A note from our founder, eight months in.
Yesterday, Attention Comms was named one of the three Best New Agencies in North America by PRovoke Media.
Eight months in, this is an honor we don’t take lightly.
It’s also a useful moment to share why we built this firm, what we are trying to do for the clients we work with, and where I think communications is heading.
Why we built Attention Comms
We launched Attention Comms on August 1, 2025 — a share buyout of Milk & Honey PR’s U.S. business, rebranded as an independent, purpose-driven firm.
We launched into an industry being reshaped on three fronts at once: AI is restructuring the information ecosystem; media is fragmenting faster than agencies can keep up; and consolidation is concentrating senior talent into ever-larger holding companies.
My read of that moment was simple. Scale is no longer the advantage.
Clarity is.
Senior counsel is.
Real partnership is.
That is the gap we built Attention Comms to fill.
It also reflects how I’ve come to think about attention itself. Attention isn’t just a metric. It is the fundamental substance shaping politics, society, culture, and markets today.
Most organizations still treat it as something they can’t control – something the media or the algorithm decides for them. We disagree. We help organizations earn the kind of attention that actually drives real-world impact.
Earning attention, not chasing coverage
The work itself is what got us here.
Across the past year, we’ve partnered with a range of purpose-driven organizations – from local nonprofits to global cultural platforms, from category-defining wellness brands to high-growth fintechs – on the kind of communications work we built this firm to do: reputation strategy, executive positioning, and purpose-led storytelling that moves trust, influence, and outcomes.
The through-line is consistent. We are not in the business of simply generating coverage. We are in the business of shaping narratives that matter and helping our clients earn the kind of attention that actually moves opinion and behavior.
That work is hard.
It requires senior people on every account.
It requires saying no to engagements that don’t fit.
And it requires a team that can show up for clients with both craft and conviction – which, more than anything, is what I am proudest of.
The full Attention Comms team came with me through the transition. The majority of the core team has been together more than three years. Alongside that core, we work with a trusted network of senior, fractional specialists whom we bring in as needed, allowing us to stay agile, scale intelligently, and remain tightly focused on delivering value for our clients.
We operate on above-industry leave policies, trust-based time management, and the assumption that smart, senior people will manage their own time. This isn’t a perks strategy; it’s a strategic imperative. When our team is operating at their best, the impact we can create for our purpose-driven clients is amplified exponentially.
Culture, in this industry, gets talked about a lot, and is often misunderstood. It is not a nameplate. Not a balance sheet. Not a brand. It is what your people do every day. And clients feel the difference.
Eight months in, the model is working. We are growing on our own terms: higher-value engagements, more senior involvement on every account. The headline isn’t growth for its own sake. It is that a senior, focused, opinionated firm can outperform larger, less focused models.
Investing in the next generation of PR
Throughout my career, I have tried to genuinely show up for our industry, not just work in it.
I currently serve as President of PRSA-NY, the New York chapter of the Public Relations Society of America. Our Senior Client Director, Conor Douglass, sits on the boards of PRSA-NY and B Local NYC. We continue the B Corp ethos of the U.S. business we grew out of, with an emphasis on values-driven clients and work that aims for measurable impact rather than vanity metrics.
We built Attention Comms on the belief that this is what the next generation of agencies should look like: clearer, more senior, more selective, and more honest about how influence actually works.
To our clients, who trust us with their hardest and proudest moments: thank you.
To my team, who built this: thank you.
To my kitchen cabinet of advisors and former colleagues who rallied around me throughout the transition: thank you for showing me what good leadership looks like.
And to the editors at PRovoke Media who saw something here: thank you for the recognition, and for setting the bar.
The ability to cut through the noise and tell compelling stories that drive change is as important a calling as I can think of. Eight months in, we have proof the model works.
Now it’s about taking this model further and proving what it can really do.