Anyone who’s been heavily across the pages of the FT over the last few years will know there’s a slightly different trend connecting these industry juggernauts – companies with CEOs ousted for romantic affairs with employees (yes, you read that correctly).

In recent news, Nestle’s CEO Laurent Freixe was fired for an undisclosed relationship with a direct subordinate, which not only massively shook investor confidence, but also added to the reported number of 14 CEOs which have been fired for consensual affairs since 2016.

If you’re a business owner in the Caribbean, you may think,

“What does a crisis scenario at a Swiss chocolate maker have to do with me?”.

However, this situation presents a crucial lesson for businesses worldwide. In a world where issues such as AI FOMO, tariffs and cyber risks are front-of-mind for founders, the most dangerous threats to your bottom line aren’t just limited to the spheres of inflation, innovation or regulation. They also extend to your reputation.

Irrespective of size, location and industry, no business is immune to a crisis, and whilst the obvious challenge when these issues occur lies in dealing with the operational impact, it’s equally important to have a clear strategy from a communications standpoint (especially when the world’s eyeballs are all over your dirty laundry).

Above all else, prepare

If you ever engage a comms professional for advice around navigating a crisis, the top three tips they’d provide are prepare, prepare and prepare again. As a founder, should you be aware of any situation which could be significantly harmful to your business or your stakeholders, get proactive about establishing a clear crisis communications plan.

• Do you have a statement prepared?
• Which stakeholders do you need to inform and in what order?
• What internal escalation procedures do you have in place?
• Is there a list of responses to potential questions from the media?

These are just a sample of the considerations you need to think about and in the heat of a rapidly moving crisis scenario, it’s extremely difficult to get the headroom to make effective decisions. Building a plan-of-action before a crisis leaks to the press gives you a vital headstart to test out different approaches and establish a properly considered strategy. Admittedly, the nature of crisis scenarios means getting ahead of the curve isn’t always possible, but if an opportunity presents itself to implement this approach, don’t hesitate to take it.

Beware of the vacuum

If a story breaks and quickly picks up steam amongst a lot of your key stakeholders, the more you refuse to engage with questions from the media, the easier it is for journalists to fill this vacuum with their own theories. This is especially dangerous, as it allows misinformation to spread quickly, which can become the accepted truth and ultimately prove extremely difficult to correct further down the line.

In the heat of a challenging crisis scenario, there’s a massive temptation to bury your head in the sand and just hope things go away. However, the faster you get out there and address a situation, the easier it is for you to grab control of the narrative and limit the damage to your brand.

Don’t wait until a crisis to get friendly with media

Understandably, most founders have a preference for the calibre of publications they want to engage with, which can create a bias and, at times, snobbery of smaller-scale titles. However, these “lower-profile” publications can often be the same outlets which are first to run a story on your crisis before larger titles pick them up.

If you consistently ignore smaller publications for interviews, this severs crucial communication channels with the journalist, which not only restricts your ability to put forward your side of events, but also leaves them with many unanswered questions about your core business. It’s vital to appreciate the value of different types of outlets, as they can become your allies when you need them most.

In truth, most businesses (hopefully) won’t suffer the fate of a Nestle-style CEO scandal. However, they will need to navigate some form of a crisis in their lifetime. Aside from the longer-term benefits of a clean digital footprint and better processes that a crisis comms strategy provides, the current macroeconomic pressures clearly show there’s no room for businesses to become their own worst enemy, making crisis comms management an even greater priority.

With this in mind, if you don’t have a strategy in place, don’t wait until you’re in the eye of the storm to seek advice – get started now.

It’s 2025, and the battle is on to attract ‘global talent’. With the rise of remote work post-COVID and the continuing dominance of tech, countries around the world are now in a race to attract high-earning professionals with crucial skills. These professionals bring with them their earning power and investable funds and can carry out their work just as easily from a comfortable workspace by the beach as they can in a congested and expensive major city (provided they have WIFI!).

Countries from Portugal to Thailand now offer highly attractive ‘Digital Nomad’ visas, and ‘Citizenship-by-Investment’ is already an option in Antigua & Barbuda, Dominica, Grenada, St. Kitts & Nevis, and St. Lucia. And Dubai now stands as a shining (if somewhat soulless) example of just what a country can do when it orientates itself to serving the world’s ‘laptop class’. Even Trump’s America has gotten in on the action, with the billionaire President launching a ‘US Gold Card’ offering citizenship to wealthy foreigners who invest at least US$5 million in the country.

