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Interview: Ashleigh Bonica from AMPR

Interview: Ashleigh Bonica from AMPR

The Australian Open returns to Melbourne as one of 2026's first major global sporting events. More than just a tournament, the event has evolved into a cultural moment, where sport, fashion, entertainment, and lifestyle collide. Such events also create a highly competitive environment for brands, where standing out requires authentic and credible engagement.

To explore authentic, meaningful brand presence during major sporting moments, Telum Media spoke with Ashleigh Bonica, Senior Communications Director at AMPR. Drawing on her client work in this space, she discussed building deeper brand connections, earning attention beyond traditional sponsorship models, and adapting brand storytelling for diverse audiences without losing sight of a clear, consistent narrative.

Many brands want to tap into the hype of major sporting events even when they have no natural link to the sport. How do you help clients find an authentic point of relevance and avoid campaigns that feel forced or disconnected from the moment?
Authenticity starts with heritage, not hype. For example, with Lacoste and tennis, the connection is genuine - tennis isn't a borrowed platform for Lacoste, it's the foundation the brand was built on.

Our role is to ensure that the brand's values are expressed in a way that feels contemporary, culturally connected, and relevant to how audiences experience the Australian Open today. Rather than defaulting to logos or nostalgic storytelling, we look at how Lacoste's enduring values of elegance under pressure, performance with style, and confidence in movement, can come to life in a modern, experiential way.

Le Club Lacoste Melbourne at AFLOAT is a strong example of this approach. It doesn't interrupt the Australian Open experience; it extends it. It creates a space that mirrors how people actually engage with the tournament, before and after matches, socially with friends, or by the water, while staying rooted in tennis culture.

Relevance is only the first hurdle. How can PR and comms professionals carve out distinctive brand spaces - especially when up against official sponsors and major rights holders?
In a sponsorship-heavy environment, visibility alone is not the goal - meaningful connection is. Consumers are increasingly adept at tuning out brand noise, particularly during major sporting moments saturated with logos and competing messages.

PR and comms professionals can create impact by shifting the focus from scale to substance.

For Lacoste, the opportunity wasn't to out-brand other sponsors, but to be visual and true to the brand, in turn making more meaningful impact and connection with tennis fans. Le Club Lacoste Melbourne offers something both experiential and editorially compelling: a cultural destination that blends tennis, fashion, food, and social connection. By creating a bespoke floating Lacoste Court at AFLOAT, complete with live match screenings, casual play, French-inspired food and drink, and exclusive retail, the brand occupies a space that feels premium, considered, and genuinely newsworthy.

PR plays a critical role in shaping this narrative, positioning Lacoste as a cultural contributor to the Australian summer of tennis. By celebrating craftsmanship, athlete individuality, and the brand's quiet confidence, our storytelling naturally extends beyond sports pages into lifestyle, fashion, and culture verticals.

In crowded sponsorship landscapes, distinctiveness comes from depth, not dominance. When a brand adds value to how people experience an event, rather than simply attaching itself to it, it earns attention in a way that feels organic, credible, and enduring. We saw the effectiveness of this strategy for Lacoste when Lacoste Court was booked out within days of being announced.

With fan behaviour shifting toward real-time, social-first consumption, what emerging opportunities do you see for brands to generate earned attention during upcoming global sporting moments?
Earned attention today is driven less by polished campaigns and more by authentic, human moments that unfold naturally around the action. Audiences are no longer just watching the sport itself; they're engaging with the broader cultural ecosystem in real time, from arrivals and personal style to atmosphere, emotion, and shared social rituals. For us, social-first doesn’t mean social-for-social’s-sake. The most effective live brand moments are designed to be experienced first, shared second.

For a brand like Lacoste, this creates an opportunity to focus on moments of style, confidence, and self-expression rather than match results alone. Le Club Lacoste Melbourne is intentionally built with this behaviour in mind, a space that invites people in for the right reasons: connection, culture, and craft. When an experience is compelling in its own right, content capture becomes a natural by-product, not the primary objective.

We're seeing this same "off-track" focus shape engagement at major moments such as the Formula 1 Australian Grand Prix and the Melbourne Cup Carnival. While the sport remains the anchor, participation is increasingly driven by the surrounding experience - fashion, access, and atmosphere. Brands that create environments people actively choose to step into become part of the story rather than a layer over it.

The real opportunity lies in the in-between moments: arrivals, off-court movement, pre-and post-play gatherings, and how the brand can authentically add value through meaningful experiences that connect with their DNA. PR teams now operate as cultural editors, curating access, talent, and context to ensure brands show up with intention. When executed for the right reasons, real-time storytelling doesn’t just extend reach; it builds relevance, credibility, and lasting cultural impact.

Sporting events usually attract layered audiences - from local communities to international viewers, casual fans to passionate purists. How can client stories be adapted into market- and audience-specific angles that are timely and newsworthy without diluting the core narrative?
The strongest partnership stories are designed to stretch across audiences and platforms, while remaining anchored to a single, clear brand truth. With Lacoste, the core story - the intersection of sport, style, and heritage - remains consistent, but the lens through which it's told shifts depending on audience and market.

