WHAT EXACTLY ARE YOU RUNNING?

Written by Matthew Celestial

The Renaissance is often remembered as a time of art and invention. It was a golden age of painters, poets and polymaths. But its real brilliance wasn’t just in its output. It was in its interdisciplinary boldness, its cultural restlessness and its audacity to imagine something beyond the known world.

However, it was an era born from rupture. Centuries of plague, political instability and religious dominance had left Europe uncertain and fractured. And yet, amidst that uncertainty, a movement emerged. Thinkers no longer confined themselves to a single discipline. Artists became anatomists. Mathematicians dabbled in architecture. Writers reimagined the soul of society. And with the backing of patrons, new institutions and networks of knowledge, an entire continent began to reconstruct itself by rethinking what could be and not just to repair ourselves.

That’s what made the Renaissance so powerful: it did not wait for the world to be ready. 

It disrupted the narrative of stagnation by daring to be expansive. When you think about it, today, we’re once again living in a fractured moment. The question remains clear: will we contract or will we create?

IT’S NOT JUST A RECESSION. IT’S A CRISIS OF MEANING. 

According to Gallup, 77% of people worldwide say they’re struggling or suffering in their lives. In Canada alone, over 45,000 businesses closed in a single quarter of 2024—while inflation, supply chain strain and burnout persist. Trust in governments and institutions has eroded to its lowest levels in decades. And across industries, particularly in real estate, retail, food & beverage, media, arts, tech and small business, people are quietly wondering: what happens if the system doesn’t bounce back?

I don’t believe we’re simply heading toward a downturn. That said, I do believe we are in the early stages of a creative and economic reckoning, one that will only be solved if we take cues from the Renaissance period: by thinking expansively, building bravely and funding visionaries willing to reimagine what our systems should look like.

And that brings me to the question I hear most about my work: “So, what exactly are you running?”

THE ANSWER ISN’T LINEAR BECAUSE THE WORLD ISN’T EITHER.

At the heart of it, I run multiple ventures: a wellness-driven skincare brand, an animation distribution house, a Canadian entertainment outlet, a strategic firm for reputation building, a keto nut butter brand, a publishing house dedicated to comics and graphic novels, an AI think tank for internal and industry compliance, and a brand incubator weaving it all together. And we’re growing exponentially.

To some, that sounds scattered. Confusing. Excessive.

But to me, it is deeply intentional.

I’m not building in one lane. I’m building across them. Because the challenges we face are no longer isolated. They are intersecting. Burnout affects your body, but also your business. Representation shapes storytelling, but also who gets funded. Creativity drives commerce, but only if we let it breathe.

When clients pulled PR budgets, I built consumer products. When journalists lost their platforms, I started building mine. When traditional systems closed their doors, I stopped asking for access and built my own rooms. At first it was about survival. Then, I started thinking about building the next economy. One that doesn’t pretend the old one can simply be revived with enough productivity hacks or polite panel discussions.

WE KEEP TELLING PEOPLE TO BUILD THEIR OWN TABLES BUT WHERE’S THE INFRASTRUCTURE? 

There’s a deep contradiction in how we talk about entrepreneurship. We tell people to “bring their own seat,” “start their own business,” “disrupt the system.” But in practice, we only fund a narrow slice of ideas: Another fintech app. Another AI pitch deck. Another reboot.

Meanwhile, entrepreneurs launching meaningful, community-based, culture-shifting work are often left unsupported, seen as “lifestyle brands” or “too niche” to scale. We can’t afford to keep thinking this way.

If we want real innovation, we have to fund the renaissance thinkers, those who move across disciplines, question defaults and build ecosystems that blend beauty, utility and imagination.

STATEMENT WORLDWIDE IS A RESPONSE, NOT JUST A BRAND HOUSE

When I launched Statement Worldwide, it wasn’t to check a box or chase a trend. It was to respond to a world that felt increasingly hollow, where people closed doors on me, and where I needed to figure out my next steps to survive. To create jobs where none existed. To build brands rooted in emotional intelligence, cultural relevance and actual usefulness.

Each venture is a piece of a larger hypothesis: that a better economy is possible if we invest in founders who build with depth, not just scale. It also argues that beauty and systems can coexist. We’re pushing to shift the vision that entrepreneurship can be both a business model and a form of activism. 

Now, don’t get me wrong. This isn’t diversification for the sake of ego. It’s diversification as survival, as resistance and as creation. 

WHAT THE RENAISSANCE GOT RIGHT AND WHAT WE MUST LEARN

We are in desperate need of a new cultural infrastructure. A creative economy that celebrates cross-pollination over silos. Public funding that supports more than just the loudest voices or the safest bets. A society that doesn’t just consume content, but participates in the act of making it meaningful.

The Renaissance was great not because it followed rules, but because it rewrote them.