Now it appears Jamaica wants in on the action. In a speech given at the ChristWay Baptist Church in Miramar, Florida, during a diaspora forum, Prime Minister Holness encouraged Jamaicans living abroad to invest directly in Jamaica’s development, moving beyond remittances and philanthropy. Holness emphasised the importance of purchasing property, bringing technological expertise, and establishing businesses in Jamaica to bolster the economy.

As reported in one newspaper, Holness said, “Yes, we want the remittances. Yes, we want the great philanthropy that you exercise for our country. But I want you to buy homes in Jamaica. I want you to come back with AI technology [sic]. I want you to come back with cybersecurity expertise and set up businesses. Yes, I want you to come back to Jamaica and invest in Jamaica and help us build that economy.”

I have to admit, as a British citizen of Jamaican origin, I’m energised and more than a little intrigued by Prime Minister Holness’s appeal. Although born and raised in the UK, my Jamaican origins mean a lot to me, and the chance to visit relatives and friends back in ‘the old country’ always leaves me with a great feeling of pride and satisfaction. Now, as the founder of a business serving clients in the Caribbean, I’m likely just the sort of person PM Holness has in mind, namely, a tech-aligned diasporan educated in the West and with a job that can be done anywhere with internet access.

So, will I be packing my bags and doing my bit for Jamaica? To be honest, I have my doubts.

To begin with, there was a surprising lack of detail in the PM’s speech. Mr. Holness wants us to invest, to bring our skills home, to contribute more than remittances, and I agree in principle. But where’s the actual policy? Where’s the offer? There’s been no talk of tax incentives for returnees, for example, no digital nomad-style visa to ease the transition, no targeted deregulation for industries that might actually attract tech workers and others. Last year, it was reported that the Passport, Immigration and Citizenship Agency (PICA) was considering a Digital Nomad visa, but nothing specifically for diasporans, and there haven’t been much by way of developments since then. From what I can tell, the Returning Residents programme remains unchanged: some duty-free concessions, and that’s about it.

Compare this with Portugal, the UAE, or nearby Barbados, all countries that have aggressively courted remote workers with clear, attractive policies. These places understand that there’s a global competition for talent, and they’re playing to win. Jamaica, it seems, is still appealing to sentiment.

And that’s not necessarily a bad thing, as patriotism can be a powerful motivator. But let’s be honest: love of country will only get you so far when you’re weighing up a life-altering move. If Jamaica wants people like me to come back, it has to compete not just with the US or Canada, but with Lisbon and Dubai too, all places that are sunny and safe, with solid infrastructure, fast internet, and financial incentives to match.

That brings me to another uncomfortable point: crime. I hate to say it, but security is one of the most significant barriers. I have family in Jamaica, and many of us in the UK have heard the stories. Yes, London has its issues, but according to internationally recognised statistics, Jamaica’s crime index is significantly higher than the UK’s.

To be fair, Holness spoke about efforts to improve healthcare and infrastructure. He pointed to the SPARK and REACH road programmes and mentioned increased spending in hospitals. That’s encouraging. But if he’s serious about bringing people back, especially from professional sectors, the government needs to go much further.

We can learn from another country that has tried to woo some of its overseas cousins back to the old country, namely Ghana in West Africa. Its 2019 “Year of Return” campaign was a cultural and political masterstroke, drawing thousands from the diaspora and injecting millions into the economy. Crucially, the Ghanaian programme included a menu of significant financial and other incentives to lure back overseas Ghanaians, including streamlined visa processes, citizenship grants, and a special government-backed investment vehicle for Africans overseas to invest in the country. The Holness administration would do well to draw some lessons from their experience.

But Ghana’s Year of Return had a less positive side that those pushing such policies should be wary of. As a result of the influx of new money into the country, local prices in the major urban centres soared, causing significant resentment between long-established Ghanaians and returnees. Diasporans arriving with pounds and dollars can distort economies, and Jamaica has to be careful not to create a new class divide between newcomers and locals. If Holness were to introduce tax breaks for the diaspora, would that go down well in Trenchtown, Tivoli or Trelawny? Wouldn’t people rightly ask: why do they get special treatment?

