human touch — using data and AI to understand audiences better, while keeping stories authentic and locally rooted. At its heart, PR will continue to evolve, moving beyond just communicating to fostering real connections — trust, engagement, and meaningful resonance with people. 

Public Relations has entered a bold new era. No longer just a back-office function, it has transformed into a strategic powerhouse shaping brand reputation and influence. Companies and leaders now see PR not as an afterthought, but as an essential force driving credibility, trust, and long-term success. The industry has undergone a radical shift with the rise of social media, fundamentally transforming PR strategies. Influencers now play a crucial role in shaping consumer perceptions and engagement. PR is no longer confined to securing media visibility; it has expanded into a dynamic, results-driven discipline focused on meaningful interactions and measurable outcomes. With a younger, more digitally savvy audience emerging, PR professionals face new challenges. Brands and practitioners must be more agile, data-driven, and proactive in crafting business solutions that resonate with their audience. The future of PR lies in adaptability, authenticity, and strategic storytelling that build lasting trust and impact. In our exclusive weekly column, PR Conversation, Adgully interacts with leading business leaders to gain their exclusive views and insights on various trends in the PR and communications industry. In conversation with Adgully, Paromita Ghosh, Director of Candid by Paromita, shares insights from her illustrious two-decade journey in PR, corporate communication, and branding. A visionary leader who has worked with over 200 brands across diverse sectors, Ghosh speaks about her inspiration behind founding Candid by Paromita, her approach to authentic storytelling in the digital era, and how the agency has become a driving force in Eastern India’s communication landscape. From curating hyper-local influencer campaigns to building phygital brand experiences, Ghosh discusses the evolving dynamics of PR, the importance of cultural relevance in Eastern markets, and her vision for expanding Candid by Paromita’s footprint across India. You’ve had an illustrious career spanning over two decades in PR, corporate communication, and branding. What inspired you to establish Candid by Paromita? Candid by Paromita has been created with the vision to deliver innovative and client-centric solutions, empowering brands to connect meaningfully with their audiences, especially in Eastern India. Our objective is to create memorable brand experiences that make a lasting impact on the audience’s and consumers’ minds, bringing a positive change in society, helping businesses grow, and adding considerable value to people’s lives through authentic and original storytelling that connects with people. I always wanted to bring my vision alive and help businesses in and around Kolkata achieve greater heights, establish a strong brand voice, and not just be visible but a household name. Having worked with over 200 brands across diverse sectors, how do you ensure each campaign remains authentic and tailored to its audience? When I started over two decades ago, PR storytelling was about press releases and coverage. Today, it’s about creating experiences and conversations. The story doesn’t start or end with the media—it lives on social platforms, influencer voices, and consumer content. What’s changed most is who tells the story. It’s no longer the brand alone—it’s the community. Storytelling now means building a two-way relationship where audiences feel seen, heard, and inspired. For us, every campaign starts with a simple question: What emotion do we want to evoke? The medium may change, but the heart of storytelling—authentic connection— remains timeless. The communications landscape has evolved rapidly with the rise of digital media. How has your approach to PR and brand storytelling changed over the years? Over the past few years, Digital PR has moved from being a supporting arm to becoming the backbone of communication strategy. In 2025, what we’re seeing is a more data-driven and content-personalised approach. AI-driven analytics now help us identify not just who our audience is, but what they feel and when they are most receptive. For events, this has completely reshaped the way we plan and execute. Events are no longer stand-alone experiences—they’re phygital (physical + digital) ecosystems. From influencer-led live streams to real-time engagement dashboards, every event is designed to have an online life that extends far beyond the venue. At Candid by Paromita, we focus on building holistic event narratives that amplify a brand’s presence both offline and across the digital landscape. What are some of the most memorable campaigns or projects you’ve executed that truly reflect your brand’s creative ethos? One of the most memorable campaigns we have executed is for our client Suraksha Clinic and Diagnostics, where we curated a mix of influencers for the Chandannagar centre launch of Suraksha Clinic and Diagnostics. The campaign was designed to reach hyper-local audiences through trusted digital voices and created an organic buzz around the brand’s expansion into the Hoogly district through organic storytelling, differing from the promotional ones. The campaign featured a mix of local influencers and content creators, each with a strong community connect across West Bengal, and generated around 1.3 million views across digital platforms. We also played an important role in ensuring the successful launch of Sobisco Fresh - a new bakery retail chain by Sobisco Foods across nine key outlets in Kolkata. With its deep-rooted understanding of the local market and strategic communications approach, Candid by Paromita implemented a highly targeted PR and influencer engagement campaign that amplified brand visibility and footfall. The only challenging task was letting more people know about the existence of Sobisco Fresh and the new venture of Sobisco within a short period of time, and increasing brand awareness as well as brand recall. To kick off the brand’s retail debut, the agency organised a high-impact press conference, inviting leading media houses and regional journalists. The event not only introduced Sobisco Fresh’s premium and affordable bakery offerings but also positioned the brand as a modern extension of a trusted legacy. Strategic media outreach led to wide coverage in key Bengali and English dailies, digital platforms, and regional TV news. What truly set the campaign apart was the hyper-local influencer marketing initiative. that followed. Over a span of nine days, nine local food and lifestyle influencers were invited to visit nine different Sobisco Fresh outlets across neighborhoods such as Thakurpukur, Alipore, Kasba, Kankurgachi, Tollygaunge, Taratala, Shyamnagar, Bagbazar, Lake Town. Each influencer created real-time content—ranging from store walkthroughs and food tasting reels to interactive customer experiences—that resonated with hyper-local audiences. The campaign generated over 11 lakh digital impressions across Instagram and Facebook is significantly boosting brand discovery. More importantly, the influencer activity translated into considerable brand awareness. As a leader, how do you balance strategy and creativity when designing impactful brand narratives? An impactful campaign is not about big budgets—it’s about clarity, creativity, and consistency. It begins with a deep understanding of the brand’s purpose and the audience’s pulse. At Candid by Paromita, we follow what I call the 3I formula—Insight, Innovation, and Integration. You need an insight that resonates, an innovative idea that stands out, and an integrated execution that ties everything together—from media relations to digital buzz. Finally, every great campaign must have an emotional anchor. When your audience feels something genuine, that’s when PR transforms from communication to connection. What are some of the biggest challenges you see in the PR and branding industry today — and how can agencies stay ahead of the curve? Some of the biggest challenges in the PR and branding industry today include navigating the fast-paced digital landscape, adapting to technological advancements such as AI, creating relevance, and combating the spread of misinformation. With content clutter, it's hard to get noticed and to get a brand’s message heard beyond the noise. Handling crises in the age of instant, widespread communication is more critical than ever, requiring a swift and strategic response to mitigate damage. With influencer marketing growing, audiences are more skeptical of inauthentic endorsements, which requires careful selection of influencers whose values align with the brand’s. With attention spans decreasing, it has become harder to engage consumers effectively. It's important to build narratives that are rooted in real experiences, brand purpose, and transparency. Consumers today value honesty over hype — stories that evoke emotion and align with brand values stand out amid content clutter. You’ve built a strong reputation in Eastern India’s communication ecosystem. What do you think sets this market apart from others in India? Eastern India is set apart by the diversified mix of culture, traditions, art, literature, and distinctive culinary traditions. Eastern India’s market distinguishes itself through a unique mix of evolving consumer behaviour, historical context, and regional nuances. Consumers in the East are more price-sensitive and value-driven. However, that is evolving with rising disposable incomes in both smaller and metropolitan cities, fueling aspirations for a better lifestyle and brand consciousness. Eastern India’s population is deeply connected to its cultural values and traditions. Marketing that acknowledges and respects regional festivals such as Durga Puja, local art forms, and heritage will build a stronger and more authentic brand-consumer relationship. Generic campaigns from other regions may not resonate here powerfully. In comparison to the more mature markets of North, South, and West India, Eastern India has been a late bloomer in modern retail, but it is catching up quickly. This presents a significant opportunity for brands willing to invest in and understand the region, as several markets remain unexplored. There is a rapid emergence of mobile-first, vernacular internet users, largely driven by mobile adoption. A major portion of new internet users, especially from smaller towns, prefer consuming content and engaging with brands in their native language. This makes a mobile-first, vernacular content strategy crucial for digital campaigns. Eastern Indian consumers are known for valuing emotional depth and cultural relevance in brand messaging. Brands that are successful in weaving local cultural symbols and narratives into their campaigns can build trust and foster loyalty. Influencer marketing in Eastern India relies heavily on connecting with local influencers who tell authentic and relatable stories. As a woman entrepreneur and industry leader, what advice would you give to young professionals aspiring to make their mark in PR and communications? PR has always been a field that welcomes women, but 2025 brings both empowerment and new challenges. The biggest challenge is work-life integration—with digital PR demanding constant online presence, it’s easy for boundaries to blur. However, the flip side is that technology has created tremendous flexibility and entrepreneurial scope. Today, women in PR are not just communicators; they are strategists, storytellers, and brand architects. The opportunity lies in building personal brands, leading boutique agencies, and using one’s unique voice to shape narratives. My advice to young women in PR is: embrace your authenticity, master your tools, and never underestimate the power of relationship- building—it’s still the heart of PR. Looking ahead, what’s next for Candid by Paromita? How do you envision its growth and contribution to India’s evolving brand landscape? Looking ahead, Candid by Paromita envisions expanding beyond Eastern India and connecting with the larger part of India through authentic, relatable, and larger-than-life storytelling that strikes an emotional chord with people and, at the same time, strengthens our position in Eastern India, reaching more people. 

Public Relations has entered a bold new era. No longer just a back-office function, it has transformed into a strategic powerhouse shaping brand reputation and influence. Companies and leaders now see PR not as an afterthought, but as an essential force driving credibility, trust, and long-term success. The industry has undergone a radical shift with the rise of social media, fundamentally transforming PR strategies. Influencers now play a crucial role in shaping consumer perceptions and engagement. PR is no longer confined to securing media visibility; it has expanded into a dynamic, results-driven discipline focused on meaningful interactions and measurable outcomes. With a younger, more digitally savvy audience emerging, PR professionals face new challenges. Brands and practitioners must be more agile, data-driven, and proactive in crafting business solutions that resonate with their audience. The future of PR lies in adaptability, authenticity, and strategic storytelling that build lasting trust and impact. In conversation with Adgully, Vaibhavi Sanghvi, Founder and Partner, Relacion Global, shares her journey of building a purpose-driven PR agency for India’s MSMEs and SMEs. With over 15 years of experience in strategic communications, she talks about the inspiration behind starting her own firm, the evolution of the PR industry, and how her agency blends global perspectives with local insights to deliver authentic, impactful storytelling. What inspired you to start your own PR agency, and what was the vision behind it? In the last couple of years, India has witnessed an unprecedented wave of entrepreneurship, with MSMEs and SMEs emerging as the backbone of this growth story. Their ideas and impact are powerful, yet many of their stories remain untold. Often, these businesses hesitate to explore PR, believing that meaningful storytelling is reserved for global giants with deep pockets. That’s precisely where we saw an opportunity. With over 15 years of experience each, working with some of the world’s leading brands, we’ve seen firsthand how strategic PR can solve business challenges, shape perceptions, and build long-term trust. We realized that the same principles could be tailored for India’s MSMEs and SMEs, delivering measurable impact while staying grounded in their realities. As we examined the landscape, the gap became clear: most PR solutions for smaller businesses were either cookie-cutter or focused solely on short-term visibility, rather than building sustainable reputations. We knew there was a chance to do something different—an agency that blends global perspective with local understanding, treats every client as a partner, and crafts narratives rooted in authenticity, culture, and business outcomes. Our vision has always been to help these businesses tell their stories with purpose, making PR both accessible and meaningful. For us, PR isn’t just about placements or coverage, it’s about creating lasting value, building credibility, and ensuring that brands are seen, heard, and remembered in a crowded marketplace. How has the PR industry evolved since you began your journey, and how has your agency adapted? When we started, PR was largely measured by the size of a media article or the estimated PR value. Today, it’s measured in trust, influence, and the quality of conversations a brand generates. That shift has been both exciting and challenging. We’ve adapted by blending the old with the new. Beyond traditional media, we now help brands manage their presence on platforms like LinkedIn, where thought leadership and professional reputation play a crucial role. Our approach also includes holistic reputation management, ensuring that every public interaction, from media coverage to social media content, works cohesively. We’ve found that offering a bouquet of these services together creates exponentially better outcomes. Visibility alone is fleeting; reputation management builds credibility, and LinkedIn amplifies professional trust and influence. When these elements are orchestrated together, the result is a brand that’s not just seen, but respected, remembered, and trusted in a fast-moving, attention-driven world. What differentiates your agency’s approach to PR from others in the market? Our approach starts from a problem-solving point of view. We begin by asking: What will actually help this brand, business or founder? Sometimes the answer is traditional PR, sometimes it’s thought leadership, reputation management, or even a digital-first solution. Our focus is always on relevance and impact, not activity for the sake of activity. This mindset allows us to act as genuine partners to our clients. We collaborate closely, identifying what will move the needle for their business and shape perceptions in meaningful ways. Even when traditional PR isn’t the right solution, we provide strategies that address the core challenge, ensuring every effort contributes to long-term growth and credibility. By prioritizing purpose over process, we create campaigns that are strategic, targeted, and measurable; delivering results that go beyond visibility to actually strengthen the brand’s presence, trust, and influence. How do you balance traditional PR practices with the demands of digital and social media-driven communication? For us, it’s not about balancing the old and new. It’s about integration. The industry itself has evolved. Traditional PR was once dominated by print. Today, online platforms are central to how audiences discover and engage with brands, and this shift brings tangible benefits; coverage online not only builds visibility but also contributes to SEO, which can directly support lead generation and business growth.There was a time when PR lived in silos, media relations here, social media there, brand marketing elsewhere. That model doesn’t work anymore. A brand’s reputation exists in an interconnected ecosystem, and agencies can’t treat each channel separately. Consumers don’t experience brands in silos, so why should strategy be fragmented? Our role is to stitch everything together, ensuring consistency without losing nuance. That integration turns isolated efforts into momentum-building campaigns that influence perception, strengthen credibility, and create measurable business impact across platforms and communities. What role do storytelling and creativity play in shaping impactful PR campaigns today? Storytelling and creativity aren’t just important, they’re the heart of modern PR. In a world overloaded with information, people don’t remember statistics or press releases; they remember narratives that resonate. Creativity is what transforms a story from being heard to being remembered and shared. Take Boat for example, the brand has used playful, relatable content and influencer-driven campaigns to position itself as the voice of India’s youth, turning a commodity product into a cultural phenomenon. Similarly, skincare brands like Minimalist and Sheth’s. showcase narratives that go beyond product features, they tell stories about self-care, science-backed solutions, and personal transformation. By blending authenticity, education, and aspirational messaging, these brands make skincare relatable and inspire trust among consumers. When PR leverages storytelling and creativity this way, campaigns go beyond visibility to build culture, spark conversations, and strengthen trust. In today’s world, a story that isn’t meaningful or creative risks being invisible, no matter how strong the product. What are some of the biggest challenges brands face in managing their reputation, and how does your agency help them overcome these? Reputation today moves at the speed of a tweet. A single post can amplify goodwill or trigger a crisis overnight. This makes managing reputation more complex and critical than ever. What sets our approach apart is how we start with listening. We dig deep to understand the brand, ask the tough questions, and uncover vulnerabilities. Our focus is proactive, not reactive. We don’t wait for crises to hit; we build reputational resilience long before it’s tested. By combining insight with storytelling, stakeholder engagement, and reputation management, we help brands rise above the noise with credibility, consistency, and lasting trust. This means crafting narratives strong enough to withstand scrutiny, equipping brands with a clear playbook for challenges, and continuously nurturing trust among all stakeholders; customers, employees, investors, and partners alike. Could you share a campaign or project that you’re especially proud of and why it stands out for you? Something that we are absolutely proud of was the IPO mandate of a specialty chemicals company, which came to us just two months into starting our agency. At the time, neither of us had prior experience with IPO communication. But what we did have was the determination to prove ourselves, the curiosity to learn and unlearn quickly, and the experience and discipline to deliver with precision. We knew that credibility and precision would be paramount in a mandate as regulated and high-stakes as this. Our first step was immersing ourselves in the IPO landscape; studying the industry, examining successful past listings, and deeply understanding the regulatory and compliance directives that govern capital markets communication. This was not just about creating visibility; it was about ensuring that every message was sharp, consistent, and aligned with SEBI’s stringent guidelines, while also strong enough to resonate with both institutional and retail investors. Working hand-in-hand with the company’s leadership team, we developed forward-looking, growth-oriented messaging that captured the business fundamentals and its future potential. From there, we built a comprehensive communications program that spanned media engagement, investor trust-building, and reputation management. The campaign achieved extensive visibility across all leading business dailies and financial platforms, ensuring that the company’s story was told with clarity and credibility. We also positioned senior leadership through interviews and thought-leadership opportunities that reinforced expertise and confidence in the company. The outcome was extraordinary. The IPO received an overwhelming 99x oversubscription, reflecting not just the company’s fundamentals but also the confidence that the communication strategy helped instil in the market. For us, the true reward lay in the journey; the ability to navigate an entirely new domain, master its complexities, and deliver results that were both measurable and meaningful. What advice would you give to young professionals who want to build a career in PR or start their own agency? Start with the basics—read the news every day, understand how stories are shaped, and learn to write with clarity and purpose. These may sound simple, but they are the foundation of strategic PR. Invest in relationships, not just contacts. Build genuine trust with journalists and clients. PR is built on credibility, and credibility takes patience, consistency, and authenticity to earn. Take ownership of your work. Don’t just complete tasks; understand the “why” behind every activity and think like a partner to the business. If you want to start your own agency, be prepared to wear multiple hats. You’ll wear multiple hats—strategist, writer, client servicing manager, sometimes even accountant, but the ownership you take in each role will define the agency’s impact. Finally, stay curious, stay disciplined, and view every campaign, client, and challenge as an opportunity to learn, grow, and make a meaningful difference. The best PR professionals aren’t just executors, they’re problem-solvers, storytellers, and strategic partners. 

Public Relations has entered a bold new era. No longer just a back-office function, it has transformed into a strategic powerhouse shaping brand reputation and influence. Companies and leaders now see PR not as an afterthought, but as an essential force driving credibility, trust, and long-term success. The industry has undergone a radical shift with the rise of social media, fundamentally transforming PR strategies. Influencers now play a crucial role in shaping consumer perceptions and engagement. PR is no longer confined to securing media visibility; it has expanded into a dynamic, results-driven discipline focused on meaningful interactions and measurable outcomes. With a younger, more digitally savvy audience emerging, PR professionals face new challenges. Brands and practitioners must be more agile, data-driven, and proactive in crafting business solutions that resonate with their audience. The future of PR lies in adaptability, authenticity, and strategic storytelling that build lasting trust and impact. In our exclusive weekly column, PR Conversation, Adgully interacts with leading business leaders to gain their exclusive views and insights on various trends in the PR and communications industry. In conversation with Adgully, Neera Asthana-Phate, General Manager – Corporate Communications & CRM, Mahanagar Gas Limited (MGL), talks about the brand’s city-centric campaign ‘Mumbai Chalta Hai MGL Par’. She shares insights on the core thought behind the creative approach, the role of AI in shaping storytelling, and how MGL balances functional communication with emotional connect. Asthana-Phate also discusses the importance of hyperlocal engagement, crisis communication principles, and the evolving opportunities and challenges for corporate communications in the energy and utilities sector.Mumbai Chalta Hai MGL Par is a very relatable and city-centric campaign. What was the core thought behind this creative approach?MGL has been in Mumbai for over 30 years, providing piped natural gas and compressed natural gas to the city. Over time, consumer expectations have evolved, and we wanted to be perceived not just as a utility provider but as a brand that enables the lives of Mumbaikars. We are present with them from sunrise to sunset in some form or the other. This campaign emphasizes MGL’s pivotal role in keeping Mumbai running—fueling the unstoppable pace of the city. Our contribution is deeply embedded in people’s daily lives, and through this campaign, we wanted to highlight that connection.The campaign has adopted an AI-led creative route. How did this decision come about, and how do you see AI transforming brand storytelling?AI today touches almost every aspect of our lives, and brand communication is no exception. Our creative agency, MX Advertising, came up with the idea of adopting an AI-led approach. After brainstorming, we decided on something relatable and minimalistic—less cluttered, more data-driven, and strongly connected to the common man of Mumbai. The visuals focus on everyday families rather than glamorous imagery, making it authentic and accessible. For example, the milk that arrives in the morning is transported in CNG tempos, breakfast is cooked on PNG, and school or office commutes run on CNG. MGL is with people throughout their daily journey, and AI helped us bring this message alive in a simple yet impactful way.For a brand like MGL, which operates in a highly functional sector, how do you ensure the communication connects emotionally with consumers?Our communication is rooted in trust and safety. MGL is associated with something as essential as cooking fuel, which naturally builds emotional resonance. Families rely on us 24/7, and that dependability fosters confidence. Beyond homes, our role extends to schools, transport, and businesses—all of which run safely on CNG. By highlighting safety, reliability, and care, we connect emotionally with consumers. Trust is our biggest strength, and it forms the foundation of all our communication.Corporate communications is often about balancing reputation with marketing. How do you align MGL’s brand campaigns with long-term reputation management?Reputation is built not just through campaigns but also through consistent on-ground actions. Over the past 30 years, MGL has earned the trust of its consumers by being reliable, safe, and accessible. Our campaigns, including Mumbai Chalta Hai MGL Par , reinforce this trust by emphasizing our role in people’s lives. In the long run, such initiatives strengthen the bond with consumers and complement the ongoing work we do through PR and ground-level engagement.With media channels diversifying, what is your mix between traditional PR, digital storytelling, and influencer engagement?We adopt a balanced media mix to reach all segments of our diverse audience. Print media remains important, especially for households that rely on newspapers. Radio allows us to connect with people on the move, while outdoor campaigns give us citywide visibility. On digital, instead of relying on influencers, we focus directly on our customers, who are our true ambassadors. Their trust and word-of-mouth endorsement are more powerful than any influencer campaign.In a city like Mumbai, hyperlocal connect is crucial. How do you integrate community-focused storytelling into MGL’s PR strategy?We ensure our communication reaches people in multiple languages—English, Hindi, Marathi, and Gujarati—to reflect Mumbai’s diversity. Our on-ground teams regularly interact with customers, while our website, WhatsApp helpline, call centers, and walk-in offices are all multilingual. Even our bills are issued in different languages. This accessibility ensures that every Mumbaikar feels included and connected with MGL.Crisis communication is always a sensitive area for utility brands. What guiding principles does MGL follow to ensure transparency and trust?Our guiding principle is safety first. In any crisis, we prioritize openness and accessibility, ensuring people can reach us immediately. Our emergency response teams are available around the clock. Transparency, swift action, and being present when customers need us most are the pillars of our crisis communication.What are the biggest PR challenges you foresee for the energy and utilities sector in the coming years?As more players enter the market, customer expectations will continue to rise. Each new generation comes with different needs and outlooks, so evolving communication strategies to meet these expectations will be critical. The challenge will be to remain agile, responsive, and relevant while maintaining trust and consistency.On the flip side, what opportunities excite you the most about the future of corporate communications?Corporate communications has immense opportunities because perception is shaped by what and how you communicate. For MGL, it means reinforcing our strengths—trust, safety, and reliability—while also embracing new storytelling formats. With evolving media and technology, we can reach wider audiences in more personalized ways, making communication a key driver of brand strength.Finally, if you had to share one learning from the Mumbai Chalta Hai MGL Par campaign with fellow communicators, what would it be?The biggest learning is that campaigns don’t always need to be grand or flashy. Grounded, relatable communication that truly resonates with your audience has the strongest impact. Connecting with people on an emotional level—speaking their language and reflecting their everyday realities—creates lasting trust and brand value.

