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I went to the Brazil-Morocco World Cup match on Saturday with our Unilever clients. As a soccer novice, I had no idea what to expect. Here are a few observations:

The Brazilian Fans Are Passionate—The most colorful outfits, the singing and dancing in the stands, the bird chirps when the team goes on offense, the colorful epithets on a missed try on goal…Brazil has it all.
Player of the Day—Brazil’s Vinícius Júnior whose speed and athleticism allowed him to score on a sharp angle shot from the left side. He was a constant menace to the Moroccan defense.
Second Player of the Day— Achraf Hakimi of Morocco whose stellar defense and near full field runs were a lesson in anticipation and fitness.
Pre-Game Ceremony—A fantastic example of sports healing the world, with two giant flags covering much of the field, the national anthem of each country, the little kids walked onto the field by the players.
Fan Experiences—Doritos, Casamigos, Michelob Ultra, Dove and Coca-Cola had fan experiences, from food and beverage to outdoor showers to interactive games including a soccer challenge where participants attempted to head balls suspended above the ground (I was just able to graze one at 2.6 meters high with the top of my head).
Creators—We were seated with a group of creators from the Middle East. One young guy from Egypt told me that he has 6 million followers. He started an Olé, Olé, Olé chant, he supported Brazil in return for my wife Claudia’s pledge to support Egypt and was a constant delight for three hours.
Contrasting Styles—Morocco’s disciplined passing and defense stood in sharp relief to the ingenuity and panache of the individual Brazilian players. The system versus the entrepreneur, with the teams playing to a 1-1 draw.
The MetLife Stadium Staff—They were approachable and kind. They offered directions, were willing to take photos and made me proud that Americans could be such great hosts.

I feel privileged to have been part of the event. Thank you, Unilever, for allowing Claudia and me to be part of this tournament.

Richard Edelman is CEO.

The World Cup gets underway on Thursday in Mexico City, making Mexico the first country in the world to host the quadrennial extravaganza three times. I watched the Netflix film “Mexico 86” over the weekend, the tale of Mexico’s fairy tale success in hosting the World Cup in 1986, only a year after a disastrous earthquake struck Mexico City. It is a powerful story of ambition, bravado and entrepreneurial hustle. The lead character, Martín de la Torre, is a fictional composite who talks his way into leadership of the Mexican Football Federation, recruits media titan Emilio Azcárraga to support the bid and finds a way to persuade FIFA to award the host country status, besting the better funded U.S.

The 1986 World Cup was scheduled to be held in Colombia but an outbreak of narco-terrorism in 1985 forced the nation’s president to withdraw, opening the field to other bidders. The Mexican and American delegations went to work on the 12 nations that are represented on the FIFA board. Through emotional appeals to Third World brotherhood, the Mexicans were confident of victory. Then the Americans began their hardball tactics, for example offering missiles to the Egyptians in return for their vote. De la Torre was unphased, phoning Azcárraga for massive cash infusions, then delivering briefcases filled with money to wavering delegates. The final vote was comical; de la Torre rearranges the seating cards so that the first voters were South American (Chile), giving momentum to the Mexican bid, which wins out over the U.S.

Then disaster struck on September 19, 1985, when an epic earthquake devastated Mexico City. The 8.0 earthquake killed as many as 35,000 people (Government estimate was 5,000), collapsed 400 buildings, damaged 3,500 buildings, with total property loss of $4 billion. FIFA decides that Mexico cannot possibly recover in time from the disaster, so it sends one of its top officials to Mexico City to deliver the bad news in person. De la Torre arranges a Potemkin village welcome, including a traffic free journey from the airport to the city center, where he shows the FIFA official how thousands of Mexicans (including my wife Claudia, then age 14) were rescuing victims from the wreckage and helping devastated neighborhoods to survive. Finally, they arrive to a stadium filled with 25,000 fans singing football songs and showing that Mexico was the right place for the tournament.

The Mexican team had been a chronic under-performer in the World Cup. But with the tournament on home ground, the team had a miraculous run, to the round of eight, including an epic scissor kick winning goal against Bulgaria by Manuel Negrete, voted the most beautiful goal in Mexican history. Mexico played the strong German team to a stand-off in the quarterfinals, then lost 4-1 on penalty kicks. De la Torre, attempting to keep the momentum from the tournament, decides to stack the junior teams competing in world competitions with older players. The scheme is discovered, FIFA bans Mexico from the next World Cup and de la Torre is disgraced and dismissed by the Mexican Federation.

The film is a stunning story of resilience and creativity, a true triumph of the underdog. De la Torre is a flawed character but his belief in his country and the possibility of outsmarting the hated Yankees is worth everything. I am going to the World Cup match Brazil-Morocco on Saturday in New Jersey…pictures to come!

