PRmoment Podcast

Mark Borkowski returns to the PRmoment Podcast’s news review with Ben Smith to unpack how the UK’s recent wildfires expose not just a climate crisis, but a communications one. 

The pair start from a shared frustration: despite record temperatures and terrifying imagery of homes engulfed in flames, too much coverage still skirts around climate change and instead reaches for more comfortable or distracting narratives.

Borkowski argues that the migration of journalism online has created a dangerous incentive structure. News is increasingly treated as entertainment, driven by emotion and engineered for clicks rather than clarity. 

Here is a selection of quotes from the show:

“At the moment, one of the casualties of everything moving online is an ever‑growing degree of emotional response in news. We’re generating clickbait, and there are publishers who would prefer to see conspiracy theories run riot, because it gets eyeballs on websites and news sites.” – Mark Borkowski [0:01:45]

“I urge everybody to read Sarah Williams’s book, ‘Careless People’, the whistleblower’s story about Facebook. It shows how Facebook created entertainment out of news and exploited those who created it – the Times, New York Times, Washington Post, whoever – grabbing it for free, throwing it back into the platform, and creating these bubbles.” – Mark Borkowski [0:02:39]

“We’ve seen profound bubbles around climate change: people who deny it and say it’s just a blip, and people who are passionate that if we don’t do something about net zero, we’re all going to burn. Yet we doubt the scientists who are giving us the facts, because we’re in our bubbles, listening only to commentators who reflect our views.” – Mark Borkowski [0:02:39]

“I remember listening to a broadcast years ago, an impassioned person literally weeping on a radio show, more or less predicting what people are seeing in their homes in the Midlands today. Those pictures are vivid – ordinary middle‑class homes being enveloped by fire – and yet we still struggle to get a clear signal of common sense through all the noise.” – Mark Borkowski [0:02:39]

“Somehow the communication challenge for under‑funded NGOs is to make tiny steps feel meaningful. We’ve got to get a message across that everybody has some part to play in this and each person can make a difference – and that message has to become sexier, something people genuinely believe in.” – Mark Borkowski [0:07:16]

“If you look at what China is doing, they are preparing themselves for a renewable future. The wind and solar in China is outstripping anything that’s happening in America. The smarter money knows we’re going to have to rethink how we live our lives.” – Mark Borkowski [0:07:16]

“I don’t think Ed Miliband was ever a successful communicator. He always felt like the brother who took power when most people would probably have preferred to see his brother in the job. When someone isn’t a great communicator in politics, it opens them up to parody, and once that sticks, there’s no real strength left in the narrative.” – Mark Borkowski [0:09:57]

“You’ve got to have your facts in place, you’ve got to have charisma, you’ve got to have determination, and you’ve got to be able to take on the naysayers. My old client, Dale Vince, for all the attacks he gets, has been very single‑minded about the messages he wants to get across – and that single‑mindedness really matters in this debate.” – Mark Borkowski [0:11:10]

As he puts it, “one of the casualties of everything moving online is an ever‑growing degree of emotional response in news. We’re generating clickbait, and there are publishers who would prefer to see conspiracy theories run riot, because it gets eyeballs on websites and news sites” [0:01:45].

Here's a summary of the themes covered in this week's PRmoment Podcast:

Social media supercharges this trend. Citing Sarah Williams’s book “Careless People,” Borkowski sketches Facebook’s role in turning news into a free raw material to be repackaged, gamified and fed back into algorithmic bubbles. “It shows how Facebook created entertainment out of news and exploited those who created it… grabbing it for free, throwing it back into the platform, and creating these bubbles” [0:02:39]. Within those bubbles, climate change becomes either a hysterical overreaction or a trivial blip, rather than a hard, shared reality.

He recalls hearing, years ago, a caller “literally weeping on a radio show, more or less predicting what people are seeing in their homes in the Midlands today… ordinary middle‑class homes being enveloped by fire” [0:02:39]. The tragedy, he suggests, is that even such powerful warnings struggled to cut through the noise. Muscle memory and the next news cycle quickly drag attention elsewhere.

Against this backdrop, Borkowski calls for a renewed respect for “sensible journalism” and for voices with a professional sense of responsibility, whether in traditional outlets or on platforms like Substack. He links the information chaos to a wider crisis of political leadership and authority: without trusted leaders and communicators, fear and conspiracy fill the vacuum.

The imbalance is especially stark for NGOs trying to campaign on climate. Underfunded and outgunned by oil and gas lobbies, they need to reframe individual action in more compelling terms. “We’ve got to get a message across that everybody has some part to play in this and each person can make a difference – and that message has to become sexier” [0:07:16]. He points to China’s massive investment in renewables as evidence of where the “smarter money” is already going [0:07:16].

Finally, Borkowski turns to political communication, using Ed Miliband as a case study in how a lack of charisma and narrative resilience can doom even a principled, passionate advocate. “You’ve got to have your facts in place, you’ve got to have charisma, you’ve got to have determination, and you’ve got to be able to take on the naysayers” [0:11:10]. On climate, as on everything else, the messenger and the message are now inseparable.

