Interview with Mark Swift, Head of Communications at EEF

Behind the business scenes

A monthly chat with the often-unseen public relations and communications professional – behind the business scenes one PR person at a time.

Mark Swift, EEF, PR comms

Mark Swift, Head of Communications at EEF, the manufacturers’ organisation

From trainee pilot to Sliding Doors, probably the best ten pounds he’s ever spent, and a real-life living and breathing advert for the power of advertising  – pull up a chair, grab yourself a cuppa and enjoy my interview with Mark Swift, Head of Communications at EEF, the manufacturers’ organisation – I certainly did.

Name: Mark Swift

Title: Head of Communications

Company: EEF, the manufacturers’ organisation

Blog: https://www.eef.org.uk/campaigning/news-blogs-and-publications/blogs

Twitter: https://twitter.com/EEF_Press

Mark, please tell me more about yourself and how you ended up in PR?

I’m originally from Bolton in the North West and fell into PR by accident. I studied history and politics at university and always been in interested in the political sphere.

After leaving university I joined the Navy as a trainee helicopter pilot but didn’t get my wings unfortunately, and didn’t fancy driving ships for a living.  So, I thought I’d come out and try something else.  I got a place to start teacher training in Nottingham but had time to kill before the course started.

 “It was one of those Gwyneth Paltrow Sliding Doors moments.

“You know, life can go one way or it can go 180 degrees in the opposite direction”

 I’d had friends at University who had done research work for MPs so I put an advert in a political magazine called The House. It cost me about 10 pounds back in Spring 1990, and it’s probably the best ten pounds I’ve ever spent because that’s how I got into this line of work.

“History and politics graduate seeks work”

It was just a freak coincidence that the director general of a small trade body happened to see my advert because he was looking to take someone on in a junior lobbying role.  My advert appeared just once, and he saw it. It’s my Sliding Doors moment whereby if he hadn’t seen that advert, I’d probably be teaching history for a living somewhere. That life would be completely different to what it is now.

Tell me a little bit more about your role at the EEF

I’m Head of Communications and the majority of my role is taken up dealing with the national, regional, and trade media but I also fall into anything communications-related within the organisation.

As well as the policy team in London, I also work with business services and marketing teams across to promote EEF’s significant business services and expertise. As well as the very substantial lobbying role that we have, EEF is also a fifty million pound business providing business services to manufacturers and other companies in the areas of employment law whilst we’re also a strategic partner with the Health and Safety Executive for example.

We’re also very big in management leadership and skills development, so we have an apprentice technology centre in Birmingham, which trains a thousand apprentices every year. We’re looking to replicate that facility possibly elsewhere in the country as part of the drive to become the National Champion for Apprentices. We’re also looking to develop new services for members as well. So at the moment, we’re developing services on Brexit, Trade and also in areas such as cyber security that is a rapidly emerging business risk.

The business services side is very important for EEF and the expertise within the organisation to help companies is substantial. I straddle both areas really although I sit with the policy and external affairs team in London.

Is there such a thing as a typical day?

There isn’t really – there are a lot of things that cross my desk each day.

“One of the joys of the job is that I never know what’s going come up every day”

So today, for example, we have the European Council meeting in Brussels, which will hopefully ratify the Brexit transition deal announced earlier in the week, so we’ll be commenting on that.  I’ve also seen colleagues this morning about a report on productivity that we’re publishing next month. And in the next four weeks, we’ve also got reports and surveys on work and wellbeing, cyber security, migration and skills, all of which are sponsored. So I’ll be working with different partners over the next three or four weeks on those pieces of work.

We also get queries every day from the national media to provide comment, and we often get requests from ITV, BBC, Sky and Channel 4 asking ‘can you find us a manufacturer in Nottingham to talk about XYZ?’  Our members are very valuable for providing case studies and comment to the press.

What are the key issues that you are working on at the moment?