Public Relations has entered a bold new era. No longer just a back-office function, it has transformed into a strategic powerhouse shaping brand reputation and influence. Companies and leaders now see PR not as an afterthought, but as an essential force driving credibility, trust, and long-term success. The industry has undergone a radical shift with the rise of social media, fundamentally transforming PR strategies. Influencers now play a crucial role in shaping consumer perceptions and engagement. PR is no longer confined to securing media visibility; it has expanded into a dynamic, results-driven discipline focused on meaningful interactions and measurable outcomes. With a younger, more digitally savvy audience emerging, PR professionals face new challenges. Brands and practitioners must be more agile, data-driven, and proactive in crafting business solutions that resonate with their audience. The future of PR lies in adaptability, authenticity, and strategic storytelling that build lasting trust and impact. In our exclusive weekly column, PR Conversation, Adgully interacts with leading business leaders to gain their exclusive views and insights on various trends in the PR and communications industry. In conversation with Adgully, Anubhav Singh, Founder of Bridgers, shares his perspectives on how AI is becoming a “silent partner” in PR, the growing power of micro-influencers, why startups must invest in communications early, and how creativity continues to remain central even in a tech-driven landscape.The PR industry is embracing AI like never before. How is Bridgers PR integrating AI into reputation management strategies without losing the human touch?The advent of Artificial Intelligence (AI) is driving a welcome transformation in the Indian Public Relations space . While initially feared, I think AI is turning out to be our silent partner rather than a competitor. Today, a majority of PR Agencies in India are exercising AI Tools to amplify their time management systems and diversify their energy towards more strategic client requirements.At Bridgers, we treat AI tools as our 12th man. It enables the team to comply with daily research & other mundane tasks that usually consume a lot of time. Apart from this, we actively seek AI support for gathering strategic insights that facilitates us in curating tailor-made integrated campaigns for our clients. The usage of AI can also be witnessed in planning Influencer Campaigns and for managing Crisis Communications with real time data insights.With media consumption diversifying, how do you decide the right balance between traditional PR, digital outreach, and influencer-driven campaigns?Well, the short answer to this is that we mix the ingredients according to the client's requirements. In general, the boundaries between traditional and digital PR communications are blurring. Today, the best campaigns are a right mix of traditional PR marrying the digital approach, with a hint of Influencer-driven activities to provide the initiative a holistic approach.Stating this, every business does not require the amalgamation of all three activities at once. The PR plan is curated according to the goals that one needs to achieve from the engagement, and the activities are then clubbed to establish the brands' narratives with strategic precision. Micro-influencers and niche communities are proving more impactful than mass outreach. How do you identify and engage with them effectively?It has been witnessed of late that micro-influencers and small town-based communities are driving more traction for brands when compared to a national-level influencer. The reason might be the strong hold of these content curators on a limited audience group and the personal connection that they have managed to establish.In our case, shortlisting influencers for a campaign depends upon a variety of factors. The objective of the engagement is first laid out along with a reference budget to create a roadmap for the campaign. In the next stage, we extensively deploy AI tools for shortlisting relevant influencers from a sea of content creators that are aligned with our brand's vision and audience preferences. A debriefing session is then held with the selected influencers to bring them in line with the campaign requirements. The AI matrix is then further exercised to drive personalised content for the target audience groups and to map the effectiveness of the overall campaign.Many startups hesitate to invest in PR early on. Why do you believe founders should prioritise strategic communications from day one?Educating early-stage Founders about the importance of PR will always remain a bigger hustle than driving PR activities for them.We are staying in a socially integrated world today where narratives are built and moulded through online channels. In times where information and data are available in abundance, the presence of a robust and credible voice becomes the need of the hour for a brand, and this is where PR pitches in.Today, Startup Communications is not restricted to brands that have raised funds but is extended to even early-stage startups that want to carve a niche for themselves in the industry. Founders who initiate PR activities from an early stage will always hold an advantage over their peers and competitors. A robust communication strategy will not only enhance the storytelling of the brand in front of key stakeholders like investors, government officials, industry partners, etc but will also bring forth the spokesperson in the limelight, which can further open new channels for business and growth opportunities. In layman's terms, it's always better if the media is telling your story rather than yourself.In your experience, what are the most common PR mistakes startups make, and how can they avoid them?The most common drawback that we have witnessed among startup founders is that they lack patience. They usually intermix PR with social media activities and expect real-time business conversions and overnight success. PR is rather a game of chess, which requires utmost patience and strategic moves through and through. PR is also a game of honesty where business and other strategic data points are involved, and when muddled with, it can not only lead to discredibility of the brand but can also amount to a crisis like scenario. It's always in the best interest of the brand to maintain transparency with their PR team with regard to its business numbers and other strategic data points. Another common problem that we have witnessed with startup founders is about determining the effectiveness of the PR campaign. It doesn't matter how well you have performed; there is always something missing. The startup founders need to understand that the media is earned and not governed, as these platforms will treat our campaigns or press releases based on their relevancy and not requests. As the startups grow, so will the media penetration and the magnitude of the campaign.Beyond getting press coverage, what key metrics and indicators do you use to evaluate campaign success?Garnering top tier media stories will always remain one of the strongest indicators for evaluating the success of a campaign. To go with it, we also have media monitoring softwares that measures the impact of generated media stories by calculating their reach, audience demography, and click through rates. Apart from media stories, we also look at other holistic indicators like social media engagement (shares, comments, etc), website engagement, user interactions via influencer activities, and overall ROI generated on the money spent. If the larger objective is met, the campaign is put to an end, and if there are unfulfilled objectives, alterations are done in live campaigns to meet the desired goal.Founder-led storytelling often adds credibility. How do you integrate a founder’s personal brand into overall PR strategy?Presently, the personal branding of a founder is taking centre stage. It's always beneficial if the story of the brand is rooted via the storytelling of the founder. This not only enhances credibility but also helps in building a stronger connection with the target audience. Founder-led storytelling imparts a human touch as the audiences can relate with their personalities, expertise, and hurdles faced during their journey.  Integrating personal branding into a running PR strategy requires a clear vision on the nature and tonality of the alignment and how it will go simultaneously with the larger brand narrative. Once this is clarified, the next big step is identifying key story angles that can be converted into compelling story ideas to resonate with the target audience groups. Post this step, there should be a strategic selection of media and other communication & marketing channels, through which the integration would be carried out. An effective personal branding strategy is driven by authenticity and is always inclined towards the larger goal.How does your approach to PR evolve as a brand moves from the startup phase to scaling nationally or globally?During the initial stage when a startup is operating within a concise region, the objectives of PR communications are very different when compared to their expansion nationally or globally. In the early stages, PR is exercised to create awareness and drive credibility for the brand and its founder. In other terms, PR is used as a brand building tool. Later, when the brand has expanded operations across multiple Indian states or across multiple countries, the objective of PR also escalates to the next level. Now, the primary objective has shifted from brand building to reputation management and engaging multiple stakeholders through well-diversified PR strategies.With the growth of the brand, their media narratives also expand and we now have to take into account the brand's long-term sustenance & expansion plan along with the developments and trends shaping within the industry. Diverse PR strategies are then curated to drive strategic communications across multiple markets within the country or globally.Technology is changing PR delivery, but creativity remains central. How do you ensure your campaigns stay innovative and relevant?I am a firm believer that nothing can surpass the human mind. All these technological innovations are driven by us, and we are the ones who can best optimize them to bring a difference in our day-to-day activities.Curating innovative and relevant campaigns for clients is no different. While on one hand we should seek technological help to map trends, competitors, etc or garner data-driven insights, we must exercise our intelligence and creativity to optimize those data points for curating a compelling campaign on the other hand. The media landscape is continuously evolving and what seems relevant today might fade-off in the future. Hence, staying abreast with industry trends and aligning them with the clients’ requirements are of the utmost necessity today. Yes, we have a robust technological support system presently, however, nothing can overgrow continuous self-adaptation and development with regard to the industry needs.If you had to predict one major shift in the PR industry over the next five years, what would it be and why?To predict what lies ahead in the next 5 years for the PR Industry, we must comprehend the biggest development that we have witnessed in the recent years; which is inclusivity. Today, PR is not limited to print media stories; there is much more to it. The amalgamation of digital PR, influencer & social media-driven activities, along with the advent of new-age communication channels like podcasts etc has opened up limitless possibilities, opening up newer ways to drive a PR campaign or a brand narrative.I assume this inclusivity will grow even thicker in the next five years, and we will see much more compelling brand campaigns and narratives driven in the most unusual ways possible. The PR industry is also embracing the rapid development of AI, and in the next five years, I see AI playing an even bigger role in PR offices — managing core operations and complex tasks.

Public Relations has entered a bold new era. No longer just a back-office function, it has transformed into a strategic powerhouse shaping brand reputation and influence. Companies and leaders now see PR not as an afterthought, but as an essential force driving credibility, trust, and long-term success. The industry has undergone a radical shift with the rise of social media, fundamentally transforming PR strategies. Influencers now play a crucial role in shaping consumer perceptions and engagement. PR is no longer confined to securing media visibility; it has expanded into a dynamic, results-driven discipline focused on meaningful interactions and measurable outcomes. With a younger, more digitally savvy audience emerging, PR professionals face new challenges. Brands and practitioners must be more agile, data-driven, and proactive in crafting business solutions that resonate with their audience. The future of PR lies in adaptability, authenticity, and strategic storytelling that build lasting trust and impact. In our exclusive weekly column, PR Conversation, Adgully interacts with leading business leaders to gain their exclusive views and insights on various trends in the PR and communications industry. In conversation with Adgully, Rashmi Shetty, Founder of Cohort Communicationz, shares insights from her remarkable two-decade-long journey with leading organisations like Edelman, Weber Shandwick, and Bharti Airtel. Drawing from her vast experience, Shetty talks about the birth of Cohort Communicationz, the importance of purposeful storytelling, and the evolving dynamics of the PR industry. With a strong belief in credibility, empathy, and integrated communication, she highlights how her consultancy is shaping authentic, values-driven narratives that foster genuine connections in today’s hyper-dynamic media landscape. You’ve had a remarkable journey spanning over two decades with industry leaders like Edelman, Weber Shandwick, and Bharti Airtel. What were some of the pivotal lessons that led to the birth of Cohort Communicationz? So much has changed over the past two decades and rapidly at that! Where PR was all about creating awareness, it is now more about credibility. The world is very noisy and PR helps brands find their voice in this noise. The PR industry has always been dynamic, but now it is hyper dynamic, where for sure you need speed, but you also need to know what you want to speak and when. Brands are no longer just selling products and services; they need to connect with their audiences on a deeper, values-based level. Cohort Communicationz was born from all this – to build a PR consultancy that offers seamlessly integrated, purpose-led communication strategies, fostering genuine connections within specific “cohorts” or communities. It was about moving beyond transactional PR to building sustainable relationships and meaningful narratives. Cohort Communicationz positions itself as a purpose-led communication consultancy. What does purposeful storytelling mean to you in today’s hyper-connected yet fragmented media environment? Well put! It’s all so hyper-connected and often overwhelming that purposeful storytelling is the North Star for any brand seeking to cut through the noise. For us at Cohort Communicationz, it means crafting narratives that are deeply rooted in a brand’s authentic values, mission, and impact. It’s about understanding why a brand exists beyond its commercial objectives. This “why” then informs every piece of communication, ensuring consistency, credibility and resonance. In a fragmented landscape, where audiences are discerning and quick to spot inauthenticity, purposeful storytelling becomes the foundation of trust. It allows brands to build genuine communities around shared beliefs, creating advocates rather than just consumers. It's about inspiring action, not just awareness, by connecting with the element of what a brand stands for. How does your leadership philosophy—shaped by both professional and personal experiences—inform the culture and direction of your agency? In all my past experience I have had mentors and ‘bosses’ who have truly shaped my leadership philosophy, which is deeply rooted in empowerment, empathy and continuous learning, all shaped by both my professional journey and personal values. Professionally, I have seen the power of strong teams and the importance of fostering an environment where creativity and strategic thinking can flourish. Personally, I believe in leading with integrity and compassion. At Cohort Communicationz, this translates into a culture that encourages open dialogue, celebrates diverse perspectives and prioritizes mentorship. We believe in empowering our team members to take ownership, innovate and grow. This philosophy directly informs our agency’s direction: we are client-centric, driven by results, but equally committed to ethical practices and building long-term, trust-based relationships, both internally and externally. From large global networks to now running an independent consultancy, how has your view of client-agency relationships evolved? Few things in a client-agency relationship, no matter what the format, will always be the same. Trust, integrity, honesty, hard work and being solutions oriented achieving the set goals, remain the cornerstone. In larger setups, while there’s immense expertise, there can sometimes be a tendency towards standardized approaches. What I have come to value immensely in an independent model is the ability to offer truly bespoke and deeply invested partnerships. The relationship becomes far more collaborative and integrated. We are not just a service provider; we become an extension of the client’s team, deeply understanding their challenges and opportunities. This allows for greater flexibility, faster decision-making and ultimately, more impactful and tailored solutions, building a level of trust that fosters long-term growth for both parties. You’ve seen the PR landscape evolve dramatically over the past 20+ years. What are the biggest shifts you’ve witnessed—and how are you helping brands adapt? The last two decades things have changed rapidly and post Covid, even more. The biggest shift has been the democratization of information and the rise of digital platforms. It moved from a purely media-centric approach to a multi-channel ecosystem where every individual can be a publisher. This has led to an explosion of content, a demand for instant gratification and an unprecedented focus on authenticity and transparency. At Cohort Communicationz, we help brands adapt by embracing this new reality. We guide them in understanding that reputation is now built in real-time, across earned, owned, shared and paid channels. We focus on: Authentic Storytelling: Ensuring your voice as a brand is truly yours. Ensure that it is the same across channels. Agility and Responsiveness: Developing PR strategies that allow for quick adaptation to emerging trends and potential crises. Thought Leadership and Purpose: Helping brands articulate their unique value and contribute meaningfully to societal conversations, moving beyond mere product promotion. What role does empathy play in modern communication strategies, especially in an era where authenticity is more valuable than ever? Empathy is no longer just a soft skill; it’s a strategic imperative in modern communication. It is the bridge between a brand and its audience. It means truly understanding the audience’s needs, concerns, aspirations and even their anxieties. It’s about stepping into their shoes and crafting messages that resonate on an emotional and intellectual level, rather than just broadcasting information. At Cohort Communicationz, we embed empathy into every stage of our strategy development. In our team brainstorming meetings we often ask: “How will this message be received? What are their pain points? How can we offer value and understanding?” This empathetic approach not only builds stronger connections and trust, but also mitigates potential missteps, ensuring that our communications are not just heard, but genuinely felt and appreciated. Integrated communication is no longer a buzzword but a necessity. How is Cohort Communicationz delivering seamless narratives across earned, owned, and paid media? You are absolutely right; integrated communication truly is a necessity now. At Cohort Communicationz, we approach it not as an add-on, but as the fundamental part of every PR campaign. We understand that audiences don’t differentiate between a news article, a social media post or a sponsored article – they perceive it all as part of the brand’s larger story. Our process begins with a unified strategic plan that defines the core message and objectives. Then, we meticulously plan how that narrative will manifest across: Earned Media: Crafting compelling stories for traditional and digital media that generate credible third-party validation. Owned Media: Assist in developing engaging content for websites, blogs, and social channels that showcases the brand's expertise and personality. Paid Media: Strategically utilising sponsored content to amplify reach and target specific audiences, always ensuring brand consistency. Shared Media: Actively engaging with communities and influencers to foster organic conversations. The key is a fluid workflow, collaborative teams and consistent measurement to ensure that each channel reinforces and amplifies the others, creating a seamless and powerful brand experience. What are some challenges you see younger PR professionals facing today, and what advice would you give them as a mentor and leader? Younger PR professionals today face a unique set of challenges, primarily stemming from the rapid pace of change and the sheer breadth of skills required. They often grapple with: Information Overload: Keeping up with constant industry shifts and new platforms. Pressure for Instant Impact: The expectation for viral content and immediate results. Authenticity Vs Performance: Navigating the balance between genuine engagement and metrics. Skill Diversification: The need to be proficient in everything from media relations to influencer marketing and content strategy. My advice to them would be: Be a Lifelong Learner: The industry is dynamic. Embrace continuous learning, whether it is understanding the rapid media movements, to understanding new AI tools or honing your craft. Read widely, attend webinars and stay curious. Cultivate Relationships (Online & Offline): PR is fundamentally about relationships. Build genuine connections with journalists, influencers, clients and peers. Your network is your net worth. Embrace Critical Thinking & Strategic Depth: Don’t just execute; understand the ‘why’ behind every tactic. Develop a mindset that allows you to provide real value and counsel, not just output. Authenticity and critical thinking will always set you apart. And just know hard work and resilience will never go out of style, especially in this industry. How do you see the future of brand advocacy and reputation management evolving in the next five years? I feel that brand advocacy and reputation management will be characterized by hyper-personalisation, increasing reliance on all available tools for quicker communication and an intensified focus on ethical conduct and transparency. Brands will move beyond generic campaigns to truly cultivate highly specific cohorts. Employee advocacy will also become even more critical, leveraging authentic voices from within. New technology and tools will enable brands to be far more proactive in shaping their narrative and responding to feedback. Reputation will be seen as a core business asset, directly impacting market valuation, talent acquisition and consumer loyalty. Proactive and agile reputation management will be a competitive differentiator. Finally, what’s next for Cohort Communicationz? Are there any new directions, industries, or innovations you’re particularly excited about? We are incredibly excited about the journey ahead for Cohort Communicationz! Our immediate focus remains on solidifying our position as an emerging purpose-led communication consultancy, expanding our client roster across industries that truly understand the value of authentic engagement. We see a growing need for CXOs, founders and subject matter experts to build their brands authentically. This is a space where our purpose-led approach can create significant impact. We are also exploring partnerships and strategies that allow us to delve deeper into specific, niche communities, ensuring hyper-targeted and culturally relevant communication that truly resonates. Ultimately, we are committed to constant evolution, ensuring Cohort Communicationz remains agile, innovative and always focused on delivering meaningful connections and tangible impact for our clients. 

Public Relations has entered a bold new era. No longer just a back-office function, it has transformed into a strategic powerhouse shaping brand reputation and influence. Companies and leaders now see PR not as an afterthought, but as an essential force driving credibility, trust, and long-term success. The industry has undergone a radical shift with the rise of social media, fundamentally transforming PR strategies. Influencers now play a crucial role in shaping consumer perceptions and engagement. PR is no longer confined to securing media visibility; it has expanded into a dynamic, results-driven discipline focused on meaningful interactions and measurable outcomes. With a younger, more digitally savvy audience emerging, PR professionals face new challenges. Brands and practitioners must be more agile, data-driven, and proactive in crafting business solutions that resonate with their audience. The future of PR lies in adaptability, authenticity, and strategic storytelling that build lasting trust and impact. In our exclusive weekly column, PR Conversation, Adgully interacts with leading business leaders to gain their exclusive views and insights on various trends in the PR and communications industry. In conversation with Adgully, Samir Shah, Founder & Chairman, Strategic Growth Advisors (SGA), speaks about his entrepreneurial journey from corporate finance to building India’s leading Investor Relations consulting firm. Shah shares insights on the evolution of IR and PR in India, the growing importance of narrative building in financial communication, and how SGA’s integrated approach is adding value to corporates across sectors. He also reflects on the changing dynamics of retail investors from Tier 2 and 3 cities, his advice for young professionals, and his long-term vision of positioning SGA as a one-stop consultancy powerhouse. From corporate finance to leading India’s largest IR consulting firm, what inspired your journey to establish SGA? What was the gap you identified in the Indian market back then? It all started in 2010, I was45 years old with a work experience of over 22 years. I decided to take the entrepreneurial plunge. Having closely worked with promoters in my previous stints I had an advantage of closely watching how promoters build and ran businesses. It also developed both my character and skills. At that stage of my career, when I finally took the ‘bold call’ to pursue entrepreneurship, failure was not an option; I knew that I HAD TO SUCCEED! Back then, the Indian economy was around $1.50 trillion with many corporates eyeing a listing on foreign stock exchanges like Nasdaq, LSE, NYSE, AIM, etc. At that time, investor relations was still evolving in India and I saw the need for trust-based, insight-led communication that could help companies bridge the gap with stakeholders. I believed that India’s growing economy and its opportunities would reflect in the capital markets, and that investor relations consulting would become a crucial function in years to come. Drawing from my experience of managing the IR department of Suzlon and being part of its growth journey, from an initial PE fund raise of $50 million to a listing at $3.5 billion, I was confident that small and mid-cap companies in India could benefit from IR advisory support. I had a strong view that over the next 15-20 years, India will do what China did in 1990s and 2000s and we will be an economic force to reckon with over the next two decades. This was impossible without the growth of equity markets. This firm belief was the starting point for SGA. SGA has advised corporates with a cumulative market value of over $100 billion. What do you believe has been the core differentiator behind this trust and long-standing success? We are in consulting business, where only two things matter – People and Clients. Our people-first and client-first approach are our key differentiators. We invest in identifying and hiring top-notch talent and then groom them through continuous learning and skill development initiatives. Retaining people is one of the biggest priorities for the senior management. We believe in building a team that shares common value system and drives continuous excellence. We have built a culture that is inherently inclusive, free from biases and merit oriented. We continuously keep investing time, energy and efforts to make SGA a people’s place to grow. We have been “Great Place to Work” certified for the third time in a row. SGA advises corporates of different sizes, in different sectors with their own unique challenges and opportunities. A one-size-fits-all approach will tend to fail and hence customisation is the key. It is very important that as a consultant, we should be well-versed with the finer nuances of the business of the client and also practical aspects of market which will equip us to provide tailored solutions to every client. The ultimate goal of all our services is to add value in the client’s overall growth strategy. We developed excellent relationship with the client which results in a long-term association. 40% of our clients have been with us for over 5 years which demonstrates our contribution as a partner to the client. We added more services at SGA which help the client get intra-related communications services through a single partner. The role of IR and corporate communication has drastically evolved in the last decade. How do you see the role of investor relations shaping up in the next five years? The success of a communications program is now measured from the lens of Value Creation. The role of Investor relations will further evolve in our view. It will be a collaborative approach with more stakeholders, including business heads, corporate communication and compliance teams. Investor relations will play a central role for everything that corporate engages for with capital markets whether its capital raise, product launch, compliance reports (like BRSR and integrated reports), M&A and corporate communication. The investor relations role will help Corporates to sharpen and refine their business strategy via continuous engagement with capital markets to unlock value for them. Being market leaders in IR what led you to do integrate and venture into PR and Brand & Design? Our decision to integrate PR and Brand & Design practices was a well-thought-out strategy to offer more value to our clients across their business life cycle. Today, we are the only consultancy in the country that offers such integrated services wherein client communications are taken care of from its early age to maturity and eventually to IPO, post listing through our basket of PR, IR and Brand & Design offerings. As the Indian market develops and economy grows and more companies opt for IPO, we believe our unique expertise will augur well both for us as well as our clients. Moreover, by unifying IR with PR and branding under one roof, we provide clients with cohesive strategies, sharper storytelling and a single unified voice that resonates with diverse audiences viz., consumers, investors, employees and other stakeholders. Integrated practice helps clients get the best outcomes as SGA has a numbers-led thought process as its DNA for client servicing. How important is narrative building in today’s financial communication? Do you believe Indian corporates are embracing storytelling as much as global peers? Financial communication is as much about performance as it is about perception. And having a strong narrative that conveys the story behind performance helps in creating that perception besides building confidence among capital market participants. And this is what reflects in valuations. Thus, a perfect blend of IR and PR along with consistency, clarity and delivery (in terms of performance) will help market trust the narrative and reward the corporate with assigning fair valuation. Indian corporates have warmed up to storytelling and have come out of their cocoon to share their business fundamentals, strategy, leadership styles, experiences in business, their learnings, struggles and many such topics. This has reflected in the growth of the market capitalisation of over $4 trillion with over 6,000+ listed companies and many more aspiring listing. Could you talk about how you have added value to clients in PR? Please share some examples. Our key differentiator lies in the fact that in our endeavour to create value for our clients, we do not just chase coverages but instead we focus in building a strong brand IP that will gradually drive overall conversation at an industry level. Our craft lies in not just delivering headlines but driving growth focused business consulting, narrative driven storytelling that ultimately creates sustainable business impact. For example, for a B2B client, we have gone beyond traditional PR activities to recommend and execute stakeholder engagement program which were closely linked to business growth objectives. We strategized and executed ‘micro-market strategy’ for one of our long standing B2B Fintech clients. The client appreciated our role in the subsequent substantial business growth from those markets. We believe our integrated approach enables us to look at information from varied perspectives resulting in an incisive output as strategies that can be employed for the client. Measurable outcomes for clients in terms of Value Creation is the objective for our PR practice. Tier 2 and Tier 3 cities are seeing a boom in retail investors. How are PR-IR strategies evolving to cater to this new and growing investor class? The smaller cities and towns in India have for long remained away from mainstream conversations and capital markets. As the divide between the urban, semi-urban and rural areas are getting blurred through technology and digitization, the participation from these markets are rising. We have professionally run IR and PR practises, for a client, wherein our aim is to create shareholder value along with positive brand reputation. This can only be possible when both IR and PR are seamlessly integrated, and strategies are designed with a common objective. Both our PR and IR strategies focus on creating enough awareness about the clients’ business growth and its future potential among these retail shareholder clusters so that they are able to make informed decisions and participate in the growth of the India’s capital markets. What is your advice to young professionals or entrepreneurs looking to make a mark in the new age communication industry? My advice to budding entrepreneurs will be – do not start something for the sake of it; just because that’s the trend. Money will get scarce, and ideas will be quickly replicated; think long term and a unique business model. Always invest your time, energy, and money in something you believe in. Focus on creating a long-term, unique model which is sustainable and differential in nature. Also, success is never a destination but a journey. It is an ever-changing goalpost. One should focus on the journey of capturing milestones which is a true determinant of success. The key to success for young professionals to enhance growth is Knowledge and Maturity. Consulting is a combination of Art and Science. Data is science and can be captured by AI, but the feel of the market is extremely different and so one needs to have the maturity of understanding the ‘Direction of Wind’ as we say in Hindi ‘Hawa ka Rukh’. These youngsters have to learn and mature early to make a mark in their consulting role. We are building the firm with ‘Youngsters’. The average age of our professionals is between 25 and 30 years. We are investing a lot of time and effort training youngsters to make them relevant in the business of consulting entrepreneurs. How has been the growth in the PR business over the last 2-3 years? Any good campaign that you have rolled out and which has created an impact on client’s business? The PR business has grown exceptionally well in the last couple of years. We are a perfect blend of industry veterans, leading the practice with an ever-growing team of enthusiastic and eager-to-learn youngsters. In a short span, we have grown into a team of over 60 people spread across several cities, including Mumbai, Delhi, Bangalore, Ahmedabad, among others. We have a strong portfolio of clients from several sectors such as mutual funds, housing finance, fintech, wealthtech, real estate, pharma, chemicals, green energy, healthtech, education, textile, automobile, industry body, etc., and have been delivering value for all of them. We have just begun and are very excited to grow further in our journey. We have recently ventured into fully integrated IPO services right from SME IPO, Mainboard IPO and SME to Mainboard transition. Owing to our significant expertise in capital markets through our IR practice, we believe that SGA PR is uniquely placed in the industry both in terms of understanding and execution capabilities to deliver exceptional results for companies eyeing capital market listing. Going forward, what is your vision for SGA group overall and also about the two new practises – PR and B&D? SGA aims to be “THE ONE” brand that offers exceptional quality, varied service offerings, and culture. We aim to be a place known for best-in-class client servicing and extra ordinary performance by team members to deliver exceptional value to the clients. The vision is to continuously add newer practices that help to create value for clients and offer a single point consulting for all their business needs, from finance to communication to creative services. The ultimate goal is to establish SGA as a standout brand in the crowded consultancy industry. 

