FleishmanHillard has announced the launch of its Global Executive Advisory, a network of senior counselors designed to help C-suite leaders manage risk and opportunity in the face of global volatility, geopolitical uncertainty, and increasing stakeholder scrutiny.
Comprised of more than 50 senior advisors across APAC, EMEA, and the U.S., the Global Executive Advisory provides integrated advisory across financial communications, crisis and issues, ESG and responsible business, talent and transformation, public affairs, and brand impact.

Rachel Catanach, Head of the Global Executive Advisory, shared that while these are deeply uncertain times, FleishmanHillard’s stake in the ground is clear: strategic communication is a key driver for companies wanting decision advantage despite the dilemmas they face.

“Whether it be navigating geopolitics, supply chain arbitrage, identifying new cross-industry partners, communicating new pricing or embedding AI into all operations, the winners and losers in times of uncertainty are often defined by the quality of their communication," she said.

"In navigating uncertainty, the most grounded leaders focus on what aspects of their operations are immutable: the constants - people, purpose, values - that act as anchors - and then look to innovate and find a third way for those areas requiring a pivot. From an organizational perspective, that means focusing on your people and providing as much assurance as possible even if you can’t provide all the answers. That requires honesty, vulnerability and discipline. Share what decisions are being made, what’s on hold and why. Under-promise and over-deliver. That builds trust.”

Celebrating two years as a cross-border integrated marketing and communications agency, Via Group has made five strategic hires in Sydney. This comes as the agency looks to accelerate its expansion and better assist its global clients across the Asia Pacific region.

Via's new bench joins to bolster its three business arms of Strategic Communications and Advisory, PR and thought leadership, and Marketing and Commercialisation.

Karyn Smith has been appointed as COO. She brings more than 15 years' experience, having led senior business management roles across agency, client-side and media sales. With a 360-degree perspective to commercial strategy, operations and client service, Karyn will focus on building scalable systems and operational effectiveness as Via continues to grow, particularly offshore.

Jacqueline Barham has joined as Marketing Director. She has previously scaled new ventures and driven business transformation through marketing strategies and digital innovation. Jacqueline brings experience across various industries, including Sector - Financial Services, insurance, and entertainment, with senior roles at Qantas, HSBC, and Insurance Australia Group.

Lydia Maranta has been welcomed as Client Partner, bringing international expertise in corporate communications, brand positioning and reputation management. Previously based in London, she worked at Reckitt and M&C Saatchi, where she led diverse teams, built cross-sectoral partnerships, and delivered global campaigns. Lydia is supporting Via's international clients as they expand and navigate the Australian market.

Oliver (Ollie) Goldsmith has relocated from London to join the team as Digital Specialist. With a background in social media strategy, paid campaigns, and digital content, he previously worked at Hanover Communications advising government bodies, financial institutions and pharmaceutical firms across Europe and the Middle East.

Hinal Parekh has started as Account Manager. Previously at Keep Left and Honner, she has worked across sectors including property, tech, Sector - Financial Services and not-for-profit.

Founder and CEO of Via, Tala Booker, said: "We pride ourselves on being a high-touch, boutique and senior team, acting as a true partner and extension to our clients as they navigate, deepen or expand across Asia Pacific.

"This team brings stellar international experience to our clients and a shared belief in the power of clarity to cut through complexity. Each member of our team strengthens our ability to advise and execute for our clients with confidence and precision - whether we’re working with scaling firms going to market in new countries or helping multinational firms, one thing remains true - we know how to help businesses and leaders connect with audiences across borders, cultures and engage their audiences more meaningfully."

"Crisis is no longer the exception. It’s the environment we all operate in."

Sefiani, part of Clarity Global, has launched its second annual Clarity Global Crisis Report. The report is a deep-dive that provides key trends, insights and learnings, exploring crisis and reputation management around the globe.

This year's report, focusing on "Navigating Crisis in the Age of Uncertainty", includes a practical, field-tested guide to real-world events: from cyberattacks to cultural missteps, reputational threats in emerging markets, and the new frontiers opened by AI.

Robyn Sefiani, President ANZ & Reputation Counsel at Sefiani, and Clarity Global Crisis Council lead said: "Boards, leadership teams, and communication professionals observing the rise and rise of the corporate crisis will be increasingly aware that the ways in which organisations prepare for and respond to reputational threats have rapidly evolved.

"We recognise that the speed, complexity and emotional intensity of crises today fundamentally differs from those of even a few years ago and this is what we set out to address."

The chapters explore core principles like authenticity, empathy, preparedness, cross-functional leadership, and cultural awareness. This includes the importance of muscle memory in crisis response, the power of a resilient internal culture, and how digital footprint can act as a shield or liability. Other lessons include why reputation management today must consider not only how people perceive your organisation, but also how AI might represent it.

Key takeaways

• Authenticity and Empathy Build Trust: Authentic messaging and empathetic leadership strengthen bonds with stakeholders during uncertainty. Audiences respond to sincerity and transparency, especially in moments of vulnerability.
• Preparation Creates Resilience: Crisis plans may never unfold exactly as written, but the planning process builds invaluable muscle memory. Simulation drills and content libraries of pre-approved statements save precious time and reduce panic in real scenarios.
• AI in Crisis Comms: Handle With Care: AI can amplify misinformation, but it also offers new capabilities for monitoring and messaging. The key is to apply AI with oversight and context, ensuring human judgment remains central.
• Culture is the Ultimate Safety Net: Many crises start from within. A Sector - Healthy organisational culture - where ethics, transparency, and values are embedded - can prevent minor issues from snowballing into major scandals.
• Your Digital Footprint Tells a Story: In an age where online perception moves fast, digital reputation management must be ongoing. From SEO to privacy audits, a strong online presence can offer protection before, during, and after a crisis.
• One Size Does Not Fit All: Crisis response must be culturally fluent. What works in London may not apply in Lusaka. Understand local media landscapes, stakeholder expectations, and cultural norms for effective communication.
• Crises Can Position Brands for Growth: Brands that respond swiftly and transparently can transform a crisis into an opportunity. Organisations can strengthen customer loyalty and market trust by showing accountability and action.
• Cross-Functional Leadership is Critical: A successful crisis response depends on cohesive, cross-departmental leadership. Clear roles, mutual trust, and regular communication prevent silos and misinformation during high-stress periods.
• Post-Crisis Recovery Requires Strategy: Once the headlines fade, ongoing reputation repair is vital. Monitor for lingering misinformation, ensure corrective narratives are visible, and incorporate lessons learned into future planning.
• Clarity Matters Most Under Pressure: In every stage of a crisis, the clarity of your message, such as who it’s from, how it’s delivered, and what it means, can make or break outcomes. Communicate simply, consistently, and humanely.

The full report can be accessed here.