Omnichannel is more than just a set of digital tactics. It’s a strategic, insight-driven approach designed to deliver seamless, personalized customer experiences by integrating messaging across multiple touchpoints.

It ensures that every interaction, whether through a medical science liaison (MSL), a rep visit, an email, or an AI-powered chatbot, is part of a connected, data-driven ecosystem.

Pharma’s omnichannel success depends on:

Understanding your audience needs and pain points across the customer journey
Aligning messaging with behavioural shift
Optimising channels based on real-time engagement data

But if omnichannel is this complex, who should lead it?

The Case for Omnichannel as a Standalone Function

Strategic Business Driver, Not Just Digital Execution: Omnichannel isn’t just about technology — it’s about relationships. It requires deep integration across brand, medical, commercial, and market access teams. A dedicated omnichannel function ensures these connections happen effectively.
Cross-Functional Leadership is Essential: Unlike traditional digital marketing, omnichannel spans multiple departments. Having a centralised omnichannel team can break silos and drive a cohesive engagement strategy.
Global vs. Local Execution Requires a Governance Structure: Many pharma companies operate globally but execute locally. A standalone omnichannel function can set a strategic framework while allowing for market-specific adaptations.
Proven Success in Industry Leaders: Consider the omnichannel campaign for Lundbeck, which integrated live-action VR, social content, and digital assets to enhance HCP engagement at AAN 2019. This level of execution required a dedicated strategy team, not just a digital execution arm.

The Case for Omnichannel Sitting Within Digital

Technology is the Engine of Omnichannel: Omnichannel relies on AI, automation, and data analytics — all of which sit within the digital team’s expertise. Digital teams already manage platforms that enable omnichannel experiences, making them a natural home.
Efficiency & Scalability: Digital teams are structured for rapid execution at scale. Embedding omnichannel here ensures seamless integration with digital transformation initiatives.
Cost & Resource Optimization: A separate omnichannel function could lead to duplication of roles and budget inefficiencies. Keeping it within digital leverages existing infrastructure.

Where the Industry is Headed

The most successful pharma companies treat omnichannel as a business strategy rather than a digital function. A hybrid model — where omnichannel is a dedicated function that collaborates closely with digital, brand, medical, and commercial teams — is emerging as best practice.

Future omnichannel success will depend on:

A clear governance model
AI-driven personalization and engagement analytics
Integration across customer touchpoints beyond digital

Should omnichannel have its own seat at the table, or should it be an extension of digital? There’s no one-size-fits-all answer — but the decision will shape how effectively pharma companies engage with their audiences.

Have questions? Get in touch here.

Pharma marketers love data. We track email open rates, website clicks, rep visits, and webinar attendance. But the real question is: do any of these metrics tell us if we’re actually changing behavior?

Omnichannel strategy isn’t about delivering more content, it’s about driving meaningful engagement that shifts HCP mindsets and actions. And that means redefining how we measure success.

Vanity Metrics vs. Real Impact

Today, many omnichannel KPIs focus on activity rather than impact:

Email open rates ≠ engagement
Webinar attendance ≠ knowledge shift
Rep interactions ≠ prescribing intent

The challenge? These numbers look good on reports, but they don’t tell us whether we’re influencing HCP decisions or improving patient outcomes.

The Real Goal: Measuring Behavior Change

A true omnichannel strategy isn’t just about delivering the right message at the right time, it’s about influencing decisions over time. That’s why we need to track:

Engagement depth: Are HCPs actively engaging with multiple content types, not just passively consuming?
Knowledge progression: Are HCPs moving from awareness to deeper understanding across touchpoints?
Channel preference evolution: Are HCPs engaging with more personalized, self-directed interactions?
Prescribing behavior shifts: Are we seeing intent signals translate into actual prescribing patterns?

How Do We Get There?

To make behavior change the core metric, pharma must evolve how we collect and analyse data:

AI-driven insights: Predictive analytics can track engagement trends and identify subtle shifts in behavior.
Customer journey mapping: Instead of isolated interactions, we need to visualise how HCPs move through an omnichannel ecosystem.
Attribution modeling: Connecting digital and in-person engagement to actual prescribing or clinical decision-making.

The Future of Omnichannel Measurement

Omnichannel isn’t just about being present everywhere, it’s about guiding HCPs through a journey that leads to action. If we measure what truly matters, we can stop chasing clicks and start driving real change.

