This month’s CEO roundtable in New York centered on the question, “How do agencies demonstrate value in a changing commercial and media landscape?”
Across the discussion, several clear themes emerged.
1. Relationships remain the core value driver.
Despite rapid technological change, CEOs emphasized that the strength of agency–client relationships continues to underpin long-term value. Trust, strategic counsel, and the ability to navigate complexity with clients remain differentiators that are difficult to commoditize.
2. Commercial models are entering a period of experimentation.
Many CEOs are questioning whether traditional billing models will hold. While some are exploring alternatives, others stressed that time-and-materials billing still works for certain legacy clients, and there is resistance in some areas to moving away from it. The group broadly agreed, however, that deliverables-based pricing is not the answer.
3. The industry may need a new language for its value.
Leaders see a need for clearer “thoughtware” to describe what PR uniquely delivers. Terms like reputation protection and promotion resonated strongly, reflecting the growing strategic importance of reputation in an era of volatility and misinformation.
4. The AI search era raises new strategic questions.
As search evolves toward a no-click environment, agencies are thinking carefully about how to ensure PR continues to claim influence in generative search results and AI-driven discovery. This raises broader questions about how communications shapes visibility and authority in the emerging GEO (Generative Engine Optimization) landscape.
5. AI’s client value is still emerging.
Most agencies reported that AI adoption is happening team by team and client by client, with uneven levels of maturity. Leaders are now asking how AI moves beyond efficiency gains to deliver measurable client impact.
6. Talent models may compress.
Several CEOs predicted a gradual compression of agency staffing structures, though it is not yet clear where this will occur. In some cases, distinctions between early-career roles (for example, AE and AAE) may become less pronounced as automation and new workflows reshape teams.
7. Future talent must operate across disciplines.
All agreed that the next generation of PR professionals will need to work at the intersection of marketing, communications, strategy, and experience—a broader skill set than traditional communications roles.
8. Proving value should start with the CMO.
Leaders emphasized that research on agency value should begin with CMOs’ perspectives on impact and outcomes, rather than focusing solely on agency inputs or outputs.
9. Growth expectations have been reset.
Several leaders noted that in the current environment, “getting back to flat feels like growth.” After the volatility of the past few years, agencies are recalibrating expectations and focusing on sustainable performance.
One comment captured the broader moment: “The past is not the prologue.”
As commercial models evolve, AI reshapes discovery, and clients rethink growth, agencies will need to redefine how they articulate, deliver and price their value.
We’ll continue to explore these themes in upcoming CEO roundtables and research initiatives.
- Minneapolis — April 1, 4–5:30 p.m. CT
- Chicago — April 2, 4–5:30 p.m. CT
- Washington, D.C. — April 15, 4–5:30 p.m. ET
- Toronto — April 22, 9–10:30 a.m. ET
South and West Coast dates to come!
— PR Council