AI’s Impact on In-house Communications, Marketing & Public Affairs – Talent, Leadership and Industry Insights from Daniel Gueorguiev at Vodafone

AI is transforming the way communications, marketing and public affairs teams work. But what does it mean for organisations, leaders and the future of work? In our latest series, we speak with senior communications leaders to explore the opportunities and challenges. In this interview, Hanson Search sat down with Daniel Gueorguiev, Senior Policy Advisor at Vodafone, about the use of AI in public affairs. Daniel shares how it supports his research and workflow, why it won’t replace the core skills needed in the sector and how agencies will need to adapt to demonstrate value.

How are you using AI in your work?

I use AI in various ways, although not every day. It has been particularly valuable for improving workflows, especially when it comes to in-depth research. Large language models like Gemini can handle complex queries and generate detailed reports that I can tailor to my specific needs. This has reduced the time I spend on initial research, allowing me to focus more on analysis and understanding.

AI also helps with editing, drafting, summarising emails and quickly getting up to speed after time away. It makes routine tasks more efficient, but I see it as an aid, not a replacement. Even when drafting letters or emails, I’ll often rewrite most of what I produce to ensure the language, structure and tone are right for the audience.

Has AI changed the profiles or skills you look for when hiring?

Not really. AI is a tool, and while it’s helpful to know how to use it effectively, it’s not the deciding factor in hiring. In public policy and public affairs, you need individuals who can work with others. Our job is to convince decision-makers, not machines. The ability to build trust, persuade and maintain relationships is far more important, and that’s a skill that takes years to develop.

Has AI influenced your team structure or use of agencies?

The most significant impact is on agencies and contractors. Internally, our structure hasn’t changed, our core skills can’t be replaced by technology. But AI does change the expectations of external partners. For example, a recent piece of legislation required me to review 170 documents in a short period. AI produced a better, faster summary than the consultants we worked with. Agencies could add more value by using AI to do the groundwork and then applying their specialist knowledge to refine it for the client.

Specialist expertise remains valuable, but agencies need to use tools more effectively to demonstrate their worth, particularly when it comes to the time-consuming tasks AI can now handle.

Is AI the biggest driver of change in public affairs?

It’s an important factor, but the fundamentals remain the same. We’re measured on results – how well we can influence legislation and policy. AI can help with preparation, research and efficiency, but it can’t replace the human element of trust-building and persuasion. I don’t see AI holding meetings with commissioners or convincing them to prioritise one policy over another.

Has AI changed how you measure the impact of your work?

It’s improved efficiency, as using AI makes me 20–30% more productive in some tasks. Drafting and research take less time, which frees me up to focus on higher-value work. However, the key metrics for public affairs, legislative influence and policy outcomes haven’t changed.

Where could AI bring real change