Support the show

The August edition of the PRmoment podcast’s UK pitches, mergers and acquisitions round‑up is steeped in cautious‑no‑more optimism. Host Ben Smith is joined, as ever, by AAR lead consultant and PCB Partners deal‑maker Andrew Bloch, who declares that the market mood has decisively shifted. 

Don't forget to get your tickets for the Creative Moment Awards, coming up in September.

Bloch reports that the usual summer slowdown never arrived. Instead, he describes “the busiest summer I’ve ever, ever seen, despite everyone being on holiday” [0:02:01], with frenetic activity on both the pitch and M&A fronts. September, he predicts, “is going to go nuts” as agencies head into a packed autumn new‑business season.

Here are some highlights from this week's show:

[0:01:27] Andrew Bloch: “I’m going to drop the cautious today. I think everyone is feeling pretty buoyant and optimistic… the last couple of months have been a much‑needed shot in the arm for a lot of firms heading into the second half of the year.” 

[0:02:01] Andrew Bloch: “There’s just a feeling of, we’ve just got to get on with stuff… the summer’s busy. It’s the busiest summer I’ve ever, ever seen, despite everyone being on holiday!”

[0:03:38] Andrew Bloch: “The smartest firms on the market are moving quick to buy in AI capabilities, rather than building it at a slower pace.”

[0:03:38] Andrew Bloch: “We’re seeing global network expansion firmly back on the agenda – a lot of American firms using bolt‑on acquisitions to stake out positions in markets they can’t afford to ignore.”

[0:05:38] Andrew Bloch: “Hugo Boss has appointed M&C Saatchi Sport & Entertainment on more or less a global brief… it really touches on their sweet spot of understanding culture, sport and entertainment.”

[0:09:10] Andrew Bloch: “Sky Sports have added Spike to their roster to create culturally driven activations designed to connect with sports fans beyond live broadcasts.”

[0:13:59] Andrew Bloch: “I’m of the firm belief that when done well, PR is the best discipline to run influencer campaigns because they understand storytelling.”

[0:19:02] Andrew Bloch: “The National Lottery Community Fund’s £3 million AI fund is designed to make sure marginalised groups aren’t left behind by rapid advances in technology.”

[0:20:14] Andrew Bloch: “The travel industry is grappling hard and fast to work out how to capitalise on changes in search and protect themselves from declines in traditional SEO.”

[0:30:41] Andrew Bloch: “AI is an integral part of how any modern comms firm has to create value for clients… it’s not a conversation that’s ever going to go away.”

On the deals side, three structural themes dominate. First, EOTs continue to entrench themselves as a mainstream exit route for founders. 

Eulogy and Field Consulting are the latest to go down the employee‑ownership path, joining a growing list that includes Citypress, Brands2Life and W. The tax regime has tightened but remains attractive. “The current capital gains tax on an EOT is 12%… they remain a very viable option, with lots of pros – not to say there aren’t cons as well”  [0:26:17].

Second, AI has moved firmly from buzzword to board‑level requirement. “The smartest firms on the market are moving quick to buy in AI capabilities, rather than building it at a slower pace” [0:03:38], says Bloch.

Parity’s acquisition of AI advisory firm Enigma is the standout example, aimed at helping clients become “AI‑native” and future‑proofing the group’s own proposition. 

More broadly, he argues, “AI is an integral part of how any modern comms firm has to create value for clients… it’s not a conversation that’s ever going to go away” [0:30:41].

Third, global network expansion is back in fashion, particularly for US‑headquartered groups. “We’re seeing global network expansion firmly back on the agenda – a lot of American firms using bolt‑on acquisitions to stake out positions in markets they can’t afford to ignore” [0:03:38]. 

Finn Partners’ buy of Australian corporate shop Honner and FGS’s Washington DC acquisition of Rich Foley & Anderson are cast as emblematic of this land‑grab in financial and public affairs work.

On the pitch front, the episode reads like a roll‑call of heavyweight consumer and corporate briefs. Hugo Boss hands a multi‑market mandate to M&C Saatchi Sport & Entertainment, a win Bloch says “really touches on their sweet spot of understanding culture, sport and entertainment” [0:05:38]. 

Adobe’s UK and EMEA comms move to Burson in what Bloch calls “a whopper of a win” [0:07:47], stretching across corporate reputation, AI storytelling, creator comms and hub‑agency coordination.

Influencer and social briefs are another clear through‑line. Mischief’s Matalan win underlines Bloch’s conviction that, “when done well, PR is the best discipline to run influencer campaigns because they understand storytelling” [0:13:59].

Uncovered’s social mandate for Weetabix and Alpen, and Milk & Honey’s work on the National Lottery Community Fund’s £3m AI fund – “designed to make sure marginalised groups aren’t left behind by rapid advances in technology” [0:19:02] – round out a month that suggests UK PR is not just busy, but structurally evolving around AI, ownership models and genuinely integrated campaigning.

Support the show

Matt Neale’s return to the PRmoment Podcast is framed by one big question: what does scale, data and AI actually mean for the future of PR – and where does Golin Ketchum sit in that evolving landscape?

Beore we start the interview with Matt, one quick plug, The Creative Moment Awards always sell out, partly because it's an intimate venue, so if you want to come, best to get your ticket quick!

