At the onset of the current regional conflict, the first instinct for most agencies was to stop. Many hit pause on campaigns, press trips, and anything that risked feeling tone-deaf. But just over a month in, the industry is moving again – not back to normal, but to something more considered and deliberate.
This, despite the numbers telling a sobering story. For example, the regional conflict is estimated to be costing the Middle East travel and tourism industry €515 million a day, with forecasters projecting between 23 and 38 million fewer international visitors in 2026 — a key concern for a PR and comms industry that is largely driven by a constant influx into the region. However, across the industry, the mood is not one of despair.
A month on from those first few days of uncertainty, PRmoment MENA spoke to agency leaders about where they are now: how operations have evolved, what clients actually need, and how their teams are holding up.
From crisis to forward movement
The consensus across agencies is that the industry has decisively moved out of crisis mode, even if the situation on the ground hasn't entirely resolved.
“The first few days were very much focused on 24/7 crisis comms for clients on the front line, and pausing proactive communications whilst closely monitoring [the situation],” says Sinead O'Connor, Senior Director at Current Global. “We then spent a few weeks in planning mode for what comes next, and that looks different for different clients across different industries. Now,nearly six weeks in, things continue to evolve as clients largely want to be visible yet cautious."
This is a sentiment Maryanne Peacock, CEO at The Comms Club echoes. "In the very early days, everything felt reactive," she says. "Now, a few weeks in, it feels like the region is slowly finding its rhythm again. Media seem to actively be working on stories again, audiences are re-engaging, and brands are starting to move forward – just more thoughtfully."
For Sarah Fernandez, General Manager at JRN Consultancy, the shift has been structural as well as emotional. "We have transitioned into a more measured and structured mode of operation," she says. "Our role has evolved beyond execution. We have been a sounding board for our clients, drawing on our experience across the industry and applying key learnings to support informed strategy and decision-making."
At Umami Comms and Good Juju, Head of PR Marjorie Chapas describes a deliberate choice not to be overreactive. "Nothing has fundamentally changed in how we operate. Of course, we have felt the impact, like most businesses in this market, but we have chosen to absorb it and stay the course for as long as we can." In practice, that has meant adapting scopes, including introducing two-month packages for brands needing short-term support.
How the brief has changed
Across agencies, traditional campaign work hasn't stalled so much as been reframed. "We've moved away from big, loud creative campaigns for the most part," says O'Connor. "Instead, we're spending our time strategically advising clients. They're coming to us to ask: 'What should we say? How should we say it? Is now the right time?' PR really comes into its own in times of crisis – messaging, narrative, tactics, timing and tone have never been more important."
That advisory pivot is a thread running throughout as additional focus towards guidance, stakeholder reassurance and careful messaging becomes key. "We're seeing more conversations around tone, messaging and timing, less 'how do we launch this?' and more 'should we be doing this, and if so, how?'" says Peacock.
Fernandez adds on a missed opportunity by some. "Many companies were not fully leveraging this time to communicate how they were supporting their teams and guests," she says. "In times of uncertainty, there is a powerful opportunity to reinforce trust by showing the same level of care and commitment that is often highlighted during more positive periods."
For Chapas, in addition to this is the conviction that silence is not the answer. "I cannot stress enough that, in my view, this is a time to communicate. Going silent may feel like the safe option, but it often comes at a longer-term cost. Staying present, with the right tone and approach, is key to maintaining connection and relevance."
The elephant in
Some agencies have not been immune to contract changes. Peacock and Chapas both saw clients pause or scale back, particularly in the first weeks. “Some clients immediately halted activity, while others reduced scope or delayed campaigns,” says Peacock. “Those conversations have required a lot of transparency and empathy on both sides. It’s about finding a middle ground that supports the client’s situation while also keeping some level of momentum where possible.”
For Chapas and Umami, the response has also been rooted in flexibility: "Everyone has to make the decisions that are right for their business, and we fully understand that. Our priority is to maintain close relationships, stay flexible, and continue supporting our clients in whatever way is most relevant."
But what's evident is how relationships have largely held. "So far, it's been encouraging that none of our clients have paused or stopped contracts," says O'Connor of Current Global’s experience, though she adds that the work has somewhat changed. "We’ve of course had to refocus our efforts around the needs of each client and the specific industry they operate in, but it's been about pivoting rather than pausing."
For JRN, Fernandez credits the trust built over time: " “The region has consistently demonstrated its resilience, and our clients recognise the importance of maintaining momentum while adapting strategically. As a result, relationships have remained strong, with a shared focus on moving forward with confidence and purpose.
A human-first approach
One of the most critical areas facing agency leaders is the human side of running a business through prolonged uncertainty. Resultant fatigue and anxiety have needed careful navigation.
"The biggest insight for me as a leader is how differently people have responded to the situation," says O'Connor. "We're an agency made up of different nationalities, ages, and cultural backgrounds – everyone has come to the situation from different lived experiences." She highlights how some team members have been through conflict before, with others having family in nearby countries that have been affected. "Our job as a leadership team has been to accept that everyone needs something different." Adding: “We’ve also had some amazing moments together, particularly in the last fortnight – it’s really shown the importance and power of our agency culture.”
At The Comms Club, Peacock says communication has been key. "We’ve been focusing on keeping communication very open within the team – regular check-ins, honest conversations about workload, and being flexible where needed." On a personal note, she has ensured to alleviate any anxieties about the state of the agency. "I’ve also tried to be very transparent about the business, so the team understands what’s happening and doesn’t feel left in the dark.”
JRN's people-first approach was less a response to the crisis than an existing commitment that became even more important. Fernandez highlights that the agency had already introduced a reduced work week and remote working days into its structure long before conflict. "Since the founding of JRN Consultancy, a four-day work week has been implemented, reflecting a strong belief in work-life balance," she says, adding that these foundations proved their worth when stability was most needed.
Chapas is candid about the limits that independent agencies face: "There are limits to what we can absorb, but we are doing everything we can to protect our people while continuing to move forward." Her overall view, though, is ultimately optimistic: "Humans adapt quickly. What we're seeing now is a shift towards resilience – not that the uncertainty has disappeared, but it is being managed differently."
Overall, there is an overriding sense of determination. As Peacock puts it: “We’re encouraging a sense of perspective. The industry will stabilise, the region will recover – Dubai always does – but in the short term, it’s about supporting each other and keeping things manageable.”