Richard Edelman is CEO.

Unilever announced on Thursday its intention to develop a new Global Innovation Center in New Haven, CT. This nearly $300 million investment is confirmation of the company’s focus on the U.S. as a growth market.

The investment builds on the nearly $15 billion that has been put into the U.S. market over the past decade, including acquisitions and capital investment. It is also a recognition of the company’s commitment to reshape product categories in consumer products, incorporating bioscience, quantum computing, and material science.

Herrish Patel, President of Unilever U.S., said, “When something works here and it resonates with U.S. consumers, it will soon be adopted around the world. As part of Unilever’s global network of innovation hubs, the center will share technology, insights, and breakthrough ideas to accelerate innovation at scale.”

Unilever’s success in the U.S. provides a model for multinational companies navigating an era of rising nationalism, social media-driven disinformation, and accelerating e-commerce innovation. It also reflects the central role of the U.S. in the global economy as both a growth engine and entrepreneurial hub. We will continue to work with clients in key markets such as China, India, and Brazil on comparable projects of national significance and global relevance.

Richard Edelman is CEO.

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.

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.

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.

Our assumptions about who believes what about health are spectacularly wrong. Doubts about nutrition, vaccination, and public safety recommendations are no longer a fringe view. They stem neither from a single ideology nor lack of education and do not result from distrust of doctors or experts. In fact, our latest 2026 Edelman Trust Barometer Special Report: Trust and Health, based on a survey of 16,000 respondents across 16 countries, finds that a staggering 70% believe at least one of six divisive health claims about foods, vaccines and medicines to be true. Understanding the worldview and concerns of the public is everything. CEOs and communicators in health must wake up to this radical new reality.

Divisive health beliefs span the globe, highest in the developing nations of India (89%) and South Africa (88%), lowest in Japan, Canada, and the U.S. (50-61%). The divisive health beliefs apply equally across educational levels (university degreed versus non-university degreed) and are more acute among young people (79% for ages 18-34 ) and right-leaning voters (78%), though majorities hold for ages 55 and older (60%) and the left-leaning (64%). It is shocking that only a slight majority (52%) believes the risks of childhood vaccination outweigh the benefits to be false, while slightly over one third (36%) of respondents say adding fluoride in drinking water is harmful is false, a public health staple in the many Anglophone countries since the 1960s.

The one-year drop in confidence (-10 points to 51%) to make informed health decisions for ourselves and our families is staggering. From China to the UAE to Mexico, the majority of people feel their country is divided on key health issues, potentially leading to a profound loss of trust in the healthcare system. Artificial intelligence has already displaced medical expertise in the eyes of many; doctors are competing to influence health decisions with AI, peers, friends and other non-credentialed sources.

More information alone is not the way out of this. Those with more divisive health beliefs are in fact more immersed in information, with on average two thirds saying that they frequently consume health news or consult AI platforms for answers, double or triple the engagement of those who believe no divisive claims. They are nearly three times as likely to read health news from different political orientations. We see evidence of confusion: They are also more likely to be getting mixed advice from credentialed and uncredentialed voices, and so it follows that they’re three times more likely to disregard HCP medical guidance in favor of advice from friends, family, or social media in the past year than those who disbelieve divisive health claims. This is not a story of too little; it’s a matter of too much information without proper context.

Science needs a reset to adapt to this unstable world of trust, offering a new deal to patients and health providers. To date institutional science has solely focused on the WHAT, expressed by top-down communication from credentialed authority figures. That is no longer sufficient for those with skepticism about global institutions, experts, and government borne of the COVID-19 ordeal. The HOW must be explained in simple terms, using data visualizations and with greater transparency on clinical trial processes. The WHY requires acknowledgement of benefits versus side effects and the relative value of the innovation versus cost.

Here is a five-point communications strategy for Health:

Institutions and providers alike need to show up as guides, not advocates.
Trust must be brokered across groups with different views, elevating shared goals without needing to achieve unanimity.
Acknowledge that we don’t have all the answers. Luckily, this is already a built-in part of the scientific method to correct as we learn.
Frequency, frequency, frequency. People need to hear and be heard multiple times before they consider a recommendation on health.
Surround sound. We should utilize a broader circle of trust, valuing friends and family and patient advocacy groups alongside medical experts.

It is time for science to go on offense, to recognize the futility of facts alone, and bring the public along as partner in a better life.

Richard Edelman is CEO.

This post originally appeared on Fortune.com

I have just visited the Anne Frank House installation at the Griffin Museum of Science and Industry (MSI) in Chicago, which will open to the public on May 1. This is the first time that the Anne Frank House in Amsterdam has allowed its precious artifacts to come to the U.S. The installation is a precise copy of the Annex built behind the original Frank family apartment in Amsterdam. I sit on the board of the museum and have been very involved in this project.