Have questions? Get in touch here.

Edelman Announces Leadership Evolution & Continued Focus on Strategic Priorities
Matthew Harrington Named Executive Vice Chairman
Mainardo de Nardis Named Global President and Chief Operating Officer
Brian Buchwald Named President, Global Transformation and Performance

NEW YORK October 6, 2025 — Edelman today announced a series of senior leadership appointments that will accelerate the firm’s strategic agenda. Matthew Harrington has been named Executive Vice Chairman, Mainardo de Nardis has been appointed Global President and Chief Operating Officer, and Brian Buchwald will serve as President, Global Transformation and Performance.

“These leadership appointments mark an important new chapter for Edelman as we double down on innovation, global growth, and trust,” said Richard Edelman, CEO. “Each of these leaders brings unique strengths that will help us move forward in a rapidly changing communications landscape. Their focus will be on delivering greater impact for our clients, strengthening our internal operations, and driving the firm’s ongoing transformation and innovation.”

Matthew Harrington Named Executive Vice Chairman

A 41-year veteran of the firm, Harrington has held several key leadership roles, including U.S. CEO, and most recently served as Global President and Chief Operating Officer. In his new role as Executive Vice Chairman, he will concentrate on strengthening relationships with Edelman’s largest global clients, serving as senior counselor to C-suites and boards. Harrington has advised some of Edelman’s most important clients, including Samsung, Microsoft, eBay, and Starbucks, guiding them through pivotal moments and transformation.

“Matt has been my partner for more than four decades and a key force in our success and trajectory over that timeframe. He has helped our firm, and our clients navigate defining moments, including 9/11, the 2008 financial crisis and the recovery from Covid,” said Edelman. “Through his work as a client and CEO counselor, he has helped elevate the role and strategic significance of communications. His global perspective, deep relationships, and steady leadership make him uniquely suited to strengthen our most important client partnerships and drive growth across the network. I am grateful that our clients and our leaders will continue to benefit from Matt’s contributions in this next phase of his distinguished career.”

“I look forward to this next chapter and the opportunity to focus on my passion – what has kept me deeply engaged over my tenure – counseling our clients,” said Harrington. “It has been an honor to serve as COO these past 14 years and I’m grateful to Richard, our leadership team and many colleagues for making it so rewarding. I’m excited about Edelman’s ability to continue shaping the future of communications at this transformational time.”

Mainardo de Nardis Named Global President and Chief Operating Officer

de Nardis, a member of Edelman’s board of directors for the past five years, brings decades of experience in global media and communications leadership. As Global President and COO, he will focus on driving client growth and strong financial performance, guiding global strategy, and ensuring consistency and excellence across Edelman’s worldwide network. His remit includes strengthening the firm’s operating model to support sustainable, profitable growth while extending Edelman’s cultural and industry impact.

He previously served as Executive Vice Chairman of Omnicom Media Group and CEO of OMD Worldwide at Omnicom, Global CEO of Aegis Media, and CEO of MEC at WPP, where he also sat on the founding board of GroupM. In recent years, he has served as Chairman, board director, and investor, primarily in the AdTech sector for companies including Vidmob and the AI-powered mobile advertising platform LoopMe. This experience has helped broaden his perspective and deepen his knowledge of technology-driven transformation across industries.

“I’ve known Mainardo for 30 years and he is a seasoned executive who has deep CMO relationships. He knows what they want, and he understands the evolving landscape and the needs of our clients,” said Edelman. “He brings deep conviction to our continued evolution and the power of our global network. As President and COO, he will work with me to chart Edelman’s next phase of growth and extend our leadership in helping clients earn stakeholder trust. Mainardo is a truly global leader who has built his career across Milan, London, and New York.”

“Edelman has a singular role in shaping trust between companies, brands, and society,” said de Nardis. “I look forward to working across the entire global network to help guide our strategy, deepen relationships with clients and communities, and extend Edelman’s cultural impact while ensuring the firm thrives during this exciting period of transformation.”

