As a leader in the agency business, can you introduce yourself and share a bit about your expertise in marketing, PR, and leadership?

Christine Wetzler: I'm Christine Wetzler, founder of Pietryla PR & Marketing. I've been in this business for more than 20 years, running my own firm since 2002, while briefly serving as SVP in another top 10 Chicago agency in 2012-2014. I've worked with startups, mid-sized manufacturers, and publicly traded companies—helping each of them clarify what they stand for and how they show up, especially when the stakes are high.

My work sits at the intersection of PR strategy, brand messaging, and executive decision-making. I help clients earn attention. That means getting clear on what they want to be known for, how they say it, and how it lands with their customers, partners, and employees. I've led product launches, crisis responses, sustainability campaigns, and corporate rebrands, each with the understanding that messaging doesn't exist in a vacuum. It has to support business goals and be easy for people to understand and repeat.

Leadership, for me, has always been a mix of strategy and practicality. I've built teams, mentored talent, and managed through big transitions, both internally and for clients. Running a boutique firm has taught me how to lead with intention. You have to be clear, consistent, and willing to do the work yourself if needed. I'm not big on fluff. If something doesn't serve the client or the business, we don't do it.

Lately, I've been focused on how AI is reshaping public relations and search visibility. Tools like ChatGPT are changing how people discover brands, and I believe PR now plays a critical role in shaping what those tools learn and repeat. It's an exciting (and chaotic) time, but also one that rewards clarity, credibility, and smart communication—exactly what good PR has always been about.

What was your career journey like, and how did you end up founding and leading your own digital marketing agency?

Christine Wetzler: I didn't set out to start my own agency, but I'm glad the path led me here. My career started in Chicago, thanks to my dad, who made me come up during spring break of my senior year at the University of Florida to look for a job. I ended up landing one at Gibbs & Soell, now known as G&S Communications. Not long after, I was offered an in-house role as the global marketing manager for Dow's Performance Foams business. I was barely out of college and already making decisions at a global level, working on one of Dow's most successful plastics businesses. That early exposure to executive-level thinking shaped my approach to strategy and leadership from then on.

After two years, I made the move downtown and joined a PR department inside an ad agency, Grant Jacoby. I was one of the only people focused on B2B PR, managing about a million dollars in billings—back in the early 2000s, no less. When that agency started to fall apart, a few clients encouraged me to keep working with them independently. So, in 2002, I started Pietryla PR. I didn't have a grand plan at the time. I just knew I could do the work well, and my clients trusted me.

The business did well until around 2010 when the recession hit. That's when I decided to pivot a bit and join another firm—one that's now a major agency in Chicago. I was brought in to help grow their PR team, and we did, nearly doubling in size in less than a year. But I realized big agency life didn't suit me. I missed working directly with leaders, making smart decisions quickly, and building relationships with people who truly cared about the work.

So I went back out on my own, and that's still the model today. I've always worked best when I'm close to the people actually driving change—CEOs, founders, CMOs—people who want sharp thinking, honest input, and real results. I've built a team of consultants and collaborators who share those values. We keep things lean and strategic, but we punch above our weight.

What keeps me going is that the landscape keeps shifting. Right now, AI is the big one. It's changing how B2B companies show up online, how customers and investors find information, and how credibility gets assigned. My clients are trying to wrap their heads around it, and I'm helping them stay visible, relevant, and aligned with the tools that matter. That challenge—keeping communication smart and strategic no matter what's changing—is why I still love what I do.

You've mentioned the importance of strategy in agency work. Can you share a specific instance where a well-defined strategy significantly impacted a client's success?

Christine Wetzler: One of the clearest examples I have of strategy driving real results was early in my agency's history. A coal company had just gone public and needed help getting its communications in order. They brought me in to support the leadership team with everything from messaging and investor materials to regulatory communications and public positioning.

At the time, the company was the smallest publicly traded coal business on the NASDAQ. My goal was to make sure that didn't limit how they were perceived. We focused on building credibility and visibility, positioning the company as a serious player in the space. Within a year or two, they were consistently mentioned in national media coverage—whenever coal came up, so did this company. We even started showing up in segments on CNBC, alongside much larger competitors.

