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 this interaction with Adgully, Rajat Grover, CEO and Founder of Elite Marque PR, discusses the agency?ÇÖs rapid growth, its unique 95% women-led workforce, and how this intentional team composition has shaped its culture and performance. He also shares insights on tailoring PR strategies across diverse sectors like technology, real estate, manufacturing, and startups, outlines three new rules that could redefine the PR playbook, highlights key gaps in the Indian PR industry, and elaborates on Elite Marque?ÇÖs expansion across India and into Dubai. Elite Marque PR has scaled rapidly while building a 95 percent women-led workforce. Was this growth strategy and team composition a conscious decision from the start, and how has it shaped the agency?ÇÖs culture and performance? We never set out with a specific goal to build a 95 per cent women-led team, but we always focused on choosing individuals who demonstrated ownership, clarity of thought, and a deep commitment to our vision. Over time, we found that these individuals were predominantly women. It wasn?ÇÖt a strategy, but it aligned perfectly with the culture we were organically building. Looking back, we are both proud and grateful for the incredible team that has shaped Elite Marque into what it is today. The strength of our team lies not in loudness, but in its quiet resilience, direction, and unwavering commitment to excellence. Managing such a team has been a joy, not a challenge, because we?ÇÖve built this culture on trust, alignment, and mutual respect. Internally, we embrace the 3H culture: Heard, Helped, and Honoured. Every voice is heard, challenges are faced together, and contributions are always recognized , not just in policy, but in practice. This approach has fostered an environment where people not only thrive but feel connected, with many of our team members having been with us since day one, and over 25 per cent rejoining after taking a break. Our clients often tell us that we don?ÇÖt feel like an external agency, but an extension of their own teams. This feedback speaks volumes, and it?ÇÖs something we continuously strive to live up to. As we scale into new departments and geographies, we?ÇÖre committed to keeping this spirit intact grounded in values, led by people who care, and always moving forward with clarity and purpose. With Elite Marque working across sectors like technology, real estate, manufacturing, and startups, how do you tailor communication strategies differently for such diverse industries? Every sector has its language, but the core of communication remains the same, clarity, context, and connection. What changes is how different industries see value, risk, and relevance. That?ÇÖs where we dive in and get to work. Our process doesn?ÇÖt start with a PR plan; it starts with the business problem. Who needs to trust this company, and why? Investors, regulators, and customers each require a different lens, and that shapes everything: the story, the channel, and the tone. We work closely with corporates across listed and unlisted entities, startups, VCs, retail, and manufacturing, and we don?ÇÖt just skim the surface. We stay on top of market trends, study competitors, and constantly track what?ÇÖs happening in the ecosystem. This approach keeps our strategies rooted in real-time data and ensures they hit the mark. The macro perspective helps us see where the industry is heading and how our client fits into that vision. The micro view focuses on the conversations happening right now, what the audience expects, and what?ÇÖs going to land. Balancing both views is essential, without the macro, we're not strategic, and without the micro, we?ÇÖre irrelevant. In sectors like BFSI or IPO-driven mandates, the stakes are higher. Every word can move markets, alter perceptions, or trigger regulatory concerns. Here, communication becomes more than visibility; it?ÇÖs about stewardship, building trust, ensuring compliance, and protecting credibility. We?ÇÖre not just telling a story, we?ÇÖre managing it in real time. We don?ÇÖt just give our clients PR. We give them integrated communication strategies that go beyond stories, we drive sales, influence perceptions, and create long-term value. In short, we customise our approach to suit the unique needs of each sector. Working across multiple sectors has made us sharper. It forces us to adapt without losing depth. We?ÇÖve strategically built specialized departments that focus on the nuances of each sector, while staying agile enough to tackle any challenge that comes our way. If you could rewrite the rulebook for PR firms in today?ÇÖs world, what would be the top three rules you would put in place? Understand the client?ÇÖs business like it?ÇÖs our own: One of the biggest blind spots in our industry is the surface-level understanding of both the client and the market they operate in. Too often, professionals craft narratives without actually knowing what they?ÇÖre talking about. That doesn?