We have the same opportunity now. But only if we choose to see entrepreneurs as more than hustlers. Only if we back people who are creating for the future, not just monetizing the present. Only if we stop asking, “What exactly are you running?” with skepticism, and start asking,

“WHAT ARE WE SOLVING TODAY?”

WHAT IF AGILITY WAS THE BASELINE, NOT THE EXCEPTION?

Written by Matthew Celestial

I’m never surprised when people are surprised about how I’m able to run so many different businesses under Statement Worldwide. Common questions I get are: “how do you do it all?” or “what’s your background, exactly?” Naturally, I do struggle to answer those questions. In truth, I don’t come from a business background and my days are really packed. But it all comes down to the fact that it’s all problem solving. And like many entrepreneurs, I never really had a choice but to push myself to do everything all at once.

Running a company, especially a self-funded one, is like being thrown into your own personal MBA program, but with higher stakes and no syllabus. You learn not because you’re ready, but because you must. And that urgency can become your greatest advantage, if you approach it with curiosity.

In the early days of building Statement Worldwide, I wasn’t equipped with a financial analyst. I didn’t have a strategy consultant. I didn’t have an HR lead. But I had questions. Lots of them. And I let those questions guide me into every corner of the business I hadn’t yet explored.

So, I started digging into financial planning and analysis. I constructed my own budgets and obsessed over the principles of zero-based accounting. I read about trademarks, learned how to navigate the Employment Standards Act, handled conflict resolution and developed an evolving leadership style in real time.

And you might wonder, how do you have time? I had to pack the learning in my morning coffees, my commutes, the breaks in between meetings, the quiet late night breaks from tasks and even scheduling blocks in my calendar. I had, and still have to this day, this extreme desire to solve the next problem, learn and become even better than I was the day before.

AGILITY ISN’T A BUZZWORD. IT’S A WAY OF OPERATING.

We’ve turned words like agile and adaptable into resume fillers and leadership jargon. But in practice, agility means being willing to jump into discomfort with curiosity and urgency, regardless of your job title. That mindset isn’t just for founders or CEOs. It’s critical across all levels of an organization:

• A team member who proactively plugs into a new tool

• A manager who learns how to build out a process when none exists

• A stakeholder who zooms out and identifies weak points in the system before they become failures

I, then, argue that agility is not about knowing everything. It’s about knowing how to move, and being willing to learn faster than the system expects you to.

THE REAL WORK BEGINS WHEN THE BUDGET IS TIGHT.

One of the biggest misconceptions in business is that great strategy is born from abundant resources. In my experience, great strategy is born from constraints. I had to learn how to fill organizational gaps with no capital, and just creativity. I was forced to think about structuring partnerships than hiring. I borrowed insights from other industries and studied how to reapply it to others. And I’ve learned to accept that sometimes delivering something at first at 70% and then refining it through iteration may help. But it all became theory, practice and experimentation into one.

That’s how agility works in the real world:

You do what you can with what you have… and you commit to doing it better the next time.

AGILITY IS CULTURE-BUILDING, TOO.

Over time, I realized that agility couldn’t just be a personal trait. It had to become part of our organizational culture. But culture is hard to teach. You can’t just say “be agile” and expect transformation.

So I applied it to myself first.

I made transparency a baseline. I share real-time learnings with my team. I narrate decisions out loud so others can understand how problems are solved behind the scenes. When I don’t know something, I say it. And then I go figure it out. That’s the kind of culture I want to build. One where curiosity isn’t punished, where problems aren’t ignored and where agility is celebrated, not as hustle, but as thoughtfulness in motion.

THE PUZZLE PIECE PERSPECTIVE.

Every problem I face, I see as a puzzle piece. Maybe it’s upside down. Maybe it’s on the wrong part of the table. But I trust that it connects to something greater. This mindset has kept me afloat during the hardest chapters, and it’s what I now try to model and embed into the brands, systems and teams that make up Statement Worldwide. Because the future of work won’t belong to the most polished resumes. It will belong to the people who can move through uncertainty with curiosity, fluidity and purpose.

If we can train ourselves, and our teams. to adopt that mindset, we won’t just build better businesses. We’ll build resilient, human-centred ecosystems that are equipped to navigate whatever comes next.

And in a world that keeps shifting, what could be more valuable than that?

PERSONAL ESSAY: IF ANYONE COULD DO IT

Written by Matthew Celestial

There are some people who don’t just listen to your wildest ideas. They hand you the matches and tell you to light the entire thing.

That was Jeffrey.

I’d say something outrageous, half-serious, half-impossible, like launching a pharmaceutical company with no capital and nothing but a shared Google Doc. And he’d pause, smirk, tilt his head and say:

“If anyone could do it, it’d be you, Matthew.”

Then he’d laugh—not out of disbelief, but because he could already picture the absurdity of it working. He never once told me to play small. Never once made me feel like dreaming big was naive. In a world that often demands realism, Jeffrey offered the rarest thing: permission.

