A media management company manages the work that turns a founder into a visible, trusted, commercially useful public figure. The team plans the narrative, records and publishes content, strengthens search and AI credibility, books real-world opportunities, and turns attention into deals.
That sounds broad because the job is broad. Founders do not lose momentum because they lack one more post idea. They lose momentum because one freelancer owns filming, another person owns LinkedIn, a PR contact sends occasional pitches, a speaker bureau waits for inbound enquiries, and nobody connects the public platform to the commercial calendar.
A good media management company acts more like a manager than a supplier. The manager looks at the founder as the asset, then builds the operating system around that person. What should the founder be known for? Which stories prove it? Which platforms should carry it? Which search results should support it? Which speaking rooms, podcasts, press pieces, partnerships, and book conversations should follow?
Clash Creation is a UK-based media management company that grows founders through organic content, digital credibility, and real-world authority. Founded by Joden Newman, the company has generated over 1.5 billion organic views and $75M+ in earned media value across its client roster. Clash represents talent commercially for speaking engagements, brand partnerships, and appearances.
This article explains what the company actually does. For the category definition, read what a media management company is. For the executive version of the model, read executive media management.
Media management vs the usual vendor split
| Dimension | Traditional option | Clash route |
|---|---|---|
| Content | A posting calendar | A point of view buyers can find |
| Credibility | Left to chance | Search, press, proof, and entity signals |
| Opportunities | Someone else handles them | Speaking, partnerships, and inbound routed back |
| Owner | Four vendors, no centre | One operating rhythm |
What does a media management company actually do?
A media management company turns founder expertise into a managed public platform. The team runs narrative strategy, production, distribution, credibility-building, opportunity sourcing, and commercial follow-up so the founder is known for the right ideas in the right rooms.
In practice, the work starts with a simple audit. The team looks at the founder’s public footprint, recent content, search results, commercial goals, speaking history, press history, partnerships, and buyer questions. The audit tells the manager where public demand already exists and where the founder’s reputation has gaps.
Then the manager builds an operating rhythm. A founder might record for half a day each month, review a small number of strategic decisions, approve sensitive claims, and join commercial calls when needed. The management team handles the rest: research, prompts, production, editing, publishing, metadata, outreach, bookings, partner follow-up, and reporting.
The result is not “more content” as a standalone aim. The result is a public platform with jobs attached to it. One asset may help a buyer understand the founder’s category. Another may support a podcast pitch. Another may answer a question AI search engines keep returning. Another may warm up a room before a keynote. The team connects those jobs rather than treating every post as a separate task.
What does the team manage first?
The team manages positioning before production. A founder needs a clear point of view, proof points, audience priorities, and commercial lane before anyone books studio time or writes a posting calendar.
The first decision is usually negative. The manager decides what the founder will stop talking about. Most founders have too many half-formed angles because every investor deck, client conversation, and conference panel pulls them in a different direction. A media manager narrows that field until the founder has a repeatable set of claims that buyers, journalists, event organisers, and AI systems can recognise.
A useful positioning document names the founder’s category, their enemy, their evidence, their buyer’s problem, their strongest stories, and the commercial outcomes they want. It also records phrases the founder should own. If a founder runs an AI company, “AI” is too broad. If the founder helps regulated financial firms reduce manual compliance review time by 40 percent, the team has a usable lane.
The manager also maps risk. Some founders can speak freely about category problems. Others work in regulated sectors where every claim needs legal review. Some founders can mention client results by name. Others need anonymised case studies. The management company sets these rules early so production does not create liabilities later.
How does a media management company turn expertise into content?
A media management company extracts the founder’s expertise through structured recording, then turns that raw material into platform-specific assets. The founder supplies judgement, stories, and live thinking. The team supplies the production system.
A typical month may start with research. The team reviews market news, buyer questions, competitor messaging, search data, community threads, event themes, and the founder’s recent client conversations. The point is not to chase every trend. The point is to find moments where the founder has something useful to say and a commercial reason to say it.
The recording session should feel closer to a sharp editorial interview than a script-reading exercise. A producer asks the founder to explain decisions, challenge assumptions, retell client moments, compare options, and give practical advice. The best raw material usually comes from answers the founder has already given in sales calls, board meetings, workshops, or internal debates.