The obvious one at the moment is Brexit. It dominates everything that we do.  It’s the most important issue of my lifetime and we are lobbying hard for some certainty on how the Brexit transition deal will work.

The industrial strategy is also very important for us, and we’re working on a number of other campaigns such as getting more women into engineering and we did a lot of work recently for Apprenticeship Week.

Have there been any real standout moments for you in your career?

Yes, there are a couple of things that stand out.  The collapse of Rover was a big deal because clearly, that was much more than just a collapse of a single company. It went right through the heart of how important manufacturing is or isn’t to the economy.  I think it’s fair to say that we’ve been through various governments where manufacturing hasn’t been at the top of the agenda, and that was very much at the heart of that debate.

We also had the impact of the financial crisis where conditions for industry fell off a cliff almost overnight but I think probably the biggest moment, and one I’m very proud of is the work we did as part of the steel crisis back in 2015 and 2016 when the industry was on the verge of collapse.

“A steel plant is not just a steel plant, it supports the heart of communities”

We knew that we were fighting for thousands and thousands of peoples’ jobs, and also communities. Because a steel plant is not just a steel plant, but it supports the heart of communities. The issue dominated the news and political agenda at the highest level for months and we were very, very proud of the work that we did during that particular period. The interesting issue from a PR and management perspective was that there were only three people effectively working on the Campaign. It meant we were very tightly focused on our objectives, could respond very quickly to a fast moving scenario and led the debate as a result. We ended up getting two PR awards for the campaign we ran, Trade Body of the Year and Campaign of the Year.

Tell me about your love of manufacturing

It’s the people within it and when you see what manufacturing companies are doing and what they’re making.

“Manufacturing and engineering will solve a lot of the global and societal challenges that we face at the moment”

Manufacturing and engineering will solve a lot of the challenges that we face at the moment such as climate change and an ageing population.  Just look at what a lot of our member companies are doing in the areas of recycling and waste management, for example.

“It’s an incredibly vibrant industry with some really terrific people in it”

If you were to ask Joe Bloggs in the street what he thinks manufacturing is, he probably thinks cars, planes, steel. You know, the very traditional image. Yet, we have member companies that cross fashion, food and drink, audiovisual and medical equipment which is at the cutting edge of technology. We also have Grand Prix teams in membership and airports which people wouldn’t think of as relevant to our sector but they employ a lot of engineers.  When you see the breadth and range of what companies are doing, what they’re contributing and the technology that they’re developing to improve people’s lives – it’s hard not to be passionate about it really.  It’s an incredibly vibrant industry with some really terrific people in it.

Do you think manufacturing still suffers from an image problem?

I think undoubtedly it still has a huge image problem. We still see and hear comments to the effect that Britain doesn’t make anything anymore even though It’s better than it was, say a decade ago when there was a feeling that we can get by with financial services and we don’t need manufacturing anymore.

Even during the steel crisis, there was a sense in some areas that people would have been happy to let the steel industry go, because their image of it was it’s dirty, it’s polluting, it’s old fashioned, and we could let it go to China, or Vietnam, or the Far East. There was definitely a feeling of that, and that’s only two or three years ago, so I think it’s a challenge for us and also companies within the sector itself, particularly with young people, parents, teachers and careers advisors to work hard to change that perception.

It’s why we have a very active government affairs programme at regional, national and European level.

Although we’re based in Westminster we’re really keen that we don’t get caught up in the Westminster village bubble as it’s not the real world here. The real world is out and about around the regions where our companies are.

Do you get out and about much yourself?

I make a conscious effort to get out and see as many companies as I can because I don’t want to get stuck in the London bubble either. It’s also fascinating to go out and see the different types of companies that we have. I came across one the other day, for example, in Leatherhead, which manufactures and stores yeast. They export to 175 countries I think, and claim that their yeast goes into 25% of the world’s beer.