Here are a few quotes from Ben Smith's interview with Matt:

“Size doesn’t really matter when it comes to excellence in public relations.”
— Matt Neale [0:06:47]

“If we can be at the apex of human ingenuity and human creativity backed up by all of the audience data, the customer data, the consumer data, that now enables us to predict the outcomes of what we do – that’s core to the offering of the new agency.”
— Matt Neale [0:08:58–0:10:32]

“A holding company leaves you in splendid isolation as long as you’re doing well. An operating company is obsessed with the red thread that runs between the businesses.”
— Matt Neale [0:10:48–0:13:22]

On a soon to be announced pitch win:

“There’s no way that any of the agencies could have won this on their own or dislodged it from the partner they’d worked with for three decades.”
— Matt Neale [0:10:48–0:13:22]

“I think there is going to be a bifurcation in the market… small independents on one side, and big networked agencies on the other cleaning up because of access to this information.”
— Matt Neale [0:18:26–0:21:29]

“I don’t think there’s much evidence, on the aggregate, that the public relations market is booming at the moment.”
— Matt Neale [0:23:07–0:23:41]

“In the heartland of brand and consumer, any growth agencies are achieving is by taking market share from each other.”
— Matt Neale [0:24:12–0:25:34]

Ben Smith opens by rewinding Neale’s journey from co-CEO of Golin London in 2005 to Global CEO of the newly merged Golin Ketchum. 

The integration itself was done at speed. Neale admits he had “a little eye on Burson’s integration with Hill and Knowlton” [0:01:19]. 

The speed of the merger was helped by good cultural alignment and early trust, particularly with Tamara Norman from the Ketchum side, now President of Golin Ketchum. As Neale puts it, channeling his inner Margaret Thatcher, after his first meeting with Norman, he thought: “I can do business with this person” [0:01:19–0:03:03].

From there, he claim the task was classic post‑merger heavy lifting: set the vision, build a new management team, align values, restructure offices and, crucially, maintain client continuity.

Beyond the specifics of the merger, Neale is clear that scale alone is not the point.

He recalls Golin being “the 35th or 36th largest agency in the country (UK)” when it set out to win Agency of the Year – and did so within three years [0:06:47–0:08:04]. For him, excellence comes from the work, a point of view on the industry and the quality of talent, not headcount.

Where the merger gets Neale excited is in the offer: creativity plus data. 

Legacy Golin brings creative heat. Golin consistently performed well in PR creativity rankings and is a multi award winner at both the PRmoment Awards and the Creative Moment Awards [0:08:58–0:10:32] – while Omnicom supplies deep consumer and customer data. Neale wants Golin Ketchum positioned at the “apex of human ingenuity and human creativity backed up by all of the audience data” [0:08:58–0:10:32], using that to predict outcomes, not just report them.

A big structural shift for Neale has been moving from a holding company (Interpublic) to an operating company (Omnicom). Under IPG, Golin enjoyed “splendid isolation” as long as the numbers were good. Omnicom, by contrast, is obsessed with the “red thread” between agencies and uses technology to force collaboration across PR, PA and creative shops [0:10:48–0:13:22]. Neale says the biggest recent wins – including what he calls “the pitch of the year” [0:10:48–0:13:22] – simply could not have been landed by any single agency acting alone.

That scale and shared data are reshaping the market. Neale sees a bifurcation: nimble, often founder‑owned independents thriving in corporate advisory, public affairs and high‑touch media work; and big networks “cleaning up” at the top end because of proprietary real‑ID data and integrated AI. Omnicom, he notes, “know pretty much everything about 98% of the population through credit card data” in the US [0:21:58–0:22:28], and plugging AI into those data lakes is, in his view, the only real differentiator.

On market conditions, he’s sober rather than breathless. Globally, PR is “not booming”, but public affairs and corporate advisory are strong, tech is bouncing back and the US is outpacing the UK and Europe [0:23:07–0:25:34]. 

Growth, he argues, is currently largely about market share moves between agencies, not an expanding pie – Golin’s own compound growth of around 9% over five years came as some rivals shrank by a similar amount [0:26:52–0:27:23].

Creatively, Neale draws a sharp distinction between the UK’s still‑powerful newspaper‑driven culture – with humour and news‑hooked ideas – and the US bias to large‑scale activations and installations designed for influencers and creators [0:30:42–0:33:21]. 

Underneath it all, he credits PR’s structural advantages – small, close‑to‑client teams and an ingrained curiosity – with helping the discipline adapt faster than other parts of the marketing mix [0:28:31–0:30:10].

Three Cannes golds in a row for idea creation [0:36:01–0:36:41] suggest the creative momentum survived the merger. The task now, as Neale puts it, is to get “back into the fight on the new business” [0:35:32–0:36:41] – with a model built on head, heart and a very large data spine.

Support the show

This episode of the PRmoment News Review frames Andy Burnham not just as a skilled communicator, but as a potential reset figure in UK political communications, operating in a structurally hostile environment.

Ben Smith positions the discussion around a pivotal political moment – Burnham’s ascent to national leadership – and asks whether he is “more than a better communicator than Keir Starmer.” Angie Moxham’s core argument is that Burnham’s strength is not superficial performance but value‑driven communication: his clarity and fluency are rooted in conviction and a sense that Labour has drifted from its founding values. This gives his messaging an authenticity that is hard to manufacture and may underpin a more energetic, “forward‑moving” government narrative.