He believed in me with this quiet, steady conviction I never had to earn. It wasn’t loud or performative. It was just there. In the way he’d entertain my ideas without flinching. In the way he look ed at me like I might actually pull it off. And maybe that’s what I miss the most.

That kind of belief. The kind you don’t have to ask for. The kind that makes you believ e in yourself, just a little more.

We met at a summer job in our early twenties, both of us barely adults, wearing dress shirts a little too big for our frames, pretending we had it all figured out. 

It was a pharmaceutical company. The kind of place where you were meant to stay in your lane, clock your hours and not ask too many questions. But Jeffrey was incapable of small thinking. He didn’t just show up for the job. He showed up with ambition, ideas and a knack for making people lean in. Th ere was something magnetic about him. Sharp, endlessly curious and never content with the obvious an swer.

I was envious of how easily brilliance sat on his shoulders. How he could convince an yone of anything, not with arrogance, but with precision. You’d be mid-debate, thinking you had him an d then he’d flash that knowing smirk that told you: you didn’t actually understand the topic well enough. And he wasn’t wrong.

We started using our Outlook calendars to schedule “meetings” that had nothing to do with work. We’d take over an empty boardroom and talk for hours, about science, about business, about lif e. We dreamt out loud. We imagined futures where we’d co-found companies, disrupt industries, do things n o one in that office ever expected of two young students with entry-level badges and oversized dreams.

Looking back, those were the first boardrooms I ever felt at home in.

Not because of the setting but because someone else saw what I saw. Not just in the world, but in me.

But like many great stories between friends, ours didn’t stay golden forever.

We had a falling out—loud at first, then quiet in its absence. Not the kind of rupture th at comes from betrayal or some dramatic goodbye, but from slow drift, misunderstandings, pride and time. But also a deep-rooted heartbreak that he’d maturely say, “it’s no one’s fault. Just the way things are.”  

Just the way things are. It’s strange how distance can grow even when both nothing and something specific is said. And how sometimes, the very people who once made you feel most seen can also become mirrors you’re afraid to look into. Just another stranger. One day became two days, and soon enough, I’d imagine the day, I’d see him be successful and I was just a fly on the wall. 

We stopped talking. Years went by.

At first, I convinced myself I was fine with that. Life was busy. I had businesses to build, fires to put out, people to prove wrong. But there was always something unsettled. A missing piece I didn’t allow myself to name.

When he passed away last year, I didn’t cry right away. I told myself that I did enough of that five years ago. That people grow apart. That it was complicated. That I had already done the mourning.

But the grief didn’t ask for permission. It came anyway: in waves, in silence, in those strange moments of stillness when you finally let your guard down. And underneath it all was this aching question: What did we lose by not finding our way back to each other?

I think what hurt most wasn’t just losing Jeffrey. It was realizing that someone who had once believed in every outrageous dream I had—who had sat in empty rooms with me, building castles in the sky—was suddenly…gone. No closure. No clean ending. Just the haunting truth that belief alone isn’t always enough to keep people close.

And yet—his belief in me never left. Even when he did.

In the months after Jeffrey’s passing, I found myself thinking not just about who he was—but about who I was when he was in my life. 

He challenged me. Not always gently. But always sincerely. He made me sharper. Bolder. He had this gift of laughing at my wildest ideas while still pushing me to make them real. That kind of faith in someone, it marks you.

There’s something disorienting about realizing that a person you drifted from still shaped you in ways you hadn’t fully grasped. After all, he was part of my origin story. The spark in the early days of believing I could actually build something. The first person to tell me, without irony or hesitation, “If anyone could do it, it’s you.”

And maybe that’s what stays with me most. Not just the memories. But the permission he gave me to be audacious.

These days, when I find myself at a crossroads, when the fear kicks in, when I wonder if the dream is too big or the world too cold, I hear his voice. Smirking, probably. Half-joking. “You’re really gonna try that?” And then, without missing a beat: “Good. You should.”

I think Jeffrey gave me a compass. Not one that points north, but one that points forward. That reminds me to keep going. To stay curious. To stay ridiculous in my hope.

Some people leave behind a legacy. Some, lineage.

Jeffrey left behind direction. And I’m still following it.

There are people you lose, and then there are people you carry.

Jeffrey is someone I carry.

Not with the heaviness of regret, but with the warmth of memory. The kind that doesn’t fade, it just changes shape. Becomes quieter. Becomes part of your voice when you speak to yourself kindly. Part of the fire when you dare to begin again.

We never got the chance to patch things up. That will always hurt. But I’ve come to believe that healing can happen even in the absence of resolution. That love doesn’t have to be loud or linear. Sometimes, it’s just a throughline—a whisper that never leaves you.

And this… this essay, this moment, this breath, is part of my thank you.

Thank you for every inside joke, every long walk, every sharp debate that left me smarter than before. Thank you for treating my wild ideas like they were worth something. Thank you for pushing me when I doubted myself. And even more for laughing when I took myself too seriously.