You come across examples like that all the time, and you just think wow!  How would I ever come across a company like that if I don’t go out into the regions and visit them?

What’s your biggest challenge?

I think the biggest challenge is getting manufacturers themselves to talk vibrantly and contribute to PR for the sector, because I think companies do sometimes hide their light under a bushel.

We’ve got a severe skills shortage and if the sector is going to grow then it needs to show people, especially young people, that it’s a good place to work, a great sector with real opportunities. And the only way to do that is by doing PR. Some companies are only too willing to help us with case study requests, but sometimes it difficult.

Why do you think manufacturers are sometimes a bit shy when it comes to PR?

I think there’s a fear of ‘I’m going to get asked an awkward question’ or worry that they are going to get set up in an interview.  But one of the things I try and explain to companies is that it benefits them as well as the sector. I’ve had a number of companies tell me they’ve gained business as a direct result of doing media work. For example, I had a guy in South Wales who helped me with a request from the Sunday Times about doing business in Iran and was quoted at length – that resulted in a call for advice which resulted in his company winning a new customer.

“It’s not just a case of promoting themselves as a company, helping us out as an organisation, you can actually get some business from it”

I think another factor sometimes companies forget is internal PR within their business.  Many companies have told me that when they’ve taken part in an outside broadcast for say BBC Business Breakfast how great it’s been for the staff to see them on television, to have a film crew wandering around their plant to and to see how live TV works. There’s a tremendous amount of internal PR in terms of staff morale and motivation.

What sort of stories are the media interested in about manufacturers?

I think there are two things that always float their boat.  I’m stating the obvious but human-interest stories – somebody who’s done something remarkable or different, particularly female. We’re very keen to push females, particularly apprentices, and people that have worked their way up to very senior positions.  The human-interest element is always very, very strong.

“So what”

And then something that passes the ‘so what’ test like a company that is mould breaking or myth busting, the kind of thing where if you were to tell somebody at a party, they would just go ‘wow, I didn’t know that.’ I’m thinking of for example a company I know in Birmingham that makes very high-end cappuccino machines and exports them to Italy, or another I know in Warrington which exports Vodka to Russia.

We’re working on a programme at the moment with one of the national TV stations, which will hopefully broadcast in May called ‘What Britain Makes in a Week’. We put a request out to all our member companies. Literally, ‘can you think of anything, which is unusual or, which is myth busting so we can illustrate what Britain makes in a week.’  There are the very obvious examples such as how many cars we make in a week. But then you come across others such as Craft Gin companies, high-end leather cycling accessories, a company making parts for the Hadron Collider, driverless vehicles, medical equipment companies making MRI scanners and food and drink companies making everything from biscuits to beer.  What Britain makes in a week is quite remarkable when you think about it.

How can manufacturers help themselves more?

  • Do as much profile building and PR as possible.  It’s a really positive thing to get involved in and you never know what might come out of it.  The Fourth Industrial Revolution is a very, very real thing for industry. The rapid change in technology is quite amazing, and so the skill levels in our sector are only going to increase. Right now, we’ve got the Xbox generation, which is very digitally savvy, and may not think that there are skilled opportunities for them in manufacturing – but there are huge opportunities and we’ve got to get that message across to that generation that they should be looking at our sector
  • Work with local schools. It’s not always easy but can be very beneficial and will help manufacturers find their future workforce
  • Better photographs.  Remember that your website is often the first port of call for new customers so ensure your images matches their expectations.  We recognised ourselves that we had a very poor photo library, and we were seeing poor images used in the national media.  So about seven years ago, we started an annual manufacturing photography competition that is now sponsored by The Times and a couple of other major commercial partners.

Finally, what’s the value of joining an organisation such as EEF?

The value of belonging to an organisation like EEF is a very significant amount of professional expertise in terms of the business services we provide, especially for manufacturers.

