Why Smart Companies Want Journalists on Their PR Teams

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When I was a working journalist, I sometimes hung up on public relations people who called my office. I regret doing so because now I’m on the other end of the line.

While my response back then showed a lack of maturity as well as patience, my reasoning was on somewhat solid ground. Well intentioned, no doubt, those I hung up on would lead the call with some version of the following: “I’m calling on behalf of XYZ company, and I’m just following up to see if you received the press release I sent you by fax.”

In addition to dating myself, the above illustrates how the PR person never considered the perspective of his audience: me, a working journalist.

On any given day, we would receive about one dozen press releases along with two or three menus from local lunch spots promoting that day’s specials. The 1990s were wild; loaded with possibilities and dining options. Still, we had a small team and responding on receipt to each release was never going to happen. Also, there’s nothing remotely engaging about the above phone pitch. Would you search breathlessly to find their press release? I didn’t.

Eventually someone would skim the resulting stack of streaky press releases. If the headline or lede didn’t grab and hold us immediately, it was tossed into the recycle bin. Most were drenched in florid verbiage celebrating the wonder of monumental pronouncements that were of zero interest to our readers.

The Perspective Problem

As a former journalist who never studied PR, I had to reverse engineer my approach to the practice when I entered public relations. That meant identifying the interests of the audience, finding a compelling story or idea that matched that interest, and then dialing in the client’s value proposition. Over the course of two decades I have refined the approach, gut checking myself with current working journalists to make sure what my colleagues and I do remains effective. And when change is needed, we adjust.

That journalism-first perspective has served me, and my clients, well. 

It’s not that native public relations professionals, those who train for the job from the start, aren’t effective. On the contrary, the really good ones, and there are many—including among our team—bring skill and intellect that, well applied, are powerful force multipliers. And when you can teach these PR pros to think like journalists, well, the effect can be positively stunning. 

What former journalists bring to PR sets them apart from the traditional training provided in college for PR pros. Former journalists will:

  • Stress test a story or pitch concept before it ever lands in a journalist’s inbox
  • Constructively, but insistently, push back on leadership who want to promote a story with no news value
  • Not confuse a feel-good company newsletter concept for an actual newsworthy story
  • Always remember trade journalists receive 100-or-more press releases per day while mainstream news outlet reporters get as many as 300 per day, and act accordingly
  • Never forget to consider working journalists are time starved and have zero interest in doing anyone a favor
  • Filter announcements and messaging for credibility, legal exposure, source strength and headline worthiness because that was the job as they pursued enterprise stories from their newsroom days

A Nose for News

Experienced journalists-turned-PR-pros know what today’s journalists need. They know most journalists are skeptics, so they will redouble their efforts to make any press release or announcement bullet-proof and factually accurate. Quotes in a release have to say something meaningful and memorable. They push their clients to stay engaged with media rather than just reaching out with promotional announcements because credibility, availability and consistency matter to journalists looking for reliable sources. And they should have the courage to respect their clients enough to push back when an idea or story concept will fail to serve the reputation of the executive or organization well because their experience and training validate that perspective. 

In short, former journalists working at PR agencies are ideal sounding boards because they’ve had to assess countless pitches to determine real news value, and that’s a skill that never leaves the soul of a journalist. 

This skill, applied to the advocacy they undertake for clients in their PR roles, can be the difference between securing one-off or infrequent coverage and becoming a trusted, reliable and quotable source media will return to regularly.

If Your PR Is Like a Light Switch, You’re Always in the Dark

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  • Public relations doesn’t work.
  • We reach out to journalists, but they don’t cover our news.
  • The media get it wrong or they refuse to tell our side of the story.

Across a decades-long career in communications, I’ve heard a few variations on the above responses from executives when discussing public relations. The longer I do what I do, the more emphatic I’ve become in my response to these statements: It’s because you’re doing it wrong. 

That’s not a condemnation or criticism; it’s simply reality.

