New executive team in place, significant investment in senior talent, and a restructured organization built around today’s client needs
Amsterdam named as Edelman’s EMEA AI Center, accelerating the development of AI-driven services and solutions for clients

Amsterdam, September 16, 2025 — Edelman, the world’s largest independent communications firm, today announced a series of strategic moves to rapidly transform its Amsterdam office and solidify its position as the integrated communications partner of choice in a fast-evolving market.

With the return of Arent Jan Hesselink, President & CEO of Edelman EMEA, to lead the Amsterdam office, alongside significant investments in technology and senior leadership, the firm is positioning Amsterdam as the company’s primary innovation center in the EMEA region. The goal: to help clients benefit faster from AI-enabled, integrated communications strategies.

"The world of communications, marketing, and reputation management is undergoing a seismic shift," said Hesselink. "Clients no longer want standalone deliverables. They need integrated solutions that deliver long-term value. They want partners who understand their industry, who can pivot quickly, and who use technology to help them stay ahead. Edelman Amsterdam is built to deliver exactly that."

Delivering Long-Term Value
From navigating corporate transformations and crises to IPOs and brand campaigns, Edelman Amsterdam supports clients through moments of high impact. These services are delivered through an integrated agency model built around AI — a model the firm has heavily invested in globally.

Under the leadership of Darryl Soh, the new AI Center brings together strategists, creatives, technologists, and client leads in fully integrated teams. The center connects the experience of over 100 Amsterdam-based consultants with Edelman’s global network, 25 years of data from the Edelman Trust Barometer, and a growing suite of AI-powered tools. Its mission: to help clients make trusted decisions, especially in uncertain times.

A Sector-Led Model
Edelman is shifting to a sector-first model, giving clients access to integrated teams that deeply understand their industries. From sustainability in food, to tech regulation, to the economic effects of the energy transition — today’s communications challenges are rarely one-size-fits-all. This model delivers more relevant, faster, and higher-quality solutions tailored to clients’ real-world challenges.

Ilse van Hartevelt will now focus fully on the Energy & Industrials sector, combining her Netherlands leadership role with that of EMEA Energy Lead. Supporting this sector-led approach, Edelman is also welcoming three new senior leaders:

Kathrin de Graaf (Technology): Over 15 years of experience at firms including Aegon and Signify, with deep expertise in integrated communications, media relations, and thought leadership.
Kim Vogten (Food & Beverage): Brings 15 years of corporate affairs experience across JDE Peet’s, Eneco, AB InBev, and political roles. She joins in November.
Marcel van de Hoef (Financial Services): A former Bloomberg journalist and editor-in-chief, Marcel offers 25+ years in financial communications, executive coaching, and reputation strategy.

A New Leadership Team
The newly appointed leadership team for Edelman Amsterdam includes a mix of proven firm veterans and outside talent, under the direction of Hesselink. During his previous tenure, he helped grow the Amsterdam office into a market leader in the Netherlands. Andrew Foote transitions from General Manager Netherlands to Chief Client Officer EMEA. He will continue to drive digital innovation in his expanded role as EMEA Digital Lead, ensuring that the latest innovations from the AI Center are deployed across the region.

Additional leadership appointments include:

Anne Belle Voorbach – Chief Operating Officer & Deputy General Manager: Oversees day-to-day operations, talent planning, service delivery, and innovation implementation.
Martijn Nieuwenhuis – Chief Client Impact Officer: Tasked with redefining what creates value for clients, shifting the agency from outputs to outcomes.
Darryl Soh – Head of AI Transformation: Leads Edelman’s AI service development and integration.
Robin den Hoed – Business Innovation Lead: Focuses on developing new commercial models, including performance-based pricing and subscriptions.

“We’re setting bold ambitions that reflect the pace of change in our industry,” said Voorbach. “We’ve clearly defined our direction and are making deliberate investments in people, technology, and new models. More senior hires are on the way to support this momentum.”

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Edelman vernieuwt leiderschapsteam en versterkt AI-positie vanuit Amsterdam

Nieuw management aangesteld, forse investering in nieuwe senior consultants en organisatiestructuur afgestemd op de klantbehoeften van vandaag.
Edelman zet in Amsterdam het EMEA AI-centrum op. Hier ontwikkelt en test het bureau versneld nieuwe manieren van werken, diensten en oplossingen om klanten optimaal te bedienen in een AI-gedreven markt.