ÇÖt work anymore.For instance, if we?ÇÖre handling a brand in the pulses industry, do we understand the global demand trends, the supply chain issues, or the policy environment shaping that space? Often, the answer is no. This mindset has to shift. PR professionals need to think like insiders. They need to learn the business language of the sectors they serve, whether it?ÇÖs fintech, agriculture, energy, or consumer durables. When we understand the client?ÇÖs world, our strategy isn?ÇÖt just reactive, it becomes informed, credible, and future-facing. PR professionals today need to think like founders, not vendors. We should know the business language of our client?ÇÖs sector, understand market shifts, and see where our client stands within that ecosystem. When that happens, we stop pitching stories and start owning narratives. We become a strategic partner, not a supporting role. The change begins at the core: If we want to build a stronger PR ecosystem, the shift has to begin inside the agencies with how we define the role of PR itself. For far too long, it has been reduced to media coverage. That?ÇÖs a fraction of what we do. PR is about shaping how people think, how trust is built, and how brands are positioned in moments that matter. It?ÇÖs about influencing perception at a strategic level with investors, regulators, partners, and the public. We can?ÇÖt expect the next generation to think big if we only expose them to small tasks. When new hires join, I often ask them to watch Designated Survivor to understand the weight of messaging, how one well-timed statement can steady a nation, or how silence can break trust. That?ÇÖs PR. That?ÇÖs the influence. Interns should be given real opportunities to contribute: Interns come into the industry eager to learn and contribute, not just observe. While some may show casual behaviour at first, it often comes down to the lack of clear direction and vision. When we provide guidance, motivation, and strong leadership, this casualness fades, and they start taking their roles more seriously. They understand the impact they can make and the value they bring to the team. By offering them a clear vision of their potential, we ignite a sense of purpose. Those who are serious about their growth deserve the opportunity to work at a higher level. When we involve them in strategy, give them real work, and empower them to create, they will surprise us with their contributions. The key to growth is challenging them to think beyond the checklist, believing in their abilities, and providing the space for them to thrive. In your opinion, what are the biggest blind spots or gaps that the Indian PR industry still needs to address urgently? One of the most urgent gaps in the Indian PR industry is the lack of real immersion in the client?ÇÖs business, their market, and the forces shaping their industry. Too many professionals stay on the surface, focused on coverage, messaging, and vanity metrics, without understanding the ?Ç£why?Ç¥ behind the work. That?ÇÖs not communication. That?ÇÖs copy-pasting. If we?ÇÖre working with a company in the agri-tech or energy space, for example, we should know the market size, government policy landscape, industry inflection points, and global benchmarks. Not because the client asked us to, but because that?ÇÖs our responsibility. The best communication comes from insight, not templates. What the industry needs today is not just more message pushers, but strategic thinkers, individuals who can walk into a room with a CEO or journalist and speak with the confidence that comes from truly understanding the business stakes. Professionals who can draw clear connections between business priorities and public perception. When PR professionals begin to think and act like business partners rather than just service providers, we move from being on the sidelines to having a seat at the decision-making table. You mentioned plans to expand across India and into Dubai. Could you elaborate on the strategic vision behind this expansion and the timelines you are targeting? The Indian market is massive, and we?ÇÖre seeing significant demand not just from metro cities but also from emerging regions. Our work in these areas has been foundational to our growth, and the opportunities in regional markets have been tremendous. We are constantly adapting to these changes, and this demand continues to fuel our expansion. When it comes to our Dubai expansion, it?ÇÖs driven by a natural progression of both our Indian clients and the increasing demand in the region. We?ÇÖve already started working with clients in sectors such as VC, consumer durables, real estate, family offices, and finance. With this growing portfolio, we?ÇÖve built a strong presence, and our team is already in place. We plan to officially open our office in Dubai by the end of this year. This expansion will not only support our clients, but also help us tap into the growing regional market, ensuring we?ÇÖre positioned to lead as these markets continue to evolve.
