Posts published by: Jackie
At Wachsman, our greatest asset has always been our people: the strategic minds, the sector experts, and the creative problem-solvers who navigate the complexities of a rapidly evolving global landscape. As we look toward the future of elite advisory and the collision of traditional finance with digital assets, we are taking a look behind the scenes with the leaders and innovators shaping our agency. Through candid conversations, we’ll explore the personal journeys, leadership philosophies, and bold ambitions that define the Wachsman team and the impact we strive to make for our clients worldwide.
In our inaugural feature, we sit down with Liam Murphy, Wachsman’s Global President. From his early days in Ireland and a formative stint at the European Commission to leading the EMEA region, Liam’s path to the global C-suite has been defined by a commitment to high-impact leadership and emotional intelligence.
Now, as he oversees our transition from regional silos into a unified global powerhouse, Liam shares his perspective on why Wachsman’s deep-seated sector expertise is our greatest edge in 2026. Join us as he discusses the importance of distributing authority, the true leverage of strategic counsel, and why – in an era of massive technological transformation – judgment remains the most valuable currency.
Liam, tell us – where did you grow up, and what do you think that environment gave you?
Ireland. Small and outward-looking. It encouraged me to leave and see the world, but always with a sense that home matters. It gave me ambition, but also perspective.
What did you want to be when you were younger and what influenced that?
A politician. I didn’t want to just drift, I wanted to do something meaningful. I’ve since learned that politics isn’t the only way to make an impact.
What is the most unusual job or experience you had before Wachsman and what did it teach you?
Working at the European Commission for Mikel Landabaso. A leader of extraordinary talent who showed me what real leadership looks like, the ability to juggle multiple priorities, stay focused, rally and motivate teams, and, no matter how hard things get, never let stress or pressure affect how you treat people.
What did you learn about yourself early in your career that you still rely on today?
That leadership shouldn’t be the sole source of answers. The most effective leaders are confident enough to admit they don’t have everything figured out, surround themselves with the brightest people possible, and then distill the best ideas into action.
What first drew you to Wachsman and what made you feel this was the right place?
The sheer momentum and ambition of the place. I was wary of becoming a cog in a machine that would look the same two years later. Wachsman didn’t know exactly what it would become, but nothing was off the table. It was also willing to take a bet on people like me, without traditional PR experience, and back us to be great.
You have moved from leading EMEA to Global President. What has changed most in how you think about the business day to day?
Functionally, we previously operated as three separate regional entities, EMEA, APAC, and the US. This shift brings a truly global focus: bringing together our best talent, allowing us to win the biggest briefs with the best clients, and offering global opportunities for our staff.
When you look across regions, where do you think Wachsman has a real edge right now?
Deep-seated sector expertise. Our entire global senior team has been with us for five to ten years. In this industry, that’s a lifetime. Few people have that level of understanding of what truly moves the needle in this space. At a time when larger communications agencies are feeling the strain of a changing media landscape and technological transformation, there is greater demand than ever for the expert, sector-specific advisory our team provides.
What is the biggest opportunity for Wachsman in 2026?
Positioning ourselves as an elite advisory firm. As digital assets collide with traditional finance, the firms that win will be those trusted at the boardroom table.
What is a common misunderstanding clients have about the value of PR and strategic counsel?
That it’s about how many stories you secure. It isn’t. It’s about leverage. One well-placed, well-timed moment can do more than 30 unfocused hits. Real counsel is about judgment, when to go loud, when to go quiet, and when to say absolutely nothing at all.
Inspirational
What is a book, idea, or conversation that has shaped how you think about leadership or life?
Too many leaders try to be the alpha, issuing orders before earning credibility. That’s why it’s hard to parachute into a senior role without rising through the ranks. If you do, you need to prove you are the best in the room at something, enough to inspire trust and bring people with you.
What is something you have changed your mind about over the last few years?
Growing up, I thought leadership looked like a politician on a stage, the lone figure out front, commanding the room, giving the big speech. The one-person show with the final word. Over time, I realized that approach doesn’t necessarily work. Real leadership is about distributing authority, not hoarding it. It’s about creating many leaders, not a single star. That’s how you build and scale.
What is something you are grateful you learned early rather than later?
The importance of emotional intelligence. You can teach skills, but you cannot fake genuine EQ. It’s the ability to read the room, sense when to push and when to support, and adapt your style to the situation. Leaders with high EQ create trust, unlock performance, and turn good teams into great ones.