End-to-end outreach workflow
Table of Contents
- International digital PR still runs on the same fundamentals — relevance, accurate data, and journalist relationships — no matter the market.
- Native speakers on your team are non-negotiable for real, long-term success; translation tools alone won’t build relationships.
- Journalists work very differently by country, from response times to schedules, so timing and approach have to flex per market.
- The city-index campaign is fading — niche, localized angles, interviews, brand data, and surveys are what’s landing now.
- There’s no one-size-fits-all: choose your first market based on where the business actually sells, then immerse and build from there.
International digital PR is something I don’t have a ton of experience with, so this one was a fun episode to record. The fundamentals stay the same across markets — but the details, like language, working culture, and even what makes a “good” story, change everything.
I sat down with Libby Windle and Eirini Theodoridou of digital marketing agency Connective3 to dig into what it takes to run digital PR across borders: how they grew from a UK-first agency into a team running campaigns across Europe, why native speakers are non-negotiable, and how journalists in different countries work, respond, and decide what to cover.
Here is a slightly edited transcript:
How long have you been doing international PR at Connective3?
Libby (02:16): We were typically a UK agency.
But back in 2020, we started running campaigns within the UK and also on a US scale, and saw huge successes from that.
Then we started working in Europe toward the back end of 2020. We were working with a couple of UK-based clients and brands that wanted to expand across Europe.
One of them was a finance brand where we did a campaign looking into the best places to retire across the European market. From that data we did the UK outreach and some European outreach as well, and we saw massive successes. From there it just grew.
So we’ve been doing it since 2020.
How about you, Eirini?
Erini (03:23): Yeah — I joined in 2021. Yesterday was my five-year anniversary.
Vince: Oh, congrats! Alright!
Erini (03:50): It was organically about to happen. When I joined, I was mostly working with UK accounts. I started as an exec — it’s not one size fits all, but at most agencies you start as an exec and then move up. There was a need for more links and more coverage on topics the UK publications cover, and it was a really fertile environment to create a team because we did have natives.
I was one of the first non-UK people who joined the team, but I was focusing on the UK market, and then I could see the value.
We had so many campaigns where you could get the same data for different markets. I’m Greek native, and I could see the value there. So I saw it happening organically, and then throughout the years I jumped into a more senior role.
What typically comes first? Is it the idea, or is it a client who wants more coverage internationally?
Erini (05:15): I think in the beginning it was the other way around. Now we have brands reaching out for specific links into specific markets, to break into those markets. Germany is a big one, as you mentioned, and the DACH countries in general — not just Germany, but Austria and Czech Republic.
But in the beginning it was more: until we have the data, we have the opportunity.
We’d get publications with a DR over 50 and 60 — really high-value publications — covering our data from different markets. Some of them have English-speaking articles, but even non-English articles drive traffic.
Now it’s more important for brands to break into the market, so they know the value of working with natives, getting someone who understands the market — not just mindlessly pitching a random UK dataset.
We might have Romanian data, for example, and pitch to Romania, but actually creating datasets specific to the market, understanding the regions, understanding the localization.
That’s the main change in the past two years. But in the beginning of 2020, 2021, we mostly had the data that pushed us into outreach to these markets.
Libby (06:35): To elaborate on that — we work with a real mix of clients with different focuses.
Like Erini said, we’ve got clients with campaigns and data who want more eyes on the research, so they’ll have indexes with data relevant to their own market and then wider markets like the US and Europe.
The brief there is to get more eyes on the campaigns, so we outreach far and wide.
And then we’ve got specific clients who just want to dominate the DACH region, the French market, the Spanish markets. They operate within those markets, so we’ll run specific campaigns for that brand within those specific markets. It’s a real mix.
Now they understand the value of actually building links in the market. It might be a UK or US brand that wants to drive revenue from specific markets — launch their product or service in a specific market, say the DACH region.
So you’re acting like consultants to the market and link builders, because they wouldn’t understand, say, if they were a finance service, how Germans understand trading. It’s not something that would just create nice data-led stories journalists like; it’s also about keeping people in that market in the know of what the service is.
How do you build a team for international PR?
Libby (08:58): Yeah, of course. The key to our success is that whichever market we operate in, we’ve got the expertise in-house to grow within that market and understand the consumers and the media, which is vital. We do a lot of work across the DACH region, so we’ve actually got a German PR team within C3 — a German PR lead, strategists, and execs.
