Category: Uncategorized

< back to blog

 

In early 2004, I was driving out to Los Angeles with my girlfriend Annie–who would later become my wife–in possession of two skills. I could disassemble, repair and reassemble Naval aircraft avionics equipment; I could also discuss French and Italian red wines and their distinct characteristics at an advanced level. Which is to say that on the fourth day of our five day road trip to California, my career prospects were bleak.

And then Annie’s phone rang.“Darcy says that a guy named Joe John is looking to hire an EA (Executive Assistant), and wants to know if you want to meet him.”

“Sure,” I said, with absolutely zero confidence this would lead to anything of substance.

Before we even had an apartment picked out, and while we were squatting in my wife’s uncle’s house in West Hollywood, I went for my first interview. In a tiny Westwood office that could barely accommodate two people, I sat across from this guy Joe John and was presented with the manuscript for his first book: Start It, Sell It, and Make A Mint. My assignment was to return in a week and discuss the book with the author, explaining what I had learned.

I don’t recall saying anything particularly earth-shattering in those interviews, but somehow I got the job. The “Joe John” in question was Joe John Duran, the serial entrepreneur who had just sold his first business Centurion Capital to GE and was about to launch United Capital Financial Advisers. As luck and opportunity would have it, I was his first hire – and I have never looked back.

Why is this relevant, and what does it have to do with financial public relations?

First, not long after United Capital officially launched, Joe asked me to consider a “career” in lieu of a job. He wanted me to invest in myself, as he was prepared to do in me. I came back after a weekend of deep thought and blurted out “marketing” as if I had experienced a great epiphany. He had a look in his eye that I would come to recognize well over the years – two parts stern gaze and one part bemused incredulity at my chutzpah.

“Well my man, you better figure out what that means. I’ll give you all the rope you need, try not to hang yourself with it. You are now the marketing manager.” And off he went to go build his second national financial firm, which he would eventually sell in 2019 to Goldman Sachs for $750M. I went off to discover that within marketing was this little-understood vertical called “Financial Public Relations”, and I became hooked.

Second, of the five guys who started off working side by side in a (now larger) office in Westwood, two (Mike Capelle, Gary Roth) were there through the sale. One left early in 2006, and I stayed on until early 2009 before going to join my first agency, Cognito. Even after I left for personal reasons, Joe and I never lost touch. He supported me as a mentor and friend through the years, and is now a client of ours at StreetCred (Mike and Gary too).

The early stage lessons I learned from Joe, Gary, Mike and others were invaluable, because I got a front-row seat to observe entrepreneurs at work. In 2012 this led me to start my first agency, FiComm Partners, which I successfully built over six years before selling it to my former business partner Megan Carpenter in 2018. For the next two years of a non-compete, not a day went by that did not find me contemplating that first foray into business ownership, turning those lessons over in my head again and again. Integrated Partners was kind enough to take a chance on a PR guy in the throes of deep self-doubt.

When Paul Saganey (another entrepreneurial mentor) and Rob Sandrew (now a very close friend) came to my house to pitch me on the concept of revisiting the in-house life, I was hesitant, but these guys aren’t just great salesmen – they are awesome people. They literally had me at hello, but I was even more convinced when I returned to my office after seeing them out to find that Rob, a Red Sox fan, had hidden all my Yankees memorabilia…LA guys don’t mess with each other like northeasterners do. I’m in.

Which brings us back to StreetCred. While joining Integrated, I was very clear with Paul that I may feel compelled to give building a PR agency another go. Not only was he understanding, he was so supportive that Integrated became our very first client (and remains so to this day). My non-compete with FiComm ended Aug 21st, 2020. Less than a month later, we opened our doors.

The point of all this, aside from sharing some more about StreetCred’s origins, is that just over 20 years ago I had zero agency experience, zero PR experience, and couldn’t tell you the difference between an RIA, an IRA and an IAR if my life depended on it. I fell in love with this profession the first time I pitched a reporter and secured interest in United Capital, arranged and monitored the subsequent interview, and experienced that exercise turning into a feature article on us. This coincided with the first announcement we did: the acquisition of four RIAs, each managing about $100M. PR had everything — suspense, uncertainty, fear, excitement, joy, satisfaction, confusion, clarity and a touch of the unexpected. You didn’t always win, but you generally got out what you put in. This was a contact sport, and it was thrilling.

