The company has grown substantially in the past decade. In fact, by the end of our fiscal year in June, we will have nearly tripled our revenue to more than $600 million. We are operating in 60 cities. We have 20 clients with more than $5 million in revenue each. Clients expect us to deliver first-class service across multiple geographies, often demanding the integration of practices as diverse as marketing, corporate reputation, public affairs, and crisis management. We are running a triangle offense of geography, practice, and global client relationship management.

We are adding new dimensions to the firm. Digital comprises 13% of our global revenue—as much as 25% in some of our offices. We are doing experiential work (pop-up stores as an example), branding, and advertising for brands and trade associations. One of our units is facilitating partnerships between brands and entertainment properties.

This expanded footprint is putting new demands on our human resources, legal, and IT infrastructure. HR must be a partner in the business and be about career planning, inter-company transfers, and skills upgrades. IT can become a strategic asset as Edelman seeks to move into this new area intersected by classic PR, digital, advertising, consulting, and media buying.

The time to make management changes is when things are going well, not when the wheels are coming off. That is why I began the process of consultation last summer with my family about the need to evolve the structure. My father has been relentless in pushing me to get the help I need to grow the firm and have a balanced life.

I am fortunate to have Matt Harrington ready to step into the COO role. Matt and I have worked together for more than 20 years. We have different styles but the same values and commitment to client service, employee communication, and risk-taking. We roll up our sleeves and work—and enjoy close relationships with the people we work with. From the day he stepped into the Edelman NY office on Broadway, courtesy of his cousin Becky Harrington, my college pal, he has taken up every challenge, from helping Samsung become a great global brand to working with Starbucks on a remarkable renaissance of its business.

When Mark Hass came to a parting of the ways with Publicis, I made the first call to invite him for coffee. Over a period of years, as competitors, we came to a place of mutual respect and admiration. Though he was to soon to be married, Mark took the opportunity to move to China where he completely turned around our business in less than two years. He has brought digital knowledge, capabilities in consumer marketing and corporate reputation, and an unfailing optimism to our fastest growing operation, now fourth in size in the Edelman network.

I have known Tom Mattia for nearly 20 years, as a client and a friend. We worked closely on the EDS account, then later at Yale University, where he served as chief communications officer. He has a deep reverence for China, where he worked in for Hill & Knowlton as APAC CEO.

In these three appointments, I have created the context for Edelman to continue to grow. My family, from the founders down to the third generation, congratulate all three on their appointments and wish them well. We are also so fortunate to have able leaders of our major geographies: David Brain in Asia, Robert Phillips in Europe, and Gail Becker for Canada/Latin America. Our practices are managed brilliantly by Alan Vandermolen, whose recent global tour to launch the Edelman Trust Barometer 2012 underscored our commitment to excellence in intellectual property. The global clients are ably supervised by Julianna Richter. Our CFO, Vic Malanga, maintains our posture of no debt and top client service within budgetary guidelines.

For all of you seeking to glean a management lesson from these promotions, I would urge you to recognize what you are good at and to appoint those with complementary skills. Take your time to consider your options. Consult with all involved, from the other owners to those you are considering for the jobs. Make sure you are evaluating the team and how it will work together—not just how individuals will work with you. Then move without fear because it is a greater risk to remain how you are than to aim for what you should become.

My next post will be from India at the end of next week. I can't wait.

Posted by Edelman at February 17, 2012 8:54 AM |

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Posted by: Hugh J Campbell Jr. CPA at February 17, 2012 9:28 AM

Posted by: George Colony at March 9, 2012 1:07 AM

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