They know the market, the journalists, the brands; they know how to speak to consumers and what works. We really lean on them for their expertise, and that’s how we’ve seen success, which we then replicated across other markets like France, Spain, and Italy.
That is really key to building a successful international team — making sure you’ve got those experts internally who are natives within the market you want to grow in.
People buy from people, and it’s the same with brands. So when we’re speaking to brands that want to launch in a new market or run PR campaigns there, if we’ve got natives helping us have those conversations, it builds more trust with the brand and the sector we’re talking to.
Vince (10:25): Are you specifically going out and finding people who live in those regions? Do they work at C3 in the office with you, or—
Libby (10:31): So when we talk about international at C3, one point we always make is that although we’ve got an international presence and team, they all operate from the UK. We’re not dotted all over the world. They’re all working outside of our London, Manchester, and Leeds offices.
But at Connective3, one of the perks is you can work from anywhere abroad, which has been crucial to how we built that team. For example, we’ve got people from France working for C3, so they can go home to France, spend time with family, and work without dipping into their holidays.
That’s been a vital perk. Erini was in Greece last week but was still able to work.
So they’re all within the UK — we’re not all over the world.
Erini: But sometimes we are all over the world — we’re working from other areas.
Before we got this benefit, when I first joined, I was the only non-UK person in the team. Then we built this work-from-abroad scheme, which the non-UK nationals used first, but now most people use it.
It’s a good perk.
And the reason we’re able to build this big team of internationals — we have to thank the brain drain from other European countries. I came here for studies because of the educational system and the economy, and a lot of people followed from different countries as well.
So it’s nice to go home on the weekend to see your family, or work from there for a few weeks. That flexibility has definitely helped. So yes, we’re all in the UK at the moment — but who knows what the future holds.
How do you ideate for different international markets?
Erini (12:48): It depends on the market, but I’d say it’s still the same thing across all markets: relevancy is key.
Whenever we get a specific brand for a specific region, we’d ideally have a native in-house, and then we start ideating by following their guidelines — anything around cultural differences, language differences, even time-zone differences. Then we pick our specific topics and follow the niche of the industry.
Relevance stays the same throughout.
But the key difference is language.
We might have a UK brand that wants to enter the German market, for example, but it needs to be translated in a way that consumers in that country understand. So it starts with a really basic overview: relevance, analyze the media landscape, check the audience of our brand and their competitors, and then we speak to natives and analyze their feedback.
Do you hire native speakers for pitching?
Libby (14:13): Yeah, absolutely. Everything’s done in the native language — the onsite blog if it’s an onsite campaign, the press releases, the actual outreach pitches are all done in the native language within those markets we’re outreaching in.
Vince (14:29): Have you tried, or would you recommend as an alternative, using a translation tool for pitching or ideating for people who don’t have native speakers?
Erini (14:43): Yeah, I think it is possible — of course it is.
We’re not experts in every single market out there.
So yes, it’s possible.
But for real success, I do believe you need those natives in-house to build that content and translate it, because it doesn’t just come down to translation — it’s the language you use, the tone of voice. Each market is completely different. We’re not going to know that for a specific market, whereas the natives are.
If I had to pinpoint the actual line of getting coverage using AI or Google Translate, it’s how niche your pitch is.
Say you have an exclusive — an interview with an athlete. Even if you used AI translation and pitched it to a really relevant publication in German, they might be able to tell you translated it, but they get what you mean, they get the exclusive. I think you’re going to get the result. But would you build a relationship with that publication or journalist? I don’t think so.
That’s the only way I can see it happening long-term if you use AI.
Vince (15:58): Right — and the story has to lead it. It sounds like if it’s not an interesting story, you’re still going to strike out.
Libby (16:14): One other thing to mention on your question, Vince — when you’re building an international team with native experts per market, there’s a lot of crossover, especially across European markets. For example, we’ve got a fantastic French team who also have experience across the Spanish market.
So while we may not have a Spanish PR lead, we’ve got French execs and leads with Spanish market experience. At that point they’re able to jump in and support that market. We find a lot of similarities and crossover, so that’s another way around it I’d suggest.
What are some differences you see across markets, regions, and countries?
Erini (17:11): While I was thinking about this, most of the time what I say to people is: the working culture.
Take Europe as an example.
Journalists in general — I think everyone will agree — have a really competitive work schedule.
It’s competitive to get into a big national, get the exclusives, hit their KPIs. That relates to every country; all media landscapes are quite similar in that they work at the same pace. But there are key differences we’ve noticed.