Finally, I question whether one really needs to be in Jamaica to support Jamaica. Living abroad doesn’t mean abandoning the country. From my desk in London, I’ve helped elevate the voices of Jamaican entrepreneurs, and I’m very proud of this. Being in London is part of how I support Jamaica. Moving back might actually reduce my impact.

Still, I haven’t ruled it out completely. But if I’m going to pack up my life and move, here’s what I’d need to see first:

1. A proper digital nomad visa – clear, simple, and targeted at remote workers.

2. Income tax breaks for returnees in key sectors like tech, media, and education.

3. Real investment in infrastructure: broadband, transport, utilities.

4. A tangible plan for security and public safety, not just rhetoric.

5. A new business incubator or tech hub with support for diaspora-led start-ups.

6. Measures to ensure that the local population sees real, tangible benefits from the influx of new money, rather than just increased rents and prices at the supermarkets.

Give diasporans these, and I’m sure you’ll get many of us back. Until then, I’ll keep doing what I can from here.

By Nigel Gordon

CEO, Seroto Communications

A recent Nearshore Americas article highlights a stark reality: fintech investment in the LatAm region has plummeted, valuations are under pressure, and venture capitalists are shifting their focus to profitability over rapid growth, all trends mimicked in other EM sectors. 

Regionally, Latin America saw fintech investments drop from $7 billion in 2021 to $2.6 billion in 2024. This is reflective of wider trends: In 2024, global fintech investment fell to $43.5 billion, a 20% drop from $54.2 billion in 2023. The number of fintech deals worldwide also declined by 16%, decreasing from 7,683 in 2023 to 6,464 in 2024.
Once-favoured neobanks, alternative lending platforms, and crypto startups now face a changed investment landscape where flashy user growth is no longer enough. Investors want sustainable business models and clear paths to profitability.
So, what’s causing the great funding drought?

1️⃣ Higher Interest Rates – The end of cheap capital means VCs are more risk-averse, prioritizing startups with solid financial fundamentals.
2️⃣ Overcrowding in the Market – The fintech boom led to an oversupply of companies offering similar services, making differentiation harder.
3️⃣ Regulatory Scrutiny – Governments worldwide are tightening fintech regulations, creating new compliance challenges.
4️⃣ Investor Skepticism Toward Fintech Unicorns – The high-profile struggles of overvalued fintech giants have made investors cautious.

But, as the authors emphasise, there are signs of hope in Latin America. Despite the overall decline in fintech investment – from $7 billion in 2021 to $2.6 billion in 2024 – venture capital inflows into the region have rebounded, increasing by over 75% from 2023 levels. This suggests that investors still see strong potential in Latin American fintechs, particularly those that offer innovative financial solutions tailored to underbanked populations and local market needs. 

As startups in the region shift their focus towards profitability, regulatory compliance, and strategic partnerships, they are proving that resilience and adaptation can drive growth even in a challenging funding environment.

Who Will Survive?

In today’s tough funding climate, only fintechs with strong fundamentals will endure. Profitability is key—startups must demonstrate sound unit economics and cost control. Regulatory readiness is also crucial, as compliance becomes a major factor in investor confidence.

B2B-focused fintechs are gaining traction, as enterprise clients offer more stable revenue than consumer markets. Meanwhile, strategic partnerships with banks and financial institutions provide credibility and new growth opportunities. The fintechs that survive will be those that adapt – prioritising sustainability, compliance, and collaboration in an evolving market.

Its latest offering, the Type 00 electric concept car, has sparked intense debate, with critics questioning its lack of visual representation in initial ads and others accusing it of straying too far from the brand’s traditional identity. But the automaker didn’t back down. It responded decisively, unveiling the car at Miami Art Week in a statement-making display.

This move is a calculated risk that embodies Jaguar’s refusal to be shackled by nostalgia. Some purists may view the omission of the car from the advert as sacrilege, but it’s precisely this provocative approach that demonstrates Jaguar’s willingness to lead rather than follow. In a world where the automotive landscape is rapidly shifting toward electrification, taking creative risks is essential—not just for survival but for reshaping perception.

