We’re spotlighting our Edelman Culture Champions, individuals recognized by their peers for exceptional dedication, positivity, and contributions to fostering a supportive workplace environment. These champions play a pivotal role in cultivating a culture where every voice is heard and valued. This edition of Inside Edelman features profiles of these outstanding colleagues from our U.S. offices, showcasing their efforts to uphold Edelman’s values of Diversity, Equity, Inclusion, and Belonging (DEIB).

 

Tell us about your Edelman journey.

Growing up in a small town outside of Houston, Texas, I had high hopes to work at a reputable PR firm in the fast-paced, never-sleeping, icon that is New York City. I would have never believed I’d actually be going on 4 years at the most reputable firm of them all – Edelman. In my time here I have been able to work on incredible campaigns alongside some of the most brilliant people in our industry. Together our teams have brought a wealth of knowledge and insight to our clients and truly put culture first.

 

You were nominated for Culture Champion by your colleagues – how do you foster a collaborative and respectful culture within your team?

Honestly – I write down little memos to myself. I try to keep track of all the small things, people’s kid's names, their allergies (that’s an important one!), their coffee order, and even their astrological sign. Those little things help me better understand who I’m working with and allow me to show up for them in ways that matter. I really try to ensure everyone on the team feels seen and is not treated necessarily the same, but in the way they want to be treated.

 

How does your personal background play a role in your professional life?

I do feel my Latinidad and Queerness show up in my work, especially being on the Multicultural Brand team and leading Equal’s NY Branch. How I process briefs, lead workstreams, and guide clients are all through lens of my identities and in the spirit of being culture forward. In fact, my first ever real agency gig was for a Multicultural PR & Creative firm (my first boss poached me when I was waiting tables!) and that’s where I developed the strong connections and strategy I leverage every day at Edelman.

 

When you think about the future of Edelman, what does it look like for you?

I think it’s a bright future, and a future where everyone is adaptable to change. It’s always been true of our industry that you must be agile, but now more than ever agility is table stakes. I’m hopeful, we can bridge the gap between the new age mentality and retain some tried and true PR practices for stellar results.

 

What recommendations would you give to colleagues who are trying to make more connections at work? How do you think these connections have benefited your work?

Studies show work quality and team member satisfaction increases when people feel they have a “work bestie.” I encourage everyone to seek out connection because at the end of the day Public Relations is so much more than media relations, it’s relations with clients, vendors, and colleagues. Strong relationships with all these parties are what make us successful. So get involved, reach out! Maybe it’s ENGs, post-work happy hours where we celebrate and commiserate, 1:1s with no agenda what-so-ever. I know these moments have made all the difference in my time here at Edelman.

Ty Meza is a Senior Account Supervisor on the Multi-Cultural team based in New York.

 

I attended the graduation of my stepson, Joshua Gisiger, last weekend at Rice University in Houston. He had two ceremonies, the awarding of the degree at Rice Stadium and the convocation of the engineering graduates on the prior day at the field house. The engineering students proceeded one by one to the stage to put their hands through a large metal circle on a table, then were awarded a ring that they are to wear henceforth as a sign of their fealty to the profession.

These words were read by the dean of engineering at Rice, as they are at other schools, and as they have been read since 1950. “As an engineer, I pledge to practice integrity and fair dealing, tolerance and respect, and to uphold devotion to the standards and dignity of my profession, conscious always that my skill carries with it the obligation to serve humanity by making the best use of the Earth’s precious wealth.”

The graduates in computer science took a similar vow, as they promised the following. “I am a computing professional. My work affects people’s lives, both now and into the future. As a result, I bear moral and ethical responsibilities to society. I pledge to practice my profession with the highest level of integrity and competence. I shall always use my skills for the public good. I shall be honest about my limitations, continuously seeking to improve my skills through lifelong learning. I shall engage only in honorable and upstanding endeavors. By my actions I pledge to honor my chosen profession.”

It is in this context that I recommend to all my readers The Thinking Game, a 2024 documentary on the life of Demis Hassabis, founder of DeepMind, now Google DeepMind. Hassabis is a child genius, designing a top ten video game at age 16, then founding the first artificial general intelligence company, DeepMind, on graduation from Cambridge University. His first goal was to develop a program that could beat the best in games ranging from PONG to GO. Within four years, DeepMind bested the Korean and Chinese GO champions. Then it was on to the real-life challenge of solving the “grand challenge of biology, the protein folding problem.” The AlphaFold AI system can predict the 3D structure of proteins, thereby speeding the development of drugs. Hassabis and his colleague John Jumper were awarded the Nobel Prize in Chemistry in 2024 for this work. It should also be noted that Hassabis made a fortune selling to Google in 2017. I reference Hassabis because his work reflects the very ideals those engineering pledges are meant to uphold: innovation in service of humanity, guided by responsibility and ethics.