You cannot thrive in a PR career unless you love it. My parents forced me to take piano lessons as a kid and I hated it. Not because I hate the instrument, but because I found it tedious and quickly understood it wasn’t for me. I was never going to play that thing with skill. But repping a brand every day that I was passionate about, and eager to see rise in stature and name recognition? The best PR people do that. Joe, United Capital, Cognito, FiComm and Integrated Partners all offered me the opportunity to hone my skills, to learn, to make mistakes and learn from them. Every team member at StreetCred is afforded this same path forward: to make of it what they will.

A PR agency and the national wealth managers I learned from within, are two very different businesses, but there is a common thread: the best are successful because of how they treat their teams, and their ability to inspire and retain those teams. As the Native-American warrior poet Tecumseh is known to have said: “A single twig breaks, but the bundle of twigs is strong.” At StreetCred we focus on career development, but also on the individual prosperity of each of our teammates. No PR practitioner is left alone to manage his or her work – this is very much a team sport.

Not long after StreetCred launched, my good friend and exceptional PR pro Jimmy Moock reached out. We discussed life, our career paths and a vision for StreetCred’s growth and development. Without explicitly saying it, as we talked it became clear that we had a responsibility to build the PR agency that we, as young guns growing up in this space, would have liked to call home. I’m fairly certain we are doing just that. Two years ago, another good friend and partner, Emma Smith, was persuaded (by my relentless overtures) to join as well. I admired her unflappable demeanor, undisputed talent and crazy work ethic when we were at FiComm together. In fact I often find it challenging to keep up with these two – pretty sure Jimmy sleeps at his desk some nights. While the three partners may bring different competencies to StreetCred, we are united in our steadfast support for this team, provided we receive the same in return.

PR is hard. A client of mine once called it “the thankless profession.” While this is not entirely accurate (StreetCred clients often thank us), our job is to represent our clients’ brands as if they are our own, but in the background. Everyday, our team is proactively knocking on doors, seeking ways to capture mindshare and working extremely hard for our clients. I’m obviously biased, but I swear I have never worked side by side with a more committed group of PR practitioners than the team we’ve assembled here. A simple truth is that if your PR team is unmotivated, underappreciated, or unsupported, then neither their agency nor the clients they represent will succeed.

We recently gathered all 22 current team members in Chicago for a three-day retreat. Observing this group interact, appreciate, learn from and laugh with one another was inspiring and heart-warming. Our clients (friends) came and joined in celebration one evening. Every StreetCred attendee of this inaugural gathering of PR excellence received an “honor coin” – a concept borrowed from the Navy, whereby each member of a ship’s crew is presented with a token that represents their steadfast dedication to the mission. The front of the coin features the first line of the StreetCred PR Practitioner’s Creed, which all of us are committed to. We have big plans for growth, innovation and expansion. None of it is possible if our foundation is not rock solid – and that foundation is our people. Full speed ahead!

Jason Lahita, Founding Partner at StreetCred PR

< back to blog

 

The shift to remote work has transformed countless industries, and PR is no exception. Running a fully remote financial PR agency comes with undeniable perks but also some unique quirks. It takes a little more than a strong internet connection and a few Slack channels to keep things ticking along nicely. At StreetCred PR—an agency born during the pandemic—we’ve learned a lot about the rewards and realities of a remote setup. Here are some insights we’ve picked up along the way.

Expanded Talent Pool and Diverse Perspectives

One of the most immediate benefits of going fully remote is access to a wider talent pool. The dissolution of geographic boundaries means we can attract top-tier financial PR talent from virtually anywhere. In a traditional setup, recruiting would be limited to those willing to commute or relocate to a given location. However, with a remote model, we can find the best people for the job, tapping into expertise that simply might not exist in a single metropolitan area.

This enhances our agency’s resourcefulness and problem-solving capabilities. With team members spanning different backgrounds and experiences, we’re able to approach client challenges with fresh perspectives, which is invaluable in a creative field like PR. In short, our remote structure allows us to assemble a team whose collective strengths surpass what might be possible in a single location.

