How to Lead a Virtual PR Agency – PR Moment Podcast with Nicky Regazzoni

Earlier this month, I had the pleasure of joining Ben Smith on the PR Moment podcast - alongside Lesley Singleton, founder and CEO of Playtime PR - to explore what it really means to lead a virtual agency business today.

Running The PR Network as a fully virtual agency since 2005 has taught us a lot about leadership, culture, communication and how to scale without a traditional office. It was wonderful to share insights from our experience and to have such a fresh, honest conversation about how these models work in practice.

A huge thank you to Ben and the team at PR Moment for hosting us - and to Lesley for such an energising chat.

Below is the full write‑up from PR Moment. You can also listen to the episode here:

How to lead a virtual agency business

This week we’re chatting to Nicky Regazzoni, co-founder & co-CEO of The PR Network, and Lesley Singleton, founder & CEO of Playtime PR, about how to lead a virtual agency business.

The virtual or in-the-office debate has become the ultimate PR conversation starter, up there with AVEs and timesheets. Everyone’s got an opinion and the truth is there are some virtual agencies, some hybrid (3 or 4 days in the office seems like the norm at the moment) and some always in the office.

Employers, employees and clients just need to find what works for them and the world will continue to turn. Both The PR Network and Playtime PR have run very successfully for many years with virtual teams. On this show, we talk about what good virtual agency leadership looks like.

Key insights from the show

Nicky Regazzoni and Lesley Singleton identify that virtual leadership requires an emphasis on clear vision, intentional culture, trust, a “virtual open door policy,” and clear, regular communication to compensate for the absence of physical presence and informal interactions.

Both discuss talent acquisition through flexible working models, client/employee relationships, and the management of large-scale virtual operations, noting that while no single right answer exists for running a virtual business, it necessitates highly organised systems and continuous execution of strategies.

Virtual Leadership Distinctions

Nicky talked about how virtual leadership differs from leading a team in an office — specifically that you can’t “walk the corridors” and be physically present, which means clarity of vision and accessibility are vital.

Lesley agreed, emphasising that virtual leadership requires a lot of clarity because leaders cannot rely on body language or overheard conversations, and noted that micromanagement just doesn’t work — respect for autonomy is key.

Communication and Culture

Both Lesley and Nicky stressed the importance of clear and regular communication, particularly because the usual “water cooler moments” don’t exist in a virtual setup.

Nicky shared that at PRN they maintain regular contact through weekly core team catch-ups, quarterly face-to-face meetings and consistent communication with their network of associate partners around the world.

Lesley described how Playtime PR ensures culture stays intentional and visible — centred around a playful ethos that informs how serious messaging is delivered.

Demonstrating Values and Open Communication

A big focus for virtual agencies is making values and culture visible in every interaction. Nicky talked about PRN’s five core values and the need for a “virtual open door policy” — where leaders and directors make themselves available and proactively check in.

Lesley added that virtual check-ins should become rituals that matter, requiring emotional intelligence to spot potential issues before they escalate.

Talent and Flexible Work Models

Lesley shared that Playtime PR was designed to work with freelancers, attracting talent who didn’t fit the traditional 9-to-5-in-the-office model.

She said their 100% flexible working approach helps retain strong talent who can choose their hours — within an overall working week — and feel part of a supportive environment.

Nicky explained that PR Network was set up as virtual by design over 20 years ago, allowing them to hire the best people regardless of location — though they acknowledge this model may be less suited to those very early in their careers who benefit from in-person mentorship.

Client & Employee Relationships

They discussed how virtual models often involve a higher proportion of freelancers, meaning those individuals typically work across multiple clients.

Lesley noted that relationships often feel more personal and less hierarchical, but that requires clear boundaries so people don’t feel “always on”.

Nicky shared that client relationships aren’t fundamentally different from traditional agencies — but they must be very clear on remit, accountability and delivering high standards by working with people who share their values.

Scale & Operations

To illustrate scale, Nicky shared that PR Network has a core team of nine people working with around 1,350 associate partners globally, serving roughly 50 clients.

They agreed that managing a large, international virtual business isn’t inherently more complex than managing a large traditional one — but it requires highly organised systems and continuous communication.

The conversation concluded with the idea that there is no single right way to run a virtual business — it’s about consistently executing many strategies well and choosing the model that fits your people and clients best.