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I set up Serendipity PR & Media in 2009, thinking at that time if I could set up a business during a global recession, I could survive anything. Here in 2026, I am proud to announce that Serendipity has been recognised in the SME News Greater London Enterprise Awards 2026 with two awards:

Best Purpose-Led PR Services Provider 2026

Communications Impact Excellence Award 2026

Being a woman in business has been an adventure, and I had never run a business before. My mum did it, and well, so could I. Nothing prepared me for how tough it would be.

I have learned new skills, added new ones to my every bending bow. I have been in rooms where I have been the only woman, and then the only woman of colour. I have been told that women should not be in business, and had some men talk to my chest instead of my face.

I started my own business for lots of reasons: the global recession, we just started a family, and childcare was extortionate, and with no family to help out, running my own business, working from home, seemed an obvious choice. I made rookie mistakes, from giving my ideas away to not being paid…Yes, I cried a lot and juggled a lot. I had to take our son, aged six at that time, with me to business meetings during school holidays. I used to run everywhere to be on time for school drop-off, school pick-ups, trains, meetings…and I also laughed a lot, usually at myself.

But as the cliché goes, I would not change it. I have met some wonderful people, clients who are now friends, and done amazing things, from getting a client to Glastonbury, doing a private tour of the Tower of London, launches, media hits, serendipitous moments that have blown my mind…and now in this moment, I am enormously quietly proud.

Now I am hoping awards will be like buses and that during the next week, another one will come along and that I win the at the Business Book Awards, but yes, trying to stay grounded.

 

 

Photo credit: D William on Pixabay

 

Why CEOs Can’t Delegate Their Reputation

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There are some things in business that a CEO simply cannot delegate. Reputation is one of them. Because if you delegate responsibility for your reputation, what happens to trust?

 We have long known the important role CEOs play in employer brand strength and talent attraction. But those of you who might be unconvinced, let me show you some of the data out there:

Return on Reputation, the latest of Hill & Knowlton’s Corporate Reputation Watch studies, conducted with Ipsos published in March 2026, asked 282 financial analysts in North America, Europe and Asia about reputation and its impact on their opinions and ratings of companies.

The survey showed that when asked what specific tangible and intangible factors are very important in making recommendations to invest in a company, “financial performance” was 87%, and following closely behind were “quality of the leadership team” at 86% and “making good on promises” at 85%, which were the top criteria globally. The analysts also placed considerable importance on reputation, with 88% in North America, 91% in Continental Europe, 93% in the UK and 94% in Asia Pacific agreeing with the statement – “a company which fails to look after the reputational aspects of performance will ultimately suffer financially too”.

If this data wasn’t enough to sway you, research from APCO Worldwide published in March 2026 shows that a CEO’s public presence plays a crucial role in purchasing decisions and consumer loyalty. In fact, 79% of Americans say CEO reputation influences their purchasing decisions, while 54% report greater brand loyalty to companies whose leaders are visible and clearly articulate the company’s vision, strategy, and direction. Interestingly, multicultural consumers in the States, particularly Hispanic and Black Americans, report a stronger influence of CEO reputation on purchasing decisions, making CEO visibility a vital strategy for engaging diverse audiences.

The research also found that CEO reputation influences employment decisions, particularly among younger generations, reinforcing the important role CEOs play in employer brand strength and talent attraction.

But data only tells part of the story. We have seen too many examples of CEOs who fail to walk the talk and, in doing so, lose the trust of both the public and their own stakeholders. If you can’t trust the leader of the company that you work for or the brand that you have been loyal to, then what’s left?

Many business leaders don’t understand this principle and try to palm it off to the communications team to implement, to make the statements for them, but that’s when they become unstuck. As they are not leading by example and their statements are not authentic, they are paying lip service to whatever PR statement that their teams issue. It becomes spin, and in a world full of misinformation and fake news, we want to be able to trust the bosses that we work hard for or the brands that we spend our hard-earned cash on.

This disconnect can also be the point at which CEOs take their eye off the ball, where the organisation’s values and ethos become diluted and open to misinterpretation internally, because no one really knows what the CEO is thinking or what they are driving. The end result is that the organisation can find it is inadvertently being called out for greenwashing, misleading the public and its own stakeholders.