PR has been around for a long time, and while times have changed, the fundamentals of good storytelling have not. This means the more frustrating-but-nuanced response to the above statements is this: PR works if you consistently work at it.

PR Is Not a Light Switch

Most business leaders never trained for internal or external communications, so, respectfully, their understanding of its particulars is limited.

Where I see the disconnect for many organizational leaders is in the application of PR. Countless times businesses and non-profits determine the ideal time for PR is when they have something to say about themselves; a new CEO, a speaking opportunity they want to promote, a new product or service or simply because they want to drum up new business. And that’s the disconnect; they want to talk about something that offers little or no impactful benefit to the audiences of those media. 

The most effective PR incorporates consistent outreach and rarely talks about the organization trying to get coverage. This seems counter intuitive, right? The goal is to promote the organization and its reputation. You want to drive sales or fundraising. So why would you not talk about the organization? The answer is simple: Self-promotion won’t drive clicks on media platforms, which means it doesn’t benefit their organization or the readers/listeners/viewers/followers they reach.

PR Works if You Work It

The best PR strategy is an always-on PR strategy. By continuously engaging media with what they need (not what you want), organizations can enjoy larger benefits than those that treat PR like a light switch, only turning it on to promote themselves. 

So, what does an always-on PR strategy look like?

It offers a steady cadence of genuine thought leadership, from organizational leaders and other subject matter experts, on trends and issues of import to the industry or industries where the organization operates. Shrinking newsrooms need content, and if you can provide well-written, authoritative content or insightful nonpromotional interviews then you have an opportunity to become a valuable media source. 

An always-on PR strategy also includes real- or near-real-time monitoring to gauge and react to trends or issues, as well as reputational threats to the organization. Doing so allows you to engage on an issue or communications concern before it is missed or becomes a problem. This approach also helps to better assess where the organization stands with the media, and the public, in terms of perception, reputation and sentiment. An always-on approach allows organizations to also benchmark their share of voice in the media against their competitors. This last piece will help inform leadership on the most-discussed narratives and trends, and the perceived experts in these discussions with the media. 

In practical terms, this usually ends up looking like a monthly editorial calendar of issues, trends, company announcements and rapid response strategies to emerging topics within the media itself. This calendar covers content and expert participation both with the media as well as the organization’s owned channels, such as newsletters, social media and email blasts that speak to both internal and external audiences. Various monitoring and analysis tools provide the metrics and feedback needed to measure success.

Always-on, Always Helpful

Warren Buffett once said, “It takes 20 years to build a reputation and 5 minutes to ruin it.” In modern times, that reputation can be damaged in the time it takes to bang-out a 280-or-less-character social media post. Employing an always-on PR strategy helps to mitigate risk to the reputation of the organization it serves. It also ensures that same organization has a voice media are willing to hear, if only because of the consistent familiarity of that voice.

Public Relations, What Were You Like in the 90s?

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By now, you’ve likely seen the “What were you like in the 90s” question posted on Instagram, with the song, Iris, by the Goo Goo Dolls playing in the background. Maybe it’s a former boyband member flashing back to a slideshow of himself in a synchronized dance routine or posing on the cover of Teen Beat magazine. Or maybe a movie star, when they were lesser known and less wrinkled. In the same vein, we thought it might be fun to reflect on public relations. After all, things have changed quite a bit since Bill Clinton and Monica Lewinsky dominated a budding 24-hour news cycle.

Here is a brief list of some common PR tools and tactics that have since gone the way of the be-kind-rewind video store.