Coast-to-Coast Coverage and Responsiveness

In PR, timing can be everything. A distributed team enables us to provide coast-to-coast client coverage. With team members across various time zones, we’re able to respond promptly to client requests, no matter the hour. Our East Coast contingent can handle early-morning media requests, while West Coast colleagues are available to cover late-afternoon inquiries, ensuring seamless service and continuous support. This agility helps to build client trust, reinforcing our commitment to being alert and responsive.

However, time-zone flexibility comes with the need for clear communication and boundaries to prevent burnout. Setting expectations around availability ensures team members aren’t constantly “on,” and we trust each team member to manage their schedule effectively – we simply ask that they keep us informed if they need to step away. This approach allows us to deliver consistent, high-quality service while equally valuing the autonomy and well-being of our team. The result? A strong sense of mutual trust and accountability.

Cost Savings and Strategic Reinvestment

Cost savings are one obvious yet powerful benefit of going remote. Traditional office overheads—rent, utilities, office supplies—can add up quickly, especially in major metropolitan areas. By cutting out the overhead, we’re able to reinvest in things that actually benefit our team and clients. At StreetCred, this means professional development, upgraded tools and resources that help us do our jobs even better.

Instead of putting money into office expenses, we invest in our people and processes. This approach not only boosts morale but keeps us competitive and innovative.

Culture That’s not Cringeworthy

I will be the first to admit that remote “company culture” can sound like a bad punchline, conjuring up images of forced fun and awkward virtual bonding. But at StreetCred, we believe culture is built on authentic connections, not on mandatory Zoom happy hours. In an office, culture often develops naturally through spontaneous interactions, but remote work requires us to be a little more intentional. For instance, we hold optional “virtual office hours” where anyone can drop in to brainstorm, ask questions, or just work through a problem with leadership and peers alike. There’s no pressure, no agenda—just an open space for collaboration.

We also prioritize in-person gatherings, which are key to creating trust and camaraderie. Our annual retreat is a time for the whole team to come together, connect, and yes, relax with nary a screen in sight. And for those who happen to find themselves in the same city, we cover coffee meetups and co-working days—because sometimes a simple face-to-face conversation is worth its weight in gold. These unforced touchpoints strengthen our bonds, making collaboration smoother when everyone’s back behind their screens.

Intentional Communication for Team Cohesion

Nuance is often one of the biggest casualties of online communication. Sans in-person cues, even a well-intentioned Slack message can be misinterpreted, meaning that small miscommunications can lead to big misunderstandings. At StreetCred, we rely on Slack, Asana and Google Workspace for structured coordination, but we know that creating a connected team goes beyond tech tools. We remind everyone that sometimes the best way to avoid miscommunication is to just pick up the phone, have a candid conversation and assume positive intent across all levels.

Effective remote leadership demands a commitment to building trust and encouraging open dialogue. Leaders need to create real opportunities for team members to share ideas and feedback. At StreetCred, we hold regular all-hands meetings to keep everyone updated and encourage open discussions about projects. And our open-door policy isn’t just lip service. Management conducts regular one-on-one meetings with each member of the team, creating a space for everyone to voice thoughts, raise concerns or seek mentorship. This goes a long way toward building a team culture where each member feels valued, engaged and connected to the mission, regardless of where they happen to be located.

Final Thoughts

At StreetCred, a fully remote approach has required us to be proactive about everything from team dynamics to client coverage. Along the way, we’ve learned that a thriving agency isn’t defined by shared space but rather by shared purpose. And without shared walls, we’ve had to double down on shared values—trust, respect and open dialogue. Building this culture takes effort, but the payoff is a team that’s uniquely aligned.

For agencies considering a remote model, it’s not without its occasional curveballs, but when approached thoughtfully, the advantages can far outweigh the challenges.

Emma Smith is partner at StreetCred PR, a public relations agency focused on the financial services sector.

< back to blog

 

Public relations (PR) is a contact sport, and the importance of making each play as effective as possible cannot be overstated. For financial firms, including registered investment advisors (RIAs), insurance companies, asset managers, and others, the ability to amplify their earned media through social platforms is a crucial component of a strong playbook. With the right strategies in place, social media can significantly enhance a firm’s visibility, credibility, and ultimately, its bottom line.

Amplifying Earned Media

When it comes to earned media in public relations, earned is the key word. It can be defined as any material in the media that is written about a firm, or produced by one of the firm’s experts, that is not paid for but rather achieved via credible expertise and notoriety. Understandably, this kind of content is a valuable asset for financial firms, helping them to establish credibility and trust in the industry.