So, when a CEO owns their reputation and takes real responsibility, that is when the CEO is really leading. These organisations are better placed to build adaptability and employee loyalty, and to weather challenges, because people know what their business leader stands for and everyone is rowing in the same direction.

Reputations take time to build, but the time it takes gives you a great return. You have invested in your brand identity. You stand for something, and people know that…you become a trusted voice for media commentary, community action and leadership; you also become a role model. You can’t rent out role models.

When you are trusted, people know what you stand for. Your employees understand the direction of the business, your customers know what they can expect from you, and your stakeholders have confidence in your leadership. Reputation becomes part of the value of the organisation itself.

APCO’s research reinforces this point, describing CEO communication as a marker of “credibility and competence” and highlighting its importance in maintaining trust during times of uncertainty.

So, while you can delegate communications, marketing and even public relations, you can never delegate trust.

 

 

The Currency of Kindness: What Dolly Parton Teaches Us About Legacy

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I have been watching and reading all the wonderful tributes to Dolly Parton, who passed away on 25 August 2026, and it is clear the world adored Dolly; she understood something many leaders, organisations, and brands spend a lifetime trying to learn: the currency of kindness.

In a world that often celebrates power, status and financial success, Dolly built a global reputation on something far more enduring. She recognised that how people feel about you matters just as much as what you achieve. Her legacy is proof that kindness, when combined with authenticity and purpose, can become one of the most powerful forces for influence.

Long before personal branding became a business strategy, Dolly was a master of her own brand. The big hair, rhinestones, humour and unmistakable voice made her instantly recognisable. Yet beneath the carefully crafted image was a shrewd businesswoman, a gifted songwriter and a woman who understood her own value.

What made Dolly different was that her public image was never separate from her values. The warmth and generosity people associated with her were not marketing tools; they reflected who she was. That consistency created trust, and trust is the foundation of every lasting reputation.

Throughout her career, Dolly used her platform to open doors for others. Her songs often gave voice to women’s experiences, telling stories of resilience, ambition, heartbreak, and hope. She connected with audiences because she understood the power of storytelling and used it to make people feel seen and understood.

Her impact extended far beyond music. Inspired by her father’s inability to read and write, Dolly founded the Imagination Library, a programme that has provided millions of free books to children around the world. It is a simple but transformative idea: give children access to books and you give them access to opportunity. The initiative has helped foster literacy, learning and confidence for generations of young people.

She has also supported communities, invested in education and contributed to medical research. While many public figures focus on promoting their success, Dolly consistently used her success to create opportunities for others.

Her approach to the environment reflected the same straightforward wisdom. She once described mistreating Mother Nature as being “ugly to your mama.” It was a characteristically simple observation, yet it carried a powerful message about responsibility and stewardship. She understood that caring for people and caring for the planet are deeply connected.

For leaders, there is an important lesson here. Legacy is not something that is created at the end of a career. It is built day by day through the decisions we make, the values we demonstrate and the impact we have on others. It is shaped by how we treat people when there is nothing to gain, how we use our influence and what we choose to leave behind.

Dolly Parton did not wait to think about her legacy. She built it while she was living. Through kindness, generosity, authenticity, and purpose, she created something that extends far beyond her music.

That is the difference between being remembered for what you achieved and being remembered for how you made the world better. That is a real legacy.

And in this fractured world of ours, we should all be a little ‘more Dolly’.

Video Credit: Dolly Parton at the Wildhorse Saloon, Nashville, 2009. Video: nrppp. Licensed under CC BY 3.0 via Wikimedia Commons. 

Photo Credit: Dolly Parton at the Kennedy Center, Washington, D.C., 2003. Photograph: John Mathew Smith / celebrity-photos.com. Licensed under CC BY-SA 2.0.

The Trust Files #1: Why Trust Is the Most Valuable Currency in Business Today

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When I worked in the UK government writing ministerial briefings and speeches, every statement and every piece of data had to be verified. Nothing went unchecked. Everyone took responsibility for the information they provided by signing it off, creating a clear chain of accountability.