Amsterdam, 16 september 2025 – Edelman, ’s werelds grootste onafhankelijke communicatieadviesbureau, kondigt een aantal grote stappen aan om het kantoor in Amsterdam versneld te transformeren en dé geïntegreerde communicatiepartner voor bedrijven te blijven in een snel veranderende markt. Met de terugkeer van Arent Jan Hesselink, President & CEO van Edelman EMEA, als leidinggevende van het kantoor, en met forse investeringen in technologie en uitbreiding van het senior team, wil Edelman klanten sneller laten profiteren van een AI-verrijkte en volledig geïntegreerde dienstverlening. Edelman Amsterdam wordt het innovatiecentrum van het bedrijf in de EMEA-regio.

“De wereld van communicatie, marketing en reputatiemanagement verandert ingrijpend en dat gebeurt met een grote snelheid,” aldus Hesselink. “Klanten hebben minder behoefte aan op zichzelf staande producten en ‘deliverables’, maar zoeken geïntegreerde communicatieoplossingen die waarde creëren op de lange termijn. Ze zoeken partners die sectorspecifieke uitdagingen begrijpen, snel kunnen meebewegen en technologie benutten om ze voor te bereiden op wat komen gaat. Edelman Amsterdam biedt dat perspectief.”

Structureel waarde leveren
Edelman Amsterdam ondersteunt klanten bij transformaties, crises, herstructureringen, internationale expansie, exits, IPO’s en merkcampagnes. Dit gebeurt binnen een geïntegreerd bureaumodel dat intensief gebruikmaakt van AI-technologieën, waarin wereldwijd fors is geïnvesteerd.

Onder leiding van Darryl Soh werkt het Amsterdamse AI-centrum met geïntegreerde teams waarin strategie, creatie, AI en klantmanagement samenkomen. Het centrum verbindt de ervaring van 100 consultants in Amsterdam aan Edelmans wereldwijde netwerk, AI-gedreven creatie en 25 jaar aan inzichten uit de Edelman Trust Barometer. De visie is om klanten in staat te stellen beslissingen te nemen op basis van vertrouwen, juist in onzekere tijden.

Structuur zet sectorbenadering centraal
Klanten krijgen toegang tot geïntegreerde teams die hun industrie echt begrijpen en opereren vanuit diepe sectorexpertise. Communicatievraagstukken anno nu zijn zelden generiek. Ze gaan bijvoorbeeld over duurzaamheid in voeding, techregulering, geopolitieke risico’s voor alle sectoren of de economische impact van de energietransitie. Deze aanpak sluit beter aan bij de dagelijkse realiteit van klanten en verhoogt de relevantie, snelheid en kwaliteit van de geboden oplossingen.

Ilse van Hartevelt richt zich voortaan volledig op de Energy & Industrials-sector en combineert haar rol in Nederland met die van Energy Lead voor EMEA. Als onderdeel van deze sectorgerichte benadering worden drie senior versterkingen aangekondigd:

Kathrin de Graaf – Technologie: ruim vijftien jaar ervaring in corporate- en bureauomgevingen, o.a. bij Aegon en Signify. Gespecialiseerd in geïntegreerde communicatiestrategieën, mediarelaties en thought leadership.
Kim Vogten – Food & Beverage: brengt vijftien jaar aan brede corporate-affairs-ervaring mee, opgedaan in rollen binnen JDE Peet’s, Eneco, AB InBev en de politiek. Combineert kennis van de sector met expertise in corporate communicatie en stakeholdermanagement. Start in november.
Marcel van de Hoef – Financial Services: meer dan 25 jaar ervaring in financiële communicatie, executive coaching en reputatiemanagement. Voormalig internationaal financieel journalist, o.a. bij Bloomberg, hoofdredacteur en ondernemer.