Over the last three decades, Nidhi Sabbarwal has carved a distinct space for herself in the world of Public Relations and brand storytelling. With a foundation in journalism and mass communication, her journey from being an assistant marketing manager to founding PRtainment Media & Communications Pvt. Ltd. reflects a deep understanding of both strategic planning and creative execution. Her agency has consistently delivered impactful campaigns by blending conventional media wisdom with modern digital sensibilities?Çöbuilding trust, visibility, and long-term brand value for a diverse clientele.In conversation with Adgully, Nidhi Sabbarwal, Founder & Director of PRtainment Media & Communications Pvt. Ltd., delves into the most defining moments of her career, shares lessons from crisis communication, outlines her approach to campaign planning, and offers grounded advice for young professionals entering the PR industry. Her insights offer a compelling view into how integrity, adaptability, and authentic storytelling remain at the heart of effective communication in today?ÇÖs dynamic media landscape.1. Can you tell us about your journey into the world of public relations? What inspired you to choose this field?I got into PR in my early 20s as an assistant marketing manager with Asian Press News Services. Having a master's in journalism and mass communication, I was always interested in telling stories and brand planning. With the world's biggest players in the industry, I noticed the wide difference between well-defined strategies and execution. It motivated me to start PRtainment Media & Communications. I had always envisioned an attempt to fill the gap between communications and creativity, creating a place where brands could talk and convey. I've spent three decades working in various industries, turning issues into opportunities and telling stories that engage and push brand awareness.  2. What has been the most challenging PR campaign you've worked on, and how did you handle it?One of the hardest PR budgets I worked on was for an international hospitality brand entering the Indian market. The main stumbling block was getting their global expectations and the nuances of local media to align while also acknowledging their inclination for rapid and high-end coverage without really changing their approach to the campaign. Their budget also meant that we could not do a FAM trip, which is critical in hospitality PR because experiential storytelling is key. I relied on good media relationships, crafted tailored narratives, wrote bespoke content, used virtual tours, and used influencer-generated content. All of this involved continual educating and adapting, but it resulted in quality coverage. We ultimately repositioned their strategy for the Indian market. 3. How do you stay updated with current media trends and maintain strong media relations in such a fast-paced industry?Staying relevant requires constant learning. At PRtainment Media & Communications, we keep ourselves updated with media trends through events and upskilling on different platforms and consumer trends. Relevance and credibility are the two cornerstones of successful media relations. We build relationships by staying familiar with journalists' beats and giving accessible, timely information. Instead of cramming one-size-fits-all pitches, we stake out based on media needs. This integrity has allowed us to build long-term relationships with editors, journalists, and influencers. High visibility, authentic stories, and follow-ups have placed us at the forefront in the PR and media world. 4. In your experience, how do you handle crisis communication when a brand faces negative publicity?We believe in being proactive, not reactive. Crisis management begins with risk zone identification and hands-on client preparation through structured response strategies. When a crisis hits, we move quickly, creating genuine, empathetic messaging and working collaboratively with in-house teams. Media relations are paramount; we speak honestly with authenticity, recognizing problems but offering solutions. Managing the narrative and providing minute-by-minute updates, we assist brands in regaining public trust. The secret to success is remaining factual and maintaining consistent messaging on all media networks. Our platform has made it possible for brands to overcome rough times with integrity and tenacity 5. Can you walk us through your typical process for creating and executing a successful PR campaign?All of PRtainment Media & Communication?ÇÖs campaigns are preceded by detailed research and coordination with the client. We begin with the development of clear objectives, establishing brand positioning, and identifying the appropriate target audience. We then develop a compelling story that is in tune with the client's requirements and values. We implement a mix of traditional media, new-age media, and influencer marketing in an effort to attain wide reach and salience. There is constant monitoring of performance, real-time message tuning, and audience response. Following the campaign, we track impact using KPIs, media measurement, and client feedback to help us know whether it worked and how we can improve future campaigns. 6. How do you measure the success and ROI of a PR campaign, especially when it involves brand awareness?Effectiveness in PR can be qualitative and measurable. We monitor media impressions, web impressions, engagement rate, and sentiment. Most significantly, we monitor whether the campaign reached strategic goals, be it brand awareness, reputation building, or audience engagement. Feedback from clients is useful as well in the calibration of our tone. For ROI, we also monitor measurements such as increased visibility, for instance, traffic on the website, leads, and how the campaign serves long-term equity for a brand. We believe PR is as much about perception-shaping as visibility, and we ensure accuracy by using the best available measurement approach. 7. What skills do you believe are most essential for someone looking to build a career in public relations today?Excellent writing and communication skills will always form the foundation of any successful public relations career. However, now PR professionals should be well-versed in digital communication, social media, content marketing, and data-driven analysis. Qualities like emotional intelligence, flexibility, and the ability to respond appropriately in a crisis are as vital as core skills. Creativity, agility, and the ability to build authentic, long-term relationships with media contacts are some of the core competencies of a modern PR practitioner. It is important to remain updated with trends, find opportunities to grow, and develop authentic networks. PR is fast-paced; those who can exhibit equal parts of strategic thinking and empathy, execution, and innovation will continue to chart the future. 8. Which achievement in your PR career are you most proud of, and why?One of the achievements I am most proud of in my PR career is the development and maintenance of meaningful relationships, whether with clients, media, or stakeholders. From launching brands to dealing with reputational challenges, I have applied strategy, authenticity, and flexibility.What stands out to me is not the media coverage, but the level of trust clients have in me during stressful times. When there are tight deadlines and unforeseen issues arise, I breathe through it, perform, and communicate options. I know we have been successful when clients come to us not just to execute, but for help with a strategic plan and long-term vision. That is how I know I am making an impact. 9. What advice would you give to young professionals or students who aspire to enter the field of PR?Be curious, passionate, and dedicated to learning. PR is not only about media relations; it is about trust building, planning, and storytelling. Begin by enhancing your communication skills and knowledge of the media environment. Get exposure in various industries to figure out your area of specialized interest. Embrace digital platforms and learn to use analytics effectively. Don't be scared of failures; they are your best tutors. Build networks, be humble, and never hesitate to ask questions. Above all, make your work passionate and authentic. If you are flexible, dynamic, and focused on adding value, your PR career will be dynamic and rewarding.

The landscape of Public Relations in India is undergoing a profound transformation, extending its reach far beyond the traditional metropolitan centers. This dynamic shift was the central theme of a fireside chat at the 5th edition of IMAGEXX Summit and Awards 2025, titled ?ÇÿFuture of PR in India: Going Beyond Tier 2 Cities?ÇÖ. Chaired by Mukesh Kharbanda, Managing Director, Fuzion PR, the discussion brought together industry leaders to dissect the evolving consumer and media terrains in India's diverse tiered markets. The panelists included: Janet Arole, AVP Corporate Communications, Aditya Birla Fashion and Retail LimitedHimank Tripathi, CCO, Baazi GamesGunjan Batra, Head Corporate Communications & PR, Usha InternationalThe Uniformity of Aspiration: Consumers Across TiersKharbanda initiated the dialogue by posing a crucial question about consumer segmentation: ?Ç£Could we deep dive a little into the consumer landscape as well? How do you differ between consumers who are residing in metros, vis-a-vis Tier 2 and beyond??Ç¥ Janet Arole articulated a compelling perspective on consumer aspirations. She stated, ?Ç£I think this is a very interesting question. I think consumers, whether it's metros, small towns, they all aspire to have good quality products, higher aspirational brands.?Ç¥ Arole explained how Aditya Birla Fashion and Retail leverages a franchisee model to penetrate deeper markets. ?Ç£When we decided, as a business strategy to enter into Tier 3, Tier 4 markets, Investments, the business format was you do franchisee models, the investment is theirs, the products are ours. I think it?ÇÖs a great win-win for both the business and the audience?ÇÖs consumers as well, because you are taking your brands to their markets and you?ÇÖre selling it in a very branded flavor.?Ç¥ She concluded by affirming, ?Ç£I think consumers love your brands irrespective of metros, non-metros. And the way you partner with your local franchisees, I think it?ÇÖs a win-win for brands as well as for consumers.?Ç¥ Adding to this, Himank Tripathi emphasized the pervasive drive for technological and lifestyle upgrades across all demographics. ?Ç£I think something we were discussing earlier when we all gathered that nothing is going to shut down or evaporate on its own. You evolve the phase of it,?Ç¥ Tripathi said, drawing a parallel to the evolution of technology from bulky desktops to foldables. He highlighted that consumers in Tier 2 and Tier 3 markets seek ?Ç£something which is more upgraded, which is more new.?Ç¥ This aspiration, he pointed out, is fueled by ?Ç£the accessibility of far superior network and content consumption that we can deal right now.?Ç¥ Tripathi shared a compelling anecdote: ?Ç£I know of a farmer in Una, a small town in Himachal Pradesh, who had won gold at the National Poker Series (NPS), India?ÇÖs biggest gaming event. All this was possible because of the connectivity, the kind of access he got through those screens and devices and he won.?Ç¥ For Tripathi, this demonstrates a clear reality: ?Ç£For me, there is no differentiation between Tier 2, Tier 4, or Tier 5. My audience is everywhere. In fact, we?ÇÖll be fools if we don?ÇÖt look out at these markets.?Ç¥ The Media Metamorphosis: Beyond Traditional ChannelsKharbanda then steered the discussion towards the evolving media landscape, asking Tripathi: ?Ç£When you say consumer landscape doesn?ÇÖt change much and consumers are similar everywhere, would you say the same about media landscape also? Or do you think there is any bifurcation in Tier 2 and Tier 3 as far as media is concerned? When I say media, I?ÇÖm not only talking about print or electronic.?Ç¥ Tripathi articulated a distinct difference in media consumption, particularly highlighting the rise of localized digital content creators. ?Ç£Saying platform agnostic media ?Çô that?ÇÖs a valid point,?Ç¥ he remarked. He observed, ?Ç£You must be seeing a lot of YouTubers creating content, talking about technology and new devices. And these are mostly from metros. That?ÇÖs how it started. And 80% of that audience belongs to Tier 4, Tier 3, Tier 5 markets.?Ç¥ He illustrated this with a prominent example: ?Ç£If you look at the biggest Tech YouTuber we have, which is Technical Guruji ?Çô 80% of his audience would be Tier 2, Tier 3, Tier 4, Tier 5 markets.?Ç¥ Stressing on the growing influence of local content creators, Tripathi said that they have closer association and understanding about their market and hence, can get more authentic vibe and connect with the audience. He concluded on the vast potential of this shift, ?Ç£For me, I just need to switch my medium instead of relying on a city page in a newspaper, I might connect with those guys, understand what they have to say, align things from my end that makes sense, and do something interesting and hit that audience.?Ç¥ On being asked to share her experiences on working beyond Tier 2 cities, Gunjan Batra of Usha International, a brand with deep regional connections, highlighted the pivotal role of increased accessibility and awareness in driving aspirations in smaller towns. She explained, ?Ç£Both mobiles and mobility, rural electrification and various government schemes have actually enabled and empowered people beyond the Tier 2 towns to start dreaming about having appliances at home, to start having modern day conveniences at home.?Ç¥ With this, she also pointed out a significant cultural shift: ?Ç£People in Tier 3 and Tier 4 are making pasta. They are making many things which would have been inconceivable probably 10 years ago.?Ç¥ Batra attributed this evolution to fundamental human aspirations, ?Ç£because I think we are all human beings finally at the end of the day. Aspirations remain the same. Aspirations to grow, do better, eat better, enjoy life will remain the same.?Ç¥ She concluded by emphasizing on the power of localized communication: ?Ç£When you have the channels that reach you where you are, then obviously you will consume that ?Çô whether it is information or appliances or news. And if you can speak to them in the language that they are most comfortable in, then you have a connect, which is very difficult to break.?Ç¥ The insightful exchange among the panelists at IMAGEXX 2025 unequivocally underscored the dynamic shifts in India?ÇÖs consumer and media landscape. Effective PR strategies must now embrace these nuanced changes, focusing on localized content, digital channels, and an understanding of universal aspirations to genuinely connect with audiences across all of India?ÇÖs evolving tiers. 

Public Relations has entered a bold new era. No longer just a back-office function, it has transformed into a strategic powerhouse shaping brand reputation and influence. Companies and leaders now see PR not as an afterthought, but as an essential force driving credibility, trust, and long-term success. The industry has undergone a radical shift with the rise of social media, fundamentally transforming PR strategies. Influencers now play a crucial role in shaping consumer perceptions and engagement. PR is no longer confined to securing media visibility; it has expanded into a dynamic, results-driven discipline focused on meaningful interactions and measurable outcomes. With a younger, more digitally savvy audience emerging, PR professionals face new challenges. Brands and practitioners must be more agile, data-driven, and proactive in crafting business solutions that resonate with their audience. The future of PR lies in adaptability, authenticity, and strategic storytelling that build lasting trust and impact. In our exclusive weekly column, PR Conversation, Adgully interacts with leading business leaders to gain their exclusive views and insights on various trends in the PR and communications industry.In a bold move that underscores the growing global ambitions of Indian communication firms, Madchatter Brand Solutions has joined the Worldcom Public Relations Group ?Çö a $350 million global network of over 2,000 PR professionals across 40+ countries. The partnership marks a significant milestone for the agency, enabling it to scale cross-border campaigns, access global expertise, and deliver culturally attuned, insight-led strategies without compromising on agility or authenticity.In conversation with Adgully, Rachna Baruah, Founder & CEO of Madchatter Brand Solutions, shares how this collaboration aligns with the agency?ÇÖs vision of building export-worthy communication, backed by strong sectoral knowledge and a business-first mindset. From activating campaigns across continents in days to shaping crisis responses for global brands in India, Baruah outlines how the partnership is not just expanding Madchatter?ÇÖs reach ?Çö it's redefining the role of independent Indian agencies in the international PR ecosystem.What motivated Madchatter to join Worldcom, and what benefits do you expect for your agency and clients in India?Joining the Worldcom Public Relations Group was a strategic step in line with how we see the future of communications evolving. As brands become more global, their narratives must be locally rooted and globally resonant. For Madchatter, this partnership gives us seamless access to world-class expertise across industries ?Çö from tourism to investor relations ?Çö without adding overheads or compromising agility. We can now tap into a global network of specialists who?ÇÖve shaped strategies for some of the world?ÇÖs most respected brands over the past three decades. This not only sharpens our offerings but also ensures our clients in India receive globally benchmarked thinking with local relevance. Worldcom isn?ÇÖt just a network ?Çö it?ÇÖs a knowledge advantage that helps us scale impact, not just output.How will this collaboration impact the kinds of clients or projects Madchatter can take on especially those with international goals?Over the past few years, we?ÇÖve seen a steady rise in India-to-global companies looking for partners who understand both Indian complexity and global communication standards. This partnership helps address that need more holistically. Whether a client wants to break into the US, UK, or Southeast Asia, we now have the infrastructure to co-create campaigns, access on-ground insights, and deliver with the same contextual sensitivity we apply in India.With a presence across 40+ countries and a collaborative network of over 2,000 professionals, Madchatter is now equipped to support international mandates with the same agility we bring to domestic ones. The fact that this is a $350 million global network gives our clients a layer of confidence ?Çö they?ÇÖre gaining access to a distributed team that understands how business, culture, and communication intersect. It also allows us to step into larger, more complex projects that require cross-border execution while keeping consistency in messaging and approach.How does this partnership set Madchatter apart in the evolving Indian communications scene?As Indian brands become more globally ambitious, there?ÇÖs a growing need for campaigns relevant in multiple geographies while staying grounded in local insight. That?ÇÖs where we believe our differentiation lies ?Çö and this partnership strengthens it. We?ÇÖre not just accessing global trends; we?ÇÖre collaborating in real time with partners worldwide. For instance, we recently got a campaign live in Zanzibar and Tanzania in under four days through our extended network. We also supported a NYSE-listed company during a crisis in India, navigating local sensitivities while aligning with their global communications framework. These aren?ÇÖt just one-offs ?Çö they represent how we now operate: as part of a trusted, borderless communications team.In an industry where speed, context, and credibility matter more than ever, this partnership allows us to offer agile, insight-led strategies that can scale globally, not by imitation, but through lived experience and collaboration.Beyond clients, what does this partnership mean for the Madchatter team in terms of learning and growth?The most exciting aspect of this partnership is opening up our team to global learning and exchange. It?ÇÖs not about formal training modules or one-off workshops. It?ÇÖs about actively conversing with communicators worldwide ?Çö solving challenges, sharing learnings, and understanding how different markets approach reputation, narrative, and strategy. This exposure shapes our team?ÇÖs thinking and raises the quality of work we can deliver across all levels, not just at the top. For junior and mid-level professionals, especially, it offers a rare opportunity to learn from experienced practitioners without having to leave their context behind.It also sharpens our ability to think beyond geography ?Çö to see communication as a discipline shaped by culture, policy, and business cycles in different markets. This kind of real-time, peer-based learning is invaluable for a firm like ours, where agility and learning are core values.Looking forward, what are Madchatter?ÇÖs growth goals and how important is this Worldcom partnership in reaching them?Looking ahead, Madchatter?ÇÖs growth ambitions are rooted in building a truly agile communications firm that blends deep sector expertise with the ability to deliver across geographies. Since day one, we?ÇÖve attracted global organizations because of our team?ÇÖs proven experience managing cross-cultural and cross-functional projects, especially in deeptech, fintech, B2B, and enterprise communications. Our unique approach ?Çö global thinking, local execution ?Çö has not only helped us win trust but also created strong client stickiness, with many choosing us over larger, more established agencies and staying for the impact we drive.With the Worldcom partnership, our reach and agility multiply. It allows us to serve both global brands entering India and Indian brands expanding abroad with a network that is both vast and deeply collaborative. We are focused on scaling our presence in high-growth sectors like fintech, healthtech, and purpose-driven brands, while doubling down on creating business bottom-line-led campaigns that open strategic doors for our clients. Our growth roadmap also includes building a personal brand communications vertical and investing in new media products to stay ahead of industry shifts. Ultimately, Worldcom is central to this vision, giving us the global muscle and visibility to lead from the front while never losing our local edge.As a founder, what message do you want to send to the Indian communications industry about this affiliation and what it means for PR?ÇÖs future here?This partnership is not about Madchatter alone ?Çö it?ÇÖs about what?ÇÖs now possible for independent Indian agencies in a globalised communication environment. For a long time, Indian firms were seen as service extensions, not strategic drivers. That?ÇÖs changing. Today, we see Indian communicators shaping not just campaigns but conversations that matter across markets. Our affiliation with Worldcom shows that you don?ÇÖt need to be a global branch office to lead globally. You can be rooted here and still operate at international standards, with sharp, culturally attuned, and business-first ideas.The future of PR isn?ÇÖt just about reach or visibility. It?ÇÖs about partnerships, insight, and the ability to influence outcomes in a connected, volatile world. My message to peers and emerging firms: the time to scale your thinking is now. Build work that is export-worthy. Build teams that can think across borders. And build a practice that puts business outcomes at the heart of communication. 

The flagship IMAGEXX Summit & Awards 2025, hosted by Adgully and The PR Post, returns for its 5th edition on July 18 ?Çô bringing together India?ÇÖs public relations and corporate communication leaders and changemakers. In today?ÇÖs hyper-connected, hyper-quantified world, data surrounds us like oxygen?Çöbut turning those numbers into something truly breathable for brands and consumers alike remains the real challenge. At the 5th edition of IMAGEXX Summit & Awards 2025 in Delhi, this idea took center stage during a high-energy panel, titled ?ÇÿFrom Metrics to Meaning: The New Age of Data-Driven Communication?ÇÖ. Moderated by Mamtaa Dhingra, a seasoned PR strategist and host of the ?ÇÿLateral Sutraa?ÇÖ podcast, the session brought together communication leaders from across sectors?Çömedia, logistics, real estate, automotive, and consultancy?Çöto explore how brands are moving beyond vanity metrics to build sharper, more resonant strategies powered by real insight. The esteemed panelists included: Ahana Ganguly, Associate Vice President - Brand Marketing & Corporate Communication, Times NetworkMitali Darbari Prakash, Business Director & Partner, The MavericksPoornima Gulati, Associate Director - Public Relations & Corporate Communications, NoBroker.comPrachi Sharma, Head - Creative and Communication, CARS24Rachit Mishra, Head - Brand Marketing & Communication, CJ Darcl LogisticsOpening the session with the poignant quote, ?Ç£We are surrounded by data but starved for insights,?Ç¥ Mamtaa Dhingra set the tone for a conversation that would cut through the noise. She emphasized the need to move away from superficial reporting toward deeper understanding: ?Ç£Data is everywhere, but insights are rare. The real value lies in interpretation, not just collection.?Ç¥ Ahana Ganguly offered a compelling look into how media brands are evolving. ?Ç£Data is the base for every communication and content decision today?Çöespecially in a space where we?ÇÖre not just competing with other broadcasters, but with FMCG, tech, and OTT platforms,?Ç¥ she said. From prime-time programming to ad sales, data informs everything?Çöfrom knowing when audiences tune in, to understanding who they are and why they engage. ?Ç£Screaming ?ÇÿWe?ÇÖre No. 1?ÇÖ doesn?ÇÖt work anymore,?Ç¥ Ahana quipped. ?Ç£What works is combining numbers with context and sharper targeting.?Ç¥ She also shared how Times Network leverages government datasets (like MoRTH?ÇÖs road accident statistics) to shape issue-based campaigns. ?Ç£Real numbers tell real stories. That?ÇÖs how we create communication that moves people?Çönot just informs them.?Ç¥ Poornima Gulati underscored how data is embedded in the DNA of digital-first disruptors. ?Ç£We built this company on a promise to remove the middleman. Data helped us replace opacity with transparency and trust,?Ç¥ she noted. Today, behavioral analytics fuel personalized experiences?Çöfrom property suggestions to CRM-led journeys. One standout example: ?Ç£We noticed an uptick in women applying for joint loans, so we started tailoring our messaging to support and empower them.?Ç¥ It?ÇÖs not just about demographics; it?ÇÖs about decisions. Prachi Sharma brought both clarity and charisma, offering a fresh take: ?Ç£AI will never beat natural intelligence,?Ç¥ she said with a smile. While she acknowledged the usefulness of AI in speeding up execution, she cautioned that data without empathy becomes hollow. ?Ç£Relatability is non-negotiable. People don?ÇÖt want fluff?Çöthey want truth. If you?ÇÖre not listening to human voices, your communication will miss the mark?Çöno matter how ?Çÿdata-backed?ÇÖ it is.?Ç¥ From logistics and freight to frontline branding, Rachit Mishra emphasized that data?ÇÖs role extends far beyond marketing dashboards. ?Ç£We use data not just to optimize operations, but to improve road safety, reduce accidents, and build long-term trust with clients,?Ç¥ he explained. For service-first industries, brand perception is closely tied to transparency. ?Ç£Smart communication, rooted in insight, helps us stay accountable. That?ÇÖs how we keep stakeholders engaged?Çöand reassured.?Ç¥ Mitali Darbari Prakash brought a consultant?ÇÖs lens to the table, especially valuable in her work with both legacy brands and startups. ?Ç£Legacy brands often suffer from fragmented data, gathered through outdated methods. It?ÇÖs no longer about hoarding data?Çöit?ÇÖs about sense-making,?Ç¥ she said. At The Mavericks, she leads teams where researchers and data scientists work in tandem to build insight-rich strategies. ?Ç£AI is powerful?Çöbut it only works when there?ÇÖs actual intent guiding it. Otherwise, you?ÇÖre just dressing up numbers with jargon.?Ç¥ ??As the session wrapped up, Mamtaa Dhingra circled back to the core theme: data is just the beginning?Çöinsight is the destination. Whether you?ÇÖre optimizing a logistics network, designing a content calendar, or trying to decode consumer mindsets, the leaders on this panel showed that communication becomes powerful only when numbers are grounded in purpose and human understanding. 

