By Anita Murray, CEO, William Murray

In a high-pressure environment – with shrinking newsrooms and rising client demands – shortcuts can be tempting. AI-generated content (or perhaps even AI-generated sources), viral-ready stories, and clickbait may deliver quick wins, but they come at a cost to credibility and trust. 

The recent Press Gazette revelations about potentially fake sources in seemingly AI-generated stories are a cautionary tale not just for newsrooms, but for every agency leader. Unfortunately, several outlets published the stories, and according to Press Gazette, content from these PR agencies is now being blocked, leading some newsrooms to create a list of approved contacts and experts.  

Now more than ever, PR companies need to lead with authenticity, ethics, and accountability. Here are four principles I believe will guide us into the future: 

1. Reputation is a long game – don’t trade it for a short-term win

Yes, clients want fast results. But in sectors like food and drink, where provenance, transparency, and trust are non-negotiable, credibility is your most precious asset. Lose it, and you’ve lost everything. 

2. Be prepared to vet your sources and systems

Agencies should always be prepared to audit their internal processes. Who approved the source? Is the data verifiable? What questions haven’t we answered? Newsrooms are now building ‘approved lists’ – and we want to be on them. 

3. Use AI, but don’t abdicate responsibility to it

AI can accelerate content creation, editing and ideation. But it can also fabricate with frightening confidence. We need human editorial oversight, always. 

4. Use your experts – and your expertise

Journalists will become increasingly wary of agencies that can’t make introductions to experts or provide additional information. It’s time to use your expertise and your contacts to make timely and trustworthy introductions. 

We’re entering a new chapter in PR – one where trust is the differentiator. Almost anyone (or any AI) can write an irresistible headline. But not everyone can build a brand that people believe in. It’s time to be loud not just about our creativity, but about our integrity. 

By Fiona Hamilton, director of strategic growth 

As the conflict in the Middle East continues to disrupt supply, food inflation remains high, and consumers spend more cautiously, pressure is increasing on foodservice buyers.  

The impact is clear: less time, tighter margins, and little appetite for just another product pitch. 

Buyers need solutions that work in the reality of a busy kitchen. And that shifts the role of marketing and how we sell. For those that want to win, it becomes less about pushing products harder and much more about showing how you solve real operational challenges. 

The brands cutting through are starting with the problem – labour, consistency, cost, speed, additional profit potential – and showing where their products can help. 

Get that right and buyers don’t just see your product. They see it working in their world. Which is much more likely to result in a ‘yes’. 

How to reframe your narrative: 

Start with your USP – but make it relevant
Differentiation still matters, but only if it connects to a real need. Don’t just ask what makes you different; ask why that difference matters in a busy kitchen. If it doesn’t save time, reduce stress, improve consistency or drive profit, it’s not your strongest story. 

Prove there’s demand
Buyers are risk-averse so demonstrate that your product is already resonating with consumers. Use strong social proof to build immediate trust and credibility. That could be usage data (“9 out of 10 consumers would choose X”), or compelling consumer testimonials. 

Highlight your operational edge
Focus on tangible improvements your solution delivers in practice: faster service, simpler prep, lower costs, or improved labour efficiency. The clearer the day-to-day advantage, the stronger your proposition. 

Quantify the commercial impact
Show how your offer improves performance where it matters most – margin, throughput, or meal-time spend. Wherever possible, give numbers to it to turn interest into a clear business case. 

Speak your buyers’ language
Lose the brand jargon. Step into their world – whether that’s the kitchen or boardroom. Talk covers, wastage, labour constraints and service pressure. When buyers feel understood, they’re far more likely to engage. 

At its core, this approach is about reducing risk. The more proof you provide, the easier it is for buyers to make a decision. Then the faster your sales team can move. 

Create your selling story 

If you need help shaping your brand narrative, let’s talk.