You taught me that belief doesn’t have to be extravagant. It just has to be real. And you believed in me before I even knew how to believe in myself. I hope, wherever you are, you know I never stopped being grateful. And I hope I make you proud, not with the wins or the titles or the noise, but with how I keep going. How I keep building. How I still dream audaciously.

Because if anyone could do it?

Maybe it is me.

And maybe—somewhere—you’re still saying that, too.

From Idea to Icon: How to Turn a Concept Into a Category-Defining Brand

Written by Matthew Celestial

There is a particular kind of ambition that pulses through the heart of a founder. No, we’re not talking about the drive to build a business, or to escape a 9-to-5, or even to make money. It is the desire to create something that matters: a name that echoes. We’re talking about brands that live beyond the marketplace, the ones that define categories. =

Category-defining brands do not happen by accident. They are not the product of overnight virality or lucky breaks. They are crafted with intention, grit and obsessive clarity. Think of Patagonia. Glossier. Oatly. These brands didn’t enter existing lanes. They built new roads entirely.

We don’t just help founders build businesses. We help them build legacies. Here’s how we think about transforming a fragile idea into something iconic.

START WITH A CULTURAL TRUTH, NOT A TREND.

Category-defining brands begin with a deep insight into human behaviour. They’re not just your average marketing gimmick. And no, not a product hack. They must be your universal truth. Something that resonates across time.

Nike’s "Just Do It" wasn’t a tagline. It was a cultural permission slip. When Ben & Jerry's started, they weren’t just selling ice cream. They were inviting people into a vision of ethical business, joyful rebellion and community. If you're chasing a trend, you're already behind. Instead, ask: What do people ache for that no brand is yet delivering? Build from there.

OBSESS OVER LANGUAGE.

Words shape reality. The language you use to describe your brand will shape how others see it and how they see themselves through it.

We often ask our clients: If your brand were a book, what section of the bookstore would it live in? If it were a song, what genre would it be? If it were to live in the supermarket, what aisle would it dominate? The answers reveal tone, values and identity. Category-defining brands invent their own vocabulary. Think "Boy Brow," "Athleisure" or "Plant Milk."

When you give people new language, you give them a new way to see themselves.

DESIGN FOR MEANING, NOT JUST AESTHETICS.

Design must be immaculate, radiating beauty beyond aesthetics but elevating the experience with meaning. This encodes the essence of the brand.

Oatly’s packaging isn’t minimalist; it’s maximalist with purpose. It talks to you. It makes you laugh. It makes you think. Its design isn't decoration. It's the voice that barks at you to enter its world. Design should answer: What am I inviting the world to believe in?

The best brands don’t speak louder. They speak deeper.

BE RUTHLESSLY CONSISTENT AND QUIETLY AUDACIOUS.

Consistency builds trust. Audacity builds attention. Category-defining brands do both.

Whether it’s the founder's voice, the photography style or the way your packaging opens, every touchpoint should hum the same note. It should feel like it’s on brand. At the same time, be bold enough to do what no one else is doing. It could be your pricing model, your customer service policy, your product experience.

The goal is not to stand out once. It is to never blend in.

OWN A PROBLEM, NOT A PRODUCT.

Too many founders fall in love with their solution. But icons fall in love with the problem. Peloton didn’t sell bikes. They sold a reimagined workout culture. Dyson didn’t sell vacuums. They sold performance design that made cleaning feel intelligent.

When you anchor your brand in a problem, you’re free to evolve your products. But if you only sell the thing in your hand? The moment the market shifts, you disappear.

BUILD WITH AND FOR COMMUNITY.

The best brands don’t have customers. They have believers.

Category-defining brands are not built in boardrooms. They are built in conversation, collaboration and response. Community is not an afterthought or a loyalty strategy. It is the soil that grows everlasting brands.

Invite your community in early. Let them shape the journey. Listen more than you launch.

BE WILLING TO BE MISUNDERSTOOD (AT FIRST).

When you’re building something new, people won’t always get it.

In fact, if everyone understands your brand from day one, you might not be innovating hard enough. Airbnb sounded ludicrous. So did Tesla. So did Spanx. As Jeff Bezos once said, "You have to be willing to be misunderstood for long periods of time."

Icons embrace that.

THINK IN DECADES, NOT QUARTERS.

Finally, the most powerful thing you can do is hold a long view.

We live in an era of instant gratification, but brands that last are rarely those that grew the fastest. They are the ones that grew with purpose.

Your idea can be beautiful. Your execution can be smart. But your brand will only become iconic if you build with patience, values and the understanding that impact compounds over time.

BUILD A LEGACY.

Brands are more than businesses. Allow them to be acts of imagination. Cultural engines. Legacy builders.

If you're building something brave, unusual or emotionally resonant, you're in the right arena. And if you want your idea to become an icon? Don’t just chase what worked for others. Build what only you can.