Brian Buchwald Named President, Global Transformation and Performance

Buchwald joined Edelman three years ago to help build out the firm’s suite of Trust products and services. He has since been elevated to Global Chair of Product and AI, leading efforts that have firmly established Edelman as a pioneer in the use of artificial intelligence within the communications sector. In his new role, he will drive the firm’s modernization of its service delivery model and operationalize its innovation agenda as Edelman escalates its integration of AI and technology to deliver increased value to clients. He will report to de Nardis. “Brian is a rare talent who has put us far ahead in AI,” said Edelman. “He is operationalizing the technology across teams and workflows in a way that reflects real cultural and capability shift. His early work to redefine the value of earned media and to initiate a new flywheel approach has already helped us take marketing spend from ad agencies and reshaped how we think about communications.”

“We are at a once-in-a-generation moment for our industry,” said Buchwald. “I am proud of the groundbreaking work our teams have done to apply AI and data-driven insights to client challenges, and I look forward to helping Edelman lead the way in defining what transformation means for communications and for trust.”

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In a world of constant change, one thing remains the currency of connection: trust. Whether you're launching a life-saving therapy, promoting a wellness product, or shaping policy perception, trust is no longer just a reputation issue. It’s a business driver.

The Trust Shift

According to the 2025 Edelman Trust Barometer, healthcare is at a tipping point. While it remains one of the most trusted sectors globally, this trust is fragile. Patients, professionals, and policymakers alike are growing more skeptical, more informed, and more vocal.

Key findings from the Barometer reveal:

63% of people say they will only buy from brands they trust, even if alternatives are cheaper or more convenient.
74% expect healthcare companies to play a proactive role in solving societal issues, not just selling products.
Trust in science remains high, but trust in how it's communicated is declining. Audiences want clarity, not jargon. Empathy, not ego.
Most crucially: trusted brands are more likely to drive behavior change — whether it’s starting a new treatment, signing up for a service, or recommending to peers.

So, What Does This Mean for Marketers?

Trust is a purchase trigger, not a nice-to-have: Building trust means ensuring that every claim, channel, and interaction reflects your brand’s values, and lives up to them. Transactional tactics may deliver short-term wins, but trust builds long-term loyalty.
Brands must stand for more than products: This doesn’t mean becoming political. It means becoming purposeful. The brands that lead with integrity, and back it up with measurable impact — will earn deeper relevance and advocacy.
Transparency is the new trust frontier: The gap is widening between what experts say and what audiences hear. Scientific credibility is not enough. Healthcare marketers must reframe complex information into clear, human-centered narratives. The tone must move from ego to empathy, from authority to accessibility. Because in the absence of clarity, confusion and mistrust take root.
Trust drives behaviour change: Whether it's adopting a new treatment, enrolling in a program, or sharing with others, behaviour change begins with belief. And belief is built on trust. This is the ultimate ROI of trust: it fuels not just perception, but participation. If your strategy isn’t actively building credibility, it's leaving value on the table. Trust-based marketing doesn’t just inform — it activates. It empowers people to take the next step, because they feel safe, understood, and supported.

The healthcare brands that embrace trust as their true north will be the ones who lead, not just in market share, but in meaningful impact.

Have questions? Get in touch here.

In today’s hyper-connected world, customers expect seamless, personalised experiences across multiple touchpoints. Whether they are patients seeking healthcare guidance, providers looking for medical insights, or consumers engaging with health-related content, their journey is no longer linear. If your strategy isn’t omnichannel, it’s failing to meet their expectations, and ultimately, it’s not truly customer-centric.

What Does It Mean to Be Customer-Centric?

A customer-centric strategy is one that prioritises the needs, behaviors, and preferences of your audience at every stage of their journey. This means understanding how they interact with different channels, whether it’s email, social media, SMS, chatbots, telehealth platforms, or in-person visits, and ensuring a frictionless experience across them all.

A multichannel approach, which simply means being present on multiple platforms, is no longer enough. True customer centricity demands an omnichannel strategy, where each interaction informs the next, creating a cohesive and personalised journey. For example, a patient researching symptoms on your website should receive relevant follow-ups via email or SMS, and a provider engaging with educational content on a professional network should see related insights in their next touchpoint, whether through a webinar invitation or an interactive chatbot.