The vows taken by those graduates stayed with me as I read a recent New York Times article, “How a Secretive Firm Tried (and Failed) to Fix an Epstein Friend’s Tattered Image.” The piece examined the work of Terakeet, a reputation management firm, that worked to burnish the tarnished image of Kathryn Ruemmler, until recently the general counsel of Goldman Sachs. The Times article goes on to say that the firm “resorted to the furtive, algorithm-placating digital tradecraft that made it one of the most exclusive firms in the booming world of reputation management.” Mac Cummings, the owner of Terakeet issued this rebuttal. “Terakeet’s technology is built on a simple mandate: organizations must tell their own story. If they do not, third-party bias combined with generative AI will shape it for them.”

That explanation, however, speaks to a broader tension within the communications profession about the responsibilities that come with shaping public perception. The Arthur Page principles remain the proper guidelines for behavior in public relations: tell the truth, prove it with action, and conduct PR as if the whole enterprise depends on it. In a world where information reaches people directly as well as through media, and where the lines between fact and fiction are increasingly blurred, we have a responsibility to help people better understand the truth, not make it harder to find. Otherwise, the media will doubt our veracity, the public will rightly question our motives, and employees will feel betrayed when money is substituted for judgment.

Richard Edelman is CEO.

 

AI in marketing isn’t theoretical anymore, it’s operational. That reality was front and centre at DigiMarCon Toronto, where leaders focused on how AI is driving measurable business impact. In creator marketing, the implications are immediate and structural. The gap between organizations using AI with rigor and those using it superficially is becoming impossible to ignore.

Let’s be clear: AI is not just making creator marketing more efficient; it’s redefining how the entire discipline operates.

The playbook is being rewritten

From how creators are discovered to how partnerships are structured to how performance is predicted and measured; the playbook is being rewritten in real time. Leaders who treat this as incremental change will fall behind those who recognize it as an operating shift.

Creator discovery illustrates this point. What once relied heavily on manual identification and vetting is now powered by systems that can analyze audience quality, content patterns and brand alignment in seconds. That does more than just save time, it raises the baseline for decision-making. If your process still looks the same as it did two years ago, you’re not just behind, you’re making weaker decisions with less information.

From instinct to accountability

The same shift is underway across creative and performance. AI can now forecast which content is likely to resonate before it goes live and optimize campaigns as they run. This shifts the role of the marketer from subjective selection to accountable decision-making. The expectation is no longer instinct alone, but informed judgement backed by data and tied to outcomes.

The discipline gap

Yet many organizations remain misaligned with this reality.

There is no shortage of AI tools in the market. There is a shortage of discipline in how they are applied. Too many teams are experimenting at the edges instead of integrating AI into the core of how Creator Marketing drives revenue and customer experience. If AI is not directly influencing who you partner with, briefing, how you optimization and measurement, it’s not a strategy. It’s a side project.

The highest-value applications are clear and tied to business outcomes. Better creator selection. Smarter content decisions. More efficient spend. Stronger conversion. Anything else is noise.

Scale without losing trust

At the same time, scaling AI without clear guardrails is a mistake. Creator Marketing is built on relationships, credibility and audience trust. Creators are not interchangeable media units. They are partners whose values depends on authenticity. Applying AI without thoughtful governance risks optimizing for short-term performance while eroding long-term trust.

That’s why governance cannot be an afterthought. It should define how AI is used, what decisions it informs and where human judgment is non-negotiable. The goal is not to replace intuition, but to sharpen it and ensure it’s applied in the right places.

Closing the gap

Closing the gap between experimentation and impact requires deliberate operating changes. Leaders should prioritize four actions:

  1. Integrate AI into core workflows: Apply it to creator selection, briefing, optimization and measurement. If it doesn’t shape these decisions, it’s not driving business value.
  2. Pressure-test decisions before launch: Use AI to evaluate creator fit and campaign strategy before committing.
  3. Redesign role and workflows around AI: If AI is just an extra step, it won’t stick.
  4. Invest in capability, not just tools: Platforms don’t create impact without training, standards and internal expertise.