In an era where a social media post can spiral into a PR nightmare, crisis communication has become a core brand function?Çönot a contingency plan. At the 5th edition of IMAGEXX Summit & Awards 2025 in Delhi, hosted by Adgully and The PR Post, brand leaders came together for an insightful conversation on real-time reputation management. In the fireside chat, titled ?ÇÿReputation Reloaded: Building Trust & Brand Value in an Era of Hyper-Transparency?ÇÖ, industry experts shared actionable insights on navigating communication challenges in today?ÇÖs high-stakes, always-on media landscape. Chaired by Nandini Chatterjee, Chief Corporate Brand and Communications, Shree Cement, the esteemed panellists included: Amit Nanchahal, Head ?Çô Corporate Communications, India and South Asia, PepsiCo IndiaSamir Kapur, Director, Adfactors PR Shree Cement: Balancing Truth and AgilityNandini Chatterjee opened the discussion by addressing the risks of real-time scrutiny. ?Ç£Anything the brand does is seen, shared, and judged. One wrong step and it can explode,?Ç¥ she said. She highlighted that audiences today expect instant responses, while legal clearances and fact-checking slow things down. ?Ç£Being agile and truthful is a job by itself,?Ç¥ she noted. Chatterjee also cited a recent Meltwater report that showed while 33% of consumers discover brands on TV, 31% do so on social networks?Çöyet 50% research them on social platforms. ?Ç£It?ÇÖs no longer the time of SEO, but GEO?ÇöGenerational Engine Optimization,?Ç¥ she added. Adfactors PR: Crisis Can Be Prevented in Calm TimesSamir Kapur emphasized two key principles?Çölistening and speed. ?Ç£You need to listen everywhere?Çönot just Google or news, but also Glassdoor and Reddit. That?ÇÖs where early signals emerge,?Ç¥ he said. Kapur cautioned brands not to wait for perfection. ?Ç£Perfect hair is the enemy. If you wait too long for legal or perfect statements, the narrative will shift, and someone else will control it.?Ç¥ When asked about brand readiness in non-crisis periods, Kapur shared: ?Ç£Reputation isn?ÇÖt just for crisis moments. Most brands ignore signs during quiet times thinking ?Çÿit?ÇÖs not broken, so no need to fix it.?ÇÖ That?ÇÖs when they lose the chance to prepare.?Ç¥ He referred to an Indian edtech company that ignored employee concerns and consumer complaints during growth phases. ?Ç£When the crisis hit, it erupted because they didn?ÇÖt act when the indicators were visible.?Ç¥ PepsiCo India: Purpose Builds Trust Before the CrisisAmit Nanchahal shared how PepsiCo India approaches corporate reputation with a long-term view. ?Ç£We have an always-on strategy. You can?ÇÖt wait for a crisis to start telling your story?Çöyou need to build trust constantly,?Ç¥ he said. Nanchahal clarified misconceptions: ?Ç£We are not just Pepsi?Çöwe are PepsiCo with 12-13 brands including Lay?ÇÖs and Quaker. Not many know we work with 27,000 farmers across 14 states.?Ç¥ He highlighted how Lay?ÇÖs purpose-led campaigns have won four Khadi awards for work with farming communities. ?Ç£That kind of consistent engagement helps when a crisis does come. People remember the good work,?Ç¥ he said. Reflecting on his early days at PepsiCo, he shared: ?Ç£I came from Ola, which had its fair share of crises. I thought PepsiCo would be smooth. But in my first month, I handled a major issue with Lay?ÇÖs. What helped us was the narrative we had already built and the long-term plan we had in place.?Ç¥ ?Nanchahal concluded with a powerful reminder: ?Ç£Trust isn?ÇÖt built during the crisis?Çöit?ÇÖs tested during one.?Ç¥ 

Fuzion PR Pvt Ltd unveiled its latest publication, ?ÇÿBharat Landscape - Beyond Tier-2?ÇÖ, at the 5th edition of IMAGEXX Summit & Awards 2025. Mukesh Kharatbanda, Managing Director, Fuzion PR, presented the report, emphasizing the growing importance of India?ÇÖs Tier-3 cities for future brand communication strategies. Kharatbanda highlighted Fuzion PR?ÇÖs 15-year history of working across ?Ç£Bharat?Ç¥, including Tier-2, Tier-3, and Tier-4 zones often overlooked by mainstream strategies. He stressed the firm?ÇÖs belief that a true understanding of India requires firsthand observation in smaller cities and towns, free from preconceived notions, as ?Ç£that is where the real Bharat lives?Ç¥. The report, the sixth edition in Fuzion PR?ÇÖs Regional Highlights booklet series, asserts that ?Ç£Regional is the new national?Ç¥, a principle the firm has advocated for years. Kharatbanda pointed out a critical juncture where perception needs to shift again, moving beyond Tier-2 cities, which are now showing signs of saturation, towards Tier-3 and beyond. He underscored that government policies and increased exposure are already aiding the development of these smaller urban centers. ?Ç£We?ÇÖve studied over 50 Tier-3 towns across 28 states, cities that would be the gold mine of opportunities in the near future,?Ç¥ Kharatbanda stated. He warned that brands failing to incorporate these areas into their communication strategies risk missing immense opportunities, as Tier-3 cities are on the ?Ç£cusp of revolutionary explosion?Ç¥ driven by infrastructure development. Key findings from the report: The ?ÇÿBharat Landscape - Beyond Tier-2?ÇÖ report, the sixth edition of Fuzion?ÇÖs Regional India Booklet, highlights a significant shift in India?ÇÖs development focus from Tier-2 cities to emerging Tier-3 cities. The report argues that while Tier-2 cities are becoming saturated, Tier-3 cities are becoming the ?Ç£next frontier?Ç¥, brimming with aspirations, untapped ambition, and a hunger for access, making them crucial for the next phase of India?ÇÖs growth story. This 2025 edition aims to provide deeper insights into the observed shifts in behaviour, access, ambition, and opportunity, as well as persistent challenges in these regions. The report details the development and potential of Tier-3 cities across various Indian states: Punjab: Tier-3 cities like Jalandhar and Patiala are emerging as new economic centers due to strategic location, infrastructure development, and government initiatives, fostering inclusive development. Patiala is transforming under the Smart City Mission, while Jalandhar has a unique legacy in sports.Gujarat: Tier-3 cities such as Bhavnagar, Morbi, and Bharuch are crucial to Gujarat?ÇÖs economic landscape, emerging as manufacturing and industrial hubs with significant infrastructural advancements. Bharuch hosts one of India?ÇÖs largest chemical industrial estates (Dahej SEZ), and Morbi is known as the ?ÇÿCeramic City of India?ÇÖ.Karnataka: Tier-3 cities like Hubballi-Dharwad, Belagavi, and Davanagere have shown significant industrial growth, becoming important manufacturing and trading hubs. Many of these cities are also part of the Indian Government?ÇÖs Smart City Mission.Chhattisgarh: Tier-3 cities such as Bastar, Janjgir-Champa, and Kanker are growing rapidly. Janjgir-Champa is becoming a ?Ç£power hub?Ç¥ with numerous power plants and rich limestone deposits, while Kanker is known for its mineral resources, including iron ore.Madhya Pradesh: Tier-3 cities like Ujjain, Ratlam, and Sagar are significant contributors to the state?ÇÖs progress, serving as incubators for innovation across manufacturing, technology, and agriculture. Ujjain is seeing infrastructure projects, and Sagar and Satna are included in the Smart City Mission.Maharashtra: Key Tier-3 cities like Aurangabad, Solapur, Jalgaon, Amravati, Nanded, and Kolhapur contribute to India?ÇÖs cultural and economic development. These cities are hubs for manufacturing, agriculture, education, and textiles, with some also focusing on renewable energy initiatives.Bihar: Emerging urban centers such as Gaya and Bhagalpur are vital to Bihar?ÇÖs development. Gaya is a major pilgrimage destination, and Bhagalpur, known as the ?Ç£Silk City?Ç¥, is significant for silk production and export.Assam: Tier-3 cities like Dibrugarh, Jorhat, Tezpur, and Silchar play crucial roles in Assam?ÇÖs economy, particularly in the tea industry, tourism, and cultural heritage.Rajasthan: Tier-3 cities like Kota and Udaipur contribute significantly to the state?ÇÖs and country?ÇÖs growth. Kota is renowned as an educational hub for competitive exam preparation, and Udaipur is a major tourist destination known as the ?Ç£City of Lakes?Ç¥.Haryana: Tier-3 cities like Hisar, Rohtak, and Ambala are ?Ç£unsung heroes?Ç¥ fostering small and medium enterprises. Hisar is known as the ?Ç£City of Steel?Ç¥ and aims to be a counter-magnet city for NCR.Kerala: The state?ÇÖs economic growth is significantly influenced by its smaller Tier-3 cities, such as Kottayam (rubber sector, lowest Multidimensional Poverty Index), Alappuzha (tourism, coir production), and Idukki (tea, spices, hydroelectric projects).Uttar Pradesh: Tier-3 cities are developing rapidly, with Prayagraj emerging as a commercial and educational center, and Ayodhya undergoing massive transformation with infrastructure development and increased property values. Aligarh and Moradabad are also leveraging technology and sustainable practices.Uttarakhand: Tier-3 cities like Kashipur, Kotdwar, and Pauri are instrumental in the state?ÇÖs growth, contributing to industry, education, healthcare, and tourism while preserving cultural and natural essence.Arunachal Pradesh: Tier-3 cities such as Aalo, Tezu, and Bomdila are pivotal to the state?ÇÖs development, focusing on agrarian life, trade, education, and eco-tourism, mirroring Arunachal?ÇÖs broader progress.Telangana: Tier-3 cities like Karimnagar, Nizamabad, and Khammam are economically significant, acting as regional centers for small-scale industries, local companies, and agriculture, with growing infrastructure.Odisha: Tier-3 cities are poised for rapid growth with various development projects and investments across sectors, leveraging the state?ÇÖs position as a manufacturing hub and eastern gateway to ASEAN.The report emphasizes that these Tier-3 cities are not just geographic points, but powerful contributors to India?ÇÖs evolving story, driving balanced regional growth and economic prosperity. ????Kharatbanda expressed the hope that the booklet would offer a new perspective on Bharat beyond Tier-2 zones, viewing them as not just evolving and inspiring, but also an ?Ç£inevitable part of everything that we are planning for the brands that we represent?Ç¥. 

The 5th edition of IMAGEXX Summit 2025 wrapped up with the IMAGEXX Awards 2025. In its fifth year, IMAGEXX Awards has come to be recognized for honouring PR campaigns and strategies that showcase exceptional strategic insight, creativity, and measurable outcomes, with entries evaluated by a respected panel of industry experts. The Awards celebrate excellence across agency and in-house teams in strategic disciplines and industry sectors. At IMAGEXX Awards 2025, Adfactors PR was adjudged PR Agency of the Year. Burson Genesis was PR Agency of the Year (Adgully Choice), while Kaizzen was PR Agency of the Year (Jury Choice). Media Mantra was declared Independent PR Agency of the Year. The Regional PR Agency of the Year award went to Fuzion Public Relations Pvt Ltd. Candour Communications won the award for Specialist Consultancy/Firm of the Year ?Çô Technology. Teamwork Communications Group took home the award for Specialist Consultancy/ Firm of the Year ?Çô Healthcare. ??Deepak Jolly, Founder and Director, Consocia Advisory, was conferred with the Lifetime Achievement Award for his outstanding contribution to the Public Relations industry. Recognized as an industry leader in Policy Advocacy, Crisis Management, Reputation Management, Stakeholder Engagement, Sustainability and Marketing programs, Jolly?ÇÖs career spans four decades, wherein he shaped narratives at iconic companies like Hindustan Unilever, PepsiCo, Airtel, and Coca-Cola India, and more. 

In an era where a social media post can spiral into a PR nightmare, crisis communication has become a core brand function?Çönot a contingency plan. At the 5th edition of IMAGEXX Summit & Awards 2025 in Delhi, hosted by Adgully and The PR Post, industry leaders gathered for a compelling panel discussion on ?Ç£Crisis Communication in the Digital Era: Strategies for Protecting Reputation in a Changing Media Scene?Ç¥, moderated by strategic communications expert Anup Sharma. Representing sectors as varied as food tech, fintech, insurance, mobility, gaming, and travel, the speakers brought hard-won lessons and real-time crisis experiences to the table. Together, they painted a clear picture: Reputation today isn?ÇÖt built in campaigns?Çöit?ÇÖs tested in crises. The esteemed panelists included: Akanksha Jain, AVP-PR and Communications, SwiggyAmrit Anand, Head - Corporate Communications, ZupeeManika Mittal, Group Head - Communication and Public Relations, Balancehero IndiaNikhil Bharadwaj, Vice President & Head ?Çô Corporate Communications, Bajaj Allianz General InsuranceRuna Ahlawat, Head Communications, JSW MG Motor IndiaCommencing the discussion, Anup Sharma framed the conversation with a powerful insight: ?Ç£You don?ÇÖt prepare for crisis?Çöyou live it. In today?ÇÖs digital-first world, crisis isn?ÇÖt an ?Çÿif,?ÇÖ it?ÇÖs a ?Çÿwhen?ÇÖ.?Ç¥ He called for a shift in mindset?Çöfrom reactive damage control to proactive preparedness. MG Motor India: Purpose Over PRRuna Ahlawat, Head of Communications at JSW MG Motor India, spoke about the challenges of managing brand perception during the early days of the COVID-19 pandemic, especially being a brand with Chinese roots. ?Ç£Instead of reacting to noise, we led with empathy. Within 24 hours, we launched ?ÇÿSEVA?ÇÖ?Çödelivering oxygen concentrators and essential supplies to communities in need.?Ç¥ MG?ÇÖs value-driven approach proved that authentic action speaks louder than defensive statements. Zupee: Redefining Perception Through PreparednessOnline gaming often walks a tightrope with public opinion. Amrit Anand, Head of Corporate Communications at Zupee, shared how their team built a crisis framework grounded in education and foresight. ?Ç£Our biggest learning? You can have all the right policies in place, but if you?ÇÖre not communicating your intent, perception becomes the crisis.?Ç¥ Zupee developed stakeholder-specific playbooks, built media relationships, and focused on long-term reputation over short-term reaction. Balancehero India: Transparency in FintechIn the fast-evolving fintech space, Manika Mittal, Group Head of Communications & PR at Balancehero India, emphasized the need for transparent communication?Çöespecially during regulatory or technical disruptions. ?Ç£People don?ÇÖt expect perfection. They expect honesty. Even a delayed response can feel like betrayal in a space as sensitive as money.?Ç¥ Balancehero?ÇÖs three-tier strategy?Çöawareness, influence, and impact?Çöplaces trust at its core. Bajaj Allianz: Owning the NarrativeInsurance is often viewed through a lens of scepticism. Nikhil Bharadwaj, VP & Head of Corporate Communications at Bajaj Allianz General Insurance, spoke about reshaping that narrative with radical honesty. ?Ç£We don?ÇÖt run from criticism. We respond, explain, and educate. That?ÇÖs how trust is rebuilt?Çöone clarified claim at a time.?Ç¥ His advice: silence is not a strategy. Clarity and consistency are. Swiggy: Putting People FirstAkanksha Jain, AVP - PR and Communications at Swiggy, reminded the audience that food is personal. ?Ç£One missed delivery can ruin a special occasion,?Ç¥ she said. ?Ç£It?ÇÖs not just about refunds?Çöit?ÇÖs about being human in how we respond.?Ç¥ She also highlighted initiatives like Swiggy Wiggy, which showcases the stories of delivery partners, adding heart to brand narrative even in difficult moments. 

?Ç£Quick commerce is not just fast, it?ÇÖs the future,?Ç¥ said Nischay Madnani, Founder & CEO of Shryoan Cosmetics, in a compelling keynote at the IMAGEXX Summit 2025 held in Delhi. Addressing a packed room of industry professionals and fellow entrepreneurs, Madnani shared his brand?ÇÖs journey and laid out a bold vision for how rapid delivery and digital-first strategies are transforming the Indian beauty landscape. Standing at the Intersection of Speed and BeautyTaking the stage with candor, Madnani acknowledged the novelty of being on ?Ç£this side of the podium?Ç¥ for the first time. But any nervousness was quickly replaced by insight as he dove into the key theme of his talk ?Çô ?ÇÿQuick Commerce (QCommerce) ?Çô which he described as ?Ç£ultrafast, impulse-led shopping that delivers gratification in under 30 minutes?Ç¥. ?Ç£From Blinkit to Zepto, it?ÇÖs no longer just food or essentials. You can now buy your favourite lipstick in the time it takes to brew a cup of tea,?Ç¥ he said, eliciting murmurs of agreement from the crowd. Shryoan?ÇÖs Evolution: From Offline to 30-Minute DeliveryFounded in 2019 just before the pandemic, Shryoan began as an offline-first cosmetics brand. But the COVID era pivot to digital platforms gave it a renewed direction. ?Ç£We were forced to go digital, and that changed everything. Today, we?ÇÖre present across every ecommerce and Quick Commerce platform,?Ç¥ he shared. Madnani cited one unlikely product as a case study: ?Ç£We are among the top three sellers of sindoor in India, traditionally an offline-dominated product, because of our online push.?Ç¥ The Psychology of Impulse and the Power of PlatformsMadnani explained that QCommerce thrives on impulse-driven behaviour, particularly among urban consumers. ?Ç£It?ÇÖs 9 pm, you realize you?ÇÖre out of kajal before a party, and 15 minutes later it?ÇÖs at your door. That?ÇÖs the kind of shift we?ÇÖre talking about.?Ç¥ He revealed that 65% of beauty buyers in India now prefer online platforms, a figure driven by convenience, smartphone adoption, UPI-based payments, and influencer marketing. ?Ç£Earlier, it was word of mouth. Now it?ÇÖs word of WhatsApp. Share a link, and the lipstick is yours in minutes.?Ç¥ Tier 2, Tier 3and Total Market PenetrationThe most exciting opportunity, according to Madnani, lies in QCommerce?ÇÖs expansion into Tier 2 and Tier 3 cities. Platforms like Zepto are opening dark stores across India, offering brands like Shryoan new reach. ?Ç£Reordering, trial products, and even urgent restocks can now happen in 10 minutes. That?ÇÖs not just convenienceit?ÇÖs a business advantage.?Ç¥ Virtual Try-Ons and AI-Powered PersonalizationMadnani also addressed the evolving role of AI in beauty retail. ?Ç£If a customer can virtually try on lipstick shades using AI, matched to her skin tone ?Çô that?ÇÖs personalization at its best. It reduces friction, drives conversions, and builds brand loyalty.?Ç¥ AI also aids visibility and placement of SKUs on Quick Commerce apps. ?Ç£In beauty, visibility drives sales. You don?ÇÖt buy a lipstick until you see the colour. Now, you can see it virtually, on your own face, before you even click ?ÇÿAdd to Cart?ÇÖ.?Ç¥ Live Shopping, Short Videos, and WhatsApp: The New Checkout LaneMadnani highlighted the emergence of live shopping formats, WhatsApp marketing, and shortform video content as key drivers of QCommerce success. ?Ç£The simplified checkout process, the storytelling through influencersit all builds towards a frictionless, satisfying experience,?Ç¥ he said. Conclusion: Speed Meets SoulIn his closing remarks, Madnani emphasized that Quick Commerce is more than a trend, it?ÇÖs a shift in consumer psychology. ?Ç£It?ÇÖs not just about speed. It?ÇÖs about fulfilling needs when they arise. About being visible, available, and relevant in real time.?Ç¥ His final words left an impression: ?Ç£The gratification that consumers get in 15 minutes is the loyalty that will last for years. And for brands who want to stay competitive, this is the moment to embrace it.?Ç¥ 

?Ç£AI will take away some jobs,?Ç¥ said Zakka Jacob, Managing Editor of CNN News18, in his characteristic no-nonsense manner while delivering a powerful keynote address on ?ÇÿUse of AI in the News Media: Will It Take Away Jobs??ÇÖ He was speaking at the 5th edition of IMAGEXX Summit and Awards 2025, being held in Delhi today. Rejecting hyperbole while delivering hard truths, Jacob urged the industry to brace for an imminent, revolutionary shift. A Disruption in Our LifetimeJacob began with a light-hearted anecdote: despite calculating a one hour 20?minute drive from Noida to the venue, slowed down by typical airport traffic, he had made it in just an hour. ?Ç£Maybe they were using AI to figure out traffic in Delhi. Maybe my driver was fiddling around with ChatGPT,?Ç¥ he quipped, drawing smiles and nods from the crowd. Bringing the tone of urgency, he cautioned: ?Ç£We are at a phenomenal crossroads. The change that is going to come with the advent of artificial intelligence is nothing short of perhaps the severest disruption that we have seen in the communication industry in the last 20, 30, 40 years.?Ç¥ Jacob drew parallels to the transformative impact of print going digital, the advent of 24/7 television, and the explosion of YouTube and Instagram. But AI, he insisted, is history?ÇÖs most consequential shift yet. ?Ç£And maybe I?ÇÖm hyping up AI. Maybe you?ÇÖre worried whether AI will take your job. And let?ÇÖs be honest about it?Ǫ Yes, AI will take some jobs, no doubt about it.?Ç¥ The AI Wave Is Real ?Çö And Already HereJacob emphasized AI?ÇÖs ripple beyond the media: ?Ç£It?ÇÖs going to change any and every industry where there are repetitive tasks, assembly line jobs, where there is collation of large amounts of data.?Ç¥ He reminded the audience how generative AI models are now reaching artificial general intelligence, offering surprising logic: ?Ç£These large language models are beginning to think and rationalize like human beings do. They are asking questions... giving answers in a logical sequential way.?Ç¥ He argued that the repercussions aren?ÇÖt limited to commerce alone. ?Ç£This is probably going to disrupt our lives. People are talking about having AI dating partners... AI as your shrink, your psychologist.?Ç¥ He pointed out how tech giants are racing to deliver AI companions: Comet from Perplexity, OpenAI?ÇÖs AI-driven browser, and Google?ÇÖs Gemini 2.5. Major platforms are already shifting their incentive structures to favour original content over ?Ç£AI?repurposed?Ç¥ work. ?Ç£The algorithm is disincentivizing that,?Ç¥ he noted.At the same time, he asserted that amid this landscape, ?Ç£the value of human intelligence is also going to be prioritized?Ç¥. ?Ç£Prompt engineering is going to be a big focus area going forward... like what data analysts were 10 years ago. They?ÇÖre going to be the new frontier,?Ç¥ he conjectured. Jobs on the Chopping Block ?Çö And Those That Will RisePausing to address the looming threat, Jacob warned: ?Ç£Yes, AI will take away some jobs, particularly if you?ÇÖre in repetitive jobs.?Ç¥ He cited examples: sound mixers ?Ç£whose only job is to move the fader up and down?Ç¥; video editors simply matching images to scripts; anchors reading teleprompters. ?Ç£That?ÇÖs not very hard for an AI clone to replicate.?Ç¥ But he drew a firm line: ?Ç£If you are somebody who adds value, or gives perspective to a story which only you can give, then AI can?ÇÖt replace that?Ǫ AI cannot take away the soul and feel and empathy.?Ç¥ Recounting why he entered journalism decades ago, he reminded attendees: ?Ç£Inherent curiosity?Ǫ about this unfair world. Inherent empathy?Ǫ machine learning can never get you empathy. It can never get you soul or feel.?Ç¥ Realities in Action: Documentaries & AI in the NewsroomJacob described two major projects made possible by AI: Operation SINDOOR: 88 Hours That Changed India With limited access to visuals, they used AI to recreate conversations in the Cabinet Committee on Security and Pakistani military discussions. ?Ç£We generated images?Ǫ labelled it as such. We said this is AI-generated.?Ç¥ It struck a chord: the documentary went on to be the highest?rated English news show that week. Air India 171 Crash CoverageUsing the DGCA?ÇÖs preliminary cockpit data, they recreated in-cockpit sequences via AI. ?Ç£From feedback I?ÇÖve got, people have received that well. We wouldn?ÇÖt have been able to do that otherwise.?Ç¥ He noted how traditional sketch artists?Çöwho once painstakingly recreated sensitive scenes?Çöare now being replaced. This, he said, is ?Ç£level 0.1?Ç¥ of what AI can achieve. Other applications include AI?generated visuals for the tragic Gurugram case, wherein a promising young tennis player was shot dead by her own father, and the use of tools like 11labs to replicate broadcast?quality voiceovers. ?Ç£Voice-over artists, will they be running out of a job in a few years from now??Ç¥ he asked rhetorically. The Human-Driven Future of AI-Powered WorkLooking ahead, Jacob named several emerging roles essential to an AI-augmented media industry: AI content editors who verify authenticity in real time; ethics and bias auditors who judge algorithmic output; data visualisers and AI video editors; and ?Ç£AI trainers?Ç¥?Çöprofessionals who teach large language models how to ask better, more nuanced questions. He cited a session by AI educator Vaibhav Sisinty, highlighting how even prompt engineering can become automated?Çöbut still needs human oversight. ?Ç£Human intelligence will not be replaced by AI,?Ç¥ Jacob stated emphatically, but to leverage AI fully, ?Ç£you need that little reservoir of knowledge?Ǫ only then can you leverage [AI] 5x, 10x, 20x.?Ç¥ This, he compared to securing a mortgage: you need both the asset and the capacity to repay. AI, he suggested, offers extraordinary leverage?Çöbut demands human maturity and skill. Final Message: Adapt or FadeDrawing from his own experience across decades of media evolution?Çöfrom print to digital?ÇöJacob closed with clarity and resoluteness. ?Ç£I lived through the COVID era when a lot of people stopped subscribing to newspapers?Ǫ it?ÇÖs got back to 80%... plus another clean slate 100x growth through online publishing.?Ç¥ But he reminded professionals that AI cannot replicate core human traits. ?Ç£Artificial intelligence cannot feel, it cannot empathize, it cannot bring soul.?Ç¥ And while AI can visualize, ?Ç£it cannot empathize.?Ç¥ To thrive, he urged, individuals and organizations must ?Ç£upskill, reskill, adapt?Ǫ treat AI like it?ÇÖs your intern, your secretary, your butler?Çötrain the language model to do your work better than you can do your work.?Ç¥ His closing lines carried the weight of both caution and opportunity: ?Ç£I asked ChatGPT for a closing quote. It said, ?ÇÿLet your headlines shape the world, but let your heart shape the headlines.?ÇÖ I said, no?Çöthat?ÇÖs not good enough. Then it said, ?ÇÿAI will not replace us, but those who use AI will replace us.?ÇÖ So, I leave it at that.?Ç¥ 