With my wider London representation hat on I think our sector is also at a critical juncture right now in terms of how our economy is going to look in the future. Clearly life is going be different when we leave the European Union which is partly why we’ve got a massive focus on industrial strategy from government, which we’ve never had before. The value of manufacturing is only going to become more and more important.

“Manufacturing has a really terrific chance to put itself right at the heart of the economy”

As a result, our sector now has a really terrific chance to put itself right at the heart of the economy. The more people who are members of an organisation like ours – it gives critical mass.  The more companies join us, the bigger voice that we have with government, the bigger voice we have with all our stakeholders.  We’re at a very critical point for the economy and for manufacturing right now in terms of seizing that opportunity.

We’ve almost come full circle now from a position where before the financial crisis and changes in technology, people were openly questioning whether we needed a manufacturing sector and could get by without it. Now we’re at the point where people are saying we need a British manufacturing industry to make things here. That’s a terrific place to be in for our sector.

“The time has come for UK manufacturing”

 

Credits

Thanks to Mark Swift, Head of Communications at EEF, the manufacturers’ organisation for agreeing to be interviewed.

For more information on EEF, visit https://www.eef.org.uk

EEF is the representative voice of British manufacturing, both in the UK and Europe – fighting for more than 5,000 businesses and over 2,000 direct members for the last 120 years.

For more interviews and PR tips for UK manufacturers, visit nelliepr.co.uk and check out my UKMFG PR Diary for key dates  to piggyback on to secure PR that Pays.

 

 

 

Ellen Carroll

Ellen Carroll is a strategic PR and communication consultant. I provide PR training, mentoring and consultancy to help people and businesses to step out of the shadows with #PRthatPAYS

Find me on: Web | Twitter

How to Write a PR Brief

Looking for a new Public Relations agency? A PR brief is key to finding a good match.

In my time at the PR coalface, I’ve managed numerous PR agencies and been on the receiving end of countless PR briefs – the good, the bad and the downright shameless i.e. expecting a marathon hoop-jumping exercise and the most over-ambitious of requirements in return for the tiniest of budgets. I’ve also written my fair share of briefs and what follows is my handy checklist – whether you are appointing your first-ever PR agency or freelancer or seeking a new agency to replace your incumbent.

Choosing a PR agency is always nerve-racking experience – mainly due to your fears of appointing the wrong one. That’s why getting your PR brief in order is so important – it reduces that ‘poor choice’ risk and means that you are more likely to find a good match for you and your business.

A good PR brief should challenge and inspire people to want to work with you and do a great job. It should also act as a deterrent, putting off the wrong people for the job.

In terms of the basics, try and limit your brief to a maximum of three pages, invite responses from at least five agencies and select three of the best to come meet you and present their recommendations. Always give feedback and enjoy a great relationship with the people you choose. People always work at their best and their hardest for the people and businesses they like.

Checklist – What to Include in your PR Brief:

Your Brief

A summary of your brief and requirements – you’ll go into more detail later in your brief, but don’t be afraid to sell yourself, especially if you are a start-up or an unknown name. If you are passionate about your business and what you want to achieve, your brief should illustrate that and help encourage the passion and talent of the best PR people to take up the challenge of responding to your brief. You want them to want to work with you.

Background

In this section, you should provide some background information about your company, team, target audiences, key products or service, and your core focus. It is also useful to note some of your competitors and whether, for example, you’ve used a PR agency before. You can refer people to website links for more information.

Objectives

List what you want to achieve – your overall objective and aims.

Don’t be afraid to say what is on your ultimate wish list or what success would look like to you. If you don’t ask, you don’t get. Or, in the words of Nora Roberts: “If you don’t go after what you want, you’ll never have it. If you don’t ask, the answer is always no. If you don’t step forward, you’re always in the same place.”

Requirements & Measurement

Actual specifics in terms of deliverables – the measurable outcomes you want to achieve. You can also use this section to include the remit i.e. UK-only focus, 12-month campaign, tactics you want including such as social media management.