Why Omnichannel Matters in Healthcare

The healthcare industry is complex, with diverse stakeholders including patients, healthcare professionals (HCPs), payers, and caregivers. Each group has unique needs, and their engagement preferences vary widely. Here’s how an omnichannel approach improves their experience:

Patients Expect Seamless Care Journeys: Patients today move between AI research, telehealth consultations, in-person visits, and digital health apps. They expect their data and experience to follow them seamlessly across these touchpoints. An omnichannel strategy ensures that when a patient engages with a chatbot about medication side effects, their physician is notified and can follow up proactively.
HCPs Demand Relevant, Convenient Engagement: Healthcare professionals are overwhelmed with information and prefer tailored, on-demand content. Some prefer webinars, others engage with peer-reviewed articles, and many rely on social media for industry updates. A well-designed omnichannel strategy ensures that HCPs receive the right content at the right time through their preferred channels, enhancing engagement and education.
Caregivers and Family Members Need Integrated Support: Family caregivers often manage appointments, prescriptions, and patient education on behalf of their loved ones. Providing them with integrated access to patient information via a unified experience across apps, portals, and SMS reminders enhances their ability to provide care.

Key Elements of an Effective Omnichannel Strategy

To build a successful omnichannel strategy in healthcare, consider these essential elements:

Data-Driven Personalisation: Use AI and analytics to understand customer behaviors and preferences. Leverage these insights to deliver tailored messaging and content that meets individual needs.
Channel Orchestration: Ensure all touchpoints are connected and synchronised. A patient shouldn’t receive a generic email after a telehealth visit; instead, they should get a follow-up message tailored to their specific condition.
Compliance and Privacy: In healthcare, compliance with regulations like HIPAA and GDPR is crucial. Ensure all interactions respect patient privacy and data security standards while still delivering value.
Seamless Integration of Digital and Human Touchpoints: While digital engagement is critical, human interaction remains essential in healthcare. Integrate AI-driven support with human touchpoints like physician follow-ups and live chat with healthcare professionals.
Continuous Optimisation: Regularly analyse engagement data, feedback, and outcomes to refine and optimize your omnichannel strategy over time.

The Future of Customer-Centric Healthcare Engagement

As technology advances and customer expectations evolve, the need for an omnichannel approach will only grow. Organisations that invest in seamless, personalized, and data-driven engagement will build stronger relationships with patients and HCPs, improve health outcomes, and drive better business results.

If your strategy isn’t omnichannel, it’s time to rethink what customer-centricity truly means. The future of healthcare engagement is connected, continuous, and customer-first.

Have questions? Get in touch here.

To truly understand Gen Z, you must understand this: we operate from a scarcity mindset - shaped by fear, frustration and fractured trust.   

We were raised in an emotional pressure cooker - school shootings, the climate crisis, a pandemic that disrupted milestones, and persistent economic instability. Today, personal safety and security top the list of Gen Z  priorities. That same fear is driving how we think about power, money, law and order, and the systems that surround us, including the system of brand communications.    

The good news? Communicators can tap into Gen Z’s deep emotional investment in progress. A recent Edelman Brand Trust  report  suggests that for Gen Z, brand trust is increasingly personal, not institutional. We’re not looking to brands to fix society, we're looking to them to show up in our lives with optimism, clarity and care. We value emotional connection as much as ethical alignment, and we notice when brands make our world feel more stable, even in small, personal ways.   

Our passion isn’t performative; it’s personal. It’s born from lived experience, systemic frustration and the belief that something better is possible. And while it’s natural for brands to hesitate, fearful of saying the wrong thing or stepping into polarized debates, Gen Z’s passion can be a permission space, not a pressure cooker. When brands act with clarity and care, they won’t just avoid backlash; they’ll gain advocates.    

Let’s take a closer look:   

More than half (51%) of highly aggrieved Gen Z believe that helping people with different beliefs comes at a cost to themselves. That’s textbook zero-sum thinking. In other words: if you’re winning, we’re probably losing.   
Confidence in government, media and business is near all-time lows. Many young people believe that these institutions serve the elite and wealthy, leaving others behind. Even the pastimes and entertainment that once brought us joy feel complicated; performative stories of nepotism in Hollywood, influencers-turned-villains, and even hobbies have become a feeding ground for political turmoil (they said what at the run club!?). What used to be casual interests now act as litmus tests for someone’s politics or values.    
We believe in driving real change, even if it’s sometimes perceived by other generations as confrontational. Edelman’s Gen Z and Grievance research shows that 53% of Gen Z expresses approval of what’s often labeled “hostile activism,” a broad category that can include everything from online pressure campaigns to direct action. That support reflects frustration and urgency, not an endorsement of unethical behavior – it's a response to collective trauma. For many, it’s not just about protest; but rejecting the idea that traditional reform is enough.