Public Relations has entered a bold new era. No longer just a back-office function, it has transformed into a strategic powerhouse shaping brand reputation and influence. Companies and leaders now see PR not as an afterthought, but as an essential force driving credibility, trust, and long-term success. The industry has undergone a radical shift with the rise of social media, fundamentally transforming PR strategies. Influencers now play a crucial role in shaping consumer perceptions and engagement. PR is no longer confined to securing media visibility; it has expanded into a dynamic, results-driven discipline focused on meaningful interactions and measurable outcomes. With a younger, more digitally savvy audience emerging, PR professionals face new challenges. Brands and practitioners must be more agile, data-driven, and proactive in crafting business solutions that resonate with their audience. The future of PR lies in adaptability, authenticity, and strategic storytelling that build lasting trust and impact. In our exclusive weekly column, PR Conversation, Adgully interacts with leading business leaders to gain their exclusive views and insights on various trends in the PR and communications industry. In today?ÇÖs complex and fast-moving communication landscape, the role of corporate communicators continues to expand?Çöbridging leadership intent, stakeholder trust, and brand reputation. Vidya Mohan, Chief - Corporate Communications and Head of the Innovation Centres at KPMG in India, brings over two decades of experience navigating this evolving space. Her work reflects a thoughtful approach that blends strategy with empathy?Çöwhether it?ÇÖs aligning internal messaging during change, engaging with emerging technologies like generative AI, or strengthening reputation in a highly regulated industry. Mohan?ÇÖs perspective is shaped by real-world challenges, grounded leadership, and a clear understanding of what it takes to build credibility over time. In this PR Conversation with Adgully, Vidya Mohan shares her insights on the shifting expectations from communication leaders, her principles for navigating crisis and change, and why purpose and authenticity remain central to impactful storytelling. You?ÇÖve had a rich career across diverse communication roles. What personal values or leadership principles that have consistently guided you through these transitions? Empathy, integrity, and curiosity have been my compass. In communications, what you say matters?Çöbut how you make people feel matters more. My guiding principles have been authenticity and empathy because people connect with trustworthiness and consistency, not just polish. And I believe in staying curious?Çöthis is what keeps you evolving with the changing landscape. In a highly regulated and reputation-sensitive industry like professional services, what are the core pillars of a robust PR strategy that truly builds and protects brand trust? Clarity, credibility, consistency, and compliance. In our sector, the margin for error is narrow. Every piece of communication must be backed by facts, aligned with firm values, and tailored to stakeholder expectations. You don?ÇÖt just build reputation?Çöyou earn it over time, especially during challenging moments. How has KPMG India?ÇÖs communication approach evolved in recent years to meet rising expectations around transparency, ESG commitments, and purpose-driven narratives? Today?ÇÖs stakeholders expect more than messages?Çöthey expect meaning. Our communications are deeply interwoven with our ESG agenda and core values. Whether it?ÇÖs our innovation efforts in sustainability, or our people-first stories, our focus is on transformational storytelling and not transactional?Çöamplifying impact, not just activity. With over two decades in corporate communications, how do you approach crisis management today?Çöespecially in a world where reputational risks can escalate within minutes? Speed is critical, but so is substance. I believe in scenario planning and psychological readiness?Çönot just media responses. Our approach is proactive listening, quick cross-functional alignment, and a calm, human-centred response. Could you share a specific instance of a communications challenge or crisis you navigated?Çöand how it shaped your approach to proactive reputation management? One example was during a regulatory change that affected the broader industry. The external noise was high, and speculation rampant. We chose not to react impulsively. Instead, we took a moment to engage internally, align facts, and lead with a grounded response. That experience reinforced for me that silence is not weakness?Çöit?ÇÖs strategy when used with intent and timing. AI is transforming the media and communication landscape. How do you see generative AI tools impacting PR strategy, media monitoring, and stakeholder engagement? We?ÇÖre at the intersection of experimentation and caution. GenAI offers great promise?Çöfrom rapid content generation and translation to predictive media analysis. But it also demands a sharp human lens to ensure tone, context, and judgment. At KPMG, we?ÇÖre piloting tools in safe environments?Çöbalancing innovation with responsibility. What?ÇÖs your framework for aligning external and internal communications?Çöespecially during moments of change, crisis, or regulatory shifts? We mostly try to align leadership messaging, frontline understanding, and public articulation?Çöall anchored to our core values. Internal buy-in precedes external outreach. Communication doesn?ÇÖt start at the press release or press statement; it starts with listening to your people and listening to the unsaid. As a communications leader, how do you balance authenticity, discretion, and speed in high-pressure situations while preserving the integrity of your brand?ÇÖs voice? By trusting the process and knowing when to pause. In pressure situations, there?ÇÖs often a rush to ?Ç£say something.?Ç¥ But the real value is in ?Ç£saying the right thing.?Ç¥ Authenticity doesn?ÇÖt mean full disclosure?Çöit means honest, respectful engagement. We work closely with our risk and legal teams along with leadership to ensure our voice remains principled yet human. ???Finally, if you had to sum up the essence of great communication in one sentence, what would it be? Effective and Impactful communication doesn?ÇÖt just inform?Çöit transforms people?ÇÖs perception through trust, empathy, clarity and consistency.

Each year on July 16, World PR Day offers a moment of global reflection?Çöa chance to celebrate how public relations has evolved from a tactical publicity tool to a strategic cornerstone of trust, influence, and culture. But in 2025, the relevance of PR has never been more urgent?Çöor more contested.Across boardrooms and newsrooms, algorithms and activist movements, the world is battling a trust deficit. From climate misinformation to corporate greenwashing, from AI-generated deepfakes to political polarization?Çöaudiences are skeptical, institutions are under scrutiny, and reputation is no longer a given. In this volatile climate, PR is no longer about ?Ç£good press?Ç¥?Çöit?ÇÖs about building truthful, transparent, and timeless relationships.As PR thought leader Justin Green, Global President of the International Public Relations Association (IPRA), aptly noted last year: ?Ç£Public relations is the ethical heartbeat of communication. It has the power to shape truth, counter disinformation, and elevate public dialogue.?Ç¥From Diana Fernandes?ÇÖ view of PR as the ?Ç£conscience-keeper?Ç¥ of organizations, to Upasna Dash?ÇÖs call to move from ?Ç£vanity to value?Ç¥, this year?ÇÖs reflections underscore how PR has outgrown the shadow of marketing to become a moral, strategic, and social force.On the occasion of World PR Day 2025, Adgully spoke to eight forward-thinking industry founders who are shaping the future of communications in India. Their voices echo a shared belief: that in a world where anyone can broadcast, credibility is the only currency that matters.As technology amplifies noise and the public grows weary of spin, these leaders are doubling down on meaning, trust, and truth. Whether navigating AI integration, cultural shifts, or crisis narratives, their work proves one thing:PR isn?ÇÖt about managing stories. It?ÇÖs about stewarding trust. ?Ç£We are no longer decorators of narratives. We are custodians of credibility?Ç¥ ?Çô Diana Fernandes, Founder & Group CEO, Bloomingdale Public Relations<img src='https://erp.adgully.me/artical_image\64b889ceefb978a8198c093300b0694e.jpeg' class='content_image'>For Diana Fernandes, World PR Day is more than a calendar milestone?Çöit?ÇÖs a conscious pause to reflect on whether PR professionals are genuinely making a difference or simply dressing up perception.?Ç£World PR Day is not just a day of celebration?Çöit?ÇÖs a day of reckoning. Are we doing the hard, often uncomfortable work of building trust, or are we still caught in cosmetic storytelling? In a world where people question everything?Çömedia, institutions, corporations?Çöour job is no longer to ?Çÿspin?ÇÖ stories, but to unearth what?ÇÖs real and meaningful. I believe PR is now the conscience-keeper of organizations. We belong at the table not just when things go wrong, but when purpose is being defined, when societal impact is being measured.?Ç¥On the role of AI, Diana sees it not as a disruptor but a clarity-enabler: ?Ç£We embrace AI as a filter?Çöit handles the noise, so we can focus on the nuance. At Bloomingdale, AI supports efficiency: real-time monitoring, data parsing, first drafts. But it is empathy and human insight that carry the message across the line. Machines can draft, but only humans can understand pain, hope, irony, and aspiration. Especially in crisis or cultural moments, communication needs a soul. And AI doesn?ÇÖt have one.?Ç¥ ?Ç£PR is no longer about visibility. It?ÇÖs about credibility in a world of collapsing trust?Ç¥ ?Çô Aman Dhall, Founder, CommsCredible<img src='https://erp.adgully.me/artical_image\2bd5e9a5145e7bcf6c91f22b3f4c9638.jpeg' class='content_image'>Aman Dhall offers a sharp reminder that communications today must serve deeper goals than headlines or impressions. ?Ç£World PR Day is a timely moment to reflect on the responsibilities we hold. Strategic communications must help institutions articulate not just what they sell?Çöbut what they stand for. We?ÇÖve worked with clients in sectors like housing finance and public policy, where the challenge isn?ÇÖt media coverage?Çöit?ÇÖs navigating mistrust, exclusion, and fear. That?ÇÖs where PR must act as a societal interpreter, not just a brand megaphone.?Ç¥He?ÇÖs clear about AI?ÇÖs role: ?Ç£We treat AI as a collaborator. It scales the ?Çÿwhat,?ÇÖ but the ?Çÿwhy?ÇÖ still belongs to us. In one campaign for a heritage fragrance brand, we used AI to identify scent-language trends globally. But the breakthrough came from a perfumer who told us, ?ÇÿScent is memory.?ÇÖ That insight couldn?ÇÖt have come from data. It came from empathy. That?ÇÖs the gap only humans can fill.?Ç¥For Aman, the future of PR lies in ?Ç£narrative design?Ç¥?Çöarchitecting trust across moments, mediums, and stakeholders. ?Ç£In a world of scrutiny, clever communication won?ÇÖt cut it. Clarity will?Ç¥ ?Çô Akshaara Lalwani, Founder, Communicate India<img src='https://erp.adgully.me/artical_image\8ddb3a75ce3d99a9651933966863ffed.jpeg' class='content_image'>Having shaped communications for over 15 years, Akshaara Lalwani sees World PR Day as a chance to return to the basics: integrity, empathy, and meaningful engagement. ?Ç£The world around us has changed?Çöinstitutions are under scrutiny, misinformation spreads faster than facts, and the audience is alert, vocal, and unforgiving. In this climate, our job isn?ÇÖt to sugarcoat?Çöit?ÇÖs to simplify, anchor, and humanize. PR has become the space where brand action is held accountable to public expectation.?Ç¥She adds: ?Ç£We?ÇÖre no longer the ?Çÿexecution team?ÇÖ waiting for a brief. We?ÇÖre strategic partners guiding leadership and culture. When a brand faces a crisis?Çöor an opportunity?Çöwe?ÇÖre the voice asking: Is this aligned with who we say we are??Ç¥On redefining PR within the marketing mix: ?Ç£Today?ÇÖs audiences don?ÇÖt separate a press article from an Instagram post or a podcast interview. What matters is consistency and coherence. Our job is to help brands show up?Çönot just loudly, but authentically. Whether it?ÇÖs building movements or diffusing tensions, we help brands stay grounded in their values.?Ç¥?Ç£Trust is the lifeblood of society. And PR is its circulatory system?Ç¥ ?Çô Rishi Seth, Founder & CEO, Evoc<img src='https://erp.adgully.me/artical_image\a01a7cb4c2bb7a6a49f503676dcc26e3.jpeg' class='content_image'>For Rishi Seth, World PR Day is a celebration?Çöbut also a stark reminder of the gravity of their role. ?Ç£We live in a time where foundational trust is eroding?Çöin media, government, even science. Yet societies cannot function without trust. That makes our job as PR professionals far more complex?Çöand far more essential. We must now identify where trust lives, how it shifts, and how to help clients earn it, not just claim it.?Ç¥Seth is pragmatic about AI: ?Ç£It?ÇÖs already helping with efficiencies?Çöcontent creation, monitoring, sentiment analysis. But persuasion, influence, and coalition-building are deeply human acts. AI might catch up to average performance soon, but elite storytelling, emotional foresight, and intuitive judgment remain human territories. That?ÇÖs where the real future of PR lies.?Ç¥ ?Ç£PR is no longer behind the scenes. It?ÇÖs at the helm of shaping culture and commerce?Ç¥ ?Çô Sonalika Pawar, Founder, Bold and Beyond<img src='https://erp.adgully.me/artical_image\2079cdb484ed659afb4f14d8e089d012.jpeg' class='content_image'>For Sonalika Pawar, PR today is inseparable from social consciousness and brand authenticity.?Ç£World PR Day is a chance to celebrate a function that has quietly powered some of the most meaningful shifts in how people view brands, institutions, and themselves. From equity and sustainability to creator culture and digital communities, PR is no longer support?Çöit?ÇÖs strategy.?Ç¥She?ÇÖs passionate about correcting a long-standing myth:?Ç£People still think PR is media coverage. But the real work happens before the headline?Çöin crafting ideas, shaping values, and building lasting relationships. The best campaigns don?ÇÖt chase clippings. They build conversations that evolve and endure.?Ç¥ ?Ç£Trust isn?ÇÖt given. It?ÇÖs earned?Çöover time, across channels, and under scrutiny?Ç¥ ?Çô Komal Lath, Founder, Tute Consult<img src='https://erp.adgully.me/artical_image\4f0a9f81f65ef1065efbda09f36c8c6f.jpeg' class='content_image'>Komal Lath underscores the expanding scope of public relations in 2025, especially in an age of AI-generated news and fragmented platforms.?Ç£PR has moved beyond managing reputations to actively building them. In today?ÇÖs digital ecosystem, everything is real-time. People expect brands to engage meaningfully, respond quickly, and stay accountable. That?ÇÖs no longer a media function?Çöit?ÇÖs a cultural responsibility.?Ç¥On myths about PR, Lath says: ?Ç£The idea that PR is just about press releases is outdated. PR today spans owned, earned, paid, and experiential spaces. It?ÇÖs about being seen, but more importantly?Çöbeing trusted. And that takes strategy, consistency, and care.?Ç¥ ?Ç£We?ÇÖre moving from vanity to value. From optics to outcomes?Ç¥ ?Çô Upasna Dash, Founder & CEO, Jajabor Brand Consultancy<img src='https://erp.adgully.me/artical_image\00255928db7c7a4e030697a5c8dad8b4.jpeg' class='content_image'>Upasna Dash believes World PR Day 2025 represents a new era?Çöone where communications is no longer a bolt-on function, but a foundational pillar of modern business. ?Ç£PR is shaping not just brand perception but policy discussions, investor sentiment, and public accountability. That?ÇÖs why communications teams now sit at decision-making tables. We?ÇÖre helping organizations navigate complexity with clarity, credibility, and compassion.?Ç¥And yet, she notes, the old myths persist: ?Ç£People still reduce PR to ?Çÿgetting your name out there.?ÇÖ But true PR is about consistent, values-driven storytelling. It?ÇÖs about how a company shows up when it matters most?Çöduring a crisis, a launch, or a moral choice. The power of that work is compounding, not cosmetic.?Ç¥ ?Ç£PR isn?ÇÖt a shortcut to attention?Çöit?ÇÖs a long-term investment in meaning?Ç¥ ?Çô Ritika Garg, Founder & CEO, Avance PR<img src='https://erp.adgully.me/artical_image\6535617b61d73c94d78ef3b6e8e855e5.jpeg' class='content_image'>After five years leading Avance PR, Ritika Garg sees this World PR Day as a milestone in the maturing of India?ÇÖs communications industry.?Ç£We need to move beyond superficial metrics. Sure, logos in pitch decks look great?Çöbut the real value of PR is in building narrative equity. It?ÇÖs about giving voice to ideas, to underrepresented communities, to authentic brand purpose. And that takes intention, not just execution.?Ç¥On the most persistent myth, she says: ?Ç£That PR is all about being seen. The truth is, what?ÇÖs seen doesn?ÇÖt always stick?Çöwhat connects, does. Our job is to build credibility, not hype. That means digging deeper, listening harder, and staying relentlessly human.?Ç¥ From Storytelling to StewardshipThe voices of these eight leaders point to a profound truth: PR is no longer about shaping the story alone?Çöit?ÇÖs about shaping systems of trust.As World PR Day 2025 reminds us, public relations has emerged as one of the most future-facing disciplines in business, combining the rigor of data, the power of empathy, and the responsibility of conscience.In a world increasingly driven by technology but yearning for authenticity, PR is not only relevant?Çöit?ÇÖs irreplaceable. 

Authored By: Monisha Mudaliar, Founder, Monz MediaHave you ever watched a PR professional in action?Look for them at any major conference. You?ÇÖll spot them someone from an engineering background, seamlessly navigating a high-fashion jewellery launch. Or someone with an arts degree blending in perfectly at a BFSI event. They?ÇÖll be chatting effortlessly with CEOs, asking pointed questions about repo rates and RBI announcements. And you?ÇÖd never guess they only heard that panel discussion ten minutes ago.That?ÇÖs the magic of a great PR professional is that they adapt, immerse, and communicate with a level of fluency that belies how recently they entered the room.What you?ÇÖre seeing is confidence, agility, and presence. What you?ÇÖre not seeing is the intense prep that made that possible.Because PR is so often misunderstood especially in the age of social media, where visibility is assumed to equal value. While marketing may get the likes, PR earns the long-term credibility.And yet, most people only see the tip of the iceberg: the article in their favourite magazine, the founder quote in a leading business paper, the podcast episode featuring a brand they just discovered. It?ÇÖs polished. Seamless. Effortless. But that polish takes time.Behind a single media placement are weeks of behind-the-scenes work. Building the right media list. Tailoring each pitch to suit a specific journalist?ÇÖs beat and tone. Keeping track of multiple editorial calendars. Listening to what industry leaders are saying ?Çö and spotting the story a brand can authentically contribute to.All of this while managing clients across industries. A single PR professional could be crafting narratives for real estate, food & beverage, fintech, and sustainability all in the same week. They need to be tuned into policy updates, budget announcements, consumer behaviour, and what?ÇÖs trending across sectors, all at once.And yet, when you meet them at a networking event, they?ÇÖre effortlessly breaking the ice, opening conversations, and making people feel seen and heard, even when they?ÇÖve had a 14-hour day that started with a 7 a.m. media round-up.The truth is, PR does look glamorous ?Çö and in many ways, it is. It opens doors. It builds relationships. It places you in the right rooms and gets your story told by the right voices. But none of that happens without groundwork.Because PR is not just about who you know  it?ÇÖs about knowing when to reach out, what to say, and just as importantly, what not to say. It?ÇÖs research. It?ÇÖs strategy. It?ÇÖs timing. It?ÇÖs trust.So this World PR Day, let?ÇÖs move beyond the surface. Let?ÇÖs celebrate the people who make brands credible, not just visible. The ones who listen more than they speak. Who know that a single placement can take weeks of patient pursuit? And who do it all while making it look easy.PR isn?ÇÖt just a function. It?ÇÖs a force.DISCLAIMER: The views expressed are solely of the author and theprpost.com does not necessarily subscribe to it.

In conversation with The PR Post, Rachna Baruah, Founder & CEO of Madchatter Brand Solutions, delves into the agency?ÇÖs strategic affiliation with the Worldcom Public Relations Group. She shares how this global partnership marks a pivotal step in Madchatter?ÇÖs journey, enhancing its ability to deliver globally resonant yet locally grounded communication strategies. From cross-border campaign execution to peer-driven learning and sector-specific growth ambitions, Baruah outlines how the alliance elevates Madchatter?ÇÖs offerings while reflecting a larger shift in how Indian agencies are shaping the global PR narrative.What motivated Madchatter to join Worldcom, and what benefits do you expect for your agency and clients in India?Joining the Worldcom Public Relations Group was a strategic step in line with how we see the future of communications evolving. As brands become more global, their narratives must be locally rooted and globally resonant. For Madchatter, this partnership gives us seamless access to world-class expertise across industries ?Çö from tourism to investor relations ?Çö without adding overheads or compromising agility. We can now tap into a global network of specialists who?ÇÖve shaped strategies for some of the world?ÇÖs most respected brands over the past three decades. This not only sharpens our offerings but also ensures our clients in India receive globally benchmarked thinking with local relevance. Worldcom isn?ÇÖt just a network ?Çö it?ÇÖs a knowledge advantage that helps us scale impact, not just output.How will this collaboration impact the kinds of clients or projects Madchatter can take on especially those with international goals?Over the past few years, we?ÇÖve seen a steady rise in India-to-global companies looking for partners who understand both Indian complexity and global communication standards. This partnership helps address that need more holistically. Whether a client wants to break into the US, UK, or Southeast Asia, we now have the infrastructure to co-create campaigns, access on-ground insights, and deliver with the same contextual sensitivity we apply in India. With a presence across 40+ countries and a collaborative network of over 2,000 professionals, Madchatter is now equipped to support international mandates with the same agility we bring to domestic ones. The fact that this is a $350 million global network gives our clients a layer of confidence ?Çö they?ÇÖre gaining access to a distributed team that understands how business, culture, and communication intersect. It also allows us to step into larger, more complex projects that require cross-border execution while keeping consistency in messaging and approach.How does this partnership set Madchatter apart in the evolving Indian communications scene?As Indian brands become more globally ambitious, there?ÇÖs a growing need for campaigns relevant in multiple geographies while staying grounded in local insight. That?ÇÖs where we believe our differentiation lies ?Çö and this partnership strengthens it. We?ÇÖre not just accessing global trends; we?ÇÖre collaborating in real time with partners worldwide. For instance, we recently got a campaign live in Zanzibar and Tanzania in under four days through our extended network. We also supported a NYSE-listed company during a crisis in India, navigating local sensitivities while aligning with their global communications framework. These aren?ÇÖt just one-offs ?Çö they represent how we now operate: as part of a trusted, borderless communications team. In an industry where speed, context, and credibility matter more than ever, this partnership allows us to offer agile, insight-led strategies that can scale globally, not by imitation, but through lived experience and collaboration.Beyond clients what does this partnership mean for the Madchatter team in terms of learning and growth?The most exciting aspect of this partnership is opening up our team to global learning and exchange. It?ÇÖs not about formal training modules or one-off workshops. It?ÇÖs about actively conversing with communicators worldwide ?Çö solving challenges, sharing learnings, and understanding how different markets approach reputation, narrative, and strategy. This exposure shapes our team?ÇÖs thinking and raises the quality of work we can deliver across all levels, not just at the top. For junior and mid-level professionals, especially, it offers a rare opportunity to learn from experienced practitioners without having to leave their context behind. It also sharpens our ability to think beyond geography ?Çö to see communication as a discipline shaped by culture, policy, and business cycles in different markets. This kind of real-time, peer-based learning is invaluable for a firm like ours, where agility and learning are core values.Looking forward what are Madchatter?ÇÖs growth goals and how important is this Worldcom partnership in reaching them?Looking ahead, Madchatter?ÇÖs growth ambitions are rooted in building a truly agile communications firm that blends deep sector expertise with the ability to deliver across geographies. Since day one, we?ÇÖve attracted global organizations because of our team?ÇÖs proven experience managing cross-cultural and cross-functional projects, especially in deeptech, fintech, B2B, and enterprise communications. Our unique approach ?Çö global thinking, local execution ?Çö has not only helped us win trust but also created strong client stickiness, with many choosing us over larger, more established agencies and staying for the impact we drive.With the Worldcom partnership, our reach and agility multiply. It allows us to serve both global brands entering India and Indian brands expanding abroad with a network that is both vast and deeply collaborative. We are focused on scaling our presence in high-growth sectors like fintech, healthtech, and purpose-driven brands, while doubling down on creating business bottom-line-led campaigns that open strategic doors for our clients. Our growth roadmap also includes building a personal brand communications vertical and investing in new media products to stay ahead of industry shifts. Ultimately, Worldcom is central to this vision, giving us the global muscle and visibility to lead from the front while never losing our local edge.As a founder what message do you want to send to the Indian communications industry about this affiliation and what it means for PR?ÇÖs future here?This partnership is not about Madchatter alone ?Çö it?ÇÖs about what?ÇÖs now possible for independent Indian agencies in a globalised communication environment. For a long time, Indian firms were seen as service extensions, not strategic drivers. That?ÇÖs changing. Today, we see Indian communicators shaping not just campaigns but conversations that matter across markets. Our affiliation with Worldcom shows that you don?ÇÖt need to be a global branch office to lead globally. You can be rooted here and still operate at international standards, with sharp, culturally attuned, and business-first ideas. The future of PR isn?ÇÖt just about reach or visibility. It?ÇÖs about partnerships, insight, and the ability to influence outcomes in a connected, volatile world. My message to peers and emerging firms: the time to scale your thinking is now. Build work that is export-worthy. Build teams that can think across borders. And build a practice that puts business outcomes at the heart of communication.