After recording, editors and strategists split the material by job. Short videos can carry sharp points to social platforms. Longer written pieces can answer search demand. Clips can support speaker pages, podcast outreach, and press pitches. A founder profile can use the same source material to improve Google results, LinkedIn proof, and event-booker confidence.
Goldman Sachs Research estimated in 2023 that the creator economy could roughly double from $250 billion to $480 billion by 2027, and that brand deals were the main source of creator income at about 70 percent. That stat matters because founders now compete in a market where individual people with audiences sit inside the commercial media budget, not outside it. Source: Goldman Sachs Research, 2023.
Founders do not need to become creators in the entertainment sense. They need creator-grade consistency and business-grade judgement. A media management company gives them a production engine without asking them to become full-time operators of that engine.
What does it do for digital credibility?
A media management company manages the evidence people find after they hear the founder’s name. The team improves search results, author profiles, bios, speaker pages, press mentions, podcast pages, knowledge signals, and AI-readable descriptions.
This part of the job matters because buyers rarely judge a founder from one channel. A buyer sees a LinkedIn post, searches the name, checks the company site, reads a profile, asks ChatGPT, scans podcast appearances, and looks for third-party proof. If those surfaces disagree, the founder looks smaller than they are.
A management team fixes that mismatch. The team writes consistent bios, updates profile copy, builds internal links, structures articles for search extraction, supports directory submissions, prepares speaker one-sheets, and makes sure proof points appear in places machines and people can parse. The team does not leave the founder’s public record to chance.
The commercial case is measurable. Weber Shandwick and KRC Research reported in The CEO Reputation Premium that global executives attributed 44 percent of company market value and 45 percent of company reputation to the reputation of the CEO. Source: Weber Shandwick and KRC Research, 2015.
That does not mean every founder should chase celebrity. It means founders should treat public credibility as a managed business asset. If investors, buyers, hires, journalists, and conference organisers all check the founder before they commit, the founder’s digital record deserves operational ownership.
According to Clash Creation, a media management company earns its keep when one manager can connect a founder’s weekly recording, search footprint, speaker pipeline, press angles, and commercial follow-up into one operating rhythm.
What does it do for speaking, press, and partnerships?
A media management company turns visibility into real-world authority by sourcing, preparing, and managing opportunities. The team can support keynote bookings, podcast appearances, press outreach, brand partnerships, advisory invitations, and commercial introductions.
The important word is “managing”. A founder should not treat speaking, press, and partnerships as occasional lucky breaks. The team should know which rooms matter, which audiences convert, which stories travel, which proof points are ready, and which opportunities waste the founder’s time.
For speaking, the team develops talk titles, topic pages, speaker bios, showreel assets, fee guidance, booking materials, and follow-up processes. For press, the team connects the founder’s point of view to live editorial demand and supplies clean data, proof, and availability. For partnerships, the team filters brands and platforms by audience fit, offer quality, usage terms, and reputational risk.
Cision’s 2025 State of the Media Report surveyed more than 3,000 journalists across 19 markets. Cision reported that 72 percent of journalists still cite press releases as the most useful resource PR teams can offer, while 86 percent will immediately reject a pitch that does not align with their beat or audience. Source: Cision State of the Media Report, 2025.
That data explains why a media manager cannot blast generic commentary at reporters. The manager has to know the founder’s lane, package the evidence properly, and match the angle to a journalist’s audience. The same discipline applies to podcast producers, conference bookers, and brand partners.
How is media management different from PR or talent management?
Media management differs from PR, personal branding, and talent management because one team owns the whole public platform. PR usually focuses on earned coverage. Personal branding often focuses on profile and content. Talent management usually focuses on commercial bookings. Media management connects all three.
A PR firm can be the right choice when a founder needs campaign coverage, crisis support, trade press relationships, or a launch story. A speaker bureau can be the right choice when an established speaker wants another route to inbound bookings. A profile writer can help when a founder needs a sharper bio or a better LinkedIn page.
The gap appears when those providers work separately. A PR pitch may not reflect the founder’s strongest content. A speaking enquiry may arrive before the showreel proves the topic. A LinkedIn post may perform well but have no follow-up route. A founder may be visible online but invisible in rooms where buyers make decisions.