Moments like these are rare in marketing and communications. Jaguar’s decision echoes bold advertising strategies of the past, where the message was clear: forget what’s been done before—innovate and disrupt. At a time when many automakers are cautiously testing the waters of electrification, Jaguar has chosen to dive headfirst, aiming not just to participate in the EV market but to redefine its role within it.

Whether the Type 00 becomes a commercial success or a niche experiment remains to be seen, but Jaguar’s gamble deserves recognition. After all, history tends to favor the bold, and in the spirit of their “copy of nothing” ethos, Jaguar is betting on exactly that.

The company offers a subscription-based AI-automated data platform akin to a Bloomberg terminal, focused on extracting and analysing key data points from Jamaican Stock Exchange-listed companies. This service is critical for family offices, banks, and government departments in Jamaica, enabling them to access timely and accurate economic data.

Additionally, Dataffluent provides consulting services, custom data solutions, and training programs designed to address the chronic under-utilisation of data in Caribbean business operations.

Born in 1906, the press release was the golden child of PR strategies, delivering news with the gravitas of a town crier but without the bell. It was the go-to for announcing everything from groundbreaking inventions like the television (which, ironically, would hasten its demise) to partnerships, company growth, employee announcements, and events.

Over the past century, naysayers have repeatedly declared the press release dead. In a sense, it has become the Freddy Krueger of the communications world—just when you think it’s dead, it pops back up.

The Digital Age: A Plot Twist for the Press Release

Once upon a time, the press release reigned supreme. It was the king of the media jungle. Today, however, it jostles for relevance in a sea of hashtags and viral videos. But don’t count it out yet. This seasoned corporate communications performer still has a few tricks up its sleeve and should be considered an indispensable tool in every firm’s overall media strategy.

The press release survives in this narrative because it has been forced to work harder to better serve the 21st century. Thanks to its newfound agility and strategic depth, it adds to the overall media strategy. If the previously mentioned Freddy Krugger analogy is too nightmarish, consider the press release as the Meryl Streep of communication tools. It is versatile, respected, and capable of delivering performances that leave a lasting impact. Its stellar performance is endorsed by Cision’s 2023 State of the Media report, where journalists named the press release as their most useful tool for generating content or story ideas.

A Strategic Ensemble Cast

Consider for a moment the world of media as a grand stage production. Your overall strategy is the director, and social media channels are your lead actors, blogs and podcasts are the supporting cast, and the press release? It’s the script that ties everything together. This seasoned scriptwriter knows its audience, understands the plot, and delivers the narrative backbone around which the production is built.

A well-crafted press release serves as the authoritative source of your story, providing journalists, bloggers, and even your social media channels with the facts and narratives they need to tell your story accurately.

Indirect Gains Are Important

In the past, composing a press release was viewed as a strategy to enhance the SEO potential of a website’s URLs. However, these links often served the issuer’s interests rather than providing genuine value.

Nowadays, the direct SEO advantages of press releases are more restricted and challenging to secure. Their real worth is found in the indirect gains from increased media attention and coverage. By crafting engaging, news-worthy press releases, companies can leverage them to bolster their SEO strategy, securing valuable backlinks and mentions and establishing a more robust online presence.

The Art of Storytelling

In a digital landscape where the average consumer is bombarded with countless messages daily, the art of storytelling becomes not just a skill but a necessity for breaking through the noise. A well-crafted press release does more than share facts. This is where the true power of storytelling in corporate communication shines. It transforms a simple announcement into an engaging narrative that resonates with its audience.

At Seroto Communications, we understand the power of words and the nuances of effective storytelling. Our approach to press releases is akin to crafting a bestselling novel. We start by understanding the core of your message, the ‘why’ behind your announcement, and the audience you aim to reach. From there, we meticulously craft a narrative arc that captures the essence of your message, weaving in elements that evoke curiosity, empathy, and connection.

By incorporating vivid descriptions, relatable characters, and real-world implications, we transform your press release into a captivating story that stands out in a crowded media landscape.

The Social Media Twist

Imagine if press releases were the straight-laced, buttoned-up corporate types at a party. That would mean that social media is the charismatic friend who knows how to work the room, making those press releases seem way cooler than they might initially appear.