I’ve been doing EU outreach for the past four years, and there are so many aspects of how journalists work per country.
For example, if I pitched to Greece on a Friday, I might not get a link later that day, but I might get a response on a Sunday — it’s quite common for people to work their own hours.
But if I pitched in a Scandinavian country, even if it’s climate-sensitive, something really relevant happening right now, it’s highly unlikely they’ll pick it up because they’re really strict on their schedule.
That also translates to the timeframe from pitch to article. Even if I know they’re going to cover it — because I have a relationship with them or it’s really relevant — there are so many different timeframes per country. As a continent, Europe isn’t as big as the US, but there are so many differences in how they work, when they log off, how strict they are with timelines, whether they work for a national or regional.
Especially compared to the UK, where if there’s a really relevant, competitive pitch and I pitch it to a journalist at the Metro, they don’t want anyone else to get it. That’s the key difference I highlight in every conversation.
How about you, Libby?
Libby (20:09): When it comes to international, at the end of the day it’s still PR, and the PR fundamentals still apply.
The trend that’s the same across every market is that you still have to have relevance in your pitch to the journalists you’re pitching to. Why is it relevant to them, to the audience, to the market, to the publication? That applies in whatever market you’re operating in.
Your data methodology, too — as PRs, no matter what market you’re operating in, you’re still responsible for making sure your data is accurate, sense-checking the numbers and the data you provide, and making sure your methodologies and sources are super clear.
Those are the two key main trends, and it’s important to state it’s still PR no matter what market you’re reaching in.
Creating those relationships remains key, like you said. In some European markets — say the UK — you might every so often pick up the phone.
It’s not as common nowadays as it once was, but across European markets and the US you probably don’t do that anymore. So there are a few differences, but creating those journalist relationships is definitely key.
Erini: It varies. It’s quite a generalization, but I’d say European and even smaller countries appreciate feel-good stories more than the US. I find most of my scaremongering pitches do well in the US or UK, but they won’t perform as well here — they won’t perform well in smaller European countries. It depends on each, but as a generalization we definitely notice feel-good pitches tend to get more traction.
Libby: And this isn’t really a trend, but one thing we were talking about earlier is that some markets are still behind in terms of digital PR — they’re not quite aware of what it is. In the UK or US, you can send an outreach pitch and the journalist knows what you’re referring to and they’ll cover it.
But there are some markets, especially across Europe, where digital PR is still not widely known.
So we’ve found that in some markets we’ve got to explain our story to a journalist in dummy terms — explain what we’re sending, why it’s relevant, and what we want them to do with it. Put it on your website, it’s brand momentum. You’ve got to be really clear, because we’ve had a lot of responses in markets where people have gone, “What is this?” or “What do you mean?”
So it’s interesting how some markets are still a little bit behind — not backwards, behind.
Vince (23:04): Right, right. It’s funny — I remember when I started, this was more blogger outreach, the small blogs you’re trying to get links from, and they’d be like, “This is really cool, what do you want me to do with it?” That is interesting. Erini, going back to your finding about understanding the schedules and the nuances — is this just trial and error?
How do you get to recognize the nuances in different regions?
Erini (23:36): Even though I’m from Greece, I never pitched to Greek journalists growing up.
I didn’t know how it worked, but I understand the nuances and even smaller details — holidays, different bank holidays per region, cultural differences, language.
Greece is a smaller country, but talking to our German team, I’ve learned there are so many language differences across the DACH region. So that’s definitely something you have to try a lot of things to get right. But there are some things I wouldn’t ever be able to learn or understand because I’m not from there.
So you do need an aid to make it long-term successful as a PR strategy — but you can definitely try and find out yourself.
Even in countries that don’t have PR-heavy pitches — say most European countries — it’s worth reaching out and asking: “When do you want me to pitch? Can I send you a resource on XYZ because I know you’re covering it?” There’s still a plethora of countries we haven’t talked into, where you can use trial and error, but you won’t be able to find meaningful relationships with the publications or journalists because you’re not a native.
Vince (24:55): Yeah, that makes sense. This leads to a question I was going to save for the end, but now feels like a good time. If you were starting from scratch — let’s start with you, Libby — on building a team, what are common pitfalls now that you’ve done this for a bit? How would you start? Walk me through that, and then I want to get into content ideation.
What are some pitfalls you’ve run into building a team for international PR?
Libby (25:30): Yeah, of course.