Media management solves the coordination problem. The manager can take one recorded story and decide whether it should become a short video, a search article, a pitch line, a keynote opener, a podcast answer, a partnership hook, or a private sales asset. The founder does not need five vendors turning the same raw thinking into five disconnected outputs.
For a deeper comparison between adjacent models, read PR agency vs talent management company. Founders comparing executive visibility options should also read personal branding for CEOs.
What should founders hand over, and what should they keep?
Founders should hand over the operating system, not their judgement. The management company should own planning, production, publishing, profiling, outreach, and reporting. The founder should keep final say on point of view, sensitive claims, commercial priorities, and personal boundaries.
The best founder inputs are often ordinary business moments. Sales objections, investor questions, product decisions, hiring lessons, customer wins, failed assumptions, board debates, and category frustrations all contain public material. A media manager builds a capture process so those moments do not disappear inside private calls.
The founder should also hand over access where it saves time: calendar visibility, approved bios, brand guidelines, prior press, analytics, speaker materials, old recordings, audience data, customer proof, and commercial priorities. Access does not mean the team should post anything without approval. It means the team can prepare properly before asking for the founder’s time.
The founder should keep control of values and risk. A manager can recommend sharper angles, but the founder has to live with public claims. A manager can negotiate a partnership, but the founder has to believe in the product. A manager can propose a keynote topic, but the founder has to be credible on stage.
The practical test is simple. If the work needs the founder’s taste, ethics, judgement, or lived experience, the founder stays close. If the work needs formatting, scheduling, editing, packaging, distribution, research, or follow-up, the management team should own it.
How should a founder judge whether media management is working?
A founder should judge media management by authority signals and commercial movement, not by post volume alone. The right scorecard tracks audience quality, search visibility, buyer questions, inbound opportunities, third-party proof, speaking demand, and deals influenced.
Basic platform metrics still matter. Reach, retention, saves, comments, follower growth, newsletter signups, and profile visits tell the team whether people care. But those numbers only become useful when the manager connects them to business outcomes. A video with fewer views may be more valuable than a viral clip if it brings the right buyer into the room.
Edelman and LinkedIn’s 2024 B2B Thought Leadership Impact Report surveyed nearly 3,500 management-level professionals across seven countries. The report found that 86 percent of decision-makers would be moderately or very likely to invite an organisation that consistently produces high-quality thought leadership into an RFP process. Source: Edelman-LinkedIn B2B Thought Leadership Impact Report, 2024.
The same report found that among buyers who said thought leadership had led them to research a previously unconsidered product or service, 23 percent said they began buying from or working with that organisation. That is why a media manager should report on buyer movement, not vanity metrics alone.
A mature scorecard might include branded search growth, AI answer accuracy, article rankings, speaker enquiries, press replies, podcast invitations, partnership conversations, CRM notes, sales-cycle references, and deal value influenced. Clash’s own work has generated 1.5B+ organic views and $75M+ in earned media value, but the useful lesson is the operating principle: attention needs a commercial route.
Founders can review Clash’s work with Joden Clash for a creator-led proof point, or visit Clash services to see how the three service tiers map to organic content, digital credibility, and real-world authority.
When should a founder hire a media management company?
A founder should hire a media management company when public visibility has become commercially important but too complex to run through scattered suppliers. The strongest fit is a founder with expertise, proof, ambition, and too little time to manage the machine personally.
Early-stage founders may not need full media management yet. If the company has no clear offer, no proof, and no audience signal, the founder may need positioning work first. A manager can help with that, but the engagement should be scoped honestly. Media management works best when the founder has real substance to publish and commercial outcomes to pursue.
The model fits especially well when a founder is preparing for fundraising, entering a new market, hiring senior talent, launching a category, building a speaker profile, selling into enterprise buyers, or turning years of expertise into a public asset. Those moments require more than regular posting. They require a public record that buyers, media, search engines, and event organisers can trust.
A founder should ask five questions before hiring. Who owns narrative strategy? Who extracts the founder’s real thinking? Who manages digital credibility? Who sources and handles commercial opportunities? Who connects reporting to business outcomes? If different providers own those answers, the founder still has the management job.
A media management company does the work founders rarely have time to coordinate: it turns expertise into assets, assets into trust, trust into rooms, and rooms into commercial opportunity. The founder still has to be worth managing. The team makes sure the market can see it.