Nieuw leiderschapsteam
Het nieuwe Edelman Amsterdam wordt geleid door een managementteam bestaande uit leiders die hun sporen hebben verdiend in de industrie en bij het bureau. Arent Jan Hesselink leidt het team naast zijn EMEA-rol. Onder zijn eerdere leiding groeide het kantoor uit tot marktleider in Nederland. Andrew Foote maakt de overstap van General Manager Nederland naar Chief Client Officer EMEA. In die rol blijft hij ook verantwoordelijk voor digitale innovatie als EMEA Digital Lead, en zorgt hij ervoor dat klanten in de regio profiteren van de nieuwste ontwikkelingen uit het AI-centrum.

Daarnaast zijn benoemd:

Anne Belle Voorbach – Chief Operating Officer en Deputy General Manager: leidt de dagelijkse operatie, stelt teams samen, drijft innovatie en overziet de kwaliteit van dienstverlening.
Martijn Nieuwenhuis – Chief Client Impact Officer: belast met het radicaal herdefiniëren van wat waarde voor klanten creëert; stuurt dienstverlening van ‘output’ naar uitkomsten.
Darryl Soh – Head of AI Transformation: ontwikkelt AI-proposities en versnelt de integratie in de dienstverlening. Heeft ruime ervaring met AI en transformatie binnen het internationale Edelman-netwerk.
Robin den Hoed – Business Innovation Lead: ontwikkelt nieuwe commerciële modellen zoals resultaat-gebaseerde dienstverlening en abonnementsvormen.

Anne Belle Voorbach, COO, zegt: “Onze ambities zijn groot en passend bij deze tijd. De klantbehoefte en het speelveld veranderen razendsnel, en daarom hebben we onze koers scherp gedefinieerd. We investeren doelgericht in mensen, technologie en nieuwe modellen. Binnenkort volgen meer benoemingen die deze ambities verder kracht bijzetten.”

I am on my way to Houston to speak to 100 CEOs tonight at a Russell Reynolds leadership dinner. The topic is Trust, the Descent into Grievance, based on our stunning 2025 Edelman Trust Barometer report that we issued in January. The killing of Charlie Kirk last week has appalled the nation and the world. Tonight, I want to explain this incident in the context of young people—the anger that plagues them, the disinformation that incites them, and the isolation that provokes them.

The Edelman Trust Institute and Edelman Gen Z lab have just released a report on The Great Gen Z Divide that sheds light on a new reality, the emergence of two separate Gen Z cohorts, Gen Z 1.0 ages 23-29 and Gen Z 2.0 ages 13-22. The age split was first identified by Gen Z journalist Rachel Janfaza, who runs The Up and Up. She said, “Our generation has been bifurcated into sub-groups, those who graduated high school and were young adults pre-Covid (Gen Z 1.0) and those who grew up during Covid (Gen Z 2.0).

Here are the key findings of the special report which focuses on the U.S.:

Gen Z 1.0 came of age during the Trump presidency, and were eager leaders of the Trump-backlash, including Covid-era progressive movements such as BLM and climate strikes. They are frustrated with the status quo but want to partner with institutions to create change. They trust until proven wrong. Their key platforms are Instagram and X. They are participatory and community oriented. They are values led and eager for action.
Gen Z 2.0 came of age during the Biden presidency, and were disillusioned by Covid-19 restrictions, inflation, and accelerated social change. They are frustrated with the status quo and disillusioned by institutions, often opting out of social movements. They are skeptical until proven otherwise. Their key platforms are TikTok and Discord, with frequent Reddit usage. They are individualistic, tone-sensitive, meme-native, and quick to disengage.
The political leanings of the sub-groups have moved in different directions. The Gen Z 1.0 group favors Democrats. Sixty percent, globally, trust government to do the right thing. In sharp contrast, Gen Z 2.0 favors Republicans by 12 points; this is especially true of white men under 20. And less than half, globally, (47 percent) trust government to do the right thing.
Gen Z 2.0 is more skeptical of sources to give accurate information about a brand, at least 6 points less trusting in a ‘customer like me’, customer reviews, journalists, and a Brand’s CEO, than their older Gen Z 1.0 counterparts. A key example of this is what they think about journalists: trusted 67 percent by Gen Z 1.0 and only 56 percent by Gen Z 2.0 to give them accurate information about a brand.
Gen Z 2.0 is doing platform-preferred learning. More than half of college students say they learn more from TikTok than they do in school, signifying a reliance on video content over traditional experts. Gen Z 2.0 is also using Peer Processing, interpreting online information together, aligning with concurrent, more extreme viewpoints that emerge in their feeds.
There are gender divides as well. Gen Z has the largest gender gap on equality, with Gen Z men 21 points less likely to support feminism than Gen Z women. This is partly attributable to media platform choices, with the TikTok algorithm funneling teen boys to anti-feminist content within nine minutes of scrolling through the app, according to Dublin City University.
The context for this discontent is deep financial insecurity, with nearly three quarters of Gen Z reporting difficulty in paying bills and keeping up with inflation — and significant increases in stress about this situation since 2023. According to Bank of America, over half of Gen Z spend zero money on dating. For many, diplomas are no longer the dream, with 77 percent of Gen Z saying the college path is outdated and half of Gen Z men now considering trade careers instead of college.