The world doesn't need more noise. It needs more meaning. Let's build it.

Start a project with us and let’s begin building the future together, here.

CEO Update: Building a Stronger Future in 2025

Written by Matthew Celestial

As we move further into 2025, Statement Worldwide continues to stand at the intersection of innovation, resilience and strategic growth. The economic climate presents undeniable challenges—sociopolitical shifts, trade complexities and the evolving state of the Canadian economy require businesses to adapt, pivot and push forward with intention.

Yet, despite these external pressures, Statement Worldwide is experiencing a period of evolution and significant expansion. While our initial intention was to respond to these shifts, we have proactively sought opportunities, investing in new ways to engage with consumers and strengthening the foundation of our ecosystem to ensure long-term success.

CREATING IMMERSIVE WORLDS IN CONSUMER PRODUCTS

One of the most exciting developments within our ecosystem is the continued success of Matte Equation. We are advancing our three-product portfolio—the Quantum Mud Mask, Function Flow Cleanser, and Infinite Dimensions Moisturizer—as we refine our identity as a performance-driven wellness skincare brand specializing in fitness recovery, stress relief and better sleep.

This year, we have deepened our commitment to immersive brand storytelling, pushing the boundaries of how a skincare brand can connect with its audience. This began with this month’s campaign, The Ache of Almost, an immersive audio skincare journey designed to transform skincare from a routine into a deeply personal ritual. These experiences shift skincare from being a habit to an intentional, emotional and communal practice, reinforcing our mission to create products that feel deeply personal.

As we continue to expand, Matte Equation is exploring new partnerships, refining product innovation and expanding our retail footprint to better serve our growing audience. Expect to see thoughtfully curated experiences, expanded distribution channels and a stronger local retail presence in the months ahead.

EXPANDING MEDIA VENTURES TO CONNECT CONSUMERS

With digital spaces becoming increasingly saturated, authentic connection is more valuable than ever. Statement Worldwide is doubling down on its commitment to building media properties that engage, inform and inspire. We have a deep commitment to launching outlets that connect with audiences worldwide. As well, we will continue to experiment with new ways of storytelling and engagement.

This means launching a series of media brands, each catering to different aspects of our audiences' lives while ensuring that every brand aligns with enhancing daily living and fostering meaningful conversations.

Recently, we launched POP! Canada, an entertainment and cultural media brand amplifying the voices of Canadian artists, filmmakers, musicians and storytellers. Moving into March, we will be launching:

• The Wellness Edit – Our in-house health and well-being media publication.

• Next Vote – A platform dedicated to youth political engagement in Canada.

• The Good Balance – A personal finance publication focused on health and wellness.

• Yonge Times – A Toronto-based lifestyle and events media brand.

Looking ahead, our focus remains on strategic content development, audience engagement and media partnerships, ensuring these properties drive meaningful impact while reinforcing the broader Statement Worldwide ecosystem.

A CONNECTED ECOSYSTEM FOR GROWTH

We’re in a unique position. We go beyond building brands. We’re interested in building an interconnected ecosystem. The future of business is collaborative, cross-functional and intentionally structured, and that is precisely the framework we are developing.

Each of our business units—Matte Equation, Statement Strategies, Statement Animation, Statement Media Network and more—play a role in strengthening the entire organization. We are building a model where:

• Consumer brands and wellness intersect with media and culture.

• Consumer brands leverage immersive storytelling and strategic positioning to build a lasting impact.

• Consumer brands are driven by innovation, fueled by cross-functional collaboration across industries.

This interconnected approach ensures that as one division grows, the entire ecosystem benefits, reinforcing our vision for sustainable, long-term expansion.

This also means adopting an agile leadership approach to our work. Over the past few months, I’ve worked on the frontlines with clients and partners, taking on projects across app development, product design, creative strategy and operational management, all to ensure lean operations and agile decision-making.

A BETTER CANADA: ADVOCATING FOR BUSINESS GROWTH & GOVERNMENT SUPPORT

While Statement Worldwide is committed to driving its own success, we recognize that systemic change requires strategic partnerships and advocacy.

This year, I am prioritizing direct engagement with all levels of government to advocate for policies and initiatives that support Canadian businesses, foster innovation, and create opportunities for Canadians to thrive.

OUR KEY AREAS OF FOCUS INCLUDE:

• Expanding government-backed initiatives for independent businesses, particularly those navigating supply chain and trade challenges, and increasing productivity within Canada.

• Strengthening Canada’s reputation as a hub for innovation and brand incubation.

• Strategically growing our talent base by working with our federal government to develop on-the-ground solutions that attract and retain top-tier talent in Canada.

• Advocating for robust education systems at the provincial level, ensuring we develop a strong, future-ready workforce.

• Strengthening relations with Quebec, driving French-language learning initiatives and creating interconnected opportunities across all provinces.