  • The fax machine: If you look carefully, you can still find these relics in some doctor and dentist offices, but in the 1990s, the fax machine was an office staple. It was often delegated to a room of its own due to the screeching, buzzing and beeping noises emitted when transmitting or receiving the thermal rolled paper via fax. At the time, PR pros would distribute press releases via fax machine as it was one of the fastest ways to   a newsroom. Also, often found on the fax machine, was the menu for the pizza place down the street. These days, good PR pros have learned to rely less heavily on the press release to gain media coverage, but when distributing a press release, we lean into email and wire distributions. Of course, the best agencies will steer clear of the so-called spray and pray approach.
  • The Bacon’s Book: The thick green Bacon’s Media Directory was the PR pro’s bible back in the day. This heavy tome listed contact information for daily and weekly newspapers and news services providing PR pros with valuable phone numbers and eventually emails to reach reporters. These days, those searches are conducted on software systems that help PR pros identify a reporter covering a certain beat, circulation and readership information for their publication, reporter’s preferences and more. While these platforms are not perfect, they have eased and sped up the process for PR pros and reduced the “heavy lift” required.
  • The beeper: Leading up to the dawn of cell phones, many business professionals relied on this device to get in touch with an executive or subject matter expert. The beeper was a small device users clipped onto their belts, allowing them to receive phone numbers or a numeric message. The PR pro attempting to reach the SME would make contact with the beeper via a landline and the executive receiving the text would need to find a landline to call back the number displayed. Today’s PR pros are attached to their cell phones where they text and call for immediate access to the SME or colleague. Whether it’s receiving news of a crisis in a timely manner or quickly reaching an executive before a reporter’s tight deadline, these devices have been a game changer.
  • The clippings’ service: While many of us continue to refer to an online list of the month’s client media placements as a clip report, earlier iterations of these reports were much different. In the old days, clippings services would actually clip – with scissors – mentions of a client’s name in a physical newspaper or magazine and mail or deliver the collection of clips to the PR agency or client. The goal was to build a fat clip book with a “thud” factor when dropped in front of a client. Today, PR pros gain access to news stories featuring their client through online vendors that provide clickable access to client stories and in some cases, those of their competitors.
  • The wine and dine: In the 1990’s PR professionals could be equated with salesman, setting meetings at a fine restaurant where they hoped to woo a reporter with a high-end meal and a fancy cocktail. This trend has come and gone over the years in line with peaks and valleys in the economy, but since COVID, the wine and dine trend has nearly disappeared. With many reporters, subject matter experts and PR professionals working remotely or located in geographically diverse locations, it has become increasingly difficult to find the time for an in-person meal. At the same time, on-screen meetings have provided a new and important medium where all parties can “see” each other with some frequency to build stronger relationships without having to physically travel.

Admittedly, in the 90s, I was on the other side of the fence – studying journalism in college and then starting out as a young reporter. However, from this perspective, I did gain valuable insight into the public relations world – insight into more than their beepers, beer, and Bacon’s Books. That insight has certainly helped shape my career in PR.

When looking for the right PR partner, understanding the tools at their disposal is important, but it’s also critical to ensure any PR partner:

  • Thinks like a journalist and possesses a journalism ethos
  • Prioritizes responsiveness
  • Comes to the table with ideas, rather than asking what’s next?

To learn more about how Kimball Hughes PR can work for you or to simply reminisce with us about PR in the 90s, drop us a line.

Outwit, Outplay, Outlast: Finding New Audiences Without Sacrificing Established Ones

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In August of 2000, the season one finale of “Survivor” became one of the decade’s most-watched television events with over 50 million viewers. 

In today’s streaming era, live viewership of that caliber is a rare achievement, especially around a reality TV event. While ratings for “Survivor” have never again reached the first season’s finale, the show is currently airing its 50th season, proving lasting power lies in its ability to evolve with the times. 

With 26 years under its belt, “Survivor” has viewers, and even contestants, who are younger than the show itself. Over the course of 50 seasons, the show has had to find ways to not only keep its audiences watching but to also draw in new, younger viewers with noticeably different appetites. 

For the producers of “Survivor”, and really any business, finding and connecting with new audiences, as well as evolving audience preferences is imperative to organization growth and long-term viability. 