Lorraine Martin, a long-standing and esteemed member of the Ogilvy family, has retired after an incredible journey spanning over 27 years. Having joined the organization on March 3rd, 1997, Lorraine has been a key pillar in leading PR and corporate activities. Known for her class, professionalism, and unwavering dedication, she consistently embodied the Ogilvy spirit and served as a true ambassador for the brand.Throughout her tenure, Lorraine made a significant impact ?Çö from running a successful PR business to achieving major milestones in corporate communications. She was not only a respected colleague but also a cherished friend and a source of inspiration to many.Ogilvy has expressed immense gratitude in an internal mail for her contributions and the positive influence she had on the team and culture. As she embarks on her next chapter, Lorraine leaves behind a lasting legacy and will always be remembered as a valued member of the Ogilvy family.

As the MENA region rapidly transforms into a global hub for innovation, commerce, and strategic communication, Indian PR powerhouse Media Mantra Group is making a timely and ambitious move. Recently, the agency has opened its first international office in Dubai?Çömarking its formal entry into the Middle East and North Africa market.Over the past decade, Media Mantra has emerged as one of India?ÇÖs fastest-growing independent PR and integrated communications firms?Çönow ranked among the top 10 globally in terms of growth. In this exclusive interview, Udit Pathak, Founder Director, Media Mantra Group, shares the vision behind the expansion, how Media Mantra is adapting its India-honed expertise for the MENA landscape, and what it means to bridge two culturally vibrant markets with tailored communication solutions that resonate locally and globally.What motivated Media Mantra to expand into the MENA region?Media Mantra Group?ÇÖs expansion into the MENA region was a natural next step in our growth story. Over the years, we?ÇÖve worked with businesses that aim to establish a global footprint, and the Middle East has consistently emerged as a key market in that journey. With Dubai being a melting pot of international trade and media, it was the perfect launchpad for our first global office.Our presence in the region allows us to deliver locally resonant yet globally impactful campaigns. We bring deep regional understanding, strong media relationships, and innovative communication strategies tailored to the dynamic MENA market. Our digital-first, results-driven approach ensures that businesses?Çöwhether home-grown brands or international entrants?Çöreceive strategic communications support that drives visibility, credibility, and growth.What key opportunities do you foresee in the MENA region?ÇÖs PR and communications landscape, and which sectors?Çösuch as Government, IT, Retail, Real Estate, and E-Commerce?Çöhold the most potential for growth?The MENA region is evolving into a communication powerhouse. Governments are actively rebranding their economies, tech start-ups are disrupting industries, and e-commerce is growing at an exponential pace. PR and strategic communication have moved from being an afterthought to playing a pivotal role in shaping reputations and influencing market perception.Government-backed initiatives, like Saudi Arabia?ÇÖs Vision 2030 and Dubai?ÇÖs push to become a global tech hub, are creating massive opportunities. The real estate sector is booming, with luxury developments needing strong positioning, while e-commerce players are fighting for consumer mindshare in an increasingly digital-first landscape.I see these evolving opportunities as a chance to introduce fresh storytelling techniques and reputation management strategies that align with the region?ÇÖs fast-changing landscape. Our services, from public relations to digital marketing, are designed to support brands in these high-growth industries by amplifying their reach and credibility.How do you perceive the Middle East as a gateway for Indian brands looking to expand globally, and how is Media Mantra positioned to facilitate this expansion?The Middle East acts as a perfect bridge between India and the world. With its investor-friendly policies, strong trade relations with India, and position as a global business hub, it offers Indian brands an ideal testbed before scaling to Europe or the US.We?ÇÖve worked with Indian brands that have successfully expanded into new markets, and a key learning is that communication strategy must evolve with the geography. What works in India?Çöwhere mass outreach is key?Çömight need a more precision-driven, high-trust approach in the Middle East.For example, an Indian direct-to-consumer (D2C) brand entering the UAE needs to not only attract customers but also gain credibility in a space dominated by global competitors. This is where Media Mantra Group?ÇÖs expertise in localised PR, digital reputation management, and influencer collaborations becomes crucial. We don?ÇÖt just help brands enter the market; we ensure they make a lasting impact.What are the major similarities and differences between the Indian and MENA markets in terms of PR strategies, consumer behaviour, and media engagement?While both India and the MENA region are dynamic markets, their approach to communication varies significantly. India?ÇÖs scale demands high-volume media outreach across multiple languages and regions, whereas the MENA market values precision, credibility, and regulatory compliance.For example, influencer marketing has taken off in both regions, but in India, it leans toward mass engagement, while in MENA, micro-influencers with high trust levels among niche communities drive brand impact. Similarly, while Indian media thrives on breaking news and large-scale campaigns, the Middle East market values long-term relationship-building and reputation management.We, at Media Mantra Group, adapt our strategies accordingly. Whether it?ÇÖs shaping corporate narratives, handling crisis communications, or driving brand engagement, we ensure our approach is both culturally relevant and results-driven.How does the regulatory landscape for PR and marketing in the UAE differ from India, and what steps are you taking to adapt to these changes?The UAE has a well-defined regulatory framework for PR and marketing, with strict guidelines around advertising, media communications, and brand messaging. Content approvals, government regulations, and cultural sensitivities play a significant role in shaping communication strategies. Unlike India, where media engagement operates in a relatively open environment, the UAE requires brands to be mindful of content compliance, especially when it comes to advertising laws and public relations campaigns.At Media Mantra Group, we?ÇÖve built a structured compliance approach, working with regional experts to ensure our campaigns align with legal and cultural expectations. We have strengthened our ability to navigate these regulations seamlessly while maintaining the creativity and strategic impact that define our work.How is Media Mantra leveraging its decade-long experience in India to meet the specific needs of clients in the MENA region?With over a decade of experience in India?ÇÖs fast-moving PR and digital space, Media Mantra Group has mastered the art of agile communications. This adaptability is exactly what we bring to the MENA region, where businesses are scaling rapidly and need communication partners who can keep pace.Our integrated approach?Çöwhere PR, crisis management, brand storytelling, and digital marketing work in sync?Çöhas helped brands stand out in cluttered markets. Whether it's launching a new tech brand or positioning a luxury hospitality player, our strategies are built to drive visibility and credibility.A great example is how Media Mantra has worked with startups in India, helping them go from unknown entities to market leaders through a mix of strategic storytelling and high-impact media placements. We?ÇÖre now applying the same expertise in MENA, ensuring that brands?Çöwhether local or international?Çöcan cut through the noise effectively.What strategies are in place to ensure that your services are culturally and regionally relevant for brands in the Middle East?Cultural relevance is key to successful communication, especially in a region as diverse as the Middle East. At Media Mantra Group, we take a research-driven approach to understanding local audience preferences, media consumption habits, and regulatory frameworks.Our on-ground presence in Dubai allows us to craft campaigns that align with regional sensitivities. We also ensure that our content and messaging are available in both English and Arabic, making them accessible to a wider audience. Moreover, our team actively engages with local media houses, influencers, and key stakeholders to ensure that the brands we represent are positioned authentically and effectively within the market.How do you envision Media Mantra?ÇÖs role in shaping brand narratives in the MENA region, and what impact do you aim to create for clients there?Our role extends beyond PR; we aim to be trusted advisors who shape narratives that drive real business outcomes. Whether it?ÇÖs establishing thought leadership, managing crisis communications, or helping brands differentiate themselves, our focus is on delivering measurable impact.With a mix of traditional PR, digital campaigns, and crisis management solutions, we create customised strategies that drive visibility and business impact. Our focus is on delivering communications that are not only creative but also data-driven and aligned with business objectives.By bringing our expertise to the MENA region, we aim to elevate brand narratives and create long-term value for our clients.What are some key milestones you aim to achieve with Media Mantra Consulting MENA in the next five years?In the next five years, envision Media Mantra MENA as a top-tier PR and communications partner for brands across the region. Our focus will be on: ?Çó Expanding into key sectors like technology, e-commerce, and government communications.?Çó Strengthening our media network and industry partnerships.?Çó Launching innovative digital PR solutions tailored for the MENA market.?Çó Becoming the go-to agency for brands looking to scale internationally.Our expansion into the Middle East is just the beginning, and we are committed to making a lasting impact.

In a region as dynamic and culturally nuanced as the Middle East and North Africa, crafting meaningful client experiences demands more than just digital transformation?Çöit requires a thoughtful integration of technology with human understanding. At the forefront of this evolution is Zeeshan Masud, Director of Client Experience at Weber Shandwick MENAT. With a career rooted in relationship-building, sharpened by a forward-thinking embrace of AI, Zeeshan brings a unique lens to the shifting role of public relations in the digital age.In this conversation, Zeeshan reflects on the pivotal moments that shaped his approach to client engagement, particularly during the pandemic-driven digital pivot. He shares how Weber Shandwick is leveraging AI tools?Çönot as replacements for human intelligence, but as accelerators that empower teams to be more insightful, agile, and culturally attuned. From mapping reputation risks in real-time to tailoring communications for the diverse audiences of the GCC, Zeeshan offers a grounded perspective on navigating complexity with clarity.Join us as we explore how he balances the efficiency of data with the empathy of human intuition, ensuring that every client interaction remains meaningful, relevant, and future-ready.Reflecting on your career, what pivotal moments have shaped your approach to integrating technology in client experience management?Early in my career, the focus was heavily on face-to-face interactions and personal relationship building. But over time, I saw how technology could enhance, not replace, those relationships. A key moment was during the pandemic when digital platforms became lifelines for client engagement. That period taught me that the right technology can make interactions more meaningful by freeing up time to focus on what really matters: understanding client needs and delivering real value.In your role at Weber Shandwick MENAT, how do you balance the integration of AI tools with maintaining the human touch in client communications?We view AI as an enhancer, not a replacement. Our skills, capabilities, and experience remain at the core of everything we do. AI simply helps us enhance our output and accelerate the initial stages of our work. However, when it comes to building trust or navigating sensitive cultural conversations, nothing replaces human intuition. AI handles repetitive tasks and supports insight generation, but every final message is shaped through a human lens to ensure empathy, cultural relevance, and lasting impact. At Weber Shandwick, we also receive specialized training on advanced tools that help us identify market trends and contextualize insights for our client strategies and output, ensuring our recommendations are data-driven, human-enhanced, efficient and impactful.Can you share a specific instance where AI-enhanced insights significantly improved client outcomes or campaign effectiveness?In strategy development, AI plays a valuable role in enhancing our ability to identify trends and insights quickly. We use a range of specialized tools that efficiently filter and process large volumes of information, helping us spot emerging patterns early. However, we always apply human expertise to validate these insights, as AI-generated data isn?ÇÖt always 100% accurate or contextually nuanced.AI also helps us map conversations and track narrative shifts over time. This is particularly useful in understanding how reputation risks and key issues are evolving, allowing us to proactively guide clients on where potential challenges may emerge and how to address them effectively. While AI accelerates the data-gathering process, our human perspective ensures that final strategies remain thoughtful, culturally sensitive, and aligned with long-term brand objectives.With the rapid digital transformation in the GCC, how do you tailor client experiences to meet diverse cultural expectations across the region?The GCC is incredibly diverse, and one size doesn?ÇÖt fit all. While AI tools help us segment audiences and personalize content, we always consult local teams who understand the cultural nuances. A message that works in the UAE might not resonate the same way in Saudi Arabia or Kuwait. The key is blending data-driven insights with local expertise to craft communication that feels personal and culturally appropriate.You?ÇÖve mentioned that AI is transforming PR practices in the Middle East. What are some challenges you?ÇÖve faced in implementing AI-driven strategies, and how have you addressed them?One major challenge is that AI doesn?ÇÖt always grasp the emotional and cultural subtleties that are vital in this region. Misinterpretations can lead to poorly timed or inappropriate messaging. We address this by using AI for data gathering and preliminary analysis but relying on human judgment for final decision-making.What measures do you take to ensure that AI-generated content aligns with the nuanced cultural and emotional contexts of the Middle Eastern audience?We never publish AI-generated content without human review. For example, Arabic translations often need careful refinement to capture the right tone and emotion. Cultural sensitivity is essential. One misstep can undo years of relationship-building. At Weber Shandwick we have local language experts involved in every campaign to make sure our messages are respectful, relevant, and resonate with local values.How do you see the role of PR evolving in the Middle East as governments and businesses increasingly adopt AI and digital technologies?PR has evolved beyond its traditional storytelling role to become a driver of strategic business solutions, leveraging both technological data and human insights. As AI and digital technologies take on more routine and analytical tasks, PR professionals are focusing their expertise on creativity, reputation management, and fostering long-term trust. The real leaders in this space will be those who can interpret data intelligently while applying deep cultural and human understanding, helping brands navigate an increasingly complex digital landscape without compromising authenticity.How do you stay informed and ahead in the rapidly evolving fields of AI and digital communications?Whether it?ÇÖs through industry reports, global conferences, or simply exchanging ideas with colleagues across markets, I make it a point to stay close to what?ÇÖs new and what?ÇÖs next. But more importantly, I try to understand how these changes impact real people and businesses. Because at the end of the day, technology is only valuable if it helps us connect better and deliver greater value to those we serve.

Public Relations has entered a bold new era. No longer just a back-office function, it has transformed into a strategic powerhouse shaping brand reputation and influence. Companies and leaders now see PR not as an afterthought, but as an essential force driving credibility, trust, and long-term success. The industry has undergone a radical shift with the rise of social media, fundamentally transforming PR strategies. Influencers now play a crucial role in shaping consumer perceptions and engagement. PR is no longer confined to securing media visibility; it has expanded into a dynamic, results-driven discipline focused on meaningful interactions and measurable outcomes. In our exclusive weekly column, PR Conversation, Adgully interacts with leading business leaders to gain their exclusive views and insights on various trends in the PR and communications industry. In this interaction with Adgully, Nandini Chatterjee, Chief ?Çô Corporate Brand and Communications, Shree Cement, reflects on her rich career spanning over three decades across consulting, chemicals, infrastructure, and now cement. She shares what drew her to communications, how her journey has evolved across sectors, and what motivated her to move from a 21-year tenure at PwC to a leadership role at Shree Cement. Chatterjee also discusses the challenges of managing corporate reputation in today?ÇÖs fragile landscape, her philosophy on building long-term brand trust in the B2B space, and the common pitfalls leaders face when communicating with authenticity. You?ÇÖve had a rich and diverse career spanning over three decades across consulting, chemicals, infrastructure, and now cement. What drew you to the world of communications, and how has your journey evolved across these sectors? My journey began many years ago as a management trainee at a company launching televisions?Çömy first brush with product management. Fresh out of B-school, I came in armed with all the theory, but soon realised how much more there was to learn on the ground. What I lacked in experience, I made up for with eagerness and sincerity. I was curious, open to learning and always willing to go beyond the job description?Çöwhether it was taking on a new task, working with cross-functional teams, or simply experimenting to see what worked. I didn?ÇÖt consciously set out to build a career in communications. While I started in marketing roles, over time?Çöand partly because I needed to balance a demanding job with raising two young children?ÇöI began to take on responsibilities in brand and reputation management, internal communication and media relations. And somewhere along the way, I surprised myself. I?ÇÖd never thought of myself as an extrovert, yet I found myself enjoying relationship-building?Çöboth internally and externally. I think my instinct for logical thinking helped me navigate and learn on the job. What drew me further into communications, and kept me there, was the opportunity to understand corporate strategy, deepen my skills in storytelling, and explore what drives people?Çöand how to craft narratives that resonate and win hearts. Communication is one of those functions that sits at the heart of business?Çöshaping how an organisation is perceived, building internal alignment, supporting leaders through change and ensuring that the company?ÇÖs voice remains authentic and purposeful. Plus what with crisis handling, there was never a dull moment! What started as a functional shift eventually became a purposeful journey. Communications gave me the chance to connect business priorities with human insight?Çöand to help shape not just what organisations say, but how they make people feel. That, for me, is what made the journey so fulfilling. After 21 impactful years at PwC, what inspired you to take up an assignment with Shree Cement? How different has the transition been?Çöfrom a consulting giant to a manufacturing-led organization? The fundamentals of communication remain consistent, regardless of the industry?Çöwhether it?ÇÖs consulting, chemicals, infrastructure or now cement. Of course, each sector comes with its own nuances, and every transition has required me to invest time in understanding the business and its context. But I?ÇÖve found that if one is honest about what one knows, open to asking for help, humble while learning, and grateful for the time and insights that colleagues share along the way, the transition becomes smoother. At times, the learning curve can feel steep. I remember feeling quite overwhelmed when I first joined PwC?Çöwith its wide range of competencies spanning Audit, Tax, Consulting, and multiple sector specializations. As a one-person team initially tasked with supporting the entire firm, I had to find ways to scale, prioritise, and deliver. Over time, I built a strong team of over 50 people, identified the evolving communication needs of the firm, and worked to shape our capabilities accordingly. That mindset of continuous learning, listening closely and building collaboratively stayed with me throughout my time there. What made my journey meaningful?Çöand helped me contribute effectively?Çöwas the presence of generous mentors, supportive leaders and enthusiastic team members. At PwC, I had the privilege of working closely with exceptional leaders like Deepak Kapoor, whose clarity of thought, humility and integrity left a lasting impression on me. Though I retired as Chief Marketing and Communications Officer in December 2023, the values and lessons from those years will continue to guide me. How do you approach communications strategy at Shree Cement today, especially in a sector that's traditionally been less brand-led compared to consumer-facing industries? Contrary to perception, brand building in the cement industry has gained significant momentum in recent years. Reputation, trust and differentiation matter?Çöand communications plays a central role in shaping that. My approach to communication strategy, whether in cement or any other sector, begins with understanding the internal and external ecosystem?Çöwhat the business needs, what the market expects, and what resources are available. From there, I focus on developing a long-term strategy that aligns with the company?ÇÖs purpose and growth aspirations, while setting clear, achievable milestones in the short term. The key is to stay relevant, consistent and authentic in how we engage with all our stakeholders. Corporate reputation has become more fragile than ever. What?ÇÖs your philosophy when it comes to building long-term trust for a brand, especially in the B2B space? Reputation today is shaped by much more than what a company says?Çöit's defined by what it does, how consistently it behaves and how transparently it communicates. Ultimately, reputation is an outcome of how the business is run every day. And the role of communications is to ensure that reality and perception stay aligned, always. For me, long-term trust begins with alignment?Çöbetween the company?ÇÖs purpose, its actions and its communication. What you say externally must reflect the culture and values your employees experience internally. If those aren?ÇÖt in sync, stakeholders?Çöwhether clients, partners or employees?Çösee through it very quickly. Trust is also tested in difficult moments. Whether it?ÇÖs a product issue, regulatory pressure or internal change, how a company responds makes a lasting impression. For instance, when a product has a potential safety concern, the instinct may be to minimize disruption. But taking swift, transparent action?Çöeven if it means a costly recall?Çödemonstrates integrity. It?ÇÖs a moment where reputational risk and commercial pressures collide, and the choices one makes reveal the brand?ÇÖs true character. Lastly, I believe listening is central to trust. Whether it?ÇÖs feedback from customers, business partners, or your own people, being receptive, respectful and responsive fosters a culture where trust can take root. In today?ÇÖs always-on world?Çöespecially with digital and social media putting reputation at real-time risk?Çöeven a seemingly small issue can escalate quickly. Whether one is working in B2B or B2C, long-term trust is central to business resilience and brand survival. What role do data and analytics play in shaping communication strategies today? Are they becoming as essential as creativity? Research, data and analytics have always played an important role in shaping communication strategies?Çöwell before the digital age. I still remember how, in one of my early roles, focus group discussions combined with consumer insights helped a ketchup brand zero in on what mattered most to buyers. The research revealed that consumers wanted ketchup made with real red tomatoes?Çöwithout fillers like pumpkin. The brand?ÇÖs messaging captured this insight beautifully: ?Ç£Laal laal tamatar se bana?Ǫ isme kaddu nahi jara.?Ç¥ That line resonated because it came directly from listening to the consumer. Today, with AI and digital tools, the depth and scale of insights available have grown exponentially. Brands can now monitor real-time conversations on social media, track sentiment, identify trends and measure content performance with far more precision. This allows communicators to tailor messaging around what matters to audiences?Çöwhether it?ÇÖs a topical issue or a customer pain point?Çöand make it timely, relevant and engaging. But data alone isn?ÇÖt enough. While it can point you in the right direction, the interpretation and application of that data still require human judgment, context and emotional intelligence. And that?ÇÖs where creativity continues to play a critical role. Creativity brings originality, empathy and storytelling to the table?Çöthings algorithms can?ÇÖt fully replicate. The best communication happens when data informs the idea, and creativity brings it to life. In short, data and creativity are no longer either/or?Çöthey're partners. One helps you know what to say and when, the other helps you say it in a way that moves people. You?ÇÖve trained several business leaders on personal branding. What are the most common mistakes leaders make when it comes to communicating with authenticity? That?ÇÖs an interesting one! One of the most common mistakes leaders make is underestimating the power of non-verbal cues. Avoiding eye contact, fidgeting, rubbing the nose or repeatedly checking the phone?Çöeven unconsciously?Çöcan create a sense of distance. These may seem minor, but they shape that crucial first impression. On the other hand, a warm smile, steady eye contact and an open posture make a leader seem far more approachable and grounded. Then come the verbal cues. Often, leaders fall into the trap of speaking in jargon, trying too hard to sound clever or giving responses that sound scripted ?Çöalmost as if generated by AI. What connects is specificity?Çöreal examples, stories, even a personal anecdote to bring a point alive. For instance, a leader might say, ?Ç£Our teams showed great agility during the crisis.?Ç¥ That?ÇÖs fine. But saying, ?Ç£One of our plant heads worked three days straight to get operations running after the flood?Çöit wasn?ÇÖt easy, but he didn?ÇÖt give up,?Ç¥ makes the message far more human and credible. Another mistake is inconsistency between what?ÇÖs said in public and what?ÇÖs experienced by people. For eg if a leader talks about valuing people but is perceived as aloof or dismissive in day-to-day interactions, the gap becomes obvious?Çöand ultimately erodes trust. My advice to leaders is simple: speak from your own experiences, be real, and don?ÇÖt be afraid to admit what you don?ÇÖt know. Vulnerability, when used with honesty and intention, builds far more credibility than trying to be perfect. What inspired you to start Comms and Conversations, what is your vision, and what has been your biggest takeaway from engaging with other professionals? About two and a half years ago, I started the vodcast series Comms and Conversations. It stemmed from a simple but meaningful desire?Çöto give back to the industry while continuing to learn. I wanted to create a platform that addressed topics often overlooked at conferences or panel discussions. The idea was to bring together practitioners and advisors to share balanced, real-world perspectives on the challenges we face in Marketing, PR and Communications. What began as a personal initiative has now evolved into a space where young professionals can learn, reflect and grow. Over 28 episodes and 60+ interviews, I have covered subjects ranging from Performance Marketing and Influencer Strategy to Storytelling, Personal Branding, Reputation Management and more. My biggest takeaway has been the humility and generosity of every guest. These are seasoned professionals, yet they?ÇÖve shown up with a willingness to share openly, avoid jargon, and focus on helping the next generation of leaders navigate their journeys with confidence. Looking ahead, my vision is to include more global voices?Çöso we can expand our lens, challenge our thinking, and bring in fresh perspectives. The fact that these conversations are resonating and helping others makes every bit of the time, effort and personal investment worthwhile. 