It wasn’t always the quickest process, and it was long before the convenience of email and instant messaging. But there was a respect for accuracy, attention to detail and the truth.

That experience has stayed with me throughout my career.

Today, when I work with organisations, I occasionally see leaders trying to cut corners. Often it’s done with the best intentions: to move faster, meet deadlines or reduce costs. But shortcuts create opportunities for misinformation, inconsistency and mistakes. Over time, they erode something far more valuable than efficiency: trust.

Trust is one of the greatest assets a business can have. It attracts talented people, strengthens customer loyalty, builds confidence with partners and investors, and protects an organisation’s reputation when challenges arise. It isn’t a communications campaign or a marketing slogan; it’s a business strategy.

I explore this in my book Corporate Social Responsibility Is Not Public Relations; trust cannot be manufactured. It is earned through consistent actions, transparent communication, and leaders who do what they say they will do.

The good news is that building trust doesn’t have to be complicated or expensive. It requires commitment, clear processes and a culture where accountability is everyone’s responsibility. That means putting frameworks in place, encouraging openness and ensuring that people across the organisation understand not only what the business stands for, but how those values are reflected in everyday decisions.

One area that is often overlooked is internal communication. Organisations spend significant time and money communicating with customers yet forget that trust begins with their own people. Employees who understand the organisation’s purpose, values and direction become its most credible ambassadors. Without that internal foundation, external messaging can quickly lose its authenticity.

Trust isn’t built by one department or one leader. It is created collectively, through thousands of decisions and interactions every day.

Because in business today, trust isn’t just a nice-to-have. It is your most valuable currency.

The Trust Files is a monthly series exploring the role of trust in leadership, communications, reputation, and business.

If someone experienced your organisation today, as a customer, employee or partner, what would make them trust you?

The Trust Files: Why am I writing The Trust Files?

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Over the past three decades, I’ve worked across government, global organisations, the private sector and purpose-led businesses. One lesson has remained constant: organisations succeed or fail on trust.

Trust influences reputation, attracts talent, strengthens customer relationships, reassures investors and gives leaders credibility. Yet, despite its importance, it is often treated as something intangible, something that belongs to communications rather than business strategy.

I don’t believe that’s true.

Through The Trust Files, I’ll be exploring how trust is built, how it can be lost and, most importantly, what leaders and organisations can do to earn it every day. Drawing on my own experience, current events and examples from around the world, this series will look beyond headlines to examine why trust has become one of the most valuable assets any organisation can possess.

Because trust isn’t built overnight. It’s earned through the decisions we make, the stories we tell and the actions we take.

Coming next: The Trust Files #1: Why Trust Is the Most Valuable Currency in Business Today.

Communicating India’s Soft Power, 29 May, London

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India has long been one of the world’s greatest cultural influencers, though much of that influence often goes unrecognised! From yoga and spirituality to spices, architecture, paisley print, film, and music, India’s impact on global culture is everywhere.

Remember last year’s “Kolhapuri-gate” when Prada featured the traditional handcrafted Kolhapuri sandal on the runway without acknowledging its Indian roots or the artisans behind it.

So when the organisers behind Ideas for India invited me to moderate a session on Communicating India’s Soft Power, I jumped at the chance.

I’ll be joined by two brilliant minds:

Lakshyaraj Singh Mewar : philanthropist, global ambassador, and businessman, carrying forward one of India’s most storied royal legacies. 77th Custodian of the House of Mewar.

Raageshwari Loomba, award-winning singer with platinum records across pop music and Bollywood, now also a mindfulness author and speaker.

Together, we’ll explore how India can tell its own story to the world, not just through economics and politics, but through culture, creativity, heritage, and values.

India’s soft power has never been lacking…what’s been missing is recognition, ownership, and stronger storytelling. And on that, did you know that Tina Charles’ career was launched by Indian music producer, Biddhu…?!

