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Marshall Manson

Partner at Brunswick Group

Marshall Manson is an accomplished marketing and communications professional with extensive experience helping major companies and brands navigate digital and disruptive technologies.34 He is currently the Chair of Corporate Affairs (UK) at FleishmanHillard UK.34

Experience and Roles::

  • Current Role: Chair of Corporate Affairs (UK) at FleishmanHillard UK since August 2024.4
  • Advisory Roles:
    • Member of the Advisory Board at One Question since March 2024.4
    • Advisor at NewsWhip from October 2023 to August 2024.4
  • Consultancy: Independent Consultant from December 2023 to July 2024, advising on corporate narrative, brand, digital, and content strategies.4
  • Brunswick Group: Partner from April 2018 to September 2023, advising C-suite clients on digital technologies in communications.14 He also led digital teams across the UK, Europe, Africa, and India.6
  • Ogilvy Public Relations:
    • UK CEO from October 2015 to March 2018, leading a team of PR, social media, and content practitioners.145
    • Managing Director, EAME, Social@Ogilvy from September 2013 to October 2015.4
  • Edelman:
    • Managing Director, Digital, EMEA from October 2009 to September 2013.4
    • Director of Digital Strategy from February 2008 to October 2009.4
    • Vice President, Digital Public Affairs from November 2005 to February 2008.4
  • Other Roles:
    • Senior Vice President of Public Affairs at the Center for Individual Freedom from January 2004 to November 2005.4
    • Vice President at The Sterling Corporation from November 1997 to December 2003.4

Additional Information::

  • Manson has been based in London for over 11 years.12
  • He has experience working in both brand marketing and corporate communications.3
  • He is seeking board or advisory opportunities with a charity, NGO focused on wildlife, or an innovative start-up.34
  • He is a globally-minded communications and marketing leader with over 25 years of experience.5
  • Manson provided advice for crisis communications and issues management to the Victoria and Albert Museum as an advisor to the V&A’s Audiences division from August 2019 to August 2022.4
  • He holds a Level 3 Award in Wines from the Wine & Spirit Education Trust, issued in December 2022.4
  • He earned a B.A. in Political Science from Hampden-Sydney College (1992-1996).4

Highlights

Aug 19 · linkedin

A more unpredictable world begets more reputational threat axes for corporate affairs leaders to worry about. But over the last couple of years — the period since the pandemic — I’ve observed how one axis has assumed a more important role than ever before: Employees.    In every kind of business, employees have been the driving force pushing management to grapple with business-adjacent issues — issues that managers, in the past, might have worried about in private, but never considered as relevant to their businesses.    And yet, as political issues have become more omnipresent in our lives, employees are (quite understandably) bringing their concerns to work. They might ask for help or suggest their company speaks out on a big issue. Or see a way for their company to help solve a societal problem. Or just need a place where they can have a safe conversation.    Misdirected or ill-considered management reactions can create new reputational risks or amplify existing ones.    There are a variety of examples of companies speaking out on political issues at the urging of their employees, only to suffer from a backlash.     So how does management navigate this flavour of employee concerns?    It starts with culture. An empowering culture encourages open dialogue and creates a trusted environment for leaders to elaborate on rationale and context.    But getting to a corporate culture that welcomes give-and-take and benefit-of-the-doubt can be tricky.     Culture can also be a key force when grappling with an external reputational threat. A positive company culture helps establish and maintain trust between employees and managers, while providing the latitude for leaders to communicate context and motivation when things are difficult. In the best cultures, employees choose to become advocates.    Good leaders know the importance of culture. But how should they influence it? How should they help mould it? Because good leaders also know that they can’t do everything all at once. Is it wellbeing? Inclusion? Purpose? Engagement?     Success starts by recognising that these aren’t levers to be pushed and pulled. They are ingredients. Each on its own might be a lump of lead. But blended in the right way, with a bit of creativity in the recipe, and they can become gold: A culture in which everyone helps identify and mitigate risks — reputational and overwise. And lots of other good stuff too — better innovation, improved productivity and more openness to constructive change. 

Call it Cultural Alchemy. As a finished compound, it all adds up to better performance.

Aug 13 · linkedin

I’m happy to share that I’m starting a new position as Chair of Corporate Affairs (UK) at FleishmanHillard UK!

Related Questions

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Marshall Manson
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Location

London, England, United Kingdom