When I asked Dr. Chevy Humphrey, President & CEO of the museum, why she wanted to host this exhibit, she told me, “Julius Rosenwald, who made Sears, Roebuck and Company a dominant retailer in the U.S., was the original funder of the museum. He was Jewish, proud of his religion and determined to use his financial success to improve society. He funded the building of schools throughout the South from 1913-32 to educate African American children in towns where local school boards did more to support white students. This exhibit carries on his work, providing students with context about the Holocaust, explained by a young girl their own age.”

The Diary of Anne Frank is a collection of writings by a teenager who lived in isolation with her family for two years in Amsterdam, hiding from the Nazi SS. Thirty million copies of the book in seventy languages have been sold since it was published first in the U.S. in 1952. The Diary also became a play on Broadway, then a movie in 1958.

Anne Frank was born in Frankfurt in 1929 to Otto and Edith Frank. Otto Frank was a successful businessman, running a food business. With the rise of Hitler, the Franks moved to Amsterdam, living above a food processing factory. As the Nazi onslaught proceeded across Europe, he constructed an annex behind their original apartment. In 1942, the deportation of Jews from Holland began. The Franks moved into their annex, fed and clothed by loyal company employees.

This deception worked until August,1944, when two workers in the factory were forced by the SS to give up the Franks. The entire family was sent to Auschwitz. The two daughters, Margot and Anne, were later transferred to Bergen Belsen, another death camp, where they died in February 1945. Their mother died in January 1945 in Auschwitz. Otto Frank lived through the ordeal and was freed by Russian troops in late January 1945, then took six months to find his way back to Amsterdam through Odessa and Marseille, only to find himself the sole survivor.

On his return to his factory in Amsterdam, he met his secretaries, who presented him with four volumes of Anne’s diaries. Her first diary was a 13th birthday present from her parents. Her first entry was, “I hope I will be able to confide everything to you, as I have never been able to confide in anyone, and I hope you will be a great source of comfort and support.” There is an incredibly moving video of one of the secretaries, showing how she delivered the diaries into Otto Frank’s hands.

There are three objects from the house that I found deeply moving. First there was a bicycle hung on the wall alongside a backpack. It was useless for the hideaways except as a source of continuing hope for a better future. Second was a makeshift menorah, carved of wood, its candles the symbol of resistance. Third was the cut-out photos of movie stars on the wall above the beds of the two girls; the first awakening of teens to a life on the outside that they could only dream about.

Dr. Humphrey is a singular leader who understands the power of her office to influence and educate the community. She understands that the primary mission of her institution is to improve the understanding of science, enabling visitors to dream about careers in technology. But she told me, “You need an appreciation of humanities to fully appreciate science. The racial pseudo-scientific theories of the Nazis, a master race that sits above Jews and people of color or those with deep religious faith, need to be understood and rejected today. That is the message of the Anne Frank exhibit, painful truth through history.” To all my readers, please come to Chicago in the next nine months to see this all-important exhibition at the Griffin MSI.

Richard Edelman is CEO.

I had lunch last Friday with Daisy Veerasingham, President and CEO of The Associated Press. She is the first non-American to hold the role of this all-important news organization, operating in 100 countries and in all 50 states in the U.S.

The changes in the business model are profound. AP has historically been funded primarily by U.S. newspapers, which now account for only 10 percent of revenue. Key customers include TV stations, digital platforms such as Google, Yahoo and OpenAI, and foreign media. Forty percent of revenue originates outside of the U.S. from broadcasters such as BBC, Al Jazeera, and Channel 18 in India. Now AP is working with influencers on some specific stories and projects.

The AP’s content is now 80 percent visual. The global news organization produced 1.34 million photos, 85,000 news and sports videos and 40,000 hours of live video in 2025. Contrast that to the 344,000 text stories produced by AP reporters. Over four billion people see AP journalism every day.

Veerasingham told me that “AP is a source of truth at scale. We have a foundational level of facts. We want to be the first out with the news, but it must be verified and correct. We must provide a nonpartisan view. We are doing first-hand journalism.”

AP is using AI in the story production process, translating articles into multiple languages, transcribing press conferences. “The story must start and end with a human being,” she noted.

The key editor for PR people is Cara Rubinsky, global business editor, based in London.

AP is going direct to consumers through APNews.com. It is a free service that depends on reader donations and advertising. The site attracted 54 million monthly users and 2.6-billion-page views last year. Veerasingham is coming to the Cannes Festival of Creativity in June to meet with advertisers.

We need to root for the success of AP, a truly independent global news organization devoted to truth and facts in a time of disinformation.

Richard Edelman is CEO.

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

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

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

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?

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