AI’s value comes down to execution. Insights have limited impact unless they translate into stronger briefs, more strategic partnerships and measurable results. Organizations that fail to operationalize AI will add complexity without improving performance.

The critical divide in Creator Marketing is no longer access to AI; It’s a willingness to rethink the operating model.

Leaders who act now will move faster, spend smarter, and win more consistently. Those who don’t will continue to frame incremental change as innovation while losing ground where it matters most.

Gabe Mederos, Vice President of Creator Marketing.

 

Matthew Harrington, our Executive Vice Chairman, received the SABRE Individual Achievement Award for distinguished service in public relations at PRovoke Media’s North American SABRE Awards this evening. I want to add my own thoughts about a man who has been such a singular force in the success of Edelman over the past four decades.

His first day at the firm is the stuff of legend. I met Matt through his cousin Becky, who was the girlfriend of my pal Dave Wagener in college. Matt came to our New York office at 1775 Broadway. I quickly concluded that he was bright and energetic, hiring him on the spot. We were short of staff, so I sent him out right away to help our client Scitex on its first quarterly earnings release since listing on Nasdaq. I had not thought to ask Matt whether he had done one of these before. Our client, Arthur Low, gamely guided Matt through the process and the release went out on time.

As one of our rising young executives, Matt put his hand up to move to the West Coast in the early 90s to lead our growing Visa International relationship out of the San Francisco office. He was then named General Manager when the incumbent moved to the client and ultimately became Head of West Coast Operations. Among the clients he attracted to Edelman during his tenure on the left coast were Starbucks and Charles Schwab, which are still pillars of DJE’s business. He was the first dedicated client leader to Microsoft and among the first Edelman executives to work with Samsung Electronics; his relationship with both companies continues today.

Through his work as both a client and CEO counselor, he has helped elevate and redefine the role of today’s communications professional. He has led our clients and our firm through defining moments post 9/11: Leading the Cantor Fitzgerald grieving center at the Pierre Hotel, the 2008 financial crisis and the recovery from COVID. One of his most groundbreaking engagements was with Odwalla, where he helped pioneer the use of the internet for crisis management, providing real-time updates to consumers on product safety and earning a PRSA Silver Anvil for best Communications Campaign of 1997.

Matt has been a leader on the ethical practice of public relations. He helped establish our firm’s core set of values and has been outspoken in his role as board member at USC Annenberg School’s Center for Public Relations to ensure that graduates take these values into the workplace. He has worked closely with our Crisis and Issues team to fight disinformation.

As our Chief Operating Officer for the past fifteen years, he has been my true partner in growing the business to its nearly $1 billion level. He has carried the flag for the Edelman brand to our far-flung markets, presenting the Edelman Trust Barometer, doing new business development, and meeting with opinion leaders in Davos. He is the calm, cool operator who has translated nascent ideas such as the Circle of Cross Influence into revenue and top client service.

It is important to note that he has balanced work and family life. He is an incredible husband, father and now grandfather. He has been a role model to so many in the company, mentoring Judy Mackey, Justin Blake, Lisa Sepulveda, Russell Dubner and my three daughters. I have also been the direct beneficiary of Matt’s wisdom; he is a trusted counselor whose judgment and perspective have guided me through many of the firm’s most important moments.

He has also done impressive community service on the board of his alma mater, Denison University, and Classic Stage Theatre (you need to know that Matt gave up a promising acting career to go into PR).

Matt is the epitome of the Edel-person, smart, devoted to clients, global-minded and committed to excellence. I congratulate Matt on his well-deserved award and count on him for many more years of partnership.

Richard Edelman is CEO.

 

Latest Edelman Trust Report: 2026 Edelman Trust Barometer 

The 2018 Edelman Trust Barometer reveals a world of seemingly stagnant distrust. People’s trust in business, government, NGOs and media remained largely unchanged from 2017 — 20 of 28 markets surveyed now lie in distruster territory, up one from last year. Yet dramatic shifts are taking place at the market level and within the institution of media.

DOWNLOAD REPORT EXECUTIVE SUMMARY

 

 

The Polarization of Trust

The world is moving apart in trust. In previous years, market-level trust has moved largely in lockstep, but for the first time ever there is now a distinct split between extreme trust gainers and losers. No market saw steeper declines than the United States, with a 37-point aggregate drop in trust across all institutions. At the opposite end of the spectrum, China experienced a 27-point gain, more than any other market.

