Telum Talks To: Linda Li from Beijing China Advocate Consulting

Ashbury in Hong Kong has welcomed Sidney Leng as Associate Director, Advisory. In his new role, he is responsible for strategic communications advisory for the firm’s clients.

Sidney has provided strategic communications and media relations advisory to clients across the financial services, real estate, technology, and legal industries. Prior to joining Ashbury, he was Associate Director of Financial Communications at Burson and has also worked in branding and marketing at FinTech unicorn Micro Connect, and in communications at Huatai International.

Sidney started his career as a journalist covering Chinese political economy and finance for English-language media outlets, including the South China Morning Post, Foreign Policy Magazine and National Public Radio. 

Many communications teams have experimented with AI, but few have successfully embedded it into their day-to-day workflows.

Join Telum Media for this insightful session exploring how leading communications teams have moved beyond one-off prompts to implement AI in ways that deliver consistent, measurable value.

Our panel of experts will provide practical insights into what works, what doesn't, and how to turn AI from a useful tool into an integral part of your communications strategy. 

• Matt Collette - Founder and CEO, Sequencr AI

• Jeremy Seow - Chair, PRCA APAC

• Eunice Cheng - Asia Pacific & Japan Communications Lead, AMD

• Yeelim Lee - Global Head of Communications, Tanoto Foundation

Online via Zoom
Wednesday, 29th July 2026
9:00am - 10:00am GST
1:00pm - 2:00pm HKT / SGT
3:00pm - 4:00pm AEDT
5:00pm - 6:00pm NZT

Geopolitical uncertainty, economic volatility, and rapid technological advancement have reshaped the environment in which organisations operate. Against this backdrop, communications professionals are navigating an increasingly complex landscape while remaining focused on their core mandate: building trust, protecting reputation, and fostering meaningful connections with stakeholders.

As the industry approaches World PR Day 2026, themed “The Golden Age of Strategic PR”, Telum Media spoke with three communications leaders: Toni Chan, Global Head of Communications at Lalamove; Jonathan Tan, Founder and Managing Director of VoxEureka; and Abigail Ng, Senior Manager, Corporate Affairs at Temus about what strategic communications means today, the forces reshaping the profession, and what the next decade may demand from communicators.

The forces reshaping modern PR
The communications landscape has transformed significantly over the past decade, driven by a combination of different factors.

Among the most apparent shifts is the fragmentation of the media landscape.

Toni observed that communications has moved away from centralised news outlets towards a matrix of niche podcasts, social media platforms, and online communities.

As a result, the traditional “one-pitch-fits-all” approach is becoming obsolete.

“Success today requires more careful consideration of our communication objectives, tailoring our approach to ensure our messages land effectively, authentically, and precisely with the right audience, rather than just shouting into the void,” she said.

The shift extends beyond where stories are published; it has also changed how people consume information.

Abigail pointed to the Reuters Institute's 2026 Digital News Report, which found that social and video platforms have overtaken both television and news websites as sources of news.

“Audiences don't wait for a journalist to validate a story anymore,” she said, noting the collapse of the traditional media-gatekeeper model.

For Jonathan, the democratisation of communications has a profound impact on public trust.

“You have citizen journalists, Substack, Reddit communities, and so many different canvases and platforms. On one hand, the press's influence has diluted. And at the same time, who do you trust anymore?”

He added that declining trust has become even more pronounced as global leaders increasingly communicate directly through different platforms, presenting competing versions of the truth, and making it harder for audiences to distinguish authentic information from misinformation.

Abigail observed a similar trend, noting that scepticism today extends beyond news media to institutions and carefully crafted corporate messaging.

These developments, however, are not occurring in isolation.

Jonathan believes that AI is accelerating and amplifying many of these existing shifts, increasing both the pace and complexity of change facing communications professionals.

What does strategic PR really mean?
The current communications landscape finds itself balancing two realities: adapting to constant change while remaining anchored to its core purpose.

For Abigail, that core purpose has remained consistent.

Although the media landscape has changed compared to a decade ago, she believes that PR's fundamental role is still to build and maintain relationships between an organisation and its publics.

“What's actually changed is that our realm of ‘publics’ has kept expanding.”

Today, those publics extend far beyond journalists and consumers to include employees, leadership, partners, policymakers, and the wider industry. While communicators can now engage many of these audiences directly, without relying solely on the media, the challenge lies in maintaining consistency across every touchpoint.