In today?ÇÖs fast-paced media environment, effective public relations demands more than just a polished press release. It calls for strategic storytelling, deep cultural insight, and a proactive approach to crisis communication. At the forefront of this evolving field is Hudoob Younis, PR Account Manager at TPRA ?Çô The PR Agency. She is a results-driven PR professional known for her expertise in media relations, strategic communications, and brand reputation management.Hudoob leads communications for high-profile clients including smart, Zeekr, Enterprise Estonia, and the Sharjah Digital Department. Her experience spans impactful campaigns for both government and private sector clients such as the Ministry of Finance, Ministry of Health, and the Dubai Taxi Company, as well as landmark events like IGCF, SIBF, Xposure, and the Financial Media Forum.In this conversation with Adgully ME, Hudoob discusses her journey across industries, her approach to managing high-stakes PR for government entities, and the tools and strategies she uses to build lasting media relationships in a digital-first world. Your career spans customer service at Yahoo!, aviation with Emirates Airlines, journalism, and now high-level PR. How have these diverse experiences shaped your approach to strategic communications and crisis management?My career journey across multiple industries has been instrumental in shaping my approach to strategic communications and crisis management. At Yahoo!, I developed a strong foundation in consumer engagement, digital content management, and audience analytics, which are crucial in today?ÇÖs media-driven PR landscape.My time at Emirates Airlines introduced me to high-pressure environments, where I honed my crisis management skills and learned the importance of real-time problem-solving, diplomacy, and customer trust. Aviation is an industry where quick, transparent, and effective communication is critical, and those experiences have greatly influenced my approach to handling the PR crises today.Moving into journalism and public relations allowed me to combine storytelling with strategy. Whether working with government entities like the Ministry of Finance or private brands, I leverage my adaptability, cross-industry knowledge, and ability to anticipate public perception to develop communications strategies that protect and enhance brand reputation.Can you share an example of a challenging PR crisis you managed and the strategies you employed to steer the situation towards a positive outcome?One of the most challenging PR crises I managed involved misinformation surrounding major government data. It required a delicate balance between correcting inaccuracies, maintaining public trust, and managing the media narrative effectively.Another particularly complex situation was organizing the Financial Media Forum for the Ministry of Finance. The event brought together key financial reporters and senior government officials to discuss intricate economic topics. Ensuring clarity and precision in communication was critical to prevent misinterpretation and maintain credibility.Challenges: Managing high journalist expectations, bridging the financial knowledge gap, and ensuring accurate reporting on technical data.Strategies: Pre-event briefings prepared both reporters and officials, expert-led discussions ensured credibility, and an interactive Q&A fostered transparency. Post-event follow-ups with official statements helped maintain accuracy.Outcome: The forum strengthened media relations, enhanced financial literacy, and positioned the Ministry as a trusted information source, ensuring accurate future reporting.Managing high-profile government accounts like the Ministry of Finance and Ministry of Health must come with unique challenges. What are the key differences in handling such accounts compared to private sector brands, and how do you navigate these differences?Government PR requires a different approach compared to private sector communications. The stakes are often higher, as public perception directly impacts policy effectiveness and citizen engagement.Key Differences & Strategies:Regulatory & Compliance Sensitivity: Government messaging must align with legal frameworks and public policies. I ensure thorough stakeholder consultations before disseminating any information.Crisis Sensitivity: Unlike private brands, government institutions often face issues of national interest. My approach prioritizes rapid response, factual accuracy, and controlled narratives.Public Trust vs. Brand Loyalty: While private brands focus on building loyalty, government PR is about maintaining trust. I use transparent, informative, and community-focused communication to foster credibility.Navigating these differences requires diplomatic communication, proactive media management, and a strong understanding of policy implications, which I have developed through my experience handling prestigious government accounts.What do you believe are the most effective strategies for building lasting media relationships and engaging stakeholders in today?ÇÖs fast-evolving communications landscape?In today?ÇÖs rapidly evolving media landscape, building lasting relationships with journalists and stakeholders requires trust, transparency, and mutual value. I focus on personalised engagement, fostering meaningful connections with media professionals by understanding their interests and providing valuable insights beyond standard press releases. Data-driven storytelling is at the core of my approach, integrating research, case studies, and human-interest elements to craft compelling narratives that resonate. Consistency and credibility are paramount?ÇöI ensure timely, reliable communication that positions me as a trusted source rather than just another PR contact. Additionally, I leverage a multi-channel strategy, combining traditional PR tactics with digital platforms such as social media, podcasts, and webinars to maximize reach and engagement. By continuously adapting to industry shifts and fostering genuine media connections, I ensure that PR efforts remain impactful, relevant, and aligned with the ever-changing communications landscape.With the rapid growth of digital media, how do you adapt your traditional PR and communications strategies to stay ahead of trends and maintain a compelling brand narrative?The rise of digital media has transformed PR, requiring a dynamic and integrated approach to maintain relevance and influence. I seamlessly blend traditional and digital PR, leveraging press releases, events, and interviews alongside digital storytelling, influencer partnerships, and content marketing to maximize reach. Real-time engagement is essential, and I utilize digital listening tools to monitor conversations, anticipate trends, and engage proactively. Ensuring PR materials are SEO-optimized enhances online visibility and credibility, while structured crisis response plans allow for swift action in the face of digital crises.Your work on projects like Taste of Estonia at Gulfood 2025 shows a talent for international collaboration. Can you discuss how you integrate storytelling into these large-scale media campaigns to connect with diverse audiences?International collaborations require narratives that transcend cultural and linguistic barriers. When leading the PR for Taste of Estonia at Gulfood 2025, I focused on storytelling that:Highlighted Authenticity: Showcasing Estonia?ÇÖs rich culinary heritage through chefs, farmers, and local producers created an emotional connection with audiences.Localized Messaging: Tailoring the campaign to resonate with different media markets ensured maximum engagement.Multi-Platform Integration: Using a mix of press coverage, influencer partnerships, and immersive event experiences helped bring the story to life across different audience segments.This strategy ensures that brands and initiatives resonate deeply with both local and international audiences.What emerging trends or challenges in public relations do you foresee, and how are you preparing to adapt your strategies for the future?The PR landscape is rapidly evolving, with emerging challenges and opportunities shaping the future. Some key trends I foresee include:AI & Automation in PR: AI-driven analytics and chatbots are transforming media monitoring and audience engagement. I actively upskill in digital PR tools to enhance efficiency.Increased Focus on Authenticity: With misinformation on the rise, audiences demand transparency. I prioritize ethical PR practices and fact-based storytelling to build trust.Integrated Digital Strategies: PR is no longer just about press coverage; it?ÇÖs about complete digital engagement. I incorporate content marketing, influencer collaborations, and multimedia storytelling into my strategies.Diversity & Inclusivity: Representation in media matters more than ever. I ensure PR campaigns are inclusive and reflective of diverse audience needs.

In this exclusive interview with Adgully Middle East, Tanya Chaudhary, Sr. Communications Manager at BPG Group, shares her compelling story of transitioning from India to Dubai, the inspirations behind her global PR career, and the principles that have shaped her impactful work in storytelling and reputation building. She also offers valuable insights into the unique challenges and opportunities for women leaders in the industry and the evolving dynamics of communications in the GCC region. With over 14 years of experience across diverse markets and sectors, Tanya discusses her approach to crafting impactful narratives, building trust, and navigating the complexities of the modern PR landscape, including the role of content and AI.From India to Dubai ?Çô what inspired your global journey in PR, and how has your experience across diverse markets shaped your communications strategy today?The move from India to Dubai was driven by a desire to gain inroads into the global arena, one that challenges you to think cross-culturally but remain rooted in strong local insight. Having worked with many different brands and sectors in India, I have led teams and scaled communications for clients, physically and remotely across the APAC and GCC regions. Dubai seemed the natural next step to further broaden my perspectives, especially given how rapidly the communications landscape is evolving. Operating in such disparate markets has taught me to blend emotion-led storytelling with fact-led analysis, ensuring that strategies are both culturally relevant and universally applicable.With over 14 years in PR and corporate communications, what core values or principles have consistently guided your storytelling and reputation-building efforts?Authenticity, and alignment have been my north stars. Whether I'm developing a thought leadership platform or managing a crisis response, I'm dedicated to building stories that are authentic, responsive to changing dynamics, and aligned with a brand's long-term business outcome. Relationship-building is also a huge component of it, both with media and internal stakeholders. It's that human touch that ultimately drives reputational equity.As a woman leader in the communications industry, what unique challenges or opportunities have you encountered, especially in traditionally male-dominated sectors like finance, auto, and logistics? And what makes the UAE different or unique in this aspect?While public relations as a profession has always welcomed strong female voices, sectors like finance, auto, and logistics can still present layered challenges when it comes to leadership presence and strategic decision-making. Navigating these industries has taught me the value of inclusive thinking, a quality that resonates across geographies. Both India and the UAE have shaped my leadership in profound ways. In India, I was able to build long-term client relationships, lead high-performing teams, and manage end-to-end mandates for legacy brands. The UAE, however, offers a unique ecosystem, a vibrant, future-focused, and driven by a strong national agenda for diversity and innovation. I've had the chance here to be part of transformation narratives in sectors like retail and tourism, where women leaders are actively encouraged. What connects both markets is the growing appetite for strategic communications that go beyond PR into reputation architecture ?Çö and as a woman, that's a space I?ÇÖm proud to contribute to, across any region.At BPG Group, what are some key strategic communications mandates you?ÇÖre excited about? How does the GCC region differ in its PR dynamics compared to markets like India or APAC?At BPG Group, I'm most excited about briefs that allow me to merge storytelling and strategic content development. I work closely on communications for Dubai Business Events, BurJuman, and Sony MEA, where briefs encompass reputation management, brand awareness, and content that effectively engages local and international audiences. A lot of my role here involves driving editorial and content strategy, developing messaging frameworks, crafting narratives, charting out content calendars, and informing thought leadership across digital and traditional channels. The GCC stands alone in its pace and aspiration. Communications herein go beyond media relations - they are perception-shaping, supportive of national agendas, and aspiration-building via integrated narrative. Comparisons with India or APAC are less apt; but it focuses more on bilingual content, strategic alignment with cultural sensitivity, and influencer-led amplification. That said, my foundational years in India of managing P&Ls, leading teams, and driving campaigns for brands like Cargill, Hamdard, and Booking.com have equipped me with the agility and scale-based thinking that complement the precision and legacy-building approach often seen in the GCC. It?ÇÖs this cross-market perspective that I bring to every mandate. You?ÇÖve worked across sectors from FMCG and real estate to ITES and hospitality?Çöhow do you tailor your communication strategy to ensure brand relevance and resonance across such varied industries?The foundation is always the same: understand the audience, then reverse-engineer the message. I invest time in decoding not just the brand, but also the behaviours and sentiments of its target market and audience. For example, a B2B tech brand needs credibility and insight-led positioning, but a lifestyle or property brand exists on aspiration and visual storytelling. Changes in sector demand varying content formats, tones, and platforms?Çöbut the thread of authenticity remains the same.In the age of always-on media and rising stakeholder expectations, what role does content strategy and development play in building long-term brand trust? And how do you view AI?ÇÖs role in the way PR functions in the times to come?Content is no longer king, it?ÇÖs the kingdom. Long-term trust is built through consistency, clarity, and value-driven purpose-based storytelling. As stakeholder demands rise, brands must go beyond campaigns and build content ecosystems that address multiple touchpoints, whether in customer experience (CX) or environmental, social, and governance (ESG) initiatives. AI, to me, is both a tool and a partner. While it can optimize research, media monitoring, and content generation, the human lens will remain irreplaceable when it comes to strategy, emotional intelligence, and cultural resonance.What advice would you give to young professionals?Çöespecially women?Çölooking to build a long-term, impactful career in PR and corporate communications?Claim your story. PR is about speaking up for others, but don't forget to speak up for yourself. Be inquisitive, pose thoughtful questions, and conquer both strategy and delivery. For women specifically, I would advise: never let the room take the sting out of your ambition. The industry can benefit from more women leaders who lead with empathy, strength, and vision. Keep learning, communicate with intent, and always trust your intuition.

We currently live in a hyper-digital world where online reputation management is a significant component of brand strategy. With the coming of the cancel culture, even a single mistake, irrespective of the fact whether it?ÇÖs intentional or not, can blow up into an actual crisis, causing substantial harm to the individual or the company?ÇÖs reputation. In my role as a brand strategist and communication and public relations expert with over a decade of experience, I have witnessed the charm of strategic storytelling and media engagement. The way people accept you online is far more important than just having a good reputation but also being agile, true to yourself and having the capacity of self-recovery. Understanding Cancel Culture and Its ImpactThe idea of the cancel culture is not just about holding individuals and businesses responsible, but is also very significant in today?ÇÖs age. Lately, customers demand truthfulness, ethical behaviour, and inclusivity from businesses. Social media is one of the most powerful tools for curating instant news, which can provoke a quick reaction and at the same time result in both appreciation and criticism. This is why companies and individuals have to weigh what they publish online carefully. A single negative tweet, a piece of incendiary content from the past, or a statement that is misinterpreted can lead to a situation. They enable the loss of customer trust, lost business opportunities, and as a result, money loss. Reputation is not just an issue for big business corporations, but it is also quite important for startups and small companies to find their place in the market as soon as possible. They need to protect it proactively. From my experience in the media industry, I have learned that adaptability and customer satisfaction are indispensable to maintaining a brand?ÇÖs good image, especially during difficult times. Building a Resilient Online Reputation1. Establish a Strong Digital Presence: Maintaining a consistent and appealing online presence across different platforms like social media, website, or media publications helps in shaping the public perception. By actively creating content which aligns with the company?ÇÖs values, businesses will be able to control the narrative before a crisis arises.   2. Authentic Storytelling: As the CEO of The Pen Project, I focus on crafting authentic brand narratives that resonate with the audience. When a brand?ÇÖs key messaging is built on genuine values and purpose-driven content, it becomes quite difficult for negative press to overshadow the years of positive impact. 3. Proactive Crisis Communication: Waiting until a crisis occurs to engage in damage control is a fatal mistake. Having a robust crisis management plan should include scenario mapping, pre-approved  to engage in damage control is a fatal mistake. A robust crisis management plan should include scenario mapping, pre-approved communication strategies, and designated spokespeople to ensure a swift and coordinated response.4. Engaging with Critics: Thoughtfully, cancel culture's strength is in inflaming emotions. If you react with a defensive or disrespectful tone, it will make matters worse. The much-needed change is for businesses to address the problems, if any, and implement a plan of action to show their commitment to society. An organized public relations plan is the basis for communication that is not only respectful but also problem-solving.5. Leverage Media Relationships: Building strong ties with media networks can be extremely valuable. I was able to assist my clients in appearing in top magazines such as Forbes, Vogue, and CNBC TV18. Good media coverage can go a long way in balancing the bad press, thereby giving a clearer picture of a brand's impact.6. Consistent Community Engagement: Consumers appreciate brands that listen and evolve based on feedback. Actively engaging with audiences through social media, events, and CSR initiatives fosters goodwill and strengthens brand loyalty. A brand with a strong community backing is less likely to be completely ?Ç£canceled.?Ç¥Turning Crisis into OpportunityAn affiliation with media outlets can be incredibly beneficial. I have managed to get clients' works published in some of the most important media.The positive coverage of the media can help to neutralize the negative one and show a more complete picture of the brand?ÇÖs contribution.Despite the challenges, cancel culture brings, it is also a platform for brands to self-reflect, evolve, and foster a stronger connection with their audience. When brands are open and accountable, what looks like potential difficulties can be turned into defining moments in their journey to success. The very core of The Pen Project has always been that through my work, I could basically encourage businesses, particularly the majority of which are startups and SMEs by putting them in the right position to tell their stories. In a time when one minute?ÇÖs brand is the next minute?ÇÖs liability, the companies that will remain are those that are adaptive, ethical and genuinely dedicated to making a difference.ConclusionIn today?ÇÖs digital age, online reputation needs to be managed with foresight, flexibility, and strategic narrative. As a business owner and communications specialist, I feel that it is vital for companies to not just defend their reputation but also to shape it through engaging narratives. Cancel culture is not just a challenge but also an invitation for brands to take responsibility, transparency and alignment with their audience. The future of online reputation management lies in proactive reputation building, ethical brand positioning, and resilient communication strategies. By adopting these principles, companies will be able not only to survive the digital scrutiny but thrive and become stronger and more engaged with their audiences. 

Ellerton & Co., a premier public relations agency with a sharp focus on Greater Southeast Asia, has appointed Adam Goulston as Strategic Advisor for its Japan market initiatives. A seasoned expat, entrepreneur, and expert in marketing and localization with over 25 years of experience, Goulston will serve as a vital cultural bridge?Çöhelping Japanese brands navigate and connect authentically with diverse Southeast Asian markets. With his deep-rooted knowledge of Japanese business practices and regional nuances, he is poised to guide Ellerton?ÇÖs clients toward meaningful cross-cultural engagement and localized growth strategies.In this interview, Goulston shares insights on how Japanese brands are evolving to better resonate with culturally diverse Southeast Asian consumers. He highlights the importance of moving beyond a one-size-fits-all strategy, emphasizing hyper-localization, cultural sensitivity, and strategic partnerships. Drawing on examples like Uniqlo's collaboration with Indian designers and AEON's tailored offerings in Vietnam, he illustrates how thoughtful localization is key to building lasting brand relevance in emerging markets.With over 25 years in marketing, localization, and digital strategy, how do you see Japanese brands evolving to appeal to Southeast Asian consumers, particularly in culturally diverse markets like Indonesia, Vietnam, and India?Japanese brands increasingly recognize the need to move beyond a one-size-fits-all approach when entering culturally diverse markets like India, Indonesia, and Vietnam. "Made in Japan" connotes quality, and Japanese goods are widely respected. But still, with more local offerings and greater competition, it's not enough. Success hinges on deep cultural engagement and localization strategies that resonate with local consumers. In some cases, companies are smartly partnering with locally established names. Companies like Uniqlo (under its parent Fast Retailing), Sapporo, and Suzuki (Maruti Suzuki in India) are strong examples.Uniqlo didn't just open Japan-style stores in India; it collaborated with Indian designer Rina Singh to create a kurta collection, blending Japanese minimalism with traditional Indian attire. The "Uniqlo in My Hub" initiative further demonstrated a commitment to community engagement by involving local professionals in store launches. Fast Retailing President Tadashi Yanai is brilliant in this area.In Vietnam, Japanese retailers like AEON have expanded their presence by offering a mix of Japanese and local products, catering to the growing middle class's demand for high-quality goods. AEON's strategy includes localizing food products by offering Vietnamese-style dishes prepared with Japanese techniques and ingredients.These examples are brick-and-mortar, as they're easier to envision. There are examples in the knowledge economy as well, and they're equally adroit and understated. But I wish there were more.I want to see Japanese companies be more assertive in flying the Japanese flag and tooting their own horn, even if it's not the Japanese way. That's a big reason why I set up my own Japan-based company, MacroLingo LLC, and why I'm partnering with Ellerton & Co. ?Çô they have teams on the ground in these markets, and they understand the cultural landscape and have deep connections with the media from Vietnam and Singapore to the Philippines and Indonesia. This is essential because Asia comprises many diverse countries. Each requires a tailored approach.Your role at Ellerton & Co. places you at the crossroads of Southeast Asia and Japan. What do you see as the biggest opportunities and challenges when Japanese companies expand into these fast-growing regional markets?The sky's the limit, as long as Japanese companies board the rocket with us. This role with Ellerton & Co. is great because I already spend a lot of time in Southeast Asia and work with Japanese companies working to succeed in the region. Meanwhile, Ellerton & Co. is Singapore-based yet with teams on the ground in Indonesia, Vietnam, the Philippines, Thailand, and Malaysia, well-connected, and can quickly gain exposure for its clients. Markets like Indonesia, Vietnam, and India have young, growing populations that respect Japanese quality, innovation, coolness, and cuteness (the kawaii factor). Japan?ÇÖs reputation for precision, reliability, and design already opens doors.Speed and agility are particular challenges. These markets move fast, and business expectations change quickly. Japan?ÇÖs traditional strength in stability can be a weakness if companies move too slowly and insist on refining to perfection before entry. They need to roll out the MVP, move faster, break more things, and be willing to adapt on the fly.Another challenge is localization. Full localization is not just about language. It is about product design, service models, and communication styles that match local needs. That's always been my personal mission in Japan ?Çô whether I'm working with companies, entrepreneurs, or even scientific researchers. It?ÇÖs also what Ellerton & Co. excels at, having worked with many major Japanese companies in Asia, refining their messaging to suit the particular market, getting exposure in the right places to reach the right target audience.Daikin is a good model to follow. It invests heavily in local production, R&D, and hiring across Southeast Asia. It doesn't just sell Japanese products abroad; it creates solutions built for tropical climates and the real needs of local businesses.The opportunity is there, and the trust is there. Japanese companies that move fast, localize completely, and match the energy of young markets will succeed. Slow movers and those that insist on perfection will lose ground fast or not even make it to the starting line.You?ÇÖve emphasized the importance of ?Ç£interpretation?Ç¥ over ?Ç£translation.?Ç¥ Could you share an example where cultural interpretation made a significant impact in a brand?ÇÖs success abroad?By definition, "translation" is the process of converting one language to another, word-for-word (and we can apply it to visual media, too). That's fine for legal documents and things where accuracy is the aim, but it's wholly inadequate for sales, marketing, branding, etc. Yet that's exactly what many Japanese companies do.Rather than "interpretation," I'd use "localization," and by that, I mean adjusting every aspect of the communication (words, images, voice, and all media) to the necessary degree while maintaining the original intent and appeal. This process can be based on the source language as a key reference, but the source language must not dictate the message that's delivered in another market. If you do that, it's simply translation. That's too simple and it usually fails. Different cultures have different lenses.One Japanese client I worked with, a beauty product with a strong Japanese identity, wanted to localize its branding overseas. I needed to maintain and communicate the key Japanese elements ?Çô the elegance, simple beauty, refined aesthetic, and the brand's roots in Japanese symbols and history ?Çô for foreign readers and viewers. That meant knowing how the Japanese side saw things and how the foreign side would interpret them. This approach to full localization can't resort to cliches and certainly can't be a direct "translation," because many aspects that Japanese readers instinctively intuit are lost on non-Japanese. In this case, the localization went over very well, which was cool, because the products are gorgeous.Southeast Asia is becoming a key outbound market for global businesses. How can Japanese companies better position themselves to not only enter these markets but become deeply relevant within them?Japanese companies are already deeply relevant in Southeast Asia in many sectors. Brands like Toyota, Honda, Uniqlo, Muji, Daiso, Mitsukoshi, Isetan, and Hitachi have gained a foothold in some very different areas. I see them all over the region, and they're consistently strong and localized. Construction, shipping, and engineering firms are also well-respected.But the next wave is about knowledge. Software, biomedical, AI, and R&D are the sectors where Japanese companies can do much more. The opportunities are wide open. There?ÇÖs a Japanese enterprise SaaS company that Ellerton & Co. and I have worked on together for several years. We?ÇÖve seen and helped them grow into multiple Asian markets, crafting their go-to-market messaging and raising awareness of their successes in Singapore, the Philippines, Malaysia and elsewhere. We?ÇÖve seen the power of communications work firsthand.Japanese companies need to rethink their positioning to become deeply relevant. First, invest in real public relations, not just announcements. Tell stories about your innovation, your mission, and your people. Understand Japan's appeal in these markets and communicate it. Make your brand human while conveying your unique appeal.Second, again, adapt and localize. Japanese brands sometimes think the product speaks for itself and can only be delivered one way, the best way. That doesn't always work. How did matcha come to be so widely loved not only in Southeast Asia but around the world? In its true form, matcha is a strong and quite bitter form of green tea. The solution ?Çô add sugar! Mix it with other foods! Use it in Kit Kats! Traditional Japanese thought (and actually my thought, too, being a matcha snob) might scoff at this ?Çô it's not the "right" way. But matcha's adaptability is the reason you see matcha-everything all over the place, and not just in tea ceremonies in Japan.Third, quite differently, and I'm putting on the MBA and development studies hats here ?Çô empower local leadership. Hire strong local teams, let them shape messaging, and give them real authority. Don't keep sending over expats who can't speak the language and don't deeply know the culture. Local ownership builds loyalty and ensures that brands move at the speed of the market.What unique advantages does your Osaka-based firm, MacroLingo, bring to the table when advising global brands eyeing Japan, and how does that complement your strategic advisory role at Ellerton & Co.?More so, MacroLingo helps Japanese companies go global rather vs. guiding global companies on Japan entry. We take Japanese innovation and expertise and communicate it in a voice the world understands, and to achieve specific business objectives. We do this at a boutique level, for limited clients and with a great deal of personal attention. I created this approach because I saw far too many Japanese companies simply using translation services or attempting to do global marketing in-house by directly translating Japanese messaging. As many of our clients are smaller firms and startups, part of our mission is to educate these clients that translation is not enough and then to prove the results of comprehensive localization.We do this by combining my background in business, science, and journalism with a network of expert creatives. We restructure messaging, refine brand voice, and ensure content is globally accessible and is culturally respectful and impactful. Our work covers scientific, technical, and high-value B2B fields where clarity and credibility are essential. We also can't overlook the importance of modern ways consumers discover brands ?Çô social media, short-form video, generative AI, and more. We apply sound SEO principles, such as EAT, in everything we write and create, to ensure that AI-based search finds our clients. And we monitor social media trends in different countries. These aspects matter so very much.MacroLingo?ÇÖs work gives me insight into what global markets expect, I know how Japanese companies think internally, and I can offer insight on what catches consumers' eyes in Japan and abroad. At Ellerton & Co., this experience gives me a strong base for advising Japanese brands that want to succeed in Southeast Asia or companies entering Japan. In combining our strengths, we understand how Japanese companies think internally and how Southeast Asian markets receive external messaging. That ability to bridge these two perspectives is how we can help Japanese brands enter and compete in new markets in a way they may not have even considered.In an increasingly digital-first world, how can storytelling and content localization be leveraged to cut through the noise and connect Japanese innovation with Southeast Asian aspirations?In a digital-first world, storytelling and localization are mandatory if Japanese brands want their offerings to align with Southeast and South Asian aspirations.It's not just about showing product features or promoting Japan-made quality. It's about understanding the ambitions of these young, fast-moving markets and speaking directly to them. Localization must go beyond translation. It means adjusting the voice, structure, examples, and even emotional appeal, while still maintaining the heart of Japanese innovation.An example is Shiseido Thailand. In 2024, it appointed Thai actor Win Metawin as the first-ever Friend of Shiseido Southeast Asia. The company connected Japanese beauty and heritage with a local figure whom people admire, using regional social platforms and short-form video to spread the story. That's real localization, not surface-level. And it sure as heck isn't just translation. Not all companies have Shiseido's budget and brand recognition, but they can emulate these successes at a more micro level. Actually, it's a lot of fun to think about and makes my job and this connection with Ellerton & Co. so exciting.At MacroLingo, we use storytelling shaped by proper SEO, geo-targeting, and a mobile-first approach. We pay attention to how people search, watch, and interact on platforms like TikTok, Line, WhatsApp, LinkedIn, and Facebook, depending on the country and the people. We work a lot with academia, and some might be surprised that even PhD researchers are normal people who congregate and consume on apps and in online communities. AI tools help us map trends and structure content faster, but the heart of the work is always human ?Çô matching message to aspiration, not just spitting out generic content no one wants to read, let alone engage with.Southeast Asia is mobile, fast, and emotional. Brands that embrace that will win. Ellerton & Co., with its insight, connections, and speed, is in a great position to make this happen. Together with Ellerton & Co., I hope to make this happen for more Japanese companies and even for companies entering Japan.

