Jerry Swerling: From Agency Veteran to Dual‑Role Leader
For more than three decades, Jerry Swerling has been a mainstay of the public relations landscape. He cut his teeth in agency environments, rising through senior ranks before founding his own consultancy in 1996. Today he wears two hats that complement each other in a meaningful way: he is the Principal of Swerling & Associates and the Director of Public Relations Studies at the USC Annenberg School of Journalism. This combination gives him a unique perspective on both the practice and the pedagogy of PR.
In his consultancy, Jerry focuses on a niche that few others can fill. He guides agencies through rigorous reviews, helping them streamline their internal processes and strengthen client relationships. He evaluates communications programs for alignment with strategic objectives and advises on resolving structural or cultural challenges that can hamper performance. The work is highly specialized; it demands a deep understanding of how agencies operate, how clients assess them, and how to bridge the gap between expectations and delivery.
Meanwhile, at USC he builds and refines the curriculum that shapes the next generation of PR professionals. His responsibilities include hiring faculty, designing course modules, and ensuring that both undergraduate and graduate programs stay current with industry practices. He also runs the USC Annenberg Strategic Public Relations Center, a research hub that pushes the discipline forward through applied studies. When he isn’t in the classroom, he is writing, speaking, and consulting – an activity that informs his teaching and keeps his academic work grounded in real-world realities.
What ties these two realms together is a constant dialogue. Insights from the field feed back into the curriculum; lessons from research inform his consultancy. Jerry’s dual roles have allowed him to stay on the cutting edge of PR while simultaneously shaping the profession’s future.
His career trajectory illustrates a deliberate pivot. After thirty-four years on the agency side, Jerry felt the pull toward a broader impact. He launched a virtual agency, embracing technology early. The venture succeeded, but the administrative overhead reminded him of the very frustrations that led him to leave agency life in the first place. When a long‑time contact at Honda reached out during a critical agency search, Jerry seized the moment. That engagement opened the door to a series of corporate consultancies across automotive, tech, retail, and non‑profit sectors. The work deepened his expertise in agency reviews and set the stage for his current consulting practice.
At the same time, USC’s need for a fresh perspective on its PR master’s program created another opportunity. Jerry accepted the role, bringing his practical experience into the classroom. The synergy of these two paths – consulting and teaching – has defined the last decade of his professional life. Both roles feed into each other, creating a virtuous cycle of knowledge transfer and practical application.
Consulting with Swerling & Associates: What Agencies Get
When agencies need an external eye, Swerling & Associates steps in with a three‑step approach. First, the firm completes a detailed questionnaire that captures agency size, specialties, ownership structure, and recent client history. This data populates a proprietary database that serves as the foundation for every review.
Second, the firm meets with the agency’s internal stakeholders – marketing heads, HR, and executives – to understand the pain points and strategic goals. This conversation often reveals gaps between the agency’s self‑perception and its clients’ expectations. For example, a mid‑size agency might believe it offers strong media relations but may not have a clear process for measuring ROI on social media campaigns. By surfacing these discrepancies, Jerry’s team can recommend targeted improvements.
Third, the consultancy delivers a customized report. The report contains a clear benchmark against industry standards, actionable recommendations for structural changes, and a roadmap for improving client engagement. The agency can then implement these changes and measure progress against predefined metrics.
Clients of Swerling & Associates are high‑profile and diverse. The roster includes General Motors, Cisco Systems, Home Depot, Toyota, State Farm, Intuit, the American Cancer Society, Honda, Symantec, and others. Each engagement reflects a different challenge – whether it’s optimizing agency workflows, enhancing client communications, or navigating a large‑scale agency search. Jerry’s ability to adapt to the unique context of each client is a key reason why the consultancy is trusted across industries.
Beyond agency reviews, the firm offers broader management consulting services. Many organizations turn to Swerling & Associates when they need help restructuring their PR function, aligning agency portfolios with business objectives, or creating a cohesive brand voice across multiple regions. The consultancy’s niche focus on agency‑client dynamics has become a hallmark, positioning the firm as a specialist rather than a generalist.
Because the agency review process is resource‑intensive, Jerry is careful to match clients with agencies that realistically have the capacity to win a given RFP. Small and mid‑size firms often lack the bandwidth to engage in lengthy proposal cycles, and the firm respects that reality. Instead of forcing agencies into the process, Jerry encourages them to assess whether the RFP aligns with their strategic direction. This approach saves time for both the client and the agency, ensuring that resources are invested where they can have the greatest impact.
For agencies looking to improve, the first step is to become crystal clear about what they do best and where they want to go. Jerry’s process then helps them present that clarity in a way that resonates with potential clients. The result is a higher chance of winning the RFP and building a lasting, productive relationship with the client.
Teaching at USC Annenberg: Shaping Tomorrow’s PR Professionals
At the USC Annenberg School of Journalism, Jerry Swerling is responsible for shaping both undergraduate and graduate curricula. He brings a practice‑based perspective that keeps the courses relevant to industry trends. The programs emphasize ethics, transparency, and strategic thinking over mere tactics.
