Intellectually stimulating but lacks consistent support and safety - Recensione dipendente - Dipendente anonimo presso Publicity For Good

Some of the best reasons to work at PFG include - The Team - The team alone are some of the most intentional working and spirited individuals I know. Work-Life Balance - While you may hear the CEO state that they don't believe it and feel that work is connected to your life. IF you manage your clients, time and self correctly you'll have a great work-life balance Clients - PFG's clients are as numerous as they are a pleasure to serve. Some clients are tough, some are a breeze to work with, and some its like you forget they are a client because you are serving them but barely hear from them. However, this comes with the territory of PR during this day and age. Organization - The organization of the firm is effective, maneuverable and assists team members greatly IF used correctly. Unfortunately, there is a con with this pro. If you don't adapt to it, you could be in for a rough ride. It teeters dangerously close to a micromanagement measure. Profit-Sharing - Unless you are part of the revenue sharing program of PFG, you can expect to receive Profit sharing on a bi-monthly basis.

There are some cons that I'd like to mention and remain subjective on, rather than allow the two previous reviews that are off base to serve as the only cons - The number of clients serviced by PFG does not equate to revenue that commiserates with PR standards. IE, you will serve each client tirelessly regardless of their contract. PFG over-delivers to the happiness of clients, most of the time, but as a result have a very difficult time upselling current clients because of said over delivery. Contracts - Rather than pitching to media that make sense for each client, expect to chase numbers for each client repeatedly and explain to them how a certain small or mid-tier opportunity makes sense to them constantly. Outside Influence of Business Coach - If you are familiar with Charfen expect to be heavily influenced by their way of doing things. During my time at PFG, I often felt that the application of Charfen was fine but served as a breeding ground for certain tasks to take way longer than they should. In addition, their ascension plan will heavily influence your promotions and pay. I never went through the ascension plan, but it was almost imminent prior to my departure. Compensation & Benefits - The pay at PFG is sub-par at best. I, in my opinion, experienced a level of underpayment for the experience and responsibilities that I brought to the firm. Additionally, the benefits are minimal. 80 Hours PTO, No Sick Days, and a monetary stipend for Health Insurance after 90 Days of Employment. The firm did attempt to provide insurance during my tenure, but it was just simply too much for us to justify opting into it. The flexibility of the schedule and remote work is impressed upon constantly, but it is at times a place that is not family-friendly. Diversity - If diversity is important to you, there is a Philippines portion of the team and multiple women at the firm. However, in my time at PFG, no POC or any other minority member was ever hired. Whether we extended offers to some is not known to me at this time. Time Management - On average, I was in close to 8 hours worth of meetings every week after roughly 3 months at PFG. This was remedied repeatedly on account I had multiple duties to fulfill between sales, publicity, and administration. Keep in mind this when you are potentially balancing client relations, administration and more all at the same time.

Solid Client Roster (Schär, Sawyer, Cambio Roasters)

Policies and enforcement often felt inconsistent and, at times, self-serving. In my case, I lost 45 hours of accrued PTO upon termination, which had a direct financial impact. I was let go for allegedly violating a “No Gossip” policy after making a private comment to a colleague about a difficult client interaction. The application of that policy felt disproportionate, especially given what appeared to be a different standard for leadership behavior—even in professional settings. Despite holding a senior publicist role, I was regularly expected to conduct discovery calls to qualify prospects and funnel them into the sales pipeline. This blurred the line between PR and sales in a way that didn’t align with the role or expectations. The company culture was heavily revenue-driven, with a consistent push to upsell clients regardless of whether additional services were strategically necessary or aligned with their goals. There was also a reliance on low-impact tactics, including publishing client features on company-owned blogs with little to no traffic, primarily to create the appearance of coverage rather than meaningful visibility. Additionally, much of the writing function was handled overseas, with heavy use of AI to produce articles, press releases, and media alerts. This often impacted the overall quality and credibility of the work. There was also a mandatory requirement for all employees to attend Grant Cardone’s 10X Conference (in person for U.S.-based staff and virtually for international team members), regardless of role or relevance. From a strategic standpoint, media outreach was limited by a clear political lens, with certain major outlets (including ABC, CBS, and NBC) excluded from consideration. This restricted broader visibility opportunities for clients. Overall, the combination of inconsistent policy enforcement, blurred role expectations, aggressive upselling, low-impact tactics, and limited media scope made for a challenging and, at times, misaligned work environment.