Social media takes that stiff announcement about your company’s latest “innovation” and turns it into the talk of the internet town, complete with memes, GIFs, and maybe even a viral hashtag. It’s like giving your press release a pair of sunglasses and a leather jacket and watching it become the life of the digital party.

Not Going Anywhere

We don’t have a crystal ball, but one thing appears clear: the press release isn’t going anywhere yet. It’s adapting and evolving so that it maintains its place in the digital age. The next chapter in its story is being written in real-time, with AI and machine learning poised to take its capabilities to new heights.

Imagine press releases that automatically tailor themselves to the interests of their readers or that predict the most effective distribution channels. The possibilities are as exciting as they are endless.

Embrace the Press Release

To overlook the press release in your media strategy is to miss out on a crucial piece of the puzzle. The budget-friendly tool allows businesses to “Steer the narrative” by offering reliable, authentic information straight from the source. A press release can still assist journalists, editors, and anyone keen on your brand in gaining insights into your business. It allows them to delve into your company’s background and grasp its role within the industry.

When done properly, a press release can be a valuable tool for any business. It’s important to leverage this opportunity and consider hiring an agency to help you execute it.

So what the F%*k is a PR anyway and how the bloody hell do you explain it to family members with short-term memory issues. Here’s what you do. Firstly, get in quickly with Aunty Sharon and Uncle John before a larger group gathers around. Ensure to have a well-rehearsed explanation ready before Aunty Sharon strides towards the vol-au-vents and mulled wine. It’s weird that ‘our’ profession, which is about creating favorable impressions of clients, leaves most people outside the industry wondering what is PR and how you fall into it? And let’s not pull any punches. You definitely fell into PR because no kid grows up with ambitions of becoming a PR practitioner. Footballer, yes. Teacher, yes. PR person, no. Which child looks at those two letters PR and thinks that’s the profession for me?

Fortunately, or more likely unfortunately, there are a few go-to jobs every strict black parent still desperately hopes their child will secure. Doctor, lawyer, accountant and even British Conservative MP are all jobs that grant your family members certain bragging rights over uppity neighbors. “Did I tell you about my son…he is a doctor.” These are all eminently respectable careers which need no further elaboration.

Contrast these careers with PR, which most people know nothing about, and you become the proverbial lamb to slaughter whilst trying to explain it. Your best bet is to bleat out what PR actually is. So, throat cleared, you say to Aunty Sharon and John “I work in PR.” This will be met with horrified facial expressions by the additional family members who’ve now gathered. Fortunately, estate agents are disliked far more than us in PR. You explain that PR stands for public relations and our industry prefers to be heard but not seen. You avoid associating the sector to the ‘Dark Arts’ or ‘Spin’. You talk about how you manage a client’s reputation, secure favorable coverage, yada yada and you stop Uncle John telling everyone you’re a hardworking journalist who often has stories printed in the Daily Mail, but for some reason you name isn’t printed alongside the story.

Their interest waning, you begin to lose your small group of listeners. In a last ditch attempt to gain kudos before everyone ravishes the recently produced mince pies, you frantically throw in that PR was what David Cameron did before he went on to become Prime Minster, and that Bill Gates (supposedly) said, “If I was down to my last dollar I would spend it on PR.” And if they’re still confused about what PR is then bollocks to the lot of ‘em. If it’s good enough for Messrs Cameron and Gates, then it ought to good enough your gathering of confused listeners.

The Challenge

Walk Once More operates within a crowded charity sector and jostles to be heard in a space occupied by larger and better resourced charities who occupy the same space. The charity’s flagship event was the annual six-day, 156 mile ultra-marathon – Marathon Des Sables. Up until that point the charity had never managed to garner substantial press coverage. Seroto Communications was asked to deliver a PR campaign which would cut through and pique the interests of journalists.

Walk Once More

Walk Once More is a young charity with a noble cause. It raises money and awareness to help with the research, prevention, treatment, cure and rehabilitation of spinal cord injuries (SCI). Every eight hours someone is told they may never walk again due to spinal cord damage and it t is estimated that there are 40,000 people living with the life-long condition in the UK.