We need to do a reset with this generation. That means listening harder, proving trust in action and addressing the economic realities they face. It also means creating space for optimism and engaging younger generations in building a world they want to live in. There is hope in the findings around Gen Alpha, those born between 2010 and 2024. Sixty percent of Gen Alpha prefers to go to the movies instead of streaming content at home. The same percentage of Gen Alpha say that they prefer to discover something new in person. And Gen Alpha is 30 percent less likely to share content or opinions online, even as they scroll and consume at a higher rate. Utah Governor Spencer Cox had it exactly right in his comments over the weekend: “Get out and feel the grass under your feet.”

Richard Edelman is CEO.

Hong Kong’s workplace landscape is shifting at an unprecedented pace. Economic uncertainty, multigenerational workforce, demographic changes and technological advancements are redefining how organisations operate and engage their employees. This transformation demands more than operational efficiency. It requires strategic foresight.

As companies adapt to new expectations, technologies, and cultural shifts, the role of HR and Internal Communications has become paramount.

Workplace Hurdles in Hong Kong

Organisations across Hong Kong face several converging forces that are reshaping their workforce strategies:

WFH versus WFO: According to Human Resources Online, while 91% of employers advocate for increased office presence, 80% of employees prefer hybrid or remote arrangements. This increasing demand for flexibility in work arrangements makes work-life balance a critical factor for retention, highlighting a clear disconnect that creates workplace challenges.
Leadership Transitions: We are seeing family businesses in Hong Kong and across the region transitioning to second or third-generation leadership, while changes in leadership can disrupt organisational culture and derail strategic priorities.
Talent Shortages and Broadening the Talent Pool: Market data indicates a significant gap in talent, particularly in junior management roles, as companies struggle to attract and retain skilled professionals in a competitive market. According to specialist recruitment agency Hays, Millennials and Gen Zs, expected to make up over 70% of the global workforce by 2025, represent a crucial source of fresh skills and perspectives.
Upskilling: Alongside flexibility, employees increasingly value skill development over salary, highlighting the importance of continuous learning for retaining talent as Hong Kong businesses undergo significant transformations.
Technological Disruption: The rise of AI, automation, and machine learning is reshaping job roles and creating an urgent need for digital fluency.

Trust, the Catalyst for Growth

Here’s how trust translates into measurable workplace outcomes:

In today’s competitive market, “building trust” has become more than a cultural ideal, it is a measurable driver of performance and success. Edelman’s Trust Measurement Research 2024 highlights the impact of high-trust workplaces:

Advocacy	4× more likely to recommend their organisation
Commitment	3× higher motivation, engagement, and alignment
Loyalty	3× more likely to stay with their employer
Pride	4× more proud to represent their organisation

In Hong Kong, employees exhibit lower confidence in their organisation’s future compared to the global average. In a market where institutional trust is often fragile, fostering internal trust is essential for resilience, retention, and reputation.

The Strategic Impact of HR and Internal Communications to Empower Success

HR and Internal Communications professionals are uniquely positioned to address these challenges and drive organisational success:

Facilitating Transparent Dialogue: Engaging employees in two-way interactions about change to feel heard, understand reasons for the changes and be motivated to participate in the change journey.
Supporting Leadership Alignment: Helping leaders communicate authentically and consistently during periods of uncertainty. When strategic changes occur, ensure transparent engagement to explain the rationale and implications.
Driving Cultural Cohesion: Promoting shared values and behaviours across diverse teams.
Enabling Change Readiness: Equipping employees for transformation through comprehensive change management planning and consistent, proactive engagement throughout the change journey.