However, Mark Borkowski stresses the expectation‑management gap. Burnham’s team, he argues, has not matched high emotional appeal with clear, visible policy detail—especially on social care, in a way that echoes Starmer’s own family stories. Mark characterises the UK as operating on an “economy of hope”, drawing a parallel with the England football team: audiences project outsized hopes onto symbolic figures, while structural problems (seven prime ministers in ten years, deep‑rooted social and fiscal constraints) remain.

The panel converges on a key comms challenge: Burnham must sell hard trade‑offs—notably higher taxes to fund social care and other public services—in a fragmented, hyper‑critical media environment where “bad news sells” and social platforms amplify outrage. For PR professionals, this raises the question of whether a leader can sustain a truth‑telling, “hard ass” narrative about limits and sacrifice without being politically destroyed.

Burnham’s minimalist media strategy is a central theme. Angie notes that he limits access, grants few interviews (Gary Lineker being one!), and deploys allies like Steve Rotheram as surrogates—essentially a tight‑circle, low‑exposure model.

Mark likens this to carrying a “Ming vase” during Starmer’s campaign: minimal risk, minimal visibility. The open question is whether this approach can survive the “brutal” post‑honeymoon phase, when scrutiny intensifies and media (including right‑wing outlets) actively seek to puncture his legitimacy.

Strategically, Burnham’s focus on regional power and the North is both a policy and branding choice. Angie suggests he will prioritise domestic issues, the machinery of government, and devolution over grandstanding on the international stage, in contrast to Starmer’s more statesmanlike positioning. This is likely to sharpen political polarisation—a clearer Labour identity versus a Conservative counter‑narrative led by Kemi Badenoch—even though Burnham will likely need to command the political centre to retain power.

For PR and comms leaders, the episode underscores three imperatives:

1. Expectation design as a core comms function, not an afterthought.
2. Narrative discipline that ties personal storytelling to concrete policy.
3. Building resilient strategies for fragmented media—where influence, not just coverage, must be actively architected.

This week's PR News Review's top quotes:

On Burnham vs Starmer – substance and style
“He’s painted as ‘just Keir Starmer with better comms’ – and that’s absolutely not the case. He’s way more than a communicator, he’s just bloody good at it.”
Angie Moxham, [00:01:17]

On the UK’s ‘economy of hope’
“We live in an economy of hope. He comes down from the North bearing communication gifts – but we’ve had seven prime ministers in ten years. That’s a shocking statistic.”
Mark Borkowski, [00:02:10]

On the brutal post‑honeymoon reality
“The real test comes after the summer honeymoon – when the brutality of the autumn hits and he has to sell more tax for everything we say we want.”
Mark Borkowski, [00:02:10–00:04:00]

On Burnham’s toughness and intent
“It’s not going to be an easy job, of course it’s not. But he’s made of tough stuff, he’s a hard worker, and I think he’ll rip up rule books as quickly as he can.”
Angie Moxham, [00:04:52–00:06:00]

On minimalist media strategy
“The interesting question is whether he’s going to continue as a minimalist media communicator – because so far he’s just not interested in walking into the bear pit of press conferences.”
Angie Moxham, [00:07:20–00:08:00]

On the new comms puzzle for politicians
“Everybody is struggling to work out the new way of communicating to the electorate. The old world of the Sun and the Mail ‘winning elections’ has gone – but nobody’s really mastered the new one.”
Mark Borkowski, [00:08:17–00:09:30]

On Britain’s status and hard truths
“We are not a superpower; we’re an ailing nation dealing with difficult social themes and great poverty. We need a hard‑ass prime minister who tells some hard‑ass truths.”
Mark Borkowski, [00:12:25–00:13:30]

On media sensationalism and public mindset
“I’m fed up of clicking on headlines that promise one thing and deliver rubbish. That sensationalism warps how people think and feel about the world.”
Angie Moxham, [00:10:48–00:12:10]

On the UK’s hidden strengths
“We are a nation of talent. We’re spawning amazing companies and, against many of our European neighbours, we’ve been performing far better than people think.”
– Angie Moxham, [00:10:48–00:14:00]

On what politics now needs
“We’ve lived off far too much hope. The real mark of the man will be whether he can do what needs to be done – however uncomfortable it is for the electorate to suck it up.”
Mark Borkowski, [00:12:25–00:14:00]

Support the show

The episode of the PRmoment Podcast titled “PR Pitch Hacks” features host Ben Smith in conversation with agency Hannah Sharratt of Axe & Saw, exploring how PR pitching currently works and how it should evolve. 

Ben opens by noting that pitching, alongside timesheets and AVE, is one of the most emotive issues in PR, with recent years marked by excessively long shortlists, reverse pitch auctions and widespread ghosting of agencies. 

Here is the link to a previous PRmoment Podcast with Tui's Amy Dowling, where she outlined a recommended 12 stage PR pitch process.

He argues that in‑house teams often overcomplicate what should be a structured, courteous process, and that following a clear best‑practice model would save agencies time and deliver better client–agency fit.