Book here for Ideas for India

 

Purpose-Driven Communication and Sustainable Branding in Global Markets

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In today’s rapidly evolving global landscape, purpose-driven communication and sustainable branding have become essential for organisations seeking to build trust, credibility, and long-term influence. As the founder of Serendipity PR, I have always believed that communications should go beyond visibility and that it should create meaningful impact.

Businesses today operate in an environment where audiences expect more than traditional marketing. Consumers, investors, and stakeholders increasingly want to understand a company’s values, environmental commitments, and its broader role in society. This shift has made purpose-led communications and ESG (Environmental, Social and Governance) -focused storytelling central to how organisations connect with global audiences.

Why Purpose-Driven Communication Matters

Purpose-driven communication enables brands to communicate not just what they do, but why they do it. When a company’s mission, actions, and messaging align, it creates authenticity, and authenticity builds trust.

At Serendipity PR, our work focuses on helping organisations clearly articulate their purpose. This means developing strategic communications that highlight genuine commitments to sustainability, social responsibility, and positive change.

Rather than simply adding sustainability language to marketing campaigns, purpose-led branding requires a deeper alignment between business strategy and communications. When done effectively, it strengthens brand reputation, builds credibility, and creates stronger relationships with stakeholders.

Sustainable Branding in a Global Marketplace

Working across international markets has reinforced an important lesson: sustainability and brand purpose must resonate across cultures and regions.

While environmental and social priorities may vary globally, the demand for responsible and transparent organisations is universal. Businesses that integrate sustainability, ESG principles, and responsible leadership into their branding are increasingly recognised as forward-thinking and resilient.

Strategic communications play a crucial role in ensuring that these commitments are communicated clearly and authentically. By tailoring narratives for different audiences while maintaining a consistent global message, organisations can successfully engage stakeholders across markets.

The Role of Strategic PR in ESG and Sustainability

Public relations today sits at the crossroads of brand reputation, sustainability, and corporate purpose. Effective ESG communications help organisations demonstrate accountability while also highlighting their positive contributions.

Through strategic storytelling, businesses can share how they are addressing issues such as:

  • Climate action and environmental responsibility
  • Ethical supply chains
  • Social impact and community engagement
  • Responsible leadership and governance

These narratives not only strengthen brand perception but also inspire wider conversations around positive change.

The Future of Sustainable Communications

Looking ahead, the future of global communications will be defined by transparency, responsibility, and purpose. Organisations that integrate sustainability into their business strategy and communicate it authentically will be best positioned to thrive in an increasingly values-driven marketplace.

For me, communications has always been about storytelling. But the most powerful stories are those rooted in real action and genuine impact.

At Serendipity PR, our mission is to help organisations tell those stories; stories that connect with global audiences, inspire trust, and contribute to a more sustainable future.

 

Photo Credit: https://sustainability-directory.com/ 

What Will Your Legacy Be? Shortlisted for the UK Business Book Awards!

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The Business Book Awards shortlist was announced at a special evening event on  14 April,  and I’m very proud to share that my book, What Will Your Legacy Be?, has been shortlisted in the Change and Sustainability category.

The conversation around the climate crisis and sustainability is shifting quickly, from being sidelined to central. As geopolitical tensions reshape priorities and, in some regions, climate science is being diluted, recognition like this feels especially important.

It’s also fantastic to see my publisher, LID Publishing, shortlisted across leadership, culture, data, and sustainability areas that are increasingly converging in how we define effective business. Seven books in total, and I’m thrilled to be one of them – the LID Seven!

Writing a book is a leap into the unknown; you never quite know how it will be received. Thank you to the 36 global thought leaders who trusted me with their insights and conversations, and to everyone who has supported the book so far​…and those who are yet to read it.

The awards will take place in September.

Insights on Trusting Instincts and Building Resilient Businesses Amid Crises

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Over the years, one of the most important lessons I’ve learned as an entrepreneur is the power of trusting your instincts. In business, we often talk about strategy, data, and planning, and of course, those things matter, but instinct plays an equally vital role in leadership and decision-making.

When I founded my business, I didn’t have a perfect roadmap, and the world was in the midst of the 2008 global recession. However, what I did have was a strong sense of purpose and an ability to listen carefully to people, to opportunities, and to that internal voice that tells you when something feelsright. That instinct has guided many of my decisions, particularly during moments of uncertainty.