Strategies for Surviving New Audience Outreach

When it comes to reaching new audiences, company leadership are best served by involving their communications teams from the jump. PR pros and comms professionals can help to guide the process ensuring any new messaging conveys a refresh, not a wholesale replacement of everything that made your product or service appealing in the first place. Consider the following tips when conducting outreach to new audiences: 

  • Stay consistent with your mission: For the first 32 seasons, “Survivor” would film in a new location, from the Australian Outback to the Amazon rainforest. But beginning in season 33, the show found a permanent filming location on the beaches of Fiji. While the logistical decision may have removed a unique aspect of the show, the competition continued to fight the harsh conditions viewers tuned in to watch. Similarly, an organization cannot forego its core value proposition in a quest to reach new audiences. Without aligning new messaging to core values, companies can run the risk of muddying their brand on their way to reach a new demographic. 
  • Understand your audience needs: “Survivor’s” New Era, targeting millennial and Gen Z viewers, has been focused on a faster play style, greater diversity among contestants and flashy twists to catch audiences by surprise. When considering expanding your audience, a good marketing and communication team will know to conduct research, social monitoring and analyses of competitor strategies to identify how and where new audiences are most likely to receive information and engage with the organization. From there, the communications team can dive deeper into a target audience’s needs to ensure new messaging will resonate.
  • Respect your existing audience: While many surface-level aspects of the game of “Survivor” have been updated over the past 26 years, core game mechanics have mostly remained. Still, certain twists like season 41 and 42’s Hourglass twist, were negatively received due to what some audience members felt compromised the game’s integrity. When companies are considering refreshing messaging around a product or with the goal of reaching new audiences, it’s important that messaging does not upset existing audience expectations. Communications pros can help organizations develop strategic messaging that acknowledges the brand’s past while connecting with its future. 

Over the course of 700 episodes, “Survivor” has consistently worked to keep the show fresh for its original audience and entice new and younger viewers. The show’s attempts to stay fresh may not always work, but it is that forward momentum that has gotten it to its landmark 50th season. 

With the right communications support to navigate different audiences and their evolving preferences, your company’s messaging will continue to resonate and fuel growth. Careful and thoughtful communication is key to ensure a brand is not left behind like a contestant with their torch snuffed out at tribal council. 

Not So Sweet Surprise: How Product Messaging Makes or Breaks Brand Trust 

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In the world of consumables, consumers experience a brand with all five senses. The look and feel of a product, what the package sounds like when opening it, how it smells and of course, how it tastes. In short, when a consumable product changes, people tend to notice. 

In the case of any product or brand, consumers and their appetites shift, markets transform and costs rise, making change inevitable. But it is not necessarily the change that can be a risk to brands, it is how they communicate that change to their stakeholders. Failing to thoughtfully and proactively message around a product in the face of change can leave even the most loyal consumers questioning their brand allegiance. 

The Reese’s Family Legacy 

The Hershey Company experienced this firsthand just a few months ago when one of their legacy brands, Reese’s Peanut Butter Cups, came under fire by the original creator’s grandson.  

In February, Brad Reese took to LinkedIn in an open letter to Todd Scott of The Hershey Company. In his letter, he alleged the “Reese’s identity is being rewritten,” going on to criticize the company’s decision to replace milk chocolate with more cost-effective compounds and ingredients. The letter gained national media attention, covered by The Associated Press, CBS News, NPR and more. Days later, The Hershey Company opened their doors to a local CBS news station claiming the recipe had not changed, and gave them a tour of the factory in an attempt at transparency. But the tour was not perceived as transparent at all. 

A few weeks later, The Hershey Company made a public announcement that they would return to using “classic milk and dark chocolate recipes” in all its products by 2027, suggesting they did in fact change the recipes. This promise fell flat on Brad Reese, who was quoted in the New York Times saying “if they were serious, they would do it right away.” 