As a Gen Z comms professional, I’ve seen our role evolve from simply executing tasks to harnessing our unique lived experiences and cultural fluency as strategic assets.   

I remember the gut punch I felt reading about the evolving landscape of DEI programs across major companies. As a communicator, it raised questions about how progress is sustained over time and I recognized that my role as an advisor was entering a new chapter. As a Gen Zer, it stirred a familiar tension: the sense that momentum can stall when urgency fades. But rather than discouragement, what I felt most was determination. A quiet but steady reminder: we’re still here, and we’re still paying attention. For brands, this moment isn’t about taking a side, it’s about honoring your values with consistency, even as the world around you becomes more complex.    

Gen Z doesn’t expect perfection, but we do expect progress, consistency and proof. We want brands to show up as the company that you say they are, not just when the spotlight is on, but when no one is looking. We want actions, not just awareness. Proof looks like: 

Enforcing workplace policies and commitments 
Engagement on social issues that support your people and customers 
Tangible progress in local communities and our world

When we see real effort, we show up as advocates, amplifiers and even employees. But that trust must be earned, not assumed.   

So, for communications teams, this means: 

Pressure-test your values.  Ask: “Would we still do this if no one were watching?” If not, it may lean toward being performative.  Brands have been publicly called out in media for making bold public statements during moments of reckoning, like posting solidarity during racial justice protests, only for internal policies or business decisions to quietly contradict them. Analysts and commentators have flagged this disconnect as a key driver of reputational risk. Gen Z doesn’t just notice the gap between values, words and behavior; we log it as a red flag, and that disconnect undermines trust at its core. 
Gauge issue salience. Ask: “Would silence here cause backlash or disengagement?” Coverage in major outlets has highlighted instances where brands have tried to sidestep cultural moments, like quietly opting out of Pride after facing political backlash, only to be called out by LGBTQ+ consumers and allies for what felt like a retreat. Gen Z isn’t asking for constant commentary, but we do notice when brands are selectively visible. In key moments, silence can speak louder than a statement and often signals disengagement, indifference, or worse, fear. 
Make your receipts visible. Help Gen Z assess your brand by making your track record easy to find and hard to fake. When brands lean on words like “sustainable” or “ethical” without offering data, methodology, or third-party proof, it sets off alarms. We've seen fashion and beauty brands face backlash when those claims didn't hold up under scrutiny, especially when product lines or supply chain practices told a different story. We’re not asking for perfection, but if the receipts are vague or hard to find, we assume there’s something to hide.

The takeaway is clear: Gen Z’s fear isn’t going anywhere. Whether you’re launching a product, navigating layoffs or shifting your sustainability strategy, we’re watching. Not with passive interest, but with the belief that what benefits you might come at our expense. If that fear is confirmed, you don’t just lose our trust – you lose our loyalty, our voices, and our dollars.    

To stop being seen as part of the problem, brands must show up like allies - with values and with verifiable action.     

Olivia Tompkins is a senior account executive of corporate reputation and the global knowledge manager of the Gen Z Lab at Edelman.   

Allstate CEO Tom Wilson on Creating Trust Through Community

In an age of rapid change and skepticism, trust in health is fragile, yet more vital than ever. The 2025 Edelman Trust Barometer Special Report: Trust and Health makes this clear: no institution – government, business, NGOs, or media – is trusted to address people’s health needs. Trust has decentralized, representing both risk and opportunity for leaders across the health ecosystem.

Last month, I met with leaders at Health Evolution Connect 2025 in Nashville, where CEOs, payors, providers, startups, and investors gathered to confront these challenges. In an Edelman-hosted session, “Restoring Trust in Health: Action Over Intention,” I was joined by a behavioral epidemiologist and an infectious disease physician who is also a health literacy expert to engage the group in sharing perspectives. One theme was unmistakable: trust is no longer a given. It must be earned, sustained, and demonstrated through measurable action.

Insights from the Health Evolution Community

Conversations reinforced a simple truth: restoring trust requires humility, courage, and collaboration. Panelists noted that doctors and experts must show more humility – admitting when they don’t have all the answers but committing to finding them. This humanizes expertise and helps patients feel respected. Our data echoes this: two-thirds (64%) of people say someone whose advice helped in the past is an important consideration in determining who is a legitimate health authority, nearly as important of a consideration as someone with formal credentials (72%). As one voice reminded us, we need to shift from asking patients, “What’s the matter?” to “What matters?”