Hannah, who likens pitching to dating with its “icks, tricks and hacks,” describes both the traditional pitch process and her more disruptive alternative. Traditionally, brands move from longlist to shortlist, run chemistry sessions with three or four agencies, issue a written brief, then hold pitch meetings where agencies present polished strategies and big ideas before a Q&A, followed by a delayed decision and often poor feedback. 

From an agency standpoint, chemistry sessions are critical for understanding how clients think, why the brief exists, what their vision is, and who the real decision‑makers are. She stresses the need to research and challenge in advance to bring a point of view, not just show up passively.

Hannah’s proposed four‑step model retains the chemistry session but demands a much clearer, more brief. She insists on explicit budgets, not necessarily large but realistic, so agencies can shape ideas to fit. 

She also wants success metrics and decision‑maker clarity set out from the start. Her major innovation is replacing traditional pitch theatre with a live workshop. 

In this setup, the brief lands shortly before the meeting—perhaps 24 hours in advance—and the pitch itself becomes a collaborative working session. The agency leads, dissecting the brief, challenging assumptions and building ideas in real time with the client. She argues that this is far better for assessing how an agency thinks, responds under pressure and will work day‑to‑day than judging them on speculative deck polish. This is reinforced by her estimate that only about 10 to 15 percent of pitched ideas are ever implemented once legal, brand and procurement weigh in.

The conversation also covers red flags and etiquette. For Hannah, no budget, fuzzy timings, overlong unfocused briefs and “blue‑sky thinking” requests without a defined sense of “bold” are strong warning signs. She is particularly wary of tissue sessions dominated by junior stakeholders that send agencies down the wrong path before senior decision‑makers appear at the final pitch. On ghosting, both she and Ben are blunt: decisions should come within 10 days to two weeks, and losing agencies deserve meaningful feedback, ideally via a phone call.

Finally, they discuss how independent agencies like Axe & Saw use pitching strategically. Averaging roughly one pitch a week has helped them nearly double revenue in a year, but Hannah emphasises intentional growth: each win should either pay the bills or shift the agency’s trajectory, and profile is built as much through consistent, visible work as through formal announcements and awards.

“I think pitching, agency pitching, is like dating. Everyone loves to talk about the icks and tricks and the hacks, and everyone gets very heated and irate.”
— Hannah Sharrett, [0:01:58]

“We’ve seen extraordinarily long long lists, reverse pitch auctions, and loads and loads of ghosting… it’s one of those topics that always stirs the passions, particularly with agency folks.”
— Ben Smith, [0:00:03]

“I don’t think it should be slick‑Rick presentations at all. I think the best pitch should feel like a live working session.”
— Hannah Sharratt, [0:03:16]

“If they can’t make a decision throughout the pitch process, that probably suggests they can’t make a decision that easily throughout your working relationship.”
— Hannah Sharratt, [0:06:29]

“I’m actually not looking for the biggest budget. I’m looking for the most honest conversation about where the budget actually is.”
— Hannah Sharratt, [0:03:16]

“In a dream world, 10 days, max two weeks. Anything longer than two weeks is offensive, or you can’t make a decision.”
— Hannah Sharratt, [0:11:42]

“If you don’t win, proper feedback is the most valuable thing you can give an agency. It’s the one thing that says, ‘This hasn’t all been for nothing.’”
— Hannah Sharratt, [0:11:42]

“If a client says they want bold but they can’t define what bold means to them, they’re probably not ready to buy bold.”
— Hannah Sharratt, [0:17:39]

“Bold without a budget—that’s the ultimate destructive combo.”
— Hannah Sharratt, [0:18:43]

“Every pitch matters because every client changes your trajectory.”
— Hannah Sharratt, [0:24:48]

Support the show

In this episode of the PRmoment Podcast’s weekly news review, Ben Smith is joined by Angie Moxon and Mark Borkowski for a wide‑ranging discussion spanning British politics, football, FIFA’s reputation, and Wimbledon.

The conversation opens with what Angie has dubbed “the politics of farce”, focusing on Nigel Farage, the Reform party, Count Binface, and the Clacton by‑election. Angie predicts Count Binface could “trash” Farage and laments that, despite the historic struggle to win the vote, British politics has descended into something comical and depressing. Public disillusionment, she argues, is understandable given the corruption and behaviour of politicians.

Mark acknowledges Farage’s skill as a communicator and campaigner, noting how effectively he has handled tough questions about a £5 million donation from Christopher Harborne. However, he suggests that Farage has “crossed the line” regarding rules on political funding and now faces appropriate scrutiny, potentially including police investigation. Mark argues that Farage’s strengths as a campaigner do not necessarily translate into being a capable constituency MP, and suggests many Reform supporters may worry about his actual ability to represent them.

The trio then discuss the strategic move by other major parties to unite against Farage by refusing to play his “let the people decide” by‑election game. Mark sees this as a rare moment of unity against political outliers that, if repeated more often, might strengthen parliamentary democracy. Angie reflects on the demographic profile of Clacton – likely older voters – and suggests this still favours Farage, though national mood and protest votes could yet shape the result. Ben points out that Reform typically struggle to exceed 30–35% of the vote, making them vulnerable if they face a single unity candidate.