Crises have a way of testing every aspect of a business. Economic downturns, shifting markets, and the global pandemic challenged organisations everywhere. For me, these periods reinforced the importance of adaptability, resilience, and calm leadership. Rather than reacting with fear, I focused on clarity and solutions, asking what our clients needed most and how we could continue to deliver meaningful value. During the pandemic, I was working with the Indian and Bangladeshi curry houses across the UK, as the hospitality industry was hit the hardest. We used this time and instincts to pivot and focus on public affairs, lobbying thegovernment on what support the sector needed.

Trusting my instincts didn’t mean ignoring strategy; it meant combining intuition with experience. Years of working with organisations, understanding communication, and navigating complex situations have helped shape my judgement. Sometimes the best decisions came from listening carefully, reading the moment, and having the courage to act decisively. I have found that trusting your instincts makes you braver and bolder.

Building a resilient business is not about avoiding challenges; it’s about learning how to move through them with confidence and integrity. For me, instinctual leadership has been a guiding force, helping transform uncertainty into opportunity and ensuring that even in difficult times, the business continues to grow and thrive.

 

The Cultural & Social Impact of Inclusive CSR Practices Across Diverse Global Communities

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Corporate Social Responsibility (CSR) has changed dramatically over the years, especially during the global pandemic. What was once often treated as a marketing exercise or philanthropic add-on has become a critical part of how organisations operate, lead, and engage with society. Throughout my career, I have always focused on advocating for CSR practices that are not only responsible but also inclusive and culturally aware.

In my book, CSR Is Not PR, I explore the importance of moving beyond performative corporate messaging and towards genuine responsibility. Businesses today operate across borders, cultures, and communities, and because of this, CSR needs to be rooted in authenticity, cultural understanding, and a real commitment to social impact.

Why Inclusive CSR Matters

One of the key themes in my work is the importance of inclusivity in CSR. When companies expand internationally, they often encounter communities with very different social structures, cultural traditions, and priorities. A one-size-fits-all CSR strategy rarely works.

Organisations need to take the time to understand the communities they are operating in, which means listening to local voices, engaging with community leaders, and recognising the diversity within those communities. Inclusive CSR is about ensuring that initiatives are relevant, respectful, and genuinely beneficial for both parties.

When businesses involve local stakeholders in shaping their initiatives, they build trust and create programmes that are far more impactful and sustainable.

The Role of Cultural Intelligence in CSR

It is also important for companies to develop greater cultural intelligence in their CSR strategies. Cultural awareness is not simply about avoiding mistakes; it is about recognising the richness and diversity of the societies they are interacting with and considering the cultural context of their actions. CSR programmes should reflect local values and social realities rather than imposing external frameworks that may not resonate with communities.

In CSR Is Not PR, I discuss how meaningful CSR requires businesses to move away from superficial branding exercises and instead embed responsibility into the heart of their brand and corporate culture. When companies genuinely understand the local areas in which they operate, their initiatives become far more powerful and effective.

Creating Meaningful Global Impact

CSR has always been about long-term impact. Responsible businesses have the potential to support communities, contribute to social progress, and address global challenges. But this only happens when CSR is approached with authentic commitment.

Over the years, I have worked with organisations to help them think more strategically about their social impact. This includes encouraging transparency, accountability, and sustained engagement with communities rather than short-term campaigns designed primarily for visibility. True CSR requires businesses to ask deeper questions about their role in society and how they can contribute positively to the world around them.

Looking Ahead

As global challenges continue to evolve, the need for responsible corporate leadership has never been greater. I firmly believe that businesses can be powerful forces for good when they embrace inclusive and culturally informed CSR practices.

My work continues to focus on helping organisations understand that responsibility is not simply about reputation. As I explain in CSR Is Not PR, CSR should be embedded in how a company thinks, operates, and engages with the world.

When businesses commit to authenticity, respect cultural diversity, and genuinely collaborate with communities, CSR becomes more than a strategy; it becomes a pathway to lasting social impact.