That kind of brand elevation doesn't happen without a clear strategy and real trust. The leadership team let me guide the process, and together we created a strong, consistent voice for the company that supported investor confidence and ultimately contributed to a favorable acquisition down the line.

That relationship lasted nearly a decade, and it's still one I look back on with pride. Today, my focus is more aligned with sustainability, so I probably wouldn't take on a coal client again—but I believed in the work we were doing. The company invested in land restoration, started a school, and did meaningful community work. It wasn't just about PR. It was about helping a company show up in a way that reflected its actual values—and that, to me, is what strategy is all about.

How do you approach the delicate balance between in-house marketing teams and external agencies? What advice would you give to companies trying to decide between the two?

Christine Wetzler: I've sat on both sides of the table—as an in-house lead and as an agency partner—so I know the tension that can exist. But it doesn't have to be that way. The best results come when both sides are clear about roles and treat each other like strategic partners, not vendors or gatekeepers.

In-house teams bring the deep context. They know the company's internal politics, brand nuances, and business pressures. Agencies bring perspective, speed, and specific expertise that's hard to build and maintain internally. The balance works best when you treat the agency as an extension of your team, not a threat or an extra set of hands to throw things at last-minute.

My advice to companies deciding between the two is this: Don't think of it as either/or. Think of it as building the right team for the moment. If you have solid internal capacity and just need surge support or specialized skills, an agency can fill that gap fast. If you're scaling or entering a high-stakes moment—like a product launch, a crisis, or a brand overhaul—bringing in outside counsel who isn't mired in internal bias can be invaluable.

What matters most is that everyone is rowing in the same direction. Clarity in roles, honest communication, and mutual respect go a long way. When those things are in place, it doesn't matter who signs the email signature—you're on the same team.

In your experience, what's the most underrated skill or quality that contributes to success in the agency world, and how have you seen it make a difference?

Christine Wetzler: One of the most underrated skills in agency life is discernment—the ability to know what matters, what doesn't, and when to speak up. Everyone talks about hustle, creativity, or relationships, but none of those get you very far if you can't filter the noise and zero in on what's really going to move the needle.

I've seen talented people burn out trying to do everything, chase every opportunity, or say yes to clients who aren't a fit. I've done it myself. Early on, I thought success meant being all things to all people. But the longer I've done this, the more I've learned that good judgment—knowing when to push, when to pause, and when to say no—is what builds trust and staying power.

One example that sticks out: I had a client on the verge of announcing a big product launch. Everyone was ready to go. But the story, as it stood, wasn't differentiated enough to get the kind of coverage they expected. I could've gone along with it and "done the job," but instead I pulled them back and asked some tough questions. We ended up reframing the launch around a bigger industry trend, which led to not only better coverage but stronger internal alignment around messaging. That decision wasn't flashy, but it was strategic, and it worked.

In agency life, you're constantly making judgment calls. The ability to trust your instincts, read a room, and advise with clarity is what separates someone who gets work done from someone who actually makes an impact.

You've been running a remote agency since 2002, well before it became common. How has this model evolved over the years, and what lessons can other businesses learn from your experience?

Christine Wetzler: When I started my agency in 2002, remote work wasn't a thing. Neither was freelancing, really—not the way we think of it today. There were a few freelancers here and there, but when I told friends and colleagues I was going out on my own, most of them were confused. It wasn't the norm. But I knew I could do good work, and I believed in building a model that made smart use of time and resources, not just checking boxes or renting office space for show.

That's always been the mindset behind my agency. More than being remote, it's about doing the work in the most effective, intelligent way. Whether that means working from home, building a network of highly skilled consultants, or staying lean to stay focused—it all comes down to using your resources wisely and staying outcome-driven.

Over time, the tools have changed. What used to be phone calls and long email threads is now Slack, Zoom, Notion. Clients don't need convincing anymore that a remote team can be just as strategic and effective. But the heart of it hasn't changed. You have to hire people who can operate independently and think critically. That's especially true in agency work. Our clients count on us to be sharp, decisive, and to guide conversations at a leadership level. You can't do that if you're just taking orders. You have to be willing to speak up, challenge assumptions, and push things forward—because you believe in the strategy and you can back it up.

If there's one thing I've learned, it's that the smartest model is the one that keeps you close to the work, nimble in decision-making, and surrounded by people you trust to handle things with the same care and conviction you would. That's what's kept my agency going all these years—and what I think more businesses are starting to realize now.