The discussion shifts to sport, starting with the World Cup and Kylian Mbappé’s handling of a racist remarks from a Paraguayan senator Celeste Amarilla. Mark praises the transformation in elite footballer behaviour, contrasting today’s professionalism with the troubles of past stars such as Gazza and Wayne Rooney. Top players like Mbappé, Ronaldo, Bellingham, and Kane are portrayed as heavily media‑trained, acutely aware of their social‑media power, and highly responsible communicators who understand their status as global icons. Angie adds a personal perspective, recalling the open racism she heard on football terraces as a child and highlighting how far, despite serious remaining problems, things have improved.

From there, the panel turns to FIFA’s communications and governance. Mark brands FIFA’s PR an “absolute disaster” and is scathing about Gianni Infantino’s ego and political manoeuvring, including the rescinding of a controversial red card and the theatrical awarding of a “peace prize” to Donald Trump. Angie broadens the critique to the systemic corruption and “jobs for the boys” culture she sees in male‑dominated sports administration and corporate leadership, arguing this erodes credibility and is terrible public relations.

Finally, the conversation moves to Wimbledon. Ben notes that, in a World Cup year with a depleted British tennis contingent, organisers must have been worried about interest – until Arthur Ferry’s unexpected run to the semi‑finals. Angie welcomes him as a much‑needed “Great British hope” whose success can lift viewing figures. Ben closes by observing that the power of sport to capture attention and provide a temporary escape from a troubled world is as strong as ever.

“We’re now in a season of political farce – and that’s a tragedy for a country where people fought so hard to win the vote.” Angie Moxon

 [00:00:49]–[00:01:20]

“Farage is a remarkable communicator – but he’s never been a man who embraces rules, and this time he’s crossed the line.” Mark Borkowski [00:01:29]–[00:02:15]

“If you woke up from a 40‑year sleep and saw the last two weeks’ headlines, you’d ask: what on earth has happened to this country?” Mark Borkowski

00:02:56]–[00:03:18]

“Count Binface’s best strategy might be to stay quiet – and let Farage’s circus speak for itself.” Angie Moxon 

 [00:05:04]–[00:05:35]

“Today’s superstars – Mbappé, Bellingham, Kane, Ronaldo – are not just great players; they’re some of the sharpest communicators in global sport.” Mark Borkowski

[00:06:17]–[00:08:06]

“I grew up hearing vile racism on the terraces as a little girl – so when modern players call it out, it really matters.” Angie Moxon

[00:08:25]–[00:09:10]

“FIFA’s PR has been an absolute disaster; Infantino’s ego is centre‑stage while the credibility of the organisation collapses.” Mark Borkowski

[00:09:10]–[00:10:18]

“This is a classic ‘jobs for the boys’ structure – male, closed, and corrupt – and it’s terrible PR for football.” Angie Moxon

[00:10:51]–[00:11:22]

“Despite all the scandals, the World Cup still pulls in more than half the planet – that’s the scale of spectacle we’re talking about.” Mark Borkowski

 [00:11:43]–[00:12:37]

“Arthur Ferry turning up in a Wimbledon semi‑final is exactly the kind of underdog story broadcasters dream of in a World Cup year.” Ben Smith (with context from Angie)

[00:12:46]–[00:13:17]

Support the show

In this episode of the PRmoment Podcast News Review, Ben Smith steers a sharp conversation with Mark Borkowski and Angie Moxham about one big idea: expectation management as a core comms discipline, using England at the World Cup and Andy Burnham as parallel case studies.

"We've been in a melee of misery with Starmer… now in comes Burnham, coming up on the left wing, dribbling the ball of hope alongside Kane and his team." – Angie Moxham [0:03:44]

Mark opens by reframing “hope” as both asset and liability. For England, he argues, the data says we’ve already over-performed historically: given the country’s size, winning in 1966 was an outlier. Yet every tournament is framed as “win or failure,” a narrative supercharged by 24/7 media and influencer culture. His mantra — never over‑promise, never under‑deliver — is basically a risk‑management doctrine for communicators. The problem, he says, is we “don’t have the language to manage expectation” at a national level. That’s a damning indictment of both political and media comms: we’re great at hype, dreadful at landing people safely when reality bites.

Angie extends this into mood politics. The country has lurched from a “melee of misery” under Starmer’s early leadership into a fragile “moment of hope” pinned on both Harry Kane and Burnham. Her point is brutally simple: when you load that much symbolic weight onto a football match or a leader, the inevitable downside is a national emotional crash when they fall short. She explicitly links this to GDP, underlining that expectation isn’t just psychological theatre – it has real economic consequences.

Both guests converge on a core technique: use statistics and framing to create perspective. Mark uses probability (England’s slim chances; the structural difficulty of governing in a weak economy) to temper fantasy. Angie echoes this in her client advice: frame stories with facts and stats so journalists can anchor coverage in reality, not fantasy. This is effectively a playbook for PRs: don’t just pitch hope; quantify risk, odds, and timelines.

