Our mandate is methodological, not promotional. Each area below describes what we do, what we hand over, what we need from you, and how the work connects to the rest of the firm. Nothing here promises media outcomes — editorial judgement sits with journalists, and public attention follows its own rhythm.
Most engagements draw on more than one area. A product launch might need press materials, media relations and spokesperson preparation in the same week. A restructuring announcement might lean on corporate narrative, internal alignment and issues monitoring before a single line goes public. We organise the work by practice so you can see where effort concentrates, not so you must buy six separate products.
The descriptions below use the language we use in scope documents: artefacts named plainly, dependencies stated upfront, connections to adjacent work made explicit. If you are comparing firms, read these entries alongside our engagement formats and the working cadence that governs how drafts move from first conversation to handover.
Press table · Keong Saik studio
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Media relations
What it is
Media relations is the structured work of preparing for conversations with journalists and editors — identifying who covers your sector, framing why a story might matter to their readers, and supporting your team when those conversations happen. It is not a volume exercise. We would rather propose three well-argued angles to the right three desks than circulate a generic release to a long list that nobody reads.
In Singapore and across South-East Asia, desks are small and overloaded. A pitch that respects a reporter's beat, arrives with verifiable facts and offers a spokesperson who has been briefed properly stands a better chance of a fair hearing. We cannot control whether a story runs, when it runs, or how it is edited. We can control the quality of the material and the discipline of the approach.
What we produce
A typical media relations engagement yields a prioritised media list with notes on each outlet's angle, a pitch framework that ties your news to reader interest, draft outreach language your team can send under their own name, and briefing notes for any calls or meetings that follow. For sustained programmes we maintain a living contact log and a simple issues watch so outreach stays relevant rather than repetitive.
What we need from you
Access to the people who hold the facts — product, finance, legal, operations — and a named approver who can sign off outreach language before it leaves the building. Embargo requests, if any, must be agreed internally before we draft around them. We also need honesty about what is genuinely new; reporters recognise recycled announcements quickly.
Corporate and executive communications is the work of defining what your organisation says about itself — consistently, across channels, and in language leadership can stand behind. That includes how you describe your purpose and direction, how executives speak on behalf of the company, and how investor-facing or regulator-facing language aligns with what employees and customers hear elsewhere.
We work at the sentence level. A corporate narrative is not a tagline exercise; it is a document that explains what you do, for whom, against which backdrop, and why anyone should believe you today. Executives need a smaller set of messages they can repeat without sounding scripted. Both require drafts, challenge, and sign-off from people who will live with the words.
What we produce
Deliverables include a corporate narrative document with supporting proof points, executive message maps keyed to audience (media, staff, investors, partners), draft language for recurring moments (results commentary, leadership transitions, strategic announcements), and a simple governance note on who approves what. We do not produce slide decks full of adjectives; we produce text your team can use.
What we need from you
A decision-maker in the room for narrative workshops — usually someone who can speak for the board or the founder and who will enforce consistency after we leave. Historical materials help: old annual reports, prior speeches, website copy that still reflects reality. If the organisation is mid-change, tell us what is settled and what is still being debated; we draft around uncertainty carefully rather than inventing certainty.
Crisis and issues preparedness is the work you do before and during situations that may attract public attention — product failures, regulatory enquiries, leadership departures, workplace incidents, data concerns, or any matter where silence reads as evasion and a poorly worded line reads as guilt. The aim is not to make problems disappear. It is to ensure your organisation knows what it can say, what it must not say, and who says it, under time pressure.
Preparedness can be proactive (playbooks written in calmer months) or reactive (holding statements drafted in the first hours of an issue). Both require the same discipline: facts separated from speculation, legal and communications aligned, spokespeople briefed on difficult questions.
What we produce
An issues scan that maps stakeholders and likely questions, holding statement templates with bracketed facts to be filled when needed, a crisis playbook with roles, escalation paths and approval steps, rehearsal notes from tabletop sessions, and a simple monitoring log for ongoing situations. During live issues we add draft Q&A, revised lines as facts change, and briefing support for media or public forums.