“The strategic skill is holding one coherent narrative across all of them,” she added.

That expanded remit has also changed how communicators contribute within organisations.

Jonathan recalled a perspective from another communications leader that has stayed with him: “We are the radar and compass for organisations.”

To him, that captures the role of today’s communicator - to stay close to the ground, continuously sensing cultural, societal, and economic signals before synthesising those insights to help steer organisations and brands in the right direction.

In an environment increasingly shaped by questions of authenticity, creative integrity, truth, and trust erosion, he believes the profession's strategic value has never been greater.

“Whether it's the golden age or not, I think the demands and the stakes of that role is more pertinent and critical than ever.”

Toni shares a similar view, describing PR as a discipline centred on reputation management. Beyond driving positive stories, she believes communicators are responsible for building credibility and trust while helping organisations minimise potential reputational risks.

“It isn't just about crisis cleanup, but proactive prevention.”

That preventive role extends beyond external communications. Toni noted that PR teams can play an active role in shaping internal strategy, such as expanding relevant communications and media training beyond senior executives to better equip employees against emerging reputational risks.

Taken together, these evolving responsibilities point to a broader shift in how the function is viewed within organisations.

As Abigail puts it: “PR sits much closer to strategy now - part storyteller, part strategist, part guardian of reputation, and increasingly a relationship-builder across audiences that used to be handled separately.”

A defining moment for communicators
If today's communications landscape is more complex than ever, it is also opening up new possibilities for the profession.

Jonathan described modern PR as an “expressive blank open canvas”, offering a breadth of opportunities that would have been difficult to imagine when he first entered the industry two decades ago.

From earned media and influencer engagement to creative production and research, the profession has expanded well beyond its traditional boundaries. As organisations increasingly expect integrated communications support, Jonathan pointed out that practitioners and agencies alike must continue evolving their capabilities and skill sets to stay relevant.

Yet with greater influence comes greater responsibility.

As communications becomes more deeply integrated into organisational strategy, Toni believes communicators play the role of a supportive and objective voice within the business.

Rather than stepping in only when issues arise, she argues that communicators should work constructively with internal teams to identify blind spots, address vulnerabilities, and ensure that organisational actions align with external messaging.

For Jonathan, that responsibility is ultimately rooted in integrity.

“It is our responsibility to be not just storytellers, but truth tellers,” he said.

Building on his earlier description of communicators as the "radar and compass" for organisations, he believes practitioners have a responsibility to stay true to their values, speak up when necessary, and help steer organisations towards what they believe is right.

Reflecting on his experience as an agency leader, Jonathan acknowledged that the industry is not without ethical dilemmas. While certain practices may deliver powerful or commercially attractive results, he personally has chosen to walk away from them in order to stay true to his values.

“As agency leaders and communicators, we have the power to decide how we shift influence, conversations, and narratives. If we don't speak up for what we believe is right, then who will?”

Technology, meanwhile, is reshaping how that responsibility is carried out.

Abigail believes communicators will increasingly move away from producing every piece of work themselves towards orchestrating collaboration between AI and people.

“Agents handle scale, synthesis, monitoring, and first drafts; people bring judgment, relationships, and accountability.”

Beyond improving efficiency, she sees AI helping organisations maintain messaging consistency at scale while preserving institutional knowledge as a living resource for stronger storytelling.

However, she cautioned that these capabilities also demand thoughtful governance.

As guardians of coherent and trustworthy narratives, communicators must exercise discernment over what is worth saying, what should remain unsaid, what can be delegated to AI, and what should always remain in human hands.

Jonathan shares a similar belief that, despite rapid technological advancement, certain qualities will always be valuable.

He said that soft skills, contextual intelligence, and relationship-building, will continue to distinguish human communicators from AI. He also believes that human intuition is equally important - the ability to exercise sound judgment, recognise the early signs of an emerging issue, and understand nuances that cannot simply be taught but are developed through lived experience and observation.

Ultimately, all three leaders believe the future of PR will bring both greater opportunities and greater responsibilities. It all comes down to how well communicators balance innovation with judgment, influence with integrity, and scale with trust.

As Abigail concluded:

“For me, the golden age isn't about doing more but orchestrating well. When everyone, and everything, can publish, coherence and trust become the hardest and most valuable things we protect.”