These functions transform workplace challenges into opportunities, empowering organisations to thrive in a rapidly changing environment.

From Obstacles to Success, Unlocking New Opportunities

Hong Kong’s evolving workplace demands a proactive approach. Workplace advisory is no longer a support function, it is a strategic imperative. By fostering trust and aligning culture, organisations can unlock the behavioural outcomes that drive performance, retention, and reputation.

To explain what we learned from Trust 2025, we’re presenting insights into key segments of data from our study — this newsletter focuses on Gen Z and the implications of their deteriorating levels of trust in institutions. Other areas of focus will include what we learned from Trust 2025 data for technology, financial services, health, reputation management, and more.

Gen Z are expected to unseat Millennials as the largest generational group in the global workforce by 2035. With low levels of trust and high levels of grievance, what could it mean to have a dominant generation that doesn’t believe in the institutions of society?

A Generation on Edge, and Why Brands Must Listen

The 2025 Edelman Gen Z Lab Special Report, Gen Z & Grievance, reveals a sobering truth: Gen Z is no longer just disillusioned — they’re aggrieved. Raised amid pandemics, economic instability, and cultural fragmentation, this generation is navigating a world they feel was built without them in mind.

For businesses across Hong Kong, Greater China and APAC, this report is more than a snapshot — it’s a strategic signal. Gen Z is redefining trust, influence, and engagement. They’re not looking for brands to speak louder — they’re watching who listens better, acts faster, and shows up with relevance.

Key Insights from the Report

1) Grievance is Gen Z’s Default Setting

Gen Z is not quietly frustrated — they’re vocally disillusioned. In Hong Kong, we’ve noticed this in the workplace, where more young people are expressing their views on traditional expectations, often reevaluating cultural perspectives on overtime and conventional definitions of success. They see systems as outdated, unequal, and unresponsive.

2) From “We” to “Me”: The Shift from Global Movements to Local Micro-Movements

Gen Z is shifting from sweeping global causes to hyper-local, community-first impact. In Hong Kong, Gen Z increasingly focuses on hyper-local issues such as mental wellness and personal growth rather than broad global causes. This shift is reflected in their support for community initiatives and lifestyle choices that prioritize self-expression and wellness. They’re not looking for brands to change the world — they’re watching how you show up in theirs, with relevance and respect.

3) Trust is Built in the DMs, Not the Boardroom

Gen Z doesn’t look up to institutions — they look for authenticity and relatability in peers, creators, and communities. In Hong Kong, we’ve seen platforms like Instagram and Threads emerge as key spaces where young people engage with creators and friends — valuing proximity, consistency, and shared experiences over hierarchical messaging. Brands engaging authentically in these digital spaces build stronger connections with this audience.

4) Digital Fatigue is Real — and They’re Craving IRL

Despite being digital natives, Hong Kong Gen Zers are fatigued by algorithmic sameness, trend overload, and constant screen time. They are actively seeking real-world experiences where they can connect with people and values beyond service — forging connection with new and different groups. Brands that can create authentic offline moments will stand out.

5) Levity with Purpose Wins

Gen Z values levity — but only when it’s grounded in truth and relevance. In Hong Kong, Gen Z appreciates brands that leverage trendjacked viral local content, with which they feel relatable and entertaining. Brands that can balance clarity with creativity will earn both attention and trust.

Key Takeaways for Brands

Make it feel personal. Offer things that speak to Gen Z’s identity — custom options, exclusive drops, or just clear value that feels made for them.
Think in small moments. Big campaigns are great, but Gen Z connects through quick hits — snackable content, limited-time offers, or simple, useful tools they can share.
Be real, stay steady. Trust matters. Be upfront about what you stand for and show up consistently. Gen Z can spot a switch-up from a mile away.
Rethink what “social” means. Gen Z is reshaping what it means to connect. Create experiences and products that feel welcoming, inclusive, and socially engaging — without relying on traditional norms.
Bundle with purpose. Gen Z appreciates value that feels thoughtful and shareable. Whether it’s a product, service, or experience, make it easy for them to enjoy together or pass along.