What we need from you
Rapid access to factual updates and to legal counsel where appropriate. A single communications lead on your side who can convene approvers quickly. Clear authority on what can be confirmed publicly. We also need you to accept that some questions cannot be answered immediately; prepared language for that moment is part of the playbook.
Stakeholder and internal communications covers the audiences inside and adjacent to your organisation — employees, partners, suppliers, industry bodies, community groups — who often learn news from public channels if you have not planned otherwise. Internal leaks and external surprises share a root cause: no aligned message prepared for the people closest to you.
We map who needs to hear what, and in what order, before a public announcement lands. That might mean a leadership note to staff the evening before a press release, a partner briefing pack, or talking points for managers who will face questions on the floor. The work is unglamorous and essential.
What we produce
A stakeholder map with audience, concern, channel and timing, internal briefing notes and FAQ documents for managers, draft emails or intranet posts for leadership to send under their own name, partner or supplier hold notifications where appropriate, and alignment checklists so legal, HR and communications sign the same version before release.
What we need from you
HR and people-leadership involvement when staff communications are involved. Realistic timelines — internal briefings written an hour before a media embargo lifts help nobody. Access to internal channels or a clear handover to whoever posts on them. Honesty about sensitivities: restructures, relocations and leadership changes need careful sequencing we cannot invent from outside.
Press and editorial materials are the written artefacts your organisation releases to explain news — press releases, media statements, fact sheets, Q&A documents, bylined articles drafted for executive review, and background notes for interviews. Good materials are spare, factual and easy for a busy editor to scan. They carry quotes leadership has approved word for word, not approximations a writer hoped would pass.
We treat every document as something that might be quoted in full. That discipline keeps language honest and reduces the cleanup that follows a loose draft sent under pressure.
What we produce
Press releases and media statements with clear news lines and approved quotes, Q&A packs covering obvious and awkward questions, one-page fact sheets for complex topics, editorial drafts for executive bylines with suggested cuts for length, and version logs so approvers know which draft is current. We hand over editable files your team can update after our engagement ends.
What we need from you
Named approvers for quotes and for any statement of fact that legal or finance must verify. Source documents — data, prior announcements, product specifications — rather than verbal summaries that shift between calls. A realistic review window; same-day releases happen, but they compress review at your risk. Clear guidance on what must stay confidential.
Spokesperson preparation is the work of getting your executives and subject-matter experts ready for interviews, panel appearances, town halls, recorded statements and difficult internal conversations. Preparation is not media training theatre — no artificial camera lights in our studio, no scores at the end of a mock session. It is structured rehearsal against the questions that will likely arrive, with feedback on clarity, accuracy and tone.
The best briefings feel quiet. The spokesperson knows the three points they must land, the facts they must not misstate, and the graceful way to decline what cannot be answered yet.
What we produce
A spokesperson briefing deck with key messages, proof points and landmines to avoid, a difficult-questions appendix with suggested responses, rehearsal notes from practice sessions, a one-page pocket brief for use during live interviews, and optional observation notes when we attend a forum alongside you. For recurring spokespeople we maintain a personal message map updated after each appearance.
What we need from you
The actual people who will speak, for at least one rehearsal — substitutes read differently under pressure. Leadership commitment to the approved lines; rewriting messages after briefing but before the interview wastes everyone's time. Background on prior appearances that went well or badly, so we calibrate accordingly.
How it connects
Briefings translate executive messaging and Q&A packs into spoken language. They support media calls and issues response equally. Internal forums benefit from the same preparation when managers address staff. Strong preparation reduces the revision load on press materials after an executive goes off-script.
If you are unsure which areas apply to your situation, start with a discovery briefing or read how we sequence work on the cadence page. To begin, see locate for contact details and what to include in a first message.
Keong Saik · Tanjong Pagar
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