However, relying solely on traditional PR tactics to disseminate earned media means missing out on low-hanging opportunities to further amplify your firm’s brand. This is where social media comes into play. Platforms like X (Twitter), LinkedIn, Facebook and others offer financial firms a direct line of communication with their target audience, allowing them to amplify their earned media in real-time on a greater scale. To maximize the juice from a single PR placement, all kinds of earned media should be promoted on social media, sometimes more than once.

Engaging with Key Audiences

Social media provides financial firms with a unique opportunity to engage directly with their audience in meaningful conversations about topics that correlate directly to the firm’s brand. By repurposing earned media coverage through social posts, such as sharing past press releases, thought leadership articles or evergreen commentary, firms can showcase their expertise and thought leadership in the industry. Moreover, engaging with followers through comments, likes and shares humanizes the brand and fosters a sense of community and trust.

Targeted Messaging

Posting earned media placements via social media also allows financial firms to tailor their content to specific audiences, and allows firms to lean into strategic key messaging. Whether it’s addressing the concerns of retirees, providing insights for first-time investors, or offering advice on estate planning, targeted messaging ensures that the right content reaches the right people, at the right time. This personalized approach not only enhances the firm’s relevance but also increases engagement and offers additional control over how it is positioned in the market.

Building Brand Authority

Establishing brand authority is essential for financial firms looking to grow their RIA business or expand their reach in the industry. Social media serves as a powerful tool for building brand authority by consistently sharing valuable content, participating in industry discussions and showcasing expertise. By positioning themselves as trusted thought leaders in their respective fields, financial firms can attract

Elena Krasnow, marketing manager at StreetCred PR

< back to blog

 

At StreetCred PR, we often relate public relations (PR) in financial services to playing sports. In part this is due to the unpredictable nature of the game. In a basketball game, for example, a team could be winning for the first three quarters of the game, and then suddenly experience an upset in the fourth quarter and overtime, which could change the game’s outcome. Similarly, in public relations a firm may have succeeded in earning several media opportunities in a row, and then suddenly enter a brief period where they have little hard news to share and the PR well seems to run dry.

This is when thought leadership can be an incredibly powerful tool in a financial PR campaign. Because unlike hard news, which there is sometimes little control over, a bylined article can be written and offered to the media at any time. And so long as the topic is right and the insights are smart, it can almost always find a home at the appropriate publication.

What is thought leadership?

Thought leadership encompasses opinion based articles, that are non-advertorial, written or ghost written by a subject matter expert at a given firm which can then be merchandised to various financial media outlets. And though these pieces cannot be overtly self-promotional of a firm’s value proposition, they can covertly hint at what sets them apart from the rest to readers by carefully crafting the narrative.

Increased control of the narrative

When a firm releases a press release that has been marketed well to the media, they are likely to garner a few pieces of coverage of the news. However, this type of earned coverage comes with the caveat that the firm will not have complete control over the narrative and exactly how it is positioned to their audiences. This is another great use case for drafting op-ed articles to be placed at key outlets. With thought leadership, financial firms and their PR agencies can exercise much greater control over the language being used and seize opportunities to discreetly emphasize core parts of a given RIA or fintech’s value proposition.

Building strong relationships with financial news sources and reporters

Another role thought leadership can play is in relationship building. Outlets are often seeking well written content and timely industry trends, such as organic growth and RIAs or how the crypto ETF may play a role in future investing. When a public relations agency is able to deliver a fully baked piece of original, insightful content that aligns with their readership’s interests, this can be like handing them a win on a silver platter. Of course, publications always have ultimate editorial authority and may make minor changes to the content, but generally speaking, if the content is good, the majority of the draft is typically kept intact.

At the end of the day, nothing in business is predictable or certain. But exercising additional control where it’s possible and aiming to encourage strong relationships with key media contacts can certainly help bolster a financial PR campaign when other levers are less accessible. As the old adage from Marcus Aurelius goes, though we can’t control everything, we can control how we respond, and in that lies our greatest power. And sometimes the best response in the game of PR, is to create a winning piece of original content no financial outlet can refuse.

Elena Krasnow, marketing manager at StreetCred PR