How the PR agency will be able to demonstrate return of investment will be core moving forward, so outline how the success of the campaign will be measured, and list your key performance indicators (KPIs) such as specifics on deliverables and outcomes i.e. on share of voice, number of leads generated etc.

Budget

Always include details of your maximum budget. Even if it’s a ballpark or sliding scale, the inclusion of a budget will ensure that the responses to your brief are on target. The inclusion of a budget will also help exclude those agencies that ‘don’t get out of bed for less.’

The Process and Timetable

It is always useful to include a timetable of what happens when. For example, when the pitch interview and presentation will take place, and the end date for receiving initial responses. Let the agency know how many agencies you will be inviting to pitch and limit this to a maximum of three. Any more than this – a lot of agencies won’t be willing to take part.

Expectations

Be very clear on your expectations for pitch the process and the next steps.

For example, confirm that you require the presentation to be carried out by the people/person who would be working on the account. Some agencies, unfortunately, bring out their best people to wow you at the presentation stage, only to leave the business lumbered with an inexperienced junior.

I always also recommend that you ask for testimonials and contact details for their clients you can speak to.

Confidentiality and Any Other Business

In this section you can add in important clauses such as confidentiality.

In order to understand your business better, some agencies will want to talk to some of your customers and key media and to ensure they get a better feel for your business and what you need to achieve. Be very clear if you DON’T want this to happen.

Contact Details

Stating the obvious here, but include your details so the PR agency has a point of contact to get further information and knows who they can speak to as part of their research.

Need to Know More?

Hope you’ve found my checklist on how to write a PR brief useful. If you want to know more, or require a little extra help, please give me a shout. If it’s writing a marketing brief you want help with, check out this blog post on how to write a marketing brief by our friends at Watertight Marketing.

Finally, some tips from those in the know on what you should include in your PR brief:

Daljit Bhurji from Diffusion: “Be crystal clear on your maximum budget and set very clear measurable KPIs for your prospective agency.”

Patrick Smith at Joshua PR: “Be honest about your real requirements.”

Bryony Thomas, Watertight Marketing: “Why people would be interested.”

FINAL CREDITS 

Photo by Dustin Lee at Unsplash

 

Ellen Carroll

Ellen Carroll is a strategic PR and communication consultant. I provide PR training, mentoring and consultancy to help people and businesses to step out of the shadows with #PRthatPAYS

Find me on: Web | Twitter

Top 10 Tips for Writing Better Case Studies

The value of case studies should never be underestimated. They are one of the best ways in which you can bring to life the work you’ve done for your customers. And, in business, there is no better endorsement than the one coming from a real-life person, your customer, in their own words.

Yet, case studies (especially in B2B) can often be dull, too product-focused and basically not fit for purpose. That’s why I’ve pulled together my top 10 tips for writing better case studies. You know, the kind of case studies that deliver real commercial value and resonate with your customers and prospects.

1: Purpose 

Before writing your case study, think about why? What is its purpose? How will it be used? Where will it be used? By simply being clear at the onset of the who, what, why, when and where, you’re already well on your way to ensuring that your case study focuses on what’s important.

2: Make it easy

People are busy and don’t generally have the time or inclination to fill out a wordy questionnaire so that you can then draft up a case study. Make it easy for them by doing all the donkey work and illustrate how quick and easy the process will be for them.

By interviewing the customer you’ll both also get more out of the experience. Talking directly to your customer also presents a fantastic opportunity to get to know them better and understand the issues and challenges that they are facing – perhaps you’ll uncover how you can help them more or get them interested in doing something else such as joint webinar with you.

3: Be prepared

Before speaking to the customer, speak to the person within your organisation closest to them so you are aware of any potential issues and understand the relationship and the details of the product/service they are using. That way you’ll be able to ask the right questions and be at your most professional.