The Challenge

Walk Once More operates within a crowded charity sector and jostles to be heard in a space occupied by larger and better resourced charities who occupy the same space. The charity’s flagship event was the annual six-day, 156 mile ultra-marathon – Marathon Des Sables. Up until that point the charity had never managed to garner substantial press coverage. Seroto Communications was asked to deliver a PR campaign which would cut through and pique the interests of journalists.

The Solution

We started by interviewing several case studies to find out their motivations to run 156 miles through the Sahara desert for a lesser known charity. We came across South Londoner and former publican Julian Mellor. His colourful back story was incredibly captivating and we knew full well and that his story was the perfect vehicle to amplify Walk Once More.
We teamed a clever press release with a high quality photograph of Julian completing his run and successfully issued it to the media.

The Results

Ultimately, Seroto Communications delivered Walk Once More their most successful PR campaign ever. We achieved this by securing 40 pieces of print and online coverage in national and regional publications, as well as TV and radio interviews.

The diversity factor is not simply about creating advertisements or messaging that represent people from a variety of backgrounds. After all, the target audience must be considered, and sometimes that group has very specific characteristics. However, in terms of the people who are developing campaigns, diversity is also necessary. This inclusion helps ensure that promotional activities reflect the society that they are a part of, and avoid offensive references to race, gender, sexual orientation or religion — thereby, increasing the chances that audiences respond to the call to action.

To understand how the lack of diversity is impacting campaigns, let’s take a look at some industry demographics. According to the Bureau of Labor Statistics, although women hold 72.8% of public relations (and fundraising) management jobs overall, only 10.7% of roles are held by those who are black, 3.1% by Asians, and 3.1% by Hispanics or Latinos. Marketing and sales managers share similar demographics, with blacks making up 6.7%, Asians 5.4%, and Hispanics and Latinos 9.7%. Women managers, overall, make up 47.6% of the industry.

Ultimately, because of the diversity shortage within these industries, the perspectives of various groups are not heard, resulting in ongoing, image-damaging blunders that hurt the advertiser’s bottom line.

Take the example of Dolce & Gabbana’s video ad series, which came under fire for portraying a Chinese model trying to eat pizza and other Italian dishes with chopsticks. Many were offended by this portrayal of Chinese consumers as being unrefined and inexperienced with regards to Western culture and food. This led to the company’s products being removed from many websites and the cancellation of the company’s Shanghai fashion show because models and stars no longer wanted to be associated with the brand.

PepsiCo also made a serious public relations (PR) gender blunder. In an interview, the company’s CEO Indra Nooyi said that women and men didn’t eat Doritos the same way, and the company was planning “male and female versions of chips.” “Lady Doritos” quickly received a flood of criticism.

Just this week, Football Association Chairman and FIFA vice-president Greg Clarke was forced to step down from his roles following his car-crash appearance at the Digital, Culture, Media and Sport (DCMS) Committee. Clarke, originally sought to explain why there are no openly gay male professional footballers in the game, but went full on kamikaze and decided to use outdated language when he chose to refer to black footballers as ‘coloured’.

Clarke was asked by Labour MP Kevin Brennan whether he wished to withdraw the use of the word ‘coloured’, which he did. Perhaps his use of the word was down to a slip of the tongue, a hangover from his years in the USA – where he was required to use the term ‘people of colour.’ No matter. Despite the swift apology the damage was already done.

Not content with one foot in his mouth, Clarke decided once again swayed in a direction at odds with the FA – as the organisation tries to embed inclusivity in the national sport – when he added Blacks and South Asians have different career interests, suggesting the former focus on sports whilst the latter prioritise academic success.

And the PR disaster only got worse when Clarke appeared to suggest that being gay was a lifestyle choice.

Clarke’s anachronistic terminology and unhelpful views are out of sync with those of his employers. Ultimately, Clarke was backed into a position where he had few options other than to resign.

The moral of the story is, of course everyone has bad days but can you afford for a single bad day to ruin years of good work? Reputations are difficult to build but easy to destroy.

If you want to avoid your CEO from making the headlines for all the wrong reasons, then you should get in touch.

Why go Seroto?

Seroto Communications is a fully integrated PR and Communications agency and we specialise in providing expert media training, with plenty of practical media interviews, playback analysis and media interview. Don’t rue the day didn’t take expert PR counsel.

Call us today on: +44(0)7399796934 or if you prefer why not email us at: info@serotocommunications.com