With over two decades of experience spanning both agency and client-side roles, Gita Ghaemmaghami, Leader, Communications & PR, LIXIL IMEA, has navigated the dynamic world of corporate communications with strategic insight and creative flair. From leading award-winning campaigns to spearheading regional storytelling across culturally diverse markets, her journey reflects the evolving role of communication in building brand equity and business value. In this conversation, Gita Ghaemmaghami shares key milestones that shaped their approach, lessons from high-impact campaigns, and their perspective on the future of communication leadership in a rapidly changing landscape.Your career spans over 20 years across diverse sectors, from client-side roles to agency leadership. What pivotal moments or experiences shaped your approach to corporate communication and branding?I've had the privilege of working across the full spectrum of communications from agency to client-side and now leading regional efforts. A pivotal moment for me was moving from the agility of agency life to a leadership role on the client side at Sony Mobile. That transition sharpened my understanding of how communications directly influence brand equity, commercial goals, and internal alignment. More recently, my current role leading PR and Communications at GROHE across IMEA (India & Subcontinent, Middle East and Africa) has deepened my appreciation for localized storytelling. Communicating across such a culturally and economically diverse region has reinforced the importance of relevance, consistency, and empathy in brand messaging.You have led and implemented highly successful, award-winning campaigns. Can you share a campaign that was particularly challenging yet rewarding, and what key takeaways you gained from that experience?One campaign that stands out was the regional launch of Xperia smartphones across the Middle East and Africa. It involved managing a fully integrated 360?? communications strategy across seven key markets, multiple agencies, and stakeholders on a tight timeline. The complexity was high, but so were the rewards - a 30% uplift in brand awareness and an increase in brand preference. It was a testament to how cross-functional coordination, tailored messaging, and strategic influencer engagement can work in harmony. The key takeaway for me was that planning is vital, but agility and cultural sensitivity are what drive success in regional campaigns.With over 20 years in corporate communication and PR, how do you see the role of communication leaders evolving in the next five years?Communication leaders are no longer just message crafters; they're becoming strategic advisors at the leadership table. In the next five years, I see the role expanding into areas like stakeholder engagement, ESG communications, and employee advocacy, all while navigating an increasingly polarized media environment. The ability to manage complex reputational issues, lead with transparency, and connect emotionally with audiences internally and externally will define the next generation of communications leadership.In an era where data-driven decisions dominate, how do you strike a balance between creativity and analytics in crafting compelling brand narratives?Creativity and data should work in tandem. Data tells us what resonates and with whom, while creativity gives the story life and emotional weight. At GROHE brand part of LIXIL, we use insights to shape the foundation of our narratives, audience behavior, platform trends, and sentiment analysis; however, the story is brought to life through human connection. That?ÇÖs the part data can?ÇÖt replicate. It's the emotional thread that builds trust, drives engagement, and ultimately influences perception.What key strategies have you found most effective in handling crisis communication, especially with the rapid spread of misinformation on social media?Preparation is key. We maintain a detailed crisis management framework that includes scenario planning, rapid response guidelines, and media training for senior leaders. In today?ÇÖs fast-moving digital environment, timing is everything; misinformation spreads quickly, so a clear, consistent, and timely response is essential. We?ÇÖve also found that direct engagement on social media platforms, where appropriate, combined with proactive communication across trusted channels, helps mitigate reputational risk effectively.With the rise of AI, influencer marketing, and social media, how do you see the traditional PR model adapting to stay relevant and impactful?Traditional PR is evolving, no longer confined to press releases and media relations. Today, it's about creating meaningful, multi-touchpoint engagement. AI is helping us analyze sentiment and personalize content, while influencer marketing allows for more authentic, peer-to-peer communication. What keeps PR impactful is its foundation in trust and credibility. The future belongs to professionals who can integrate data, technology, and creativity while keeping storytelling at the core.What advice would you give to aspiring communication professionals who want to build a strong, future-proof career in PR and branding?Be endlessly curious and stay adaptable. Learn beyond your immediate role, understand data, trends, culture, and tech. But never lose sight of the fundamentals - clarity, empathy, and strategic thinking. Build relationships, not just contacts. And remember, while tools and channels may change, the ability to craft a story that moves people, that's your superpower.

By Sonali Ramaiya, Founder of Roarrr Media & Public RelationsRanveer Allahbadia?ÇÖs response is a classic example of crisis management- acknowledging the backlash, expressing gratitude, and promising betterment. While this is a strong first step, public sentiment doesn?ÇÖt shift overnight. Rebuilding trust requires long-term consistency in both content and conduct. His commitment to improving his work is the right approach, but the audience will judge him based on his future actions, not just this statement. PR isn?ÇÖt about damage control alone?Çöit?ÇÖs about ensuring your brand evolves in a way that makes criticism obsolete.However, his first apology, which was an emotional outburst, should have been as well thought out as this one. In moments of crisis, the right words matter. A rushed response can deepen the damage instead of controlling it. Going forward, PR will play a crucial role in shaping every public appearance, every statement, and every piece of content that goes out in the media. Even the individuals influencing public opinion on this issue will have carefully crafted narratives, weighing every possible reaction.This is no longer just about Ranveer?Çöit?ÇÖs a defining moment in digital-era crisis communication. Every move from here will be studied, making this one of the most remarkable case studies in PR history!DISCLAIMER: The views expressed are solely of the author and theprpost.com does not necessarily subscribe to it.

Authored by Ganapathy Viswanathan, Independent Communication Consultant and Chief Mentor Roarrr Media and Public Relations.The power of digital in every sphere of life is changing the way we are interacting and the way we are consuming content. Today, you need to generate fresh and interesting content to keep your target audience engaged. With the internet growth happening at a rapid pace, the power of digital has further enhanced the need for brands to be more engaging and interactive. Also, the growth of internet has also helped brands to now reach the smallest of the towns pan India.Digital PR is transforming the way brands and individuals communicate with their audiences. Unlike traditional PR, which relies on print media, television, and radio, digital PR leverages online platforms, social media, and search engines to build and manage reputations. The shift to digital has made PR more measurable, accessible, and interactive, allowing brands to engage directly with their audiences in real-time.Brands are Geared Up to Digital in PR TodayBrands have recognized the shift in consumer behaviour and are leveraging digital platforms to enhance their PR strategies. Social media, influencer marketing, search engine optimization (SEO), and content marketing have become integral to PR campaigns. Companies are now focusing on real-time engagement, data-driven storytelling, and multimedia content (such as videos, podcasts, and interactive infographics) to keep their audiences engaged. Many brands are also utilizing artificial intelligence (AI) and data analytics to track audience sentiments and optimize their communication strategies accordingly.Challenges in Digital For PRWhile digital PR offers immense opportunities, it also presents challenges. The fast-paced nature of digital media means brands must be constantly active and ready to respond to crises in real-time. Misinformation and fake news can spread rapidly, potentially damaging a brand?ÇÖs reputation. Managing online reputation, handling negative feedback, and ensuring credibility in the age of viral content are crucial challenges. Moreover, with so many digital platforms available, brands must tailor their messaging for different audiences while maintaining a consistent brand voice.Can Digital Be More Effective Than Traditional Media?Digital PR is proving to be more effective in many ways due to its measurable outcomes and wider reach. Unlike traditional media, which often relies on one-way communication, digital platforms allow for two-way interaction, enabling brands to directly engage with their audience. Additionally, digital PR is cost-effective and provides real-time analytics, helping brands refine their strategies based on performance metrics. However, traditional media still holds credibility, particularly in certain demographics and industries, making an integrated approach the most effective PR strategy.Nurturing and Training Talent in the Digital eraPR agencies are rapidly adapting to the digital landscape by upskilling their teams in digital marketing, social media management, and data analysis. Many agencies are offering in-house training programs, workshops, and certifications to keep their employees updated on the latest trends and tools in digital PR. The rise of AI and automation in PR has also led agencies to focus on analytical and strategic thinking, ensuring their teams can interpret data effectively and create compelling narratives. Additionally, agencies are investing in hiring digital-native professionals who understand the nuances of digital communication.Digital and its growth in next 10 yearsThe future of digital PR is expected to be even more dynamic and data-driven. With the increasing role of AI, PR strategies will become more predictive, helping brands anticipate crises and trends before they happen. The use of immersive technologies such as augmented reality (AR) and virtual reality (VR) will redefine brand storytelling, making PR campaigns more engaging. Additionally, decentralized platforms and blockchain technology might enhance transparency in digital PR, combating misinformation and improving trust. As digital ecosystems evolve, personalization and hyper-targeting will play a key role in how brands communicate with their audiences.To summarise, digital PR is revolutionizing how brands connect with their audiences. While it brings challenges, it also offers unprecedented opportunities for engagement, storytelling, and brand-building. By embracing innovation and staying adaptable, brands and PR professionals can harness the true power of digital to shape public perception and drive meaningful conversations.

The advent of artificial intelligence (AI) has ushered in a transformative era for the public relations (PR) industry. As the founder of Roarrr Media & Public Relations, my journey from IT and Tech PR to witnessing AI's profound impact offers a unique perspective on this evolution.The Dawn of AI in PRSeveral years ago, roles such as content writers and graphic designers were indispensable in crafting narratives and visuals for clients. The introduction of AI platforms like ChatGPT marked a pivotal moment, akin to unearthing a hidden treasure trove of possibilities. Tasks that once demanded hours of meticulous effort could now be accomplished in mere minutes, revolutionizing our workflows.Enhancing EfficiencyAI's integration into PR has streamlined numerous processes. From drafting articles to creating presentations, AI tools have enabled agencies to handle increased workloads with enhanced efficiency. Notably, 64% of PR professionals utilize AI for writing social copy, 58% for research, and 54% for crafting pitches. This acceleration allows for a more agile response to client needs and market demands.Challenges to CreativityHowever, this technological boon is not without its challenges. There is a growing concern that reliance on AI may impede creativity and constrain original thought processes. The human mind's capacity for empathy, intuition, and nuanced understanding remains irreplaceable. Moreover, crafting effective AI prompts necessitates a deep understanding of content creation, underscoring the enduring value of human expertise.Client Dynamics and Content AuthenticityAn emerging trend is clients leveraging AI tools to generate inputs, which are then passed on to PR professionals. While AI can assist in drafting content, media outlets seek genuine insights and expertise from industry players. This shift risks sidelining originality and real-time ideas, as AI-generated content may lack the depth and authenticity that human experiences and perspectives provide.Statistical InsightsThe PR industry's relationship with AI is multifaceted. A significant 86% of communications professionals globally view AI as an opportunity rather than a risk. Yet, more than 75% of agencies, brands, and independent consultancies have not adapted their approach to AI, indicating a gap between recognition and implementation.The Path ForwardAs AI continues to evolve, it is imperative for future generations of publicists to harmonize technological advancements with creative prowess. Embracing AI should not come at the expense of human ingenuity. Instead, it should serve as a catalyst for innovation, enabling PR professionals to focus on strategic thinking, relationship building, and crafting compelling narratives that resonate on a human level.AI's impact on the PR industry is profound, offering both opportunities and challenges. By balancing the efficiencies of AI with the irreplaceable qualities of human creativity and insight, the PR industry can navigate this technological landscape while preserving the essence of authentic communication.

Public Relations has entered a bold new era. No longer just a back-office function, it has transformed into a strategic powerhouse shaping brand reputation and influence. Companies and leaders now see PR not as an afterthought, but as an essential force driving credibility, trust, and long-term success.The industry has undergone a radical shift with the rise of social media, fundamentally transforming PR strategies. Influencers now play a crucial role in shaping consumer perceptions and engagement. PR is no longer confined to securing media visibility; it has expanded into a dynamic, results-driven discipline focused on meaningful interactions and measurable outcomes.With a younger, more digitally savvy audience emerging, PR professionals face new challenges. Brands and practitioners must be more agile, data-driven, and proactive in crafting business solutions that resonate with their audience. The future of PR lies in adaptability, authenticity, and strategic storytelling that builds lasting trust and impact.In our exclusive weekly column, PR Conversation, Adgully interacts with leading business leaders to gain their exclusive views and insights on various trends in the PR and communications industry.In an exclusive conversation with Adgully, Bhavna Singh, VP - Corporate Communications, Bharat Serums & Vaccines, discusses her extensive experience in pharmaceutical communications. She delves into the approach to reputation management in an industry often under intense scrutiny, the evolving role of corporate communications in the healthcare and pharma sector post-pandemic, and how Bharat Serums & Vaccines (BSV) integrates patient-centric messaging into its communication strategy. She also explores the balance between regulatory compliance and proactive corporate storytelling in the pharma industry, as well as the increasing collaboration between public and private stakeholders.With your extensive experience in pharmaceutical communications, how do you approach reputation management in an industry that is often under intense scrutiny?In an industry such as pharma that focuses on serving, improving and saving lives, trust is an imperative. Our patients, our KOLs need to trust us. Trust in turn drives reputation. As a communicator and a custodian of reputation, all our initiatives are patient centric and driven by Trust. Integrity, Trust and Reputation are not buzz words. In our industry we need to live them.During your tenure at OPPI, you led several award-winning campaigns. Could you share insights on one campaign that had a lasting impact on public perception?Two campaigns in OPPI stand out: A campaign around Science ?Çô ?ÇÿIn Science we Trust?ÇÖ ?Çô a comprehensive coffee table book that demonstrated the power of scientific research in treating several unmet medical needs with a glimpse of the future innovative treatments that can improve lives of many. The coffee table book also curated success stories of start-ups and innovators and conversations with scientists and researchers. The colours, the texture of the paper, the entire look and experience of the book aimed to give a face to science and scientists who have made some life changing phenomenal contributions in the field of medicine. ?ÇÿIn Science we Trust?ÇÖ received recognition, globally as well as in India and took us to Cannes Lions.Another award winning campaign was the Red Line Campaign that promoted the rational use of antibiotics and this was called Lal Lakeer in Hindi. The basic concept was that every consumer should be mindful when he/ she consumes an antibiotic ?Çô every antibiotic strip has a red line on it and the moment people see it they need to be cautious and mindful and rationally use antibiotics. The Red line/ Lal Lakeer campaign was featured in the London Science Museum as part of the AMR awareness week and was acknowledged as an effective awareness campaign.How has the role of corporate communications evolved in the healthcare and pharma sector, especially post-pandemic?Most often healthcare communications is about driving awareness and bringing about a change in behaviour. This can happen when messages are reiterated, and messages are relatable as well as reliable. All of us, our families, are consumers of healthcare. Healthcare is as much personal as it is emotional- and responsible healthcare communication is key. We need to communicate the right messages in the right manner.You?ÇÖve worked extensively on patient advocacy communication. How does Bharat Serums & Vaccines (BSV) integrate patient-centric messaging into its communication strategy?When we draft a patient centric communication, as the word suggests, patience is the key. BSV is one of the few women?ÇÖs health focused companies that delivers science- driven, innovative treatments for several reproductive health challenges in women. We are proud of our first of its kind patented treatment that addresses a rare condition of Rh incompatibility, for instance. A Rh negative mother giving birth to a Rh positive baby has serious implications to the health of the newborn. We have a Rh immunoglobulin that when administered to the mother helps to neutralise this incompatibility in such conditions. But the biggest challenge in India, especially rural India, is the lack of awareness on blood typing ?Çô many women do not know or are unaware of their blood group. This critical insight continues to be our main communication theme and we are taking efforts at district and panchayat levels, working with State Governments and building communication campaigns in regional languages encouraging women to know their blood groups.Access to healthcare for women is yet another critical area that we integrate into our patient-centred communication strategies. As a leading women's health company, BSV encourages women to invest in their own health. Historically it is said that 1 out of every 2 men have access to healthcare, while only 1 out of every 5 women have access to healthcare. We strive to drive more accessibility that is not gender biased but gender agnostic and we do that through awareness campaigns that speak to women of all ages and cater to women from menarche to menopause.Research is in our DNA and our storytelling focuses on the research-driven treatments that we bring to our patients that help save and improve their lives. We are proud to innovate in India, making in India for India and the world. And, science remains our hero in our communication.As a company we are hugely focused on quality being integral to the product and, therefore, aspects of efficacy and patient safety drive our patient-centred communication at BSV. We focus on good manufacturing practices as well as good storage practices and, of course, good quality standards, that strengthen our narrative of bringing best-in-class products to our patients.From a public affairs perspective, how do you see the balance between regulatory compliance and proactive corporate storytelling in the pharma industry?Compliance in pharma is mandatory. In an industry dealing with lives, compliance and responsible storytelling go hand-in-hand. Messages need to be relevant and relatable and factual.As a woman leader in a male-dominated sector, what challenges have you faced in your career, and how have you navigated them?I am fortunate to be surrounded by colleagues who have always guided me, without wearing the gender lens. My supervisors have never spared me because I was the only woman in a team. I have been treated as an equal.Looking back, there have been several learnings throughout my 25+ years of professional journey and most of the time I feel that empathy and mindfulness are very critical when we encourage diversity in a team and weave it in an organisation.Pharma companies often face crisis situations related to product safety or regulatory issues. Can you share a crisis communication strategy that worked effectively?Like I said earlier, honest and truthful responsible communication is the key in an industry that is driven by trust and reputation. This is not a crisis communication strategy, but an imperative to ensure that patients and other stakeholders are aware of the safety, efficacy and quality of products that they consume.The pharma industry is seeing increased collaboration between public and private stakeholders. How do you see this shaping communications strategies?Today, consumers want to be empowered to make their choices and want to take charge of their own health. With this kind of prioritisation, storytelling needs to be factual, credible and compelling. Narratives are formed from intense social media listening and I see the importance of digital and AI in storytelling and reputation management as a critical component in shaping the future of healthcare communications. Simplifying science, sharing real world experiences add to making healthcare communications challenging yet gratifying as this is an industry that truly transforms people?ÇÖs lives and responsible communication is the key.Building awareness, driving disease management through patient groups and multi-stakeholders, creating healthcare subject matter experts who can demystify science and bring science to homes, and finally making the pharma industry an industry of choice where dedicated teams work towards delivering positive impact on human lives are fundamental pegs that is shaping the future of healthcare communications.

In this conversation, Abhinay Kumar Singh, the Founder and Managing Director of Adgcraft Communications, shares insights into the agency's remarkable growth from a two-member team to a 36+ member organization with multiple branches. He discusses the key strategies that have fueled Adgcraft's success, the unique challenges of tailoring PR for early-stage startups, and his leadership philosophy shaped by his commitment to social impact through the YPA Foundation. Abhinay also reflects on navigating challenging campaigns, adapting to diverse client needs, and the trends and technologies set to shape the future of public relations.What key strategies helped Adgcraft Communications grow from a 2-member team to a 36+ member agency with multiple branches?Our journey has been driven by a fundamental belief: "We?ÇÖll Get It Done." This isn?ÇÖt just a motto but a principle that guides every action, ensuring our promises to clients are non-negotiable.From the very beginning, our focus has been on deeply understanding our clients?ÇÖ unique challenges and goals. At Adgcraft, we don?ÇÖt just promote brands; we educate audiences. Through a structured four-month process, we use a combination of PR tools to inform and engage. Transparency, realistic promises, and regular feedback form the foundation of our client relationships, ensuring our strategies deliver meaningful and measurable results.Our team is the backbone of our success. I?ÇÖve prioritized creating a culture where every member feels empowered to learn, grow, and take ownership. What started with just four clients has now expanded to over 120 brands, a testament to our collective passion and dedication.Scaling, for us, has always been about consistency, nurturing relationships, and improving each day. With these values at our core, we?ÇÖre excited to continue this journey, staying true to what brought us here.How does PR contribute to the success of early-stage startups, and how does Adgcraft tailor its approach to them?Established companies often have internal communication teams and rely less on agencies. However, startups?Çökey drivers of India?ÇÖs journey to becoming a $5-trillion economy?Çölook to agencies like Adgcraft as their communication partners.Adgcraft?ÇÖs inception was rooted in the startup ecosystem. While startups secured funding and media attention, their stories often failed to resonate with their target audiences. We saw an opportunity to change that. By crafting narratives that reflect their vision, we help startups connect with the right people, amplifying their stories to achieve impactful results.Our approach is tailored and founder-centric. We take time to understand their journey, their brand?ÇÖs essence, and the challenges they face. As a communication partner, we bridge the gap between startups and their audiences, ensuring their stories are not just heard but remembered.What would you say is the most significant factor behind your success as a leader in the PR industry?Success is never a solo journey?Çöit?ÇÖs shaped by collaboration, learning, and perseverance. For me, the most significant factor has been the privilege of working with exceptional people: inspiring mentors, visionary clients, and a dedicated team.Having worked with over 100 startups?Çömany led by alumni of IITs and IIMs?ÇöI quickly recognized PR?ÇÖs critical role in fuelling growth and innovation. My experience in media and public relations over the last decade inspired me to establish Adgcraft Communications, bridging gaps in strategic communication for emerging businesses.Accolades like the Young Achiever Award 2024 and The Agency Head of the Year 2024 are not just personal milestones but a reflection of my team?ÇÖs hard work and commitment. True success lies in consistency, cultivating strong relationships, and relentlessly driving client success.Can you share a challenging PR campaign and how your team successfully navigated it?Every campaign is unique, shaped by the brand?ÇÖs vision and the hurdles along its journey. Challenges often arise when aligning the brand?ÇÖs story with its audience or managing unforeseen crises.One standout example is our work with CSB, where we brought to life ?Ç£The Kulhad Man of India,?Ç¥ a narrative that resonated nationally. Another campaign involved KlugKlug, where we addressed the sensitive issue of fake followers in influencer marketing, revealing through a report that two out of three followers of influencers are fake.Navigating such challenges requires agility, a deep understanding of the brand?ÇÖs essence, and innovative thinking. By staying grounded in the brand?ÇÖs mission and crafting tailored strategies, we ensure the message reaches the right people with the right impact.With a diverse clientele, from government projects to brands like Chai Sutta Bar and Mad Influence, how does Adgcraft adapt its PR strategies to meet unique client needs?Adapting PR strategies for a diverse client base is an art that combines listening, creativity, and precision. No two clients are the same, and neither are our approaches.Our process begins with a thorough understanding of the client?ÇÖs ecosystem?Çötheir goals, challenges, and target audience. Startups might benefit from influencer collaborations, while heritage brands may need community-driven campaigns. For government projects, the focus might be on awareness and public engagement.The rapid evolution of digital media also demands adaptability. We seamlessly integrate digital and social platforms into our strategies, ensuring our clients stay relevant and connected with their audiences. By tailoring our methods to align with each client?ÇÖs unique journey, we consistently deliver impactful results.How does your commitment to social impact through the YPA Foundation influence your leadership at Adgcraft Communications?The YPA Foundation, which has provided scholarships to 15,000 underprivileged students, is a reflection of my belief in the transformative power of education. Witnessing its impact, especially in rural areas, has profoundly influenced how I lead Adgcraft.Social impact isn?ÇÖt just an add-on; it?ÇÖs ingrained in our DNA. At Adgcraft, we operate with a sense of purpose?Çöchoosing campaigns, clients, and strategies that align with our values of uplifting communities and creating opportunities.For me, true success lies in making a difference. Whether it?ÇÖs empowering our team, helping clients achieve their vision, or giving back to society, these principles guide every decision I make.What trends and technologies do you believe will shape the future of PR, and how is Adgcraft preparing to stay ahead?The PR industry is undergoing a seismic shift, driven by advancements in AI, data analytics, and automation. These tools enable hyper-personalized communication and provide deeper audience insights.At Adgcraft, staying ahead means embracing these innovations while remaining adaptable to changes in audience behaviour and media consumption. From leveraging AI-powered crisis management tools to focusing on digital reputation building, we are aligning our strategies to meet the needs of an evolving landscape.Looking ahead to 2025, we see growth in areas like AI-driven storytelling and real-time reputation management, ensuring brands stay agile and relevant in an ever-changing world.