For the Love of the Game

I love my job. I get to satisfy my perfectionist tendencies through meticulous editing, fuel my creativity through compelling writing, flex my strategic muscles when developing campaigns, embrace my natural leadership in client meetings, and experience the pure rush of securing that coveted "yes" from a journalist.

When I first entered the public relations world at the junior level, my days were spent building media lists, crafting targeted pitches, and actively engaging with journalists. I was passionate about every aspect of the work. As my career evolved and I developed into a senior-level expert, my role naturally shifted from hands-on media relations to strategic campaign development and, eventually, to what consumed most of my time: managing staff.

Here's the irony: when I was new to the industry, I worked with media every single day. But as I became an expert, I rarely touched media relations. I found myself craving the opportunity to draft a compelling press release, develop an award submission, or experience that adrenaline rush from pitching national outlets. Over time, the career I once loved transformed into something that felt more like... well, just a job. While I genuinely enjoyed managing people and leading teams, something fundamental was missing.

I would still jump into strategy sessions, pulling data and helping craft comprehensive plans designed to deliver significant results. And while our teams consistently achieved those results, the path to success was unnecessarily complicated and costly. The typical scenario unfolded like this: the account lead would assign tactical work to junior staff, who would take longer to complete assignments that often required substantial revisions. The account lead would grow frustrated with the quality and budget overruns, then escalate to me for guidance on better explaining assignments to junior team members.

While I fully support developing junior talent—it's exactly how I built my career—I fundamentally disagree with clients bearing the financial burden of that education. This creates an impossible situation: either clients overpay because junior-level work requires extensive corrections and revisions, or the agency absorbs the cost and sacrifices profitability. I've witnessed firsthand how this approach can devastate a company's bottom line.

But Seriously—Why Is It Like This?

Here I was, exceptionally skilled at what others considered "grunt work" and eager to contribute directly, yet agency leadership prioritized junior staff development over optimal client service and budget respect. This misalignment of values created a systemic problem that seemed impossible to solve within traditional agency structures.

I knew there had to be a better approach. Why do agencies operate this way? Why wouldn't leadership address such a clear inefficiency when I repeatedly raised these concerns? I had always hesitated to launch my own agency because I didn't want to become another agency owner focused on management—I wanted to be a publicist. Then a revelation struck: what if I created an agency where management wasn't necessary? What if we eliminated junior staff entirely, delivered exceptional work within budget from day one, and left the teaching and training to universities (and other agencies, of course)? What if we systematically addressed everything broken within traditional agencies and simply... eliminated those problems?

That's how Vigilante PR was born.

Now I'm back where I belong—in the media trenches, securing substantial coverage for clients without absorbing losses or working twelve-hour days correcting subpar work. When we need additional capacity, we tap into our network of exceptional talent ready to contribute on a contract basis—experts whose work quality we've verified and, most importantly, professionals who don't require management oversight.

The result? We deliver superior outcomes while maintaining healthy boundaries, sustainable profitability, and genuine passion for the work that drew us to this industry in the first place.

Coming Full Circle

Today, I wake up excited about my work again. Every morning brings the possibility of crafting the perfect pitch, building relationships with journalists, and witnessing that magical moment when a client's story resonates with exactly the right audience. I'm no longer trapped in conference rooms discussing why junior-level work missed the mark or explaining to clients why their budget disappeared into revisions and rework.

Instead, I'm doing what I was born to do: creating compelling narratives, securing meaningful coverage, and delivering results that make clients genuinely excited to work with us. Vigilante PR isn't just a business model; it's a return to the pure love of the game. It's proof that sometimes the most radical solution is also the most obvious: stop trying to fix what's broken and start building something that works.

When you truly love what you do, excellence isn't just possible—it's inevitable.