Lessons in Product Messaging 

Though Brad Reese’s viral LinkedIn post and the subsequent national media attention the incident received is an extreme example, the risks that brands take when they are not proactive with communication, in particular in communicating a change, is clear. The very minute Brad Reese posted his letter to LinkedIn, The Hershey Company was forced to react rather than lead the narrative and use the change as an opportunity to build trust with their audiences. A decision that was likely rooted in the rising costs of chocolate was quickly escalated to a conversation on the future of the entire Reese’s brand. Consider the following relevant lessons in product messaging: 

  • Be Proactive: Business communications is about more than “sharing the fun” or the positive company announcements with the world. When it comes to product messaging, businesses must think strategically about how a change to a product may be received by its stakeholders. This is where involving a communications professional from the beginning of a process can be helpful. They can carefully and strategically consider various scenarios and possible outcomes. The Hershey Company, for example, likely did not predict that Brad Reese’s LinkedIn post would spiral into a crisis. Having ample time to consider all scenarios and adjust messaging before any changes are made public can help prevent misinterpretation, confusion and subsequent distrust. 
  • Be Transparent: Too often when companies are criticized, it comes down to a lack of corporate transparency. In The Hershey Company’s example, quietly changing the product over time then claiming the recipe had remained untouched diminished their credibility when they inevitably had to come clean. Transparently communicating product changes and providing context around its reasoning, especially in cases when changes are received unfavorably, can help reinforce brand loyalty.    
  • Be Prepared: The court of public opinion is unpredictable. When changes are made to a product, a proactive and transparent approach can help limit backlash, but it is always a good idea to be prepared for the worst scenario. Having responses and spokespeople ready to provide context and answer questions can help ensure any negative public sentiment is contained, the business can promote an accurate narrative and avoid rash decision-making. Failing to prepare for such scenarios leads to further inconsistencies in media coverage, misinterpretation by stakeholders, and eventual dissolution of trust. 

Brad Reese’s public dissatisfaction with The Hershey Company is a perfect example of how a single voice can turn the public’s perception upside down overnight. Communicators must be alert to change and consider how that change is not only shared with the public, but how the public may respond. By being proactive, transparent and prepared for all scenarios, businesses can avoid unnecessary crises, while maintaining loyalty and trust among their stakeholders. 

When Silence Speaks Loudest: Lessons from ABC’s “Bachelorette” Crisis

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In March, ABC made the unprecedented decision to pull an already-filmed season of “The Bachelorette” from the air just three days before it was set to premiere. The cancellation came after an unsettling video surfaced of the former lead, Taylor Frankie Paul, involved in a physically violent domestic dispute with her ex-partner, Dakota Mortensen. 

From a public relations perspective, this is more than just reality TV drama; It’s a case study on how not to handle a PR crisis. What unfolded after the cancellation was a series of communications missteps that serve as an important lesson for brands.

Choosing a Spokesperson for “The Wrong Reasons”

Originally chosen as The Bachelorette after her rise to fame on “The Secret Lives of Mormon Wives” (SLOMW) despite controversy she stirred up there, Paul was an unexpected choice from the start. The center of this crisis is a foundational mistake: ABC built an entire season, and promotional campaign, around a volatile figure with a known history of domestic abuse.

Despite publicly accessible records and a SLOMW episode depicting the domestic dispute and Paul’s arrest in 2023, the network vastly underestimated the risk of elevating Paul as the face of the long-beloved franchise. From a reputational standpoint, the lead of a show serves, in a way, as the brand’s spokesperson. Because Paul was involved in a major public scandal, blame shifted to ABC’s decision to choose her as their lead and as a result, public scrutiny shifted to the network. 

Will You Accept This Apology?

After the video of the domestic dispute went viral, a spokesperson for Disney Entertainment Television, the parent company of ABC, issued a statement announcing the season would not be aired. Although the statement came quickly after the video circulated, the public viewed it more as an act of damage control, rather than an authentic response.

ABC remained relatively quiet immediately after the cancellation was announced. When ABC did speak out, their response was short, leaving many with unanswered questions. 

“In light of the newly released video just surfaced today, we have made the decision to not move forward with the new season of ‘The Bachelorette’ at this time, and our focus is on supporting the family.”

