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<span id="hs_cos_wrapper_name" class="hs_cos_wrapper hs_cos_wrapper_meta_field hs_cos_wrapper_type_text" style="" data-hs-cos-general-type="meta_field" data-hs-cos-type="text" >Telum Vox Pop: Mother's Day 2025</span>

Telum Vox Pop: Mother's Day 2025

As we celebrated Mother’s Day on 11 th May, Telum Media spoke to three working mums from Kicker Communications, each at a different stage of motherhood. They shared how their parenting journeys have shaped their careers and the soft skills they've gained through motherhood that are now translating into the workplace.

How has your current stage of motherhood - whether parenting a newborn, a primary school-aged child, or a teenager - influenced your daily work routine, mindset, or broader career goals?

Laura Blue, Business Director
When I re-entered the workforce with my seven-month-old, it was a strange mix of feeling exhausted and energised. I found my role's most straightforward tasks felt twice as hard (thanks to hourly wake-ups!) but at the same time, I enjoyed doing these tasks so much more because my brain was once again being stimulated.

Now that my son is nine months old and his sleep routine is gradually improving, these same tasks are becoming less tiresome, and I've realised how important being cognitively challenged is for my general wellbeing.

This makes me show up better at work and at home. I’ve never felt more motivated in my day-to-day role. As such, becoming a mum has further fuelled my fire to reach my career goals.

Rochelle Cervantes, Associate Director
Having a primary school-aged son has significantly changed and challenged my daily routine. My days now revolve around school runs, extracurricular activities, and everything in between, which has made me more organised and efficient with my time.

I've had to get creative in managing both work and my family, and this has actually improved my multitasking skills! I've become more patient, flexible, and open to finding creative solutions to challenges, both at home and at work. I've also found that I am now much more focused and clear about what is important to me.

Lisa Creffield, Head of Content
When I first had my daughter, managing commuting, working hours and drop off / pick-up from daycare was a big driver in eventually going freelance and WFH. It was manageable, but it was stressful and involved a lot of wasted time. Switching to a flexible work-from-anywhere schedule was ideal.

Having worked as a journalist and TV reporter, I was already used to being in the field / out-of-office, and often working solo on stories, so it was an easy adjustment. Flexibility is vital these days for all workers, not just parents.

One of the interesting things about parenting a teenager is that you do get to hear about the media they're consuming and various social trends, before they get picked up by mainstream media. For anyone working in the media, marketing or communications-related spheres, this can be invaluable.

Motherhood can teach soft skills like negotiation, conflict management, and empathy - skills not always taught in the workplace. What have you learned through parenting that you now find invaluable in your professional life?

Laura Blue

It's always easier to manage work priorities when you have more time available. Before becoming a mum, I had the option of working more or later to get things done on the days when everything happened at once.

This is much harder to do with a baby, so I have learned to be much more deliberate and disciplined with my prioritisation. This has made me a more effective operator (at home and at work) and enables me to extract the maximum value from each hour of the day.

Rochelle Cervantes
My son has truly changed me. I've become a pro at negotiating, whether it's over screen time, having sweets or finding a way to juggle all my work and family priorities. I've also learned how to stay calm and find solutions that work for everyone, even when things get a bit sticky.

Additionally, the patience and resilience I've developed through parenting him have helped me address challenges with a new mindset, enabling me to embrace whatever comes my way with a smile.

Lisa Creffield
I came to parenting in my mid-thirties, so I have already had to develop most workplace skills, although they weren't formally taught then and often aren't now. I think major life events like parenthood and bereavement - which I experienced before having a child, with the premature loss of a parent - do reset your perspective.

Career is no longer "life or death" but it becomes important in a different way. You need to provide for your family, and you also want to set an example to your child of why education and hard work are important, but also about setting boundaries.

I would also note that these qualities aren't unique to parents - some of the best, most supportive managers and empathetic colleagues I've had have not had children themselves.
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Sefiani unveils new research on AI visibility ownership

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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