Our way with super branding gets us privileged access to the corridors of power. Routinely our staff has access to the pinnacle, and we handle the pressure that comes within that rarefied atmosphere.

 

Public Relationships in a policy-making context is to put yourself inside our client's shoes, describe the world as they see it, feel what they feel, and tell their story. So it’s like living in someone else’s skin – that’s what makes a good super brand manager in a policy-making environment. 

 

We have worked on a whole bunch of campaigns, been in and out of parliaments and city halls,  and really seen the sausage-making. We can emphasize certain elements of policy to decide what to talk about and, crucially, what not to talk about. 

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We know and handle with the utmost discretion, a role that comes with the power to influence government policy in a substantive way. Whatever we’re doing is build up the super brand that our clients may have to build themselves, if only they’d had time to do it. Basically, we’re an efficient saving.

 

But in real-life our staff wield the power of their on-screen incarnations, and accept with gratitude the job is considered to be an enviable one. We get to see tomorrow’s history unfold from a front-row seat, and can easily count ourselves as a trusted lieutenant to often the most powerful and influential people in the nation and on the planet.

 

We cherish a reputation for crafting political addresses, not always from the thick-carpeted comfort of parliaments, but instead decamping to a branch of Starbucks downtown and hammering away on a laptop for hours at a time. 

 

To err in policymaking is human; to edit, divine.

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