This Changes Everything

The poor and inauthentic statements from the network and its parent company resulted in an ineffective and failed crisis response. 

Rather than taking ownership of the fact that they had prior knowledge of the incident, offering clarity on their casting process and providing transparency, ABC’s response was curt and ineffectual. What’s more? Promotional content for Paul’s Bachelorette season remains on ABC’s social media channels a month later. 

The network’s silence was met with increased speculation, rumors and criticism, damaging its reputation and creating narratives outside of its control. 

The PR Takeaways

The real cost of ABC’s poor crisis management is the lasting impact this could have on its reputation. The lack of a clear response statement has led to a decline in audience trust, which could ultimately cause the deterioration of the franchise, which has been successful for two decades. 

So, what can brands do to avoid these missteps?

  • Bring a knowledgeable and proven PR team in early in the process of a large campaign and ensure there is a strong communications plan in place, including a crisis strategy. 
  • Thoroughly vet spokespeople, including background checks and reviews of social media presence. 
  • Prioritize substance over speed in crisis responses. Your audience wants a thoughtful explanation, not a Band-Aid statement.
  • If you’re not in control of your brand’s reputation, someone else is. By acknowledging crisis situations with thoughtful, authentic statements, you minimize speculation and false narratives.

In a moment where a clear, values-driven response could have stabilized the brand, a brand known for a reality show where no one is afraid to speak up, ABC failed to provide that clarity. If your brand is facing a reputational threat, we can help. Reach out to us at https://www.kimballpr.com/contact.

Newsjacking: Using breaking news to a brand’s advantage 

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Some believe newsjacking is a dirty word. It is seen by some as akin to ambulance chasing. In reality, it is simply a part of the news cycle. In fact, while the term newsjacking carries a negative connotation for some, it actually helps journalists tell better, more accurate stories while also positioning sources as industry or trend experts. When executed properly, this tactic can present a client with an invaluable opportunity to showcase their expertise directly to their target audience on a newsworthy topic that is engaging readers, viewers or listeners at that moment.

Newsjacking allows companies to elevate their brand authority and credibility by positioning a leader within the company as a subject matter expert to share insights on a topic in the news that is relevant to the company’s key messaging or an SME’s area of expertise. An article published in the media can be invaluable when it comes to building credibility for a brand through third-party validation. 

Executing a Newsjacking Strategy

Let’s say the CEO of an insurance company for commercial trucking fleets is looking to generate press coverage for the brand. The PR team sees the federal government is requiring commercial fleets to implement technology-based monitoring systems in commercial trucks. If this CEO is well-versed on the issue, the PR team can reach out to media outlets covering this issue with two or three thoughts to consider to gauge interest in an interview or commentary. 

Next, the PR team will likely reach out to relevant publications offering the CEO’s insights/opinions on the impact of these requirements, the impact on risk reduction efforts and future insurance rates, as well steps fleet owners can take to ensure compliance. 

If the CEO is offered an opportunity to comment and the outlet uses the CEO’s insights, newsjacking likely earned a win for the company and broadcast insight and working knowledge of a meaningful trend trucking companies face. Consequently, the media audience for that story may see the insurance company as a potential resource to help them improve their businesses.

Newsjacking Done Right

Newsjacking requires a deft touch.  

Before making an attempt to newsjack, ensure you are working with a PR team that understands the fundamentals, including how to: 