On June 15, I did something I never imagined I’d ever say out loud, let alone put in a corporate blog post: I became a HYROX Adaptive Invitational World Champion.

For context, I’m a legally blind athlete living with Stargardt’s Disease, a genetic condition that causes progressive central vision loss. I’ve been navigating sports differently my whole life, so lining up as one of only two Americans alongside 36 elite adaptive athletes from around the world, each with a different visible or non-visible disability, felt surreal…in the best way.

As a VP in the Edelman D.C. office where I’ve spent the past 12 years, I know this might not sound like a typical Inside Edelman post, but that’s one of the things I appreciate most about this place: people bring their full selves to work. Whether it’s a creative passion, or in this case, chasing a world championship, there’s room to show up fully.

For me, that passion is adaptive sport. And this race wasn’t just another milestone. It marked a real shift in how athletes with disabilities are being included and celebrated in global fitness events.

Wait, What Even Is HYROX?

Think of hybrid racing as the intersection between functional fitness and endurance sport. HYROX is one of the fastest-growing brands in hybrid racing. It consists of eight workout stations (sled pushes, sandbag lunges, burpee broad jumps, all the fun stuff) each separated by one-kilometer runs. It’s a full-body mental game, mostly held indoors in arenas packed with fans, rave lights, and EDM mixes of your favorite 2000s jams.

In just a few years, HYROX has gone from niche to global. And in the 2024/2025 season, they took a big step forward by adding an Adaptive Division. The goal: give more athletes with disabilities a shot at competing on the world stage while keeping the format challenging and competitive.

The inaugural HYROX Adaptive Invitational World Championships included six classification categories (visual, neurological, upper- and lower-limb impairments, hearing, seated), with course modifications and guide allowances to create a level playing field.

Why This Was Different

Adaptive athletes have been pushing boundaries forever. But in most races, we’re chasing the clock, not each other. Events don’t always have the divisions or turnout to make head-to-head competition possible.

That’s what made this race feel different. For many of us, it was the first time we could truly go up against our peers – and the talent was unreal. For example, Paralympian Lauren Steadman won the women’s upper-limb impairment division in 1 hour, 7 minutes, and 49 seconds. That’s not a feel-good finish. That’s world-class.

For those of us out there, me included, the weekend wasn’t just about the results. It was about being part of something that hadn’t existed before. Something built for us.

A Moment I’ll Never Forget

After I finished my race, I stuck around the finish line. That’s where the real magic happened. One by one, finishers crossed exhausted, emotional, and relieved. Then came David Wetherill, a Paralympian representing Great Britain who has a lower-limb impairment and relies on mobility aids to compete. As he approached the final station – 100 wall ball reps with a 14 lb. ball – HYROX staff spontaneously formed a cheer circle around him. Every athlete who had already finished joined in. We cheered. We danced. He gritted through, rep by rep, with a level of perseverance I’ve never witnessed from another human being.

That moment? That’s what adaptive sport can be. Not a footnote. A highlight.

How It Felt to Race

I compete with a guide runner, my longtime friend and former HYROX North American Champion, David Magida. Around the halfway mark, my legs were shot. We hit the sandbag lunges at station seven, and I could feel myself starting to tighten up. David looked over at me and said, “All you have to do is not blow up in the next 15 minutes and this thing is yours. Relax. You’ve already made it through the worst.”

It was just the nudge I needed. For a moment, I stopped bracing and let myself absorb what was happening. I picked up on the sound of the Rocky soundtrack playing over the speakers. I heard friends yell my name from the crowd.

As a low vision athlete, I don’t often allow myself to disassociate from my body. I rely heavily on hearing to navigate courses and trails. I don’t train or race with headphones or music. I’m tuned into every footstep, breath, and collision risk around me. But for a few seconds in this race, I let all that go.

At the finish, I was invited to ring the champion’s gong, a HYROX tradition. The first time I hit it, I felt weird. I hadn’t hit my target finish time, and that stuck in my head. But when the photographer asked for another shot, I rang it again and it just hit differently.

It wasn’t just about winning. It was about belonging in a space that hadn’t always existed.