Can you describe a challenging situation you've faced with a client and how you navigated it? What did this experience teach you about leadership in the agency business?

Christine Wetzler: One of the hardest things about running an agency is learning how to fight for what you know is right—even when the person paying you wants to go another direction. That dynamic can be tough, especially early on. There's always that pressure: They're the client. They're signing the checks. But if you let that override your judgment, you stop being a strategic partner and start becoming a vendor. And that's not where the real value is.

I remember working with a client going through a major leadership change. The messaging was chaotic—different leaders saying different things, and they wanted us to start issuing statements before anything was aligned. I had to stop and say, "We shouldn't do this yet. You're not on the same page internally, and putting something out now will create more confusion, not less." It was an uncomfortable conversation. We were under contract. They wanted action. But I knew pushing forward would've backfired.

So we regrouped. I led a working session with their executive team to get alignment. It wasn't flashy, but it gave us a foundation to move forward without making things worse. That experience reminded me: you have to be willing to hold the line, even when it's uncomfortable. That's what leadership looks like in agency work. You're not just there to deliver—you're there to guide. And the moment you stop trusting your own instincts because someone's paying you is the moment your value starts to slip.

It's not easy, but it's necessary. The clients who respect that are the ones who stick around.

As the marketing landscape rapidly changes with new technologies like AI, how do you ensure your agency stays ahead of the curve while still delivering tangible results for clients?

Christine Wetzler: The short answer is: we stay curious, but we stay focused. I've been doing this long enough to remember when email newsletters were the shiny new tool. Then it was social media. Now it's AI. There's always something new, but the fundamentals haven't changed—clients still need clear, credible messaging that drives action. That's what we deliver.

With AI, we're digging in where it matters most: how tools like ChatGPT and Google's AI Overviews surface and summarize brand information. That has huge implications for visibility, credibility, and even sales conversations. We're using AI to audit brand presence, tighten messaging, and make sure the right story is showing up—especially in places executives and buyers are starting to trust more than traditional search.

But we're not chasing trends for the sake of it. We ask, "Will this make the work smarter? Faster? More strategic?" If it passes that test, we use it. But strategy comes first. Our clients aren't looking for hype. They want real outcomes. That's why staying ahead of the curve is only valuable if you're also grounded in what works. And that's always been our approach.

Looking back on your career, what's one piece of advice you wish you had received when you were just starting out in the agency business, and why?

Christine Wetzler: What doesn't get talked about enough in agency life is the lack of emotional intelligence in leadership. Agencies tend to be very meritocratic, which sounds great on the surface—but in practice, it often means that the people who are the best at the skill we sell (writing, strategy, creative, etc.) get promoted, even if they're terrible with people. And there's rarely any real HR backbone or leadership development structure to help them grow into that role.

So you get these incredibly smart, capable people who just aren't great leaders. They don't know how to manage or communicate, and honestly, they're not that fun to work with. That creates a lot of friction—especially for team members who want to be led, who want to learn and contribute. But they end up opting out because they don't want the hassle. That's a loss for everyone.

If I could give one piece of advice to someone working in or with agencies, it would be this: if you're not getting that kind of leadership or support from the people around you, go find it elsewhere. Read the books, take the classes, build your own support system. Because if you don't, this industry can eat you up. The people who last and do well aren't just the most talented—they're the ones who learn how to work with others, navigate conflict, and lead with some self-awareness.

That's the stuff that actually keeps a team together. And it's worth prioritizing.

Thanks for sharing your knowledge and expertise. Is there anything else you'd like to add?

Christine Wetzler: Yes—one more thing. If you're a B2B leader staring at your screen thinking, "Should I be doing something with AI? Am I already behind? Is this going to be on fire in six months?" You're not alone. That's literally why I created my Jumpstart programs. They're built for smart people who don't need hand-holding, but also don't have time to wade through 200 articles to figure out what's real and what's fluff. So if you're stuck, unsure where to start, or just want to get something across the finish line without hiring an agency on retainer, come talk to me. I promise I'll make it make sense and we'll probably even get it done faster than you expect.

Thank you!

Connect with Christine Wetzler on LinkedIn

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