One of Jerry’s key responsibilities is recruiting faculty. He brings in seasoned professionals – such as CEOs of top agencies and renowned PR practitioners – to serve as adjuncts. Their real‑world experience enriches classroom discussions and gives students a direct line into industry practice. Faculty members like Tom Tardio, the CEO of Rogers & Cowan, or Richard Kline from Hill & Knowlton West Coast, are just a few examples of the high‑profile talent that enriches the learning environment.
Beyond recruitment, Jerry oversees the Strategic Public Relations Center, a research initiative that explores emerging PR challenges and opportunities. The center conducts applied studies – like the PR GAP study – providing data on hiring trends, agency performance, and client expectations. The findings feed back into the curriculum, ensuring that coursework remains up‑to‑date and evidence‑based.
Students benefit from Jerry’s dual role as consultant and educator. He integrates lessons from agency reviews into case studies, enabling students to see the direct application of theory. He also shares practical tools – such as the agency questionnaire or the RFP evaluation matrix – that students can use in internships and future jobs.
In the classroom, Jerry emphasizes a forward‑looking mindset. He encourages students to explore new communication channels, such as blogs, podcasts, and social media, and to understand how these fit into an overall strategic plan. He also addresses the importance of measuring outcomes, a skill that aligns with his consultancy’s focus on data‑driven improvement.
Students who graduate from USC’s PR programs often cite Jerry’s influence as a pivotal factor in their readiness for the industry. His commitment to bridging theory and practice helps them transition smoothly into professional roles, where they can immediately apply the concepts learned in class.
Winning the RFP: A Guide for Small and Mid‑Size Agencies
Small and mid‑size agencies often wonder how they can compete against larger firms in the RFP arena. Jerry’s experience offers clear guidance. The first rule is self‑assessment: agencies must understand their core strengths and the markets they serve. If a boutique agency specializes in healthcare PR, for instance, it should focus on RFPs in that sector rather than broad consumer campaigns.
Once an agency knows its niche, the next step is to build a strong proposal that speaks directly to the client’s needs. Jerry stresses the importance of personalization over generic boilerplate. A proposal that showcases thoughtful insight – such as an understanding of the client’s brand voice or a specific strategy for a new product launch – stands out. RFPs are rarely judged on flashy design; they are judged on relevance and depth.
Another critical element is transparency about team composition. Clients increasingly want to know who will be working on their account. By including clear bios and specifying roles, agencies can build trust early in the process. Jerry advises that agencies avoid “bait and switch” tactics; clients expect the people presented in the proposal to be the ones actually hired.
Financial clarity also matters. Small agencies should present a realistic budget that aligns with the scope of work, while also highlighting the value proposition. Overpromising on cost can backfire if the agency cannot deliver. A well‑structured, honest proposal builds credibility.
Lastly, Jerry recommends a post‑submission mindset. After sending the proposal, agencies should be prepared for follow‑up questions and possibly a presentation. Having a concise deck that expands on the written proposal can help solidify the agency’s vision and demonstrate professionalism.
When agencies follow these steps – knowing their niche, crafting personalized proposals, being transparent, and communicating value – they increase their chances of winning RFPs. The goal is to make the client feel understood and to position the agency as the best fit for the project’s unique challenges.
Industry Outlook: Hiring, Blogs, and the Future of Public Relations
The public relations field has seen steady growth, but hiring has been slower than revenue expansion. Recent data from the O’Dyer PR survey show that agency revenue peaked in 2003, after which the industry entered a recovery phase. USC’s PR GAP study corroborates this trend, indicating that the sector is regaining momentum.
Despite economic uncertainty, companies are beginning to allocate more budget to PR as part of their broader communication strategy. This shift is reflected in increased demand for data‑driven insights, strategic counsel, and multi‑channel execution. Agencies that can demonstrate measurable impact – through metrics like media impressions, sentiment analysis, or social engagement – are more likely to win contracts.
Blogs continue to shape PR practice. They have evolved from informal commentary sites to strategic platforms for storytelling, crisis management, and thought leadership. Some clients view blogs as a core channel; others treat them as peripheral. Regardless, agencies that can navigate the blogosphere – understanding both the opportunities and risks – have a competitive edge. Blogs also serve as a two‑way communication channel, allowing agencies to engage directly with audiences, test messaging, and gather feedback in real time.
The line between public relations and publicity has blurred. While traditional media coverage remains essential, the modern PR toolkit includes social media, podcasts, webinars, and influencer partnerships. Clients expect an integrated approach that aligns all channels toward a unified goal. Consequently, agencies that can weave these elements together, rather than treating them as isolated tactics, are better positioned to meet client expectations.
As the industry matures, the emphasis shifts toward strategic partnership. Clients are less interested in a one‑size‑fits‑all media list and more focused on a partner that can align with their business objectives, understand their culture, and contribute to long‑term success. Jerry’s consultancy thrives in this environment, offering customized solutions that marry agency capabilities with client goals.
For students and practitioners alike, staying attuned to these trends is crucial. The PR landscape rewards those who can blend data, strategy, and creative execution. By continuously learning and adapting – whether through formal education at USC or hands‑on consulting experience – professionals can navigate the evolving terrain and secure a role at the forefront of the industry.