• Meeting with local governments, including the Region of Durham and the Town of Whitby, to push for greater support for businesses at the community level. As more people work remotely and freelance, it is critical that local economies adapt and provide resources for modern business structures.

• Engaging directly with CBC's President & CEO to advocate for a renewed push for Canadian-content creation, reinforcing the need for strong domestic media representation in an increasingly globalized world.

• Encouraging investment in creative industries that drive economic and cultural value for Canadians and our growing talent base.

• Designing an ecosystem within Statement Worldwide that creates jobs, grows talent and positions Canadians as global leaders.

I believe that private sector innovation and government collaboration must work hand in hand to create a thriving economic landscape. As we push for rapid growth in 2025, we are also pushing for the infrastructure that enables businesses like ours to continue making an impact.

THE ROAD AHEAD

The road ahead is ambitious. However, Statement Worldwide has never been about playing it safe. This year, we are embracing growth, evolution and strategic risk-taking to expand our reach, strengthen our brands and solidify our position as a leading Canadian brand incubator.

To our partners, supporters, and communities who continue to believe in our vision—thank you. Your engagement fuels our drive to build, create and lead with purpose.

Matthew Celestial

President & CEO

PUBLIC RELATIONS ISN’T JUST FOR LAUNCH OR CRISIS. IT’S THE LIFELINE OF MODERN BRANDS

Written by Matthew Celestial

Too often, public relations is framed as a panic button: something brands reach for during launch week or in the middle of a crisis. It’s treated as reactive. A way to get attention when things are exciting or to put out fires when they’re not. But this narrow understanding does a disservice to the true power of communications. It misses what public relations actually is: a long-term, strategic engine that defines how a brand is perceived, trusted and remembered.

Think about a very popularly used quote by PR professionals who suggest that Bill Gates once argued that “if I was down to my last dollar, I’d spend it on public relations.” 

That quote, often dismissed as hyperbole, is worth reconsidering. Because in today’s marketplace, one where trust is currency and attention is splintered, PR isn’t a luxury or a last resort. It is the infrastructure of modern brand-building.

THE SHRINKING NEWSROOM AND THE EXPANDING NOISE. 

The media landscape is undergoing a quiet implosion. According to Pew Research, newsroom employment in the United States dropped 26% between 2008 and 2021. In Canada, the Public Policy Forum’s Shattered Mirror report revealed that nearly 250 local newspapers closed between 2008 and 2020, a number that continues to climb. Fewer journalists are covering more beats, meaning that stories need to be not just timely, but truly valuable to break through.

At the same time, brands are producing more content than ever before. The result? An oversaturated ecosystem where storytelling must be more than surface-level. PR must do more than secure a name-drop in a glossy publication. It must become a mechanism for shaping narrative, earning trust and maintaining credibility in a media environment that is both crowded and collapsing.

WHAT PUBLIC RELATIONS ACTUALLY IS.

Let’s strip it back.

Public relations isn’t a press release. It’s not a bullet-pointed pitch or a LinkedIn brag that "something exciting is coming soon." It is the way a brand introduces itself to the world, builds connection and sustains it. It is how an organization defines its value, narrates its origin and explains its purpose, not once, but over time.

When done right, PR is not episodic. It is embedded. It becomes the connective tissue between product and perception, between mission and market. From internal communications to investor briefings to TikTok captions, PR shapes the voice, tone and trustworthiness of every outward-facing action.

And increasingly, it informs strategy. Smart public relations is now data-driven, audience-aware and platform-diverse. Tools like Meltwater, Cision and Muck Rack provide real-time media monitoring, sentiment analysis and engagement mapping, turning communications into insight. PR has evolved into one of the most dynamic intelligence tools an organization can wield.

WHY WAITING IS A MISTAKE. 

One of the biggest missteps brands make is waiting until there’s “something to announce.” But PR isn’t about announcements. It’s about relevance. Brands that wait until they launch, scale or struggle to invest in communications are missing the point. By then, the narrative has already been written—by competitors, customers or worse, the media themselves.

Jennifer Risi, Founder of the Sway Effect once said that “if you’re not telling your story, someone else will.” 

And, consider this: according to Edelman’s 2024 Trust Barometer, 63% of consumers make purchasing decisions based on their perception of a brand’s reputation, not just the quality of its product. In a world where perception shapes revenue, communications isn't cosmetic. It's commercial. And ultimately, should be one of the driving forces of your day-to-day operations with your brand. 

PR AS A CORE FUNCTION, NOT A CAMPAIGN.

What would it look like if PR sat at the strategy table from day one?

Imagine developing your product roadmap with communications in mind, engineering narrative hooks into each release. Or preparing for investor meetings by shaping a leadership profile in the media six months ahead. Or using public-facing storytelling to attract top talent, build community buy-in or navigate a competitive acquisition.

This is how brands like Patagonia, Fenty and Glossier have moved beyond product to platform. They use PR not only to get press but to shape the category itself.