For the Australian landscape, the global concept of Le Club Lacoste has been adapted to suit the local cultural infrastructure by partnering with an iconic venue in Melbourne's CBD that values authentic experience, whilst also embracing true partnership. At a global level, the story is about Lacoste's global tennis legacy and enduring connection to the sport.

Audience segmentation is equally important. Tennis purists are drawn to performance, athlete credibility, and the brand's authentic roots in the game. Lifestyle and fashion audiences engage more strongly with narratives around identity, craftsmanship, design, and how sport influences broader culture. By creating an experience that integrates sport, fashion, food, and music in an authentic way, we ensure we can capture engagement with any potential audience segment.

By anchoring all storytelling to a single, clearly defined brand truth, PR and comms teams can adapt angles without dilution. The message stays intact; the execution evolves, ensuring relevance across markets while maintaining a cohesive, recognisable narrative.

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Strategic communications consultancy, Sefiani, part of Clarity Global, has released a new study indicating that 84 per cent of Australian marketing and comms leaders disagree on who "owns" AI visibility, while the remaining 16 per cent take an integrated approach.

Conducted by OnePoll on behalf of Sefiani, the research surveyed 150 marketing and communications leaders at Director level and above from organisations with more than 50 employees, exploring how strategies have been adapted in response to AI search.

According to the report, 91 per cent of cross-departmental leaders are revising their strategies to influence AI-driven discovery, although an internal "turf war" is emerging over who controls brands' AI search visibility. The research found that ownership currently sits across five functions: data / analytics (23 per cent), comms / corporate affairs (20 per cent), brand (19 per cent), digital (17 per cent), and performance (16 per cent), which the agency said reflects a structurally fragmented approach within many organisations.

The "silo" challenge
To complement its findings, Sefiani collected qualitative insights from leaders through a series of executive GEO-focused sessions and a recent panel moderated by Mandy Galmes, Managing Partner at Sefiani. Speakers included Johanna Lowe, Chief Marketing and Communications Officer at the University of Sydney; Brad Pogson, Head of Communications at Lendi Group; and Tom Telford, Chief Digital Officer at Clarity Global.

Based on these discussions, several themes emerged around managing reputation in AI-driven environments:

  • Internal silos as a key barrier: Participants noted that while some leaders are encouraging cross-functional experimentation, others remain 'nihilistic' about breaking down traditional departmental walls, leading to stalled effort and wasted budgets. The panel identified the rise of AI as a 'shadow task' layered on top of existing senior role requirements without removing previous duties, which further delays progress.
  • The forever life of reputational issues: According to panellists, LLMs draw on long-term patterns across coverage, reviews, forums, and owned content, meaning historic issues may continue resurfacing in AI-generated responses. This suggests that organisations might need to take a more data-led, cross-channel approach to finding, correcting, and rebalancing inaccurate information.
  • Quality content remains critical: Insights from the discussion indicated that AI models do not discriminate by content format, but they do reward depth. The findings suggest that high-quality, thought leadership content performs better within LLM training sets, so it should be considered as central to strategies across channels moving forward.

The cost of siloed GEO: Misinformation and reputational risk
The agency stated that a lack of clear ownership over GEO is already having tangible consequences. Based on the research, AI search was cited by leaders as the most structurally siloed channel, with 77 per cent reporting problems in the last 12 months. This included a slower response to issues, conflicting messages across channels, and AI tools amplifying yesterday's problems instead of today's narratives.

The study also found that the risk is compounded by the speed at which AI-generated misinformation can spread, with 25 per cent of leaders reporting that incorrect, inconsistent, or outdated brand information has already appeared in AI answers.

"Reputation used to be managed channel by channel, but AI search has changed the rules. Because these systems read across everything - earned coverage, on-site content, social signals, and search authority - siloed marketing and communications are quietly muting your AI visibility," said Tom Telford.

"When your channels don't tell the same story, or teams are chasing independent KPIs with separate budget pots, these silos also become a major reputational liability. It is only when functions are truly connected that the models become trained on a consistent brand message and compound visibility across AI services over time. This is the crux of GEO, Generative Engine Optimisation, and done well it becomes the multiplier on everything you already invest in brand, PR and digital."

The "citations race": PR and earned media take centre stage
The report also suggested that a shift toward AI-first discovery is changing budget priorities.

According to the findings, 49 per cent of leaders have already allocated five to 10 per cent of their marketing and communications budgets to AI visibility, with 90 per cent of that spend being reallocated from traditional channels like paid digital and brand. A further 30 per cent reported allocating up to 20 per cent of their budgets.

Citing external analysis from Gartner, the agency noted that the majority of sources referenced by AI systems are non-paid, which the report argues increases the strategic importance of PR and earned media in AI-driven discovery.

Mandy Galmes said: "When LLMs answer a question in your category, they’re drawing overwhelmingly on non-paid, third party sources. If your spokespeople, experts, case studies and proof points aren’t in those sources, you’re invisible at a key moment in the buyer journey." 

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