  1. Set the foundation. Before a PR team can offer an executive’s commentary to a reporter or outlet, they’ll want to make sure they have a valid online presence including an online biography stating experience and credentials, a high-res headshot, a company website that is up-to-date and reflects the current brand identity and ideally previously published articles—even if simply on Linked In or the company website—on industry topics and trends. 
  2. Identify/qualify an opportunity. To newsjack successfully, understanding the universe of current and recent news coverage is essential. Pitch an angle that was already addressed, and you can be perceived as being out of touch. You also need to game out any sensitivities. If the issue involves life/safety or health issues, among others, the pros and cons of newsjacking need to be weighed to avoid unanticipated blow-back on more sensitive matters.
  3. Suppress promotion.  Newsjacking done right is an opportunity to help a reporter better understand a subject or provider deeper insights, rather than promoting the company’s products or services. Stick to the issues. The opportunity for the company will be a secondary benefit if the reporter includes your comments.
  4. Move quickly. Newsjacking is an in-the-moment opportunity requiring rapid action. PR teams should interpret relevant breaking news through the lens of what the company can say and immediately gather insights and commentary. PR pros who aren’t deeply plugged into the company’s executives, lines of business and appetite for media topics will fall short on newsjacking every time. The faster your PR team, and your company, can react and respond, the more likely a journalist will include your thinking in a story.
  5. Leverage the opportunity. Any media placement, whether sourced from a newsjacking opportunity or elsewhere, is most effective when leveraged across multiple channels. PR teams should know to promote media placements on social media channels, the company website, in marketing materials and more, letting their audience know their expertise has been validated by a third-party. 

Newsjacking is a powerful and effective tool to generate earned media coverage to increase your brand’s visibility and credibility. At Kimball Hughes PR, newsjacking consistently allows us to position our clients as subject matter experts in their varied B2B and B2C industries. If you have questions about how a newsjacking strategy can work for your brand, please drop us a comment.

An Exciting Update…

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The Kimball Hughes Public Relations team has a new addition. 

PR Manager Cassidy Taylor has long been an integral part of our team. From supporting the team as an intern to leading accounts, she’s done it all. We are thrilled to share that this past weekend, she and her husband welcomed a happy, healthy baby boy named Jackson into the world. 

We want to congratulate Cassidy as she starts this exciting new chapter of her life. While Cassidy is on maternity leave, she has prepared our team well to step in to support her clients while she takes these critical next few months to make this next, most important project a success. 

Congratulations again, Cassidy! The team is cheering you on and we are looking forward to little Jackson following in his Mom’s footsteps and joining us as an intern someday.

Get to Know Senior PR Specialist Mike Madry

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Public relations is about relationships—the people behind the stories. That’s why periodically offer blog content about our team members who work with and represent our clients. This isn’t about our professional accomplishments but who we are as people. We hope you have as much fun reading along as we do interviewing each other.

What got you interested in public relations?

Since middle school, I knew I wanted to be a broadcast news reporter or anchor. While studying journalism in college, I landed a full-time role as a reporter at News 13 Hazleton, an independent cable news station, where I worked for a year. During that time, I had the opportunity to collaborate with several public relations professionals. Those interactions sparked my interest in the field.

That curiosity led me to realize many of my newsroom skills were transferable and that PR offered a wider range of opportunities while still aligning with my skills and interests in journalism. Because I was still in college, I made the decision to switch my major to public relations and fully commit to pursuing a career in the field.

Tell us about your favorite movie and what appeals most to you about it?

My favorite movie is Dunkirk, which tells the true story of over 338,000 Allied soldiers trapped on the beaches of France during World War II, surrounded by the German army. I’m a huge history buff, so I’m naturally drawn to films based on real events.

The movie also resonates with me on a personal level. My grandfather was a Purple Heart recipient and a WWII veteran. So, watching Dunkirk gives me a deeper appreciation for what he may have experienced during his service.

What was the last, best book you read and what about it spoke to you?

The last book I read was The Millionaire Next Door. As someone who is passionate about financial literacy, I found it incredibly engaging from start to finish. The book highlights how many American millionaires are not flashy spenders, but rather disciplined individuals who live below their means, budget carefully and prioritize saving and investing over status symbols like fancy cars and big houses.

I especially appreciated that the book is grounded in extensive research and data, which made the insights feel both credible and practical.

Tell us about a meaningful hobby or “outside of work” commitment that is important to you?

One of my most meaningful hobbies is exercising. Whether it’s going for a run or doing a strength training workout, it’s my go-to way to clear my head and relieve stress after a long day. It helps me stay both physically and mentally sharp.