Good PR is proactive, not reactive. It tells stories that educate, inspire and differentiate, while gathering audience feedback that guides product and marketing decisions. It does not wait for headlines. It builds them.

WHERE WE’RE HEADED IN 2025 AND BEYOND. 

As artificial intelligence accelerates content production, and algorithms tighten the funnel of visibility, human-driven storytelling becomes more essential, not less. In fact, Gartner predicts that by 2026, 45% of brand content will be generated by machines. This only amplifies the need for original, credible and emotionally resonant PR work that doesn’t feel synthetic.

Public relations, when practiced with intention, will become the moral centre and narrative compass of organizations. It will move from stunt-based storytelling to strategic infrastructure: integrating marketing, sales, brand and culture under a shared identity.

WHAT BRANDS NEED TO DO NOW. 

If your brand is just starting out, build PR into your go-to-market strategy. Start by articulating your "why" clearly, and consistently. Use storytelling to attract your first audience, and then your first customer. Track how your story resonates and adapt quickly. Create systems that allow your communications to scale without diluting your voice.

If you’re already in the market, audit how you’ve been showing up. Is there alignment between what you say and what your audience hears? Are you telling a story that lasts longer than a news cycle?

And if you’ve experienced a dip in engagement, don’t panic. Refocus. PR isn’t always about visibility. Sometimes, it’s about credibility. About going deeper, not just louder.

SO, PR MUST BE LEGACY-BUILDING.

I’ve spent so much time and effort building Statement Worldwide to be an organization that views public relations as a worldview rather than another department to worry about. It is the lens through which your business speaks, acts and earns trust. In a climate of constant flux, brands that thrive are those who communicate with clarity, consistency and care.

So the next time you’re asking whether it’s “too early” or “too late” for PR, stop yourself.

The answer is always the same: the time is now.

Insights: The Canadian Media Crisis

Written by Matthew Celestial

Canada’s media is in a precarious state. Shrinking newsrooms, the closure of local broadcasters and the struggles of online media platforms have created a perfect storm, threatening the way Canadians consume and connect through news. As the lifeline of information in a democracy, media is essential to maintaining transparency, accountability and the stories that unite us. However, these challenges have reached a breaking point, leaving PR agency with an urgent question: What can we do to help?

Over the years, we’ve watched the media landscape shift dramatically, especially in Canada. While discussions in the PR industry increasingly centre around integrating AI, influencer marketing and data-driven campaigns, we just can’t simply ignore the elephant in the room. Canadian media is struggling, and as communicators who rely on the press to amplify messages, we have a shared responsibility to help stabilize and strengthen the media ecosystem.

Understanding the Crisis

The decline of Canadian media is multi-faceted. Here are some of the most pressing issues:

• Shrinking Newsrooms: Over the past decade, newsroom staff across Canada have been cut to the bone. Journalists are now expected to cover multiple beats, churn out stories at breakneck speed, and do so with limited resources.

• Closure of Local Outlets: Small towns and rural communities have lost their local news outlets, leaving residents without a reliable source of information about their own communities.

• Unsustainable Digital Models: Online media, while innovative and promising, often struggles with funding and monetization. Advertising revenue has largely been siphoned away by tech giants, leaving digital-first outlets scrambling to stay afloat.

• Challenges in Reaching Canadians: Canada’s vast geography and diverse population make it uniquely challenging to distribute news equitably. Many communities—particularly Indigenous and rural ones—are underrepresented or excluded entirely.

These issues aren’t just “media problems”—they’re societal problems. A weakened press means fewer watchdogs, fewer stories that reflect the lived experiences of Canadians and a population that grows more disconnected by the day.

Why PR Professionals Must Take Action

PR professionals are uniquely positioned to help address these challenges. Our work often intersects with that of journalists, editors and publishers, and we rely on their platforms to share our clients’ stories. But now, it’s time for us to do more than simply pitch stories. We need to take an active role in supporting and advocating for the media industry.

Here are four ways we can lead the charge:

1. Support Journalists as Partners

Journalists are overworked and overwhelmed. By providing them with thoughtful, well-researched pitches, PR professionals can ease some of their burdens. Respect their deadlines, understand their beats, and focus on providing value, not just visibility for your clients. Remember, behind every story is a journalist trying to do their best with limited resources.

2. Think and Work Like Journalists

Gone are the days when PR could focus solely on promoting products or corporate initiatives. Today, we must approach storytelling with the same rigor as journalists. This means pitching stories that matter—ones that inform, inspire and resonate with audiences. Prioritize narratives that reflect public interest, highlight diverse voices, and align with the values of the publications you’re pitching to.

3. Innovate on New Platforms

While traditional media is shrinking, new platforms are emerging. Podcasts, independent newsletters and niche digital communities offer opportunities to share stories in fresh and engaging ways. PR professionals must learn to navigate these spaces, experimenting with formats and platforms that bridge the gap between brands and audiences.