Technology and artificial intelligence were (as expected) another major theme. Far from dehumanizing care, AI was increasingly positioned as a teammate, as well as a strategy to reduce physician burnout. With tools like ambient listening, physicians are rediscovering the joy of practice – able to look patients in the eye rather than type notes. This prompted a provocative question: can more technology actually make healthcare more human? Still, leaders urged caution. With the Centers for Medicare & Medicaid Services (CMS) preparing to launch a Health Tech Ecosystem and AI app library by 2026, the question of which tools can be trusted remains open. Our research confirms the tension: while 76% of people feel confident finding trustworthy health information, younger adults are twice as likely as older ones to believe the average person who has “done their own research” is just as knowledgeable as a doctor.

Generational divides were also front and center. Nearly half (45%) of 18- to 34-year-olds say in the past year they have disregarded provider guidance in favor of advice from friends or family, while 38% have done so in favor of social media. These younger voices are not rejecting expertise – they are redefining it. Trust for them is about empathy, proximity, and communication style. Health leaders must learn to engage this participatory ecosystem with humility, frequency, and authenticity.

And while people continue to diversify their health information sources, our research also found “my provider” is highly-trusted to tell the truth about health issues (82% globally) – confirming what multiple leaders at Health Evolution underscored: health trust is local. Engaging and collaborating with local health voices will be critical to ensure health information resonates and is effectively disseminated. When sharing how they effectively built lasting trust, leaders recounted a community-first approach.

Several CEOs spoke candidly about the velocity of change and the courage required to lead through risk. They spotlighted how resilient relationships grow by listening harder, showing vulnerability, and taking bold but fact-based risks with a community-first approach. Leaders agreed meaningful systemic change won’t be possible if the current healthcare ecosystem continues to operate in silos – stakeholders must share collective responsibility to realize the potential AI and other advancements can bring.

Action Over Intention

Our Special Report: Trust and Health makes clear that anecdote is not the enemy of science – it is the bridge to it. Undermining science or allowing misinformation to flourish has consequences beyond reputation. To earn back influence, leaders must blend rigor with relatability, showing they understand people’s lived realities. We must:

Elevate proximity: Empower local voices (community leaders, providers, peers) to carry trusted messages.

Redefine communication: Translate science into language people can understand and act upon.

Demonstrate action over intention: Move from promises to visible, measurable commitments that improve access, equity, and experience.

Reignite collaboration: Channel the urgency and unity of our pandemic response, so innovation serves and includes society.

Trust is the most valuable currency in health today. At Health Evolution Connect, it was clear those willing to act boldly – to listen, adapt, and communicate with empathy – will not only strengthen their organizations but also restore confidence in the systems meant to care for us all.

Courtney Gray Haupt is Global and U.S. Health Chair.

My good friend Lally Weymouth, editorial writer for The Washington Post, died yesterday of pancreatic cancer. I have known her for the past 20 years as a notable journalist and fixture in the New York City social scene. To me she was an older sister, a guardian angel and fellow traveler in a family business.

Lally pursued stories with zeal, chasing heads of state across time zones and geographies. Her stories were revealing, often deep conversations in which leaders allowed their true nature to be unveiled.

She was a true friend. When I got prostate cancer, she was tireless in her networking, connecting me ultimately with a large donor who facilitated an introduction to Dr. Peter Scardino, the eminent surgeon.

Her salon lunch in Davos and birthday dinner in Southampton were the stuff of legend. Her guest lists included prime ministers, CEOs, top journalists, and heads of charities. She moderated brilliantly, providing a full picture of the world.

She ran a tight ship at her house. I was chastised for eating a toasted bagel outside of the dining room. I was also told to dress appropriately when coming for a visit to her home, with jacket and slacks required.

She was kind to my children. She took special interest in my eldest, Margot, encouraging her to progress in the family business.

She was deeply conservative, especially on foreign policy. I was, in her eyes, her "far left" friend. She abhorred high taxes and government regulation. She respected strength and courage in all policy matters.

She was always elegant in her Oscar de la Renta dresses and heels. Her hair was always well coiffed, her jewelry immaculate.

She was a unique character who grew up in a family of power and embraced all who were keeping our world charging ahead.

Richard Edelman is CEO.

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