In Search of Truth

Globally, nearly seven in 10 respondents among the general population worry about fake news or false information being used as a weapon, and 59 percent say that it is getting harder to tell if a piece of news was produced by a respected media organization.

In this environment, media has become the least-trusted institution for the first time in Trust Barometer history — yet, at the same time, the credibility of journalists rose substantially. A number of factors are driving this paradox.

Confusion about the credibility of news is connected to the broad, wide definition of media that Trust Barometer respondents now hold. Some people consider platforms to be part of “the media” — including social media (48 percent) and search engines (25 percent) — alongside journalism (89 percent), which includes publishers and news organizations.

This year, trust in journalism jumped five points while trust in platforms dipped two points. In addition, the credibility of “a person like yourself” — often a source of news and information on social media — dipped to an all-time low in the study’s history. Most likely, the falloff of trust in social and search, and of the credibility of peer communication, are contributing to the overall decline of trust in media.

2018 Edelman Trust Barometer


The Return of Experts

At the same time, voices of expertise are now regaining credibility. Journalists have risen 12 points, and CEOs recorded a seven-percentage point gain, since 2017. Technical experts, financial industry analysts, and successful entrepreneurs now register credibility levels of 50 percent or higher.


FEBRUARY 12, 2018 CORRECTION: A PREVIOUS VERSION OF THE GLOBAL REPORT INCORRECTLY REPRESENTED THE DATA ASSOCIATED WITH FRANCE ON SLIDE 38

 

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I had a coffee with Suzanne McCormick, President and CEO of YMCA of the USA yesterday morning in New York City. Founded in 1844 in the UK, with its first branch organized in the U.S. in 1851, the Y has taken on the important mission of creating connected communities. Fighting social isolation and insularity is a major objective for Edelman, given the alarming finding from our 2026 Edelman Trust Barometer: 70 percent of respondents across 28 countries were found to have an insular mindset, which means they are unwilling or hesitant to trust someone with different values, approaches to social issues, backgrounds, or information sources.

McCormick is in her fourth year as CEO. She wants to work much more with the private sector. She has forged partnerships with the National Basketball Association (bet that you did not know that Dr. Naismith created the game of basketball at a YMCA in Springfield, MA) and the National Football League. Among the companies already involved with the Y are American Express, Amazon and Walmart.

The Y has a massive footprint across the U.S., serving 18.8 million people annually, 6.8 million of whom are youth. The Y reaches 10,000 communities and has 2,600 locations. Much of the work happens in schools, with Y personnel running after-school programs. The Y is also the largest nonprofit childcare provider in the U.S. Ys collectively represent $9B in annual revenue and employ nearly 300,000 people. For many of the employees, the Y is their first job, from lifeguard to camp counselor. Each Y is independent but acts as a franchisee, with common operating standards and systems.

She believes that the Y can become the premier third space in the country. “Think of the story of our founder, George Williams, who came to London from the countryside to work in a factory during the Industrial Revolution in the 1840s. Young men had no social circle beyond bars and brothels. So, he began a Bible study class to enable wholesome connections with other young men from rural areas. This began our journey to help people find their purpose and connection in local communities.”

She has big plans for the 175th anniversary, including a once every four years gathering of Y staff and volunteers in New Orleans in September. She also wants to flag Y-Cons (a take-off on Icons), celebrities and athletes who got their start at the Y. I am no celebrity but have wonderful memories of the West Side Y preschool for my three daughters, basketball at the Lincolnwood Y and killer workouts at the Lawson Y with lunatic trainer Dick Voit and Voit’s Warriors (best line…who taught you that push-up style, lover boy).

The Y is open to a new relationship with companies interested in sponsoring national or regional programs. I can see food clients doing work in healthy eating, pharmaceutical clients helping consumers to change lifestyle through exercise and vital sign monitoring or financial services clients helping on financial literacy or tech clients using the Y for reskilling. I am meeting with McCormick at the end of May in Chicago to advance this discussion and encourage all my colleagues in PR to do the same.

Richard Edelman is CEO.

 

2026 Edelman Trust Barometer - Africa (Slimmed down)

The 2026 Edelman Trust Barometer will reveal what’s driving belief, skepticism, and influence in today’s polarized environment, uncovering how leaders can bridge divides and use trust to drive growth, credibility, and impact.

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2026 Edelman Trust Barometer - Special Report: Trust and Health

Edelman’s Trust and Health report reveals declining trust, division, and confusion, with many people believing contested health claims worldwide.

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