4. Advocate for Canadian Media

Finally, we need to champion the media industry itself. Support initiatives that fund local journalism, advocate for policies that promote media diversity and collaborate with stakeholders to find sustainable solutions. This will help us preserve jobs. But most importantly, we can safeguard the stories that define us as Canadians.

Reconnecting with Canadians

Canada’s media landscape is not beyond saving. But it will take collaboration, innovation and advocacy to rebuild it into something more resilient and representative of our country’s stories. Public relations professionals have the skills, networks and creativity to lead this effort, but we must be willing to step outside our comfort zones and take bold action.

The next time you pitch a story, think beyond your client’s needs. Consider how you can support the journalist, contribute to the media ecosystem, and ensure the story serves the public good. Together, we can help Canadian media not only survive but thrive in this era of change.

A Call to Action

Let’s shift the conversation. Instead of focusing solely on AI and influencer marketing, let’s talk about how we can better support our media counterparts. Let’s advocate for policies that sustain journalism, explore new ways to connect with audiences, and collaborate to tell stories that matter.

Canada needs a strong, vibrant media—and it’s up to all of us to make it happen.

What are your thoughts? How can PR professionals step up to support Canadian media? Let’s start the conversation.

Matthew Celestial

President & CEO

THE POWER OF ADAPTABILITY: HOW TO THRIVE IN A CHANGING ECONOMY

Written by: Matthew Celestial

In 2024, the global workforce is experiencing unprecedented shifts. A recent PwC survey revealed that 28% of workers are "very or extremely likely" to change jobs within the next year, up from 19% in 2022.This trend, coupled with rapid technological advancements and economic uncertainties, underscores the critical need for adaptability and continuous skill development.

Major corporations are increasingly integrating artificial intelligence and automation to enhance efficiency. While these technologies drive progress, some suggest that they might also render certain job roles obsolete, pushing workers to pivot. This will result in the need to acquire new skillsets. 

The demand now centres on uniquely human skills—creativity, emotional intelligence, and adaptability—that machines cannot replicate. With major corporations enacting sweeping layoffs, artificial intelligence transforming entire industries and the concept of “less is more” permeating business strategies, the question arises: 

How will the rest of the world navigate these shifts and continue to thrive? 

The answer lies in embracing adaptability, continuous skill development and creating opportunities that empower everyone to “eat at the table.”  

THE CALL FOR LIFELONG LEARNING

Our current workforce requires a mindset shift. We can’t rely solely on our formal education or traditional career trajectories. Instead, a commitment to lifelong learning and skill diversification is essential. 

Consider this: major businesses are investing in automation and artificial intelligence to streamline operations. While this undeniably creates efficiency, it also highlights the need for individuals to pivot, upskill and discover roles that technology cannot replace. Creativity, emotional intelligence and adaptability are now some of the most valuable professional assets.

This calls for a consistent review of our personal and professional toolkits. What skills do we have that remain relevant? What knowledge do we lack that could position us for future opportunities? Being proactive in answering these questions ensures we remain employable, innovative and a valued partner in the workplace.

BEYOND THE WORKPLACE: PROJECTS THAT FUEL GROWTH

Traditionally, we have defined our worth in the workplace through our contributions. However, today’s economic climate requires us to step beyond the confines of the office and seek projects that challenge our minds, expand our creativity and sharpen our resilience. 

These could include launching a side project, volunteering or exploring hobbies that push boundaries. Think: learning a new language or mastering a new technology. These activities do more than enhance our skill sets. They train our minds to adapt to change, solve problems creatively and find joy and purpose in uncertainty. 

PHYSICAL TRAINING FOR MENTAL RESILIENCE

Adaptability isn’t just a mental exercise. We have to also look at it from a physical lens. Regular physical activity, whether it’s through structured fitness routines or outdoor adventures, strengthens our ability to handle stress, boosts mental clarity and builds the stamina required to weather difficult times. Trainingxfes of tomorrow. 

THE ROLE OF THE BUSINESS LEADER

As a business leader, adaptability must be practiced as a collective effort. One individual should never have to carry the weight of creating an ambitious environment. In order for businesses to survive, they must prioritize the well-being of their workforce and create environments where employees feel empowered to learn and grow. Companies must also act as stewards of opportunity, ensuring that resources, training and support are accessible to everyone. 

This philosophy guides every decision. We believe in creating solutions that account for not just immediate needs but also bring long-term resilience. Our mission is to foster innovation, inclusion and sustainability in all our ventures.                                                                                                                                                                                             

A FUTURE WHERE EVERYONE EATS AT THE TABLE 

The current economic and workforce landscape presents undeniable challenges. However, it also offers incredible opportunities to reimagine how we work, learn and grow. By embracing adaptability, staying committed to continuous improvement and working on ourselves inside and outside the workplace, we can create a future where everyone thrives. 

Matthew Celestial

President & CEO