There is nothing worse than calling a customer expecting positive feedback to be met with a barrage of complaints. If this ever is the case, make sure you handle it well and ensure any complaint is followed-up and resolved.

4: Questions to ask

Our handy PDF template will act as a guide to the kind of questions you should be asking. Although the questions are B2B-focused, and might not all be relevant, you can adapt for your own use.

Where possible, try and get actual facts and figures – real proof points that illustrate the impact of the work you have delivered. Remember, if your prospects recognise themselves, the issues they are facing, and are impressed by the results, they are more likely to pick up the phone to you for help rather than your competitors.

5: Structure

If you check out our case studies such as this one about the Meet the Manufacturer PR campaign, you’ll see they follow the same structure:

  • Headline – to get attention and make people want to read on
  • Quotes – really highlight a great customer quote
  • Headline results – bring out the most powerful results so that people even scanning the case study pick up key benefits of using you
  • The challenge – where you illustrate what the problem or business issue was. Make it recognisable to others
  • What we did – how you addressed and answered the customer’s business issue
  • Results – where you can go into more detail regarding the results of the work
  • Want to know more – don’t forget your call to action so that people know who they should contact
  • Credits – where you can add in extra detail regarding the client.

You should highlight the customer name prominently and use a logo to draw the attention of the reader to the ‘name’ and industry, for example. Imagery also helps to showcase results.

6: Readability

Skip the jargon and make the case study as readable and understandable as possible. Bulletpoints, headings, bold text, and imagery will all add to the case study’s readability, especially online where it is most likely to be scanned.

A photo of the person quoted will also add to the credibility of the case study.

7: Re-purpose

Think where else you can you use your case study, the different audiences, and formats they prefer.

Here’s some ideas to get you started:

  • Video case study
  • Standalone quote for LinkedIn
  • Website
  • Infographic
  • Shared on social media
  • PDF download and hand-out
  • Mailout to prospects and to current customers to aid loyalty
  • Blog post
  • Press release
  • Quote for an article or joint media comment/interview.

8: Permission

No case study should be used until it has full customer permission. Always get your case study checked internally by the customer contact, and signed off in writing by the customer – letting them know where and when it will be used. Send them a final copy for their records, and don’t forget to thank them.

 9: Feedback

Try and encourage the people using the case studies, for example, your salespeople, to let you know how they are using them and when they have worked. For example, have they helped them to secure a sale? When your case study is used in a marketing campaign, measure its success. The more you can understand the benefit of the case studies, the more likely you and your business will commit to doing more and build them into your long-term content and PR strategy.

10: Encourage

Lastly, don’t let your case study be a one-hit wonder. Encourage and incentive your sales people and the people closest to your customers to share with you details of any clients that would make great case studies.

Be selective, and focus on quality, not quantity.

Good luck.

If you’ve found this advice useful, and even acted upon it, please let me know.

If you need help with your case studies, here are some ways you can work with me.

UPDATE

In many industries, getting permission for case studies can be extremely difficult.  But before you throw in the towel, here are some ideas that you might want to give a go first.

  • Look at options to just get permission to (at least) have a logo on your site – great for credibility
  • Do group case studies based on client feedback/satisfaction surveys or interview a group of customers with anonymous results
  • Look to alternatives to case studies or ways to collaborate – inviting your clients to submit a guest blog, contribute to a press article or be a guest on one of your webinars focusing on a particular issue that will also benefit the client in terms of their own PR
  • Be less rigid in your case study structure i.e. if a customer voluntarily provides positive feedback by email, social media etc. ask if you can use their comments
  • Ask new customers questions so you can then go back to them to see the difference after so many months – asking permission to use the feedback in an anonymous case study
  • What about personal recommendations via LinkedIn?
  • Let me know if you have any more tips I can add.
Ellen Carroll

Ellen Carroll is a strategic PR and communication consultant. I provide PR training, mentoring and consultancy to help people and businesses to step out of the shadows with #PRthatPAYS

Find me on: Web | Twitter

Updates From the Lifestyle, Fashion and Consumer Media

We like to keep up-to-date with the changes across the media, and this week we take a look at some of the recent changes across the lifestyle, fashion, and consumer media.

