Burson was assembled from two giant PR firms to solve an old problem with a new instrument: making reputation legible before the crisis arrives. The experiment is part consultancy, part creative shop, and increasingly part software lab.
A communications consultancy went shopping for data, creativity and reach. Then one deal unraveled, revenue dipped, and the real strategy came into focus: own the decisions made before the press release.
For forty years, the Italian consultancy learned to turn listings, crises and cross-border ambition into stories people could trust. Then it faced the hardest communications assignment of all: explaining its own transformation.
Allison started as an underfunded PR shop one week before 9/11. Twenty-five years later, its first casualty was the label that built it.
The communications firm’s trick is not choosing between international scale and local instinct. It has built a network designed to sell both - and a body of work that shows when the combination earns attention.
DrivePath Advisors built an energy communications firm around a useful premise: in a crisis, fluency beats volume. Its advisers have already sat in the chair, watched the clock shrink and learned which sentence cannot wait until morning.

Before HP, John Koller helped sell consoles, livestreaming and a new idea of community. His durable trick is simpler than any campaign: watch what people are already learning to do.

For nearly three decades at Boston Scientific, Mary Beth Moynihan has treated a career less like a ladder than a design problem: name the destination, map the missing experiences and make the next move count.