Redefining “Disability”

This event helped me process something I’d been unsure how to own: my identity.

Because my disability isn’t always visible, I’ve sometimes hesitated to call it a disability at all. But competing shoulder-to-shoulder with people across a spectrum of abilities helped shift that. It reminded me that being an adaptive athlete isn’t about how others see you. It’s about how you show up, again and again, even when it’s hard to explain.

Being part of that first HYROX Adaptive Invitational cohort felt like finding a team I didn’t know I’d been waiting for. I was lucky to come away with a win, and I know some of the best adaptive athletes in the world haven’t found HYROX yet. Some haven’t heard of it. Some haven’t found the right training environment. Some are still figuring out if they belong.

That’s why this doesn’t feel like a peak. It feels like a spark. There’s more to build, more athletes to reach, more reps to put in. Until it’s time to pass the torch to the next champion, I look forward to working with Achilles International, an organization that provides resources to athletes with disabilities, to introduce more adaptive athletes to this incredible sport that has captured my attention, some blood and tears, and a whole lot of my sweat.

So, if you see me in the gym, on a trail, or in the streets, join me for a mile or two – or at the very least, say what’s up. These are solo races, but belonging is a team sport. You are all part of my team.

And we’re just getting started.

Tyson Greaves is a Vice President of U.S. Health, a member of our GRIOT Employee Network Group Steering Committee, and an adaptive athlete.

Gen Z 1.0 vs.2.0: Rachel Janfaza Explains a Generation's Split

Over the weekend I learnt about the passing of Diwan Arun Nanda, founder of Rediffusion, India’s creative hot shop for the past four decades. Nanda was Edelman’s partner on the Tata business for six years. In that period, he adopted me as a friend, with a singular purpose of explaining India and its vast potential as a talent hub and creative entrepot.

Nanda was a fearless entrepreneur. After beginning his career at Hindustan Lever, he opened the doors of his own agency in 1973. He identified with my father, Daniel, as a marketer and founder. He loved my stories about the early days of Edelman, the media tours with the Toni Twins, and the ambition to build a global enterprise. He matched those with tales of his work with Indian Prime Minister Rajiv Gandhi and his campaigns for multinationals Eveready and Palmolive to Indian powerhouses Tata and Airtel.

He understood the intersection of marketing and culture, from art to cinema to spirituality. He pushed me to appreciate the scale of the rising middle class with aspirations for cars and consumer products. He gave me history lessons on the country, from independence to its emergence first as an IT superpower, then to a manufacturing giant.

Our work together on the Tata group companies offered a clear view of the country’s potential. We worked on Tata Motors and JLR, the steel business across two continents, on IT, hospitality, power, infrastructure, and a multitude of innovative domestic and international consumer brands ranging from its tea portfolio, the launch of the Tata-Starbucks JV in India, to premium watches and jewelry.

I particularly admired his steadfast resistance to a takeover by WPP. He had been part of the Dentsu Y&R joint venture, which gave his agency access to global clients such as Palmolive. When Sir Martin Sorrell issued an ultimatum-- join WPP or lose the global assignments -- he chose to go his own way and build back Rediffusion revenues.

I will remember his twinkling eyes, his hearty laugh, his courtly manner, his elegant dress, and his love for his people. He was an inspiration to all who encountered him, insisting on best work, participating in brainstorming, and then presenting the creative to the clients with flair. I will miss him profoundly.

Richard Edelman is CEO.

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Gen Z and Grievance: A Generation's Response to a Changing World

A Generation on Edge, and Why Brands Must Listen

Key Insights from the Report

1) Grievance is Gen Z’s Default Setting

2) From “We” to “Me”: The Shift from Global Movements to Local Micro-Movements

3) Trust is Built in the DMs, Not the Boardroom

4) Digital Fatigue is Real — and They’re Craving IRL

5) Levity with Purpose Wins

Key Takeaways for Brands

Inside Edelman: A New Kind of Champion – Winning the HYROX Adaptive Invitational

Wait, What Even Is HYROX?

Why This Was Different

A Moment I’ll Never Forget

How It Felt to Race

Redefining “Disability”

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My Middle Name is Winston

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Media Literacy Influencer Kelsey Russell on Building Trust Through Transparency