Telegraph

Krissy Turner is the new digital style assistant for the Telegraph Magazine, in Saturday’s Daily Telegraph.  She is looking for fashion news, new collections in stores and online.

For the latest, follow her on Twitter via @KrissyDiaries

We’ve also spotted more changes to the team at telegraph.co.uk – with

Bibby Sowray taking up the role as assistant digital fashion editor, whilst Rosie Cherrington joins as digital intern, and is looking to receive press releases on fashion and beauty and, news on events.

At Telegraph Luxury, Bethan Ryder has been promoted to associate editor, contributing to the website and quarterly magazine.  Meanwhile, Stephen Doig is the new assistant editor and will focus on men’s style and technology.

Hearst Magazines

Kate Matharu has been appointed as digital editor for Hearst, looking after titles, including Country Living, House Beautiful and Prima.  Kate, who is the former editor at womanandhome.co.uk is keen to receive information and updates on fashion, beauty, wellbeing, food and more.

Glamour

Lisa Harvey is the new deputy features editor at Glamour, replacing Gemma Askham, focusing on features around fashion, beauty, shopping, travel, relationships and fitness. She was formerly the lifestyle editor at The White Company.

Follow her on Twitter via @LisaJourno

Metro

Metro has relaunched its ‘Trend Tracker’ page, focusing on new lines, launches, and much more.  Edited by Naomi Mdudu, the page will appear in the paper on Thursdays.

MailOnline

Caroline McGuire has joined the Mail Online’s ‘Femail’ section as reporter, She would like to receive press releases on topics of interest to women, such as food and diet, fashion, health and families, human interest stories, and much more.

Follow her @McGuireCaroline

Ellen Carroll

Ellen Carroll is a strategic PR and communication consultant. I provide PR training, mentoring and consultancy to help people and businesses to step out of the shadows with #PRthatPAYS

Find me on: Web | Twitter

Proud to be a new Nellie

Hello, my name is Nick King and I have just been appointed as the new account manager here at Nellie PR.

I have more years experience than I care to remember in PR and marketing, particularly in the business to business side of communications. Prior to this role, I worked as the PR and Media Manager at the East Midlands Development Agency, focusing particularly on the promotion of their support services for business.

In other positions I have held, I have managed clients, including Christian Salvesen, Scottish Courage, BASF and Courtaulds, as well as local businesses including RH Freight, Fraser Brown Solicitors, Coldseal and also several businesses in the healthcare sector. In addition to PR, I also specialise in writing search engine optimised copy for websites, so if this is a service you may also require I am happy to help.

After a couple of discussions with Ellen Carroll just before Christmas, it became clear that my skills matched the profile of the kind of person she was looking for to help develop the business, and I was itching to get back into the cut and thrust of a PR agency, so here I am and I’m really looking forward to working with the clients, suppliers and all of the other people who work with Nellie.

Outside of work, I am very keen on sport, particularly racquet sports like badminton and squash, I also play touch rugby (quite badly) and also try my hand at fencing, so if you are ever up for a game of anything, let me know. I also used to work as a party DJ, and if you upset me I will be forced to put an annoying cheesy old song into your head for the rest of the day!

Please feel free to drop me a line if there’s anything that you want me to help you with or just want some advice about. Also, if you want a game of badminton or squash to work off some of the excesses from the festive period, I’m happy to oblige, because I need to do that too!

Posted by Nick King, PR manager at Nellie PR

Ellen Carroll

Ellen Carroll is a strategic PR and communication consultant. I provide PR training, mentoring and consultancy to help people and businesses to step out of the shadows with #PRthatPAYS

Find me on: Web | Twitter