The Burnham discussion is where the political application crystallises. Angie praises his early “quick wins” and symbolic moves (e.g. moving Number 10 north) that signal momentum without waiting for legislation. That’s clever expectation design: visible, low‑friction actions that buy time for slower structural change. In contrast, Starmer’s early period is described as “rabbits in the headlights” — a textbook case of failing to capitalise on the expectation window at the start of a mandate.

Mark’s take on Thomas Tuchel adds a personal brand layer. Tuchel, he argues, has engineered a no‑lose positioning: if he fails with England, he still exits as a scarce, elite coach. His softer English‑language persona versus his more aggressive German‑language style is framed as deliberate audience‑specific self‑editing — expectation management at the level of tone and character.

Editorially, the through‑line is clear: good comms is not about fuelling euphoria; it’s about designing the landing. The sophisticated operator uses data, symbolic gestures, and controlled language to keep hope alive without guaranteeing miracles.

More quotes from this week's show:

"Never over‑promise and never under‑deliver."
– Mark Borkowski [0:01:07]

"We don't have the language to manage expectation, in this country."
– Mark Borkowski [0:02:57]

"With every person who follows England, the phrase is it's the hope that kills you."
– Mark Borkowski [0:01:40]

"We've been in a melee of misery doom with Starmer leading the country… now in comes Burnham, coming up the left wing, dribbling the ball of hope alongside Kane and his team."
– Angie Moxham [0:03:44]

"When, if and when we lose, which we're likely to statistically, the mood of the nation is going to be absolutely crashing and burning."
– Angie Moxham [0:04:15]

"The media have a lot of responsibility here… the language that they use, the way they corral the nation's mood."
– Angie Moxham [0:04:37]

"The World Cup impacts GDP, it literally does."
– Angie Moxham [0:04:58]

"He's heralding in a new age of politics… he's just a normal guy, he's a man of the people."
– Angie Moxham [0:09:19]

Support the show

This episode of the PRmoment Podcast, hosted by Ben Smith with guest Andrew Bloch, reviews June 2026 UK PR pitch wins and M&A activity in the PR and wider marketing sector.

Market sentiment and pitch environment

Bloch describes the UK PR pitch market as buoyant and optimistic at the mid‑year point. Agencies are reporting record months, strong new‑business pipelines, and clients releasing healthy campaign budgets on top of retainers. Despite political and economic uncertainty, including wars in Ukraine and Iran and rising energy prices, there is a “heads‑down and busy” pitch environment. Investment is particularly strong in social, consumer, and experiential work, with agencies that can prove genuine commercial impact winning out.

Notable pitch wins

A series of high‑profile wins illustrate where spend is flowing:

• Delphi wins UK comms for Gen Digital (Norton, Avast, LifeLock, etc.), a $4–5bn revenue cyber safety and financial wellness group. Wild Signal secures the global remit after an 11‑way pitch, then brings Delphi in for the UK.
• Tin Man, Appella Advisors, and Gladstone Place Partners win National Lottery operator Allwyn, spanning consumer activations and corporate advisory, taking over from Brunswick.
• Wonderland secures Ocean Spray across earned, creator, social, and trade, reinforcing its strength in food and drink/FMCG.
• Red wins Grant Thornton’s corporate comms to challenge conventions in professional services.
• Speed is appointed by Beko plc (Hotpoint, Whirlpool, Indesit, etc.) to oversee all six brands, building on a strong client of Brabantia, Post Office, Co‑op already Speed Clients.
• New agency Knock Three Times (founded by Kat Thomas) lands Westfield’s consumer comms, with a client explicitly citing their “creative storytelling and AI‑era visibility” proposition.
• Shook wins Innocent’s retained consumer press office, while Tin Man adds Yoplait; Boldspace wins Playmobil; and Smarts secures Costa Coffee.

A clear pattern emerges: successful agencies combine sector specialism (FMCG, retail, lifestyle) with integrated capabilities (earned, influencer, social, retail activation) and a strong commercial/strategic narrative.

M&A themes

On M&A, Bloch says the “M&A world is super busy”, driven by needs for scale, specialism, and social/creator capability:

• Accenture Song acquires Whalar, signalling how seriously big consultancies now take the creator economy and its projected $40bn+ value.
• LADbible Group buys a 75% stake in Uncovered for an initial £26m, aiming to combine publisher scale and insight with social‑first creativity, and to shift revenue towards more predictable, direct partnerships.
• Far on the Hill merges with Fourth Day to form an international tech PR agency across London, New York, Paris, and Manchester.
• Fleet Street takes a minority stake in KAM Insight in hospitality, potentially a strategic “try before you buy” move, deepening shared data and insight.
• Bacchus, a luxury lifestyle and hospitality specialist, is acquired by Mazarin Group, reinforcing the power of niche, best‑in‑class specialists.
• The long‑running Golin–Ketchum merger is finalised under the name Golin Ketchum, creating a large‑scale creative communications powerhouse within Omnicom, with Matt Neale as global CEO and Tamara Norman as global president.

Across these deals, Bloch stresses that scale + specialism + strategic/creative clout are becoming decisive, while content alone is commoditising under AI pressure, pushing value into strategy, creativity, and data‑driven effectiveness.

