Straight answers on buying PR, getting covered, launching, and handling the bad week — written by people who run a newsroom and a communications firm at the same time.
Coverage disappears, algorithms change, and ad prices only go one direction. An audience you can reach directly is the asset that makes every other channel work. Here is the case, and the minimum viable way to start.
Three disciplines founders routinely confuse, what each actually buys you, how they should divide a budget at each stage, and the one thing none of them can fix.
A working checklist for the six weeks around an announcement, from the decision of whether to announce at all to what happens the week after.
How to build a fundraise narrative that survives the data room, what a monthly investor update should contain, and why the companies that communicate in quiet months raise faster in loud ones.
The structure reporters actually scan, the first sentence that decides everything, and the habits that get releases deleted. With a worked template you can use today.
Clip counts and advertising-value equivalents tell you nothing. Here is what to track instead, how to set a baseline, and how to tell in ninety days whether a PR program is working.
Written from the receiving end of the pitch. What gets opened, what gets deleted, and how to give a reporter a story they can say yes to today.
A practical process for picking a PR firm, from the shortlist to the reference calls, with the questions that expose who will actually do the work and the contract terms that protect you when it does not go to plan.
Monthly retainers, project fees, and pay-per-placement deals explained, with the questions that separate a firm earning its fee from one billing for activity.
The case for a single team running earned, owned, crisis, and investor communications, and the situations where a specialist still wins.
A working method for founders who want to be quoted, invited, and read, without posting platitudes. Pick a position, prove it in public, and make yourself easy to reach.
What to do, in order, from the moment a story turns against you. The holding statement, the war room, the reporter calls, and the mistakes that turn a bad day into a bad quarter.