Share a fun fact about you.

A fun fact about me is that I still play ice hockey competitively in an adult league. This game, which I started playing when I was 5 years-old, has given me so much, including lifelong friends and great memories. I feel very fortunate I can still play the game I love, even as I get older.

Beyond the Fridge Magnet: Leveraging Media Placements in 2026

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When I was in grade school, it was cool to see your name in the local newspaper—whether you were mentioned for good grades, sports, a musical achievement or the like. If my name made it into print, we would head straight to the 7-Eleven to pick up the latest issue. I would page through the newsprint scanning for my name, then proudly show it to my mom. She would grab the scissors, clip the article and pin it to the fridge, where it would live out its days, seen only by whomever happened to pass through the kitchen.

Many of us have similar stories. In those days, unless the article was physically mailed to grandma, posting it on the fridge was the extent of our abilities to leverage our “coverage.”

Things have changed.

Today, media placements are destined for much more than life under a fridge magnet. With the right amplification, one placement can be shared, repurposed and extended across multiple channels to reach far beyond its original audience and continue to deliver value.

At Kimball Hughes Public Relations, we are securing meaningful media placements in key B2B trade and Tier One media outlets targeting our clients’ core audiences. Once these articles or broadcast interviews featuring our clients’ quotes, commentary or contributed content are published, we don’t stop there. We work to leverage those placements to ensure they create lasting impact.  

A good public relations partner knows individual opportunities should never be one-and-done opportunities. Those partners will consider amplifying the article through the following:

  • Social media: LinkedIn and other relevant social channels can serve as excellent platforms to gain extra attention on a media placement. Consider posting a brief teaser or summary of the article with relevant tags and hashtags along with a link to the article on the company’s LinkedIn page as well as on executive profiles. This practice not only puts original content from your company in front of followers, clients and prospects showcasing third-party validation, it also encourages engagement and drives additional interest in your company.
  • Email signatures: Encouraging executives and other employees to reference and link to the article in their email signatures can also serve as a credible endorsement or proof point for clients and prospects.
  • Website press rooms: A press room on a company website serves as a home for media placements and press releases. Housing materials here will help draw people to the company website where they can learn more about your company and the services it offers, while supporting discoverability.
  • A blog post: A blog post housed on your website can serve to draw more attention to your article and its third-party validation, as well as allow the SMEs to take a deeper dive on the topic or even provide additional information on how the company can provide solutions related to what was discussed in the article.
  • A LinkedIn newsletter article: Similar to a blog, the LinkedIn newsletter article could be something written to tease out the media placement and offer additional insight. LinkedIn articles are delivered directly to LinkedIn newsletter subscribers and encourage engagement and sharing broadening the article’s reach considerably.
  • Employee communications: Media placements can also be leveraged to generate company pride and excitement. Internal comms teams can distribute media placements with commentary to staff members to build company loyalty, foster company culture and encourage more to participate in media opportunities.
  • E-newsletters or direct mail: Weaving mentions of the placements and links into e-newsletters and direct mail to clients and prospects can serve as another touchpoint to highlight that objective validation provided by a media placement, helping to instill reader confidence in the brand.
  • Sales materials: Sales teams can take great advantage of the independent validation media placements provide when making a pitch or in a prospect conversation. It can be valuable to include publication mastheads, article summaries and links in sales decks, proposals and the like. Again, doing so showcases third-party validation supporting claims made by the sales team, reinforcing trust in the brand.

With these suggestions for amplification, it is critical to keep copyright in mind. Even if a company SME authored the piece, the company likely no longer owns the collateral. Often, once an article is published it becomes the property of the publication. Any posting of the article in its entirety could violate copyright laws. Media placements should always be properly attributed and should never be copied and pasted in part or in their entirety without permission from the original publishing outlet.

A strategic multi-channel approach leveraging a media placement can result in lasting meaningful impact for sales, the brand and company morale. So don’t just frame that article on your office wall, leverage it.