The podcast in quotes:

Market mood & impact focus

“The agencies that can prove genuine commercial impact are winning, Half two of the year is here. Let’s get on with it.” – Andrew Bloch [0:02:35]

On the M&A climate

“The M&A world at the moment is super busy. There is nobody sitting still… there are deals happening. There is movement, and it is buoyant for sure at the moment.” – Andrew Bloch [0:03:14]

On Delphi’s Gen Digital win

“This is a four to five billion dollar revenue business… a significant win for an agency of that age and size.” – Andrew Bloch [0:04:33]

On Knock Three Times and AI‑era visibility

“Knock Three Times offered something we hadn’t seen elsewhere – a progressive proposition that puts creative storytelling and AI‑era visibility on equal footing.” – Andrew Bloch (quoting Westfield’s head of marketing) [0:10:16]

On publishers buying agencies & the social sector

“This is a play for the future, and this will not be the first deal you will see in this space of this nature.” – Andrew Bloch, on LADbible–Uncovered and social agencies [0:24:28]

On AI and commoditised content

“Content is becoming very much a commodity service… AI is an enormous threat to any agency that is in the content space. The agencies that will survive… have the strategic relationships, the creative relationships at the top table.” – Andrew Bloch [0:23:31–0:24:28]

On Golin Ketchum’s ambition

“Our ambition is to become the defining agency of the decade, and I love that, because it’s a massive ambition.” – Andrew Bloch, quoting Matt Neale [0:33:39]

Support the show

The episode explores whether the PR jobs market is in crisis, how AI and economics are reshaping recruitment, and what candidates and employers should do next.

Ben Smith frames the discussion by noting a “complex scene” where firms are still recruiting but “lots of really good people” are looking for work, with visible redundancies, especially in holding companies.

Is the PR jobs market in crisis?

Recruiter Olivia Skone rejects the word “crisis” but calls the environment “challenging” across the creative industries. There are still “great roles for exceptional talent,” yet several pressures combine into what she calls a “perfect storm”: economic uncertainty, squeezed margins, clients “wanting more for less,” cautious hiring, and application volumes “drastically increasing” due to technology and AI [0:01:40–0:03:00].

She stresses candidates struggle less with rejection than with opaque processes:

Volume of candidates and structural change

Agency founder Kat Thomas reports an unprecedented wave of jobseekers:

She’s seeing especially mid‑to‑senior people (around 10–15 years’ experience) across comms and creative:

AI: “demon of mediocrity” and employer’s market

Olivia argues the core driver is still the economy, but AI is being used as “a really good excuse… to clean house a little bit” [0:06:16–0:07:32]. 

She predicts AI will be “the demon of mediocrity” – replacing lower‑level, process‑driven work, not top‑tier client leadership and original thinking.

Kat describes today as “an employer’s market” with “overwhelming” choice [0:07:35–0:09:35]. 

Building an AI‑centric agency, she looks for people who are “AI literate or at the very least AI curious,” noting juniors are almost “AI natives,” while senior understanding is more mixed. 

AI, used well, creates “bandwidth” so teams can spend more time with clients and media [0:07:35–0:09:30].

Broken recruitment channels and AI “CV slop”

LinkedIn is now a firehose: roles can attract “over 500 applicants” in days [0:11:33–0:12:28]. That’s driving AI‑based screening and, as Olivia notes, a “homogenization of CVs” where

She warns of “robots writing the CVs, robots reviewing the CVs… robots interviewing humans” and insists “you cannot replace the human in the loop” [0:13:35–0:14:47].

Advice and outlook

Olivia tells redundant candidates:

She urges them to craft a clear narrative, visibly use downtime (speaking, writing, consulting), and avoid AI‑generated LinkedIn posts and CVs that erase individuality. Specificity, sector expertise, and a strong human voice matter more as tools make everything else look similar.

Looking ahead, Olivia expects risk‑averse clients to favour sector specialists and leaders who combine transformation capability with high EQ and psychological safety [0:32:48–0:34:49]. 

Kat is broadly optimistic: AI can “supercharge your knowledge” while leaving creativity and originality firmly human [0:29:40–0:31:54].

Support the show

This episode distils the six most important financial KPIs PR agency leaders should track, with Rachael Marshall, founder of specialist accountancy firm Magic Digits.

Market context

Rachael describes the current PR agency landscape as highly competitive and uneven: some agencies are “absolutely flying” while others are under real strain from rising costs and longer times to land business.

1. Cost of Sales (~30% of turnover)

Third‑party delivery costs (freelancers, client‑specific software, etc.) should sit at about 30% of turnover. Higher levels can work for project-based agencies only if those costs are correctly rebilled to clients.

2. Staff Cost Ratio (50–60% of fee income)

Direct, billable staff (including employers’ NIC, pensions, and proportionate directors’ salaries) should be 50–60% of fee income.

• Below 50%: team likely overstretched and near burnout.
• Above 60%: usually a pricing problem or inefficient structure.

3. Gross Profit, Overheads and Net Profit

A 40–50% gross profit gives agencies the “oxygen” to operate without constant stress.

Overheads should be around 20%, leaving room for a target net profit of 20% (though many are currently at 5–15%).

4. Cash, Debtor Days and Resilience

Rachael recommends three months’ cash reserves plus the next corporation tax bill, with debtor days ideally 30–45. She underlines that:

Support the show