I’ll start with where I’d begin if I were to start again: defining your proposition and your niche values — what areas you’re an expert in and what you can leverage. That would be the key thing.
And understanding which markets I’m going to target first — the ones where me and my team have expertise and can dominate from day one.
Another thing I’d do is build a core team — a strong team with your managers, strategists, and execs — and not just rely on one or two people to do everything, because they’ll burn out, people will leave, and clients won’t be happy. You need your core delivery team, again with experience in most of the markets you’ll operate in.
Vince (26:41): Can you break down what each of those does, just so people can understand?
Libby (26:46): Absolutely.
Executives are your junior, entry-level PRs who are brilliant at taking your campaign content and research, forming fantastic press releases, and outreaching them to the media.
They’re the ones speaking to journalists, pitching your stories, and getting results to build case studies for new business.
Then you’ve got your strategists, who are amazing at building strategy — knowing your client’s goals, what they want to achieve, and building the PR strategy, then working with execs to distribute it.
And your managers — you need people to manage a team, to carve and progress them, upskill them, teach them the ropes. So those would be the three key hires if I were starting from scratch, because sometimes you rely on all of this within one person, and we’re only human — we can’t do everything.
That was my biggest tip.
Another one — something we’re all maybe guilty of — is not being very process-driven.
I’d develop core processes from the very beginning, before you get too busy.
We know that introducing processes once you’ve been through a lot of growth is so hard, because we’re creatures of habit.
Teaching someone something new when they’ve done it one way for so long takes more than not.
So having your processes nailed from the start would be a big one. So: value proposition and knowing your niche; building a core team so you’re not relying on one person who’ll burn out; and nailing your processes from the start.
Another one would be having a proof-of-concept client. If you want to target a specific market — say France — start with a client and sector you know your team can dominate and get quick results, because then you’ve got your success story to go out and win business with.
Vince (29:07): Yeah, I love that.
Erini (29:09): The only thing I’d add is, in an ideal world, if you could have feet on the ground — immerse yourself in the culture for however long, even with the natives there if possible — or if you have a brand, say for France, that’s already there. In order to work with you, they might not have an SEO team or have done PR before, so you have a lot to learn.
Being there will speed up the process of getting success. It’s not ideal to create a new agency in every country, but if you can immerse yourself even from afar — reading the news, subscribing to newsletters, even learning the language, as simple as getting on Lingo and understanding why you’re pitching — that’s something I’d add.
What are some pitfalls you’ve run into creating content for international PR?
Erini (30:17): Definitely it’s not one size fits all.
As PRs, we’ve all used the spray-and-pray method before, dating back to the old days of just doing UK PR and building, building.
It was definitely more on the quantity side back then. I’d say start from the national point of view, but before you do anything, understand the market. Create a wish list of publications you want to be featured on and work backwards.
See how they publish — even if it’s not PR-led — because some countries don’t get enough PR pitches.
Understand how they format their articles, what type of data they include, if any. Speak with your natives and understand what content would perform better. Say you have the finance industry — would it be expert commentary, interviews, reacting to market news, or a data-led story?
Then I’d start ideating. It’s good to have a well-rounded strategy — it’s better to have your data-led pieces but also some backup proactive pieces you can easily pitch whenever something relevant happens in the market. But the core content strategy is sitting down with your natives, understanding the media landscape, getting a wish list of publications to target, and then creating your content.
The main pitfall I see all the time is a lot of index pieces.
We know they work — especially for lifestyle topics — but it’s died down.
More and more, especially non-native brands, keep doing them just because it’s what we know. I don’t think we should eliminate them from all international ideation sessions, but ideally we need a global approach — global and local together.
You need to take into consideration the whole country, region, or state, but make sure you understand the nuances more zoomed-in: areas within a state, regions within countries, cities, capitals, or metro areas across the key countries you focus on, instead of just generalizing with a local approach of “this country ranks X.”
It might help drive links in the beginning, but it won’t crack the surface or get you reached out to by journalists for more topics.
So I’d say get more local knowledge on what works, what doesn’t, what people actually read about, and where they even read the news — each country is different.
How do you recommend breaking away from index pieces if that’s what many lean on for international PR?
Erini (34:19): I’d answer with a question, because I’ve had this debate for two and a half years — everyone’s going on about it at every conference, every talk, and I’m guilty of saying it too. But we keep doing it because it works.
The question is: why are consumers so quick to stop for those articles?
