M Booth Health spent years proving that specialist knowledge and consumer creativity could share an office. Then 2025 took away two large pieces of revenue - and the agency discovered that its sharpest growth tool was refusing most of the work offered to it.
For forty years, MCS Health has sold a peculiar advantage: the attention of a specialist shop with the reach of a network. Its 2025 reset shows what happens when a boutique decides scale should be borrowed, not owned.
A health campaign has to satisfy the scientist, the regulator, the payer, the physician, the patient, and the person scrolling at lunch. Ogilvy Health built one company to keep all six in the room.
A London healthcare agency found its edge in a difficult combination: knowing the compliance rules cold, then making the work feel nothing like compliance. Its best proof is a Rick Astley joke that moved people to book hearing tests.
Fearey has spent four decades turning relationships into a distribution system. Its best work begins with an old-fashioned question: what would make somebody leave the house, pick up the phone, or tell a friend?
A 24-person healthcare communications boutique found an unlikely door into public health: the football postseason. Its real product is not publicity, but translation under pressure.
KMR Communications built a 28-year business around a deceptively hard trick: translating expertise into a sentence a reporter can use before deadline.
LCWA has spent four decades doing a peculiar kind of work: finding the one detail that makes a technical product, a medical issue or a backyard pool matter to someone who was not already paying attention.
The agency began with a narrow label and kept adding jobs until the label broke. Its answer is a useful lesson in how to sell difficult science: put the people who understand it beside the people who know how to make others care.
Makovsky spent 47 years making a counterintuitive bet: in public relations, knowing the client’s business can matter more than knowing how to make noise. The firm is gone. Its most useful idea is not.
A clinical result is not yet an investment case. For nearly four decades, Burns McClellan has worked in the narrow, consequential gap between the laboratory and the capital markets.
Tim Busche and Kelley Smith began with $2,000 and a complaint: healthcare marketing too often arrives without healthcare fluency. Their answer was an agency built to translate between the clinic, the buyer and the campaign.
A healthcare agency named for an undersized sled dog learned that the shortest route to attention is rarely a straight line. Its advantage is turning regulated science into a story people can repeat - then measuring whether anyone acts.
The Glassboro consultancy has spent more than four decades preparing leaders for the phone call they hope never comes. Its real product is not publicity. It is a head start.
MediaSource wagered that a medical breakthrough is easier to understand when people can see it. Twenty-eight years later, the Columbus agency sells the whole chain from story discovery to newsroom-ready footage to proof that attention changed behavior.
Carmel-by-the-Sea had charm, rivals and almost nothing new to announce. Graham & Associates found the story hiding under the restaurant table - then built a 21-year award trail around the same discipline: make the familiar newly interesting.
The Newport Beach PR firm built its reputation on a curious constraint: no more than seven client partnerships at once. In life sciences, where the story can take years to mature, small may be the operating system rather than the limitation.
Landis Communications has 16 employees, a San Francisco address and access to more than 50 agencies worldwide. Its real product is not publicity. It is the knack for turning a complicated mission into a story people can repeat.
A biotech announcement, a billionaire’s investment firm, a hospital software story. Torch Communications works where complicated ideas meet people with limited patience.
Maggie Habib built a PR agency around senior practitioners. Its work runs from healthcare IPO communications to the quieter business of keeping a community informed.
Before a healthcare company can win the business, someone has to understand why it belongs in the room. Joy Scott’s agency has built its practice around that unglamorous, consequential problem.
A rent forecast, a nervous investor, a brokerage opening its next office. The Hoyt Organization builds communications around the people whose decisions matter - and its case studies show what that takes.
Cortney Lusignan is a seasoned communications and public relations executive currently serving as Senior Program Manager, AWS Communications, supporting the AWS Global Communications Vice President at Amazon Web Services. With a career spanning major PR agencies including Weber Shandwick and Edelman, and deep industry expertise in financial services, healthcare, and technology PR, Lusignan has built a reputation as a trusted operator at the intersection of enterprise cloud and strategic communications.