Why is there a need for people to find out where their city ranks in some random index?
The worst thing I’ve seen recently is the best-smelling city. If I saw my hometown ranked the number one best-smelling city in the world, I’d click on it. It’s clickbait, isn’t it? It’s difficult to resist that clickbait.
That’s the thing — I get why we create them and why journalists still pick them up, not as often as they used to, but I don’t think they’re going anywhere.
I’m not sure they’ll go extinct, like the “drink job” campaign you find the odd one of going around. But I do think the more niche the topic, and the more relevant and localized your approach to the index, the better — to create credibility and a viable pitch you send only to specific journalists you know, maybe in that city, who follow that niche or cover that industry.
You won’t find “best countries to retire” going around for long, but you might find “best areas to raise a family in a metropolitan area” — make it even more granular.
Libby: It’s about the best place to retire — I mean, we did that in 2020, six years ago, so that’s how old those campaigns are on an international scale. I think for most there’s still a place for index campaigns, but you’re right, they are a bit more old school.
We’re seeing a lot of success at the moment from interviews, especially across the sporting and lifestyle sectors — interviewing sports stars, trending-topic celebrities, influencers, and so on. We’re also seeing success utilizing our clients’ internal data to form stories.
I know not a lot of brands can use their internal data, but that’s been a huge success when we can — using their data, nothing across the media, around awareness days, etc. And by awareness days I don’t mean National Doughnut Day.
Erini: That’s another issue — even to this day, not as often, you’d see pieces on World Doughnut Day and “the best states for a doughnut,” that type of content getting picked up in the US. But not across Europe.
Even if you try this for something really niche, like a “World Happiness Day,” something needs to be in the actual European country.
That won’t get picked up at all. That was really big back in 2021, those awareness days in the US, and it went everywhere — mostly lifestyle topics — but that hasn’t happened across Europe or Australia.
I’ve not seen world awareness days, mostly lifestyle, getting picked up in those countries. So that’s a cultural difference.
But what we’re seeing more is that utilizing our clients’ brand data is key.
A lot of the time, brands — especially on an international scale — have a goldmine of onsite content or reports they’re doing nothing with. So we leverage that and form PR stories to distribute to the media. That’s really successful. Reactive newsjacking still dominates across some European markets.
And then even surveys — survey-led stories where we survey 2,000, 2,500-plus respondents. We’ve always done that across the UK and US, but it works across European markets too — Spain, France, Italy, Germany.
So that’s another tactic we see success from.
Back to the trial-and-error thing on surveys — that would be the representative sample.
Some European markets, regardless of population, are so strict with this before they’d accept the claim. We’ve seen some companies with a thousand respondents across the US — different countries — and you’d think the story is backed up by a survey.
You could never have enough people to back up your claim, but you find other countries that are very strict — say 10 million population, they’d expect 10K respondents, for example.
If you wanted to expand your PR offering, which content and regions would you recommend leaning into?
Erini (40:00): The most fertile environment right now is Europe, for a UK brand — depending on the industry, I guess — but it’s such untapped territory when it comes to PR.
So I’d definitely delve into the European market. And like you said, it needs to depend on where the brand has built their presence and where they’ve got actual products to sell within that market.
You don’t want to launch randomly in a market — it needs to be based on business focus too.
Say they have a service they can use in all European markets — like a travel-fare comparison, something everyone can purchase from their site. I’d definitely go to Europe, and I’d start by immersing into each market. I wouldn’t tackle Europe as a whole — I’d choose whatever market makes more sense financially, then look at the cultural influences, find my natives, build a strong team, and then understand why their link-building strategies work, where they’re getting links, and build my strategy from there.
Libby, how about you?
Libby (41:23): I’d do the absolute same. I’d choose a market based on the business’s focuses and where they want to take their presence and products, then work backwards.
I’d do my research on the market, make sure I’ve got a team in-house — and if I haven’t, lean on freelancers for the consumer research, market research, and what’s getting picked up by the media.
Then I’d work with the client to understand their core focuses: are they launching a particular product, or focusing on a particular category on their website? From that, I’d form my strategy and ideas around their core focuses.
If it was a new market where we didn’t have lots of expertise, another way around it would be looking into marketing or PR agencies already in that market.
You can look at their websites — a lot will have their portfolio or case studies — and see what the agency has done for other brands.
Then you can take a little sneaky inspo and cover the interest of the brand you want to work with in that market. And then maybe get some journalists for a coffee, if possible.
How do you stay on top of trending in different countries?
Erini (43:45): The trends definitely still apply — social listening, Google Trends, Google Alerts, that absolutely still applies. But, like we were saying earlier about doing French — whenever we have a new market focus for one of our brands, I subscribe to the equivalent of BBC newsletters for that region, just to get the key general news.
They do have a lot of English newsletters for that.
I wouldn’t go on X and change my VPN to Germany to get the trending news for the day, but it helps to subscribe to the equivalent newsletters. You even have industry newsletters for a specific niche if they’re big enough — say you’re in finance.
I’d create Google Alerts, or Brand Alerts, if I have a mention of a key competitor of one of my brands, just to make sure I get everywhere they’re mentioned.
The more social-listening tools, you can easily translate that and find what people are talking about, what journalists are covering. And in an ideal world, I’d have time to scroll through TikTok, find trending news in that region, and get ideas from it if I have to add data.
Libby: Like you said, it’s PR at the end of the day — we should all be reading the news. If we’re operating in certain markets, we should be reading the news within those markets to understand what’s going on across the market and the consumers.
So on my way into work, I might be reading the BBC, whereas Erini might be reading an equivalent publication.
So no matter what market you’re operating in, you should be familiar with trending news stories within it. You can find all the information you need online; if you want to cut back the time, just subscribe to your newsletters and create alerts — you’ll get information in your inbox or on your phone.
Erini: What a tool on the other hand would offer you is a much shorter timeframe.
For example, we had a travel piece around airfare a few months ago — I think earlier in 2025.
Then in January there was an airspace blackout in Greece, and the moment it happened, I found out. It was big news — a big European country, flights affected from all around the world flying to Greece — so it was relevant to global media. It just happened in Greece moments after I found out. So I re-angled and pitched the new angle to the media across those different regions and Greece, which helped us get more coverage.
You’d get this information if Greece was your market — you’d already subscribe to travel alerts on Google for the region, or use a major publication in Greece — but you wouldn’t be able to find it ASAP as it was happening. So that’s the timeframe trade-off.
Libby: What our team’s really good at is, we’ve got a newsroom Teams chat we use daily. Pretty much all the time, the team are posting trends or trending news stories they’re seeing across the globe. It’s really interesting — “Hey, have you seen this? Could this work as a reactive angle for this client or brand?”
So the team are really good at that, especially across international.
Erini: Like Black Friday, for example — it’s huge in the US, and the moment we had some Black Friday news, people were dropping ideas in the chat. In the European part of the international team, that wasn’t really a big thing — I was asking some German people on our team, and that’s not something they’d pitch. I would pitch it in Greece, because I grew up in a lot of US culture. Even the English I was taught was US English. Everything to do with US culture is so big in Greece. But bigger countries in Europe, like Germany, couldn’t care less — Black Friday isn’t a thing there. But it is in smaller countries like Greece.
What didn’t I ask you that you think is important on this topic?
Libby (48:53): From my perspective, it’s around building an international team.
It’s so important — as managers, directors, heads of, whoever’s responsible for building and growing the team — to understand that once you start building an international team, you’re hiring people from a diverse range of cultural backgrounds.
They all communicate and work differently. So my biggest piece of advice would be to make sure you’re speaking, communicating, and getting to know your team one-on-one to understand how they work and communicate, then adapt your management style to reflect that.
The more you support and work alongside your team, and communicate with them how they want to be communicated with, and give feedback how they like to receive it, the stronger your culture and connection. That’s key for success, because at the end of the day, if your team are happy, feel supported, and feel fulfilled at work, they’re going to do a good job across their accounts.
Erini: For me it’s more or less the same, but tapping into and leaning on the people who work with you to learn from them — especially if you hire people who are better than you when it comes to tapping into different markets and understanding what you can offer different brands.
I’m a great example: since I joined as an exec, I was trusted to lead with my international background on different projects, in order to learn from the team and teach them what could work and what couldn’t. So lean on your people and understand what you can offer from their capabilities to different brands and crack into different markets.
Again, as Libby said — people buy from people.
Libby: Absolutely. And like you were saying, if you’ve already got a UK team and you build an international team, don’t forget about your UK team.
Make sure your skills are transferable — educate your UK team on your international presence, and get your international team to upskill the UK team. At the end of the day, we want a team that all have transferable skills. That’s really important, because it gives you bigger business buy-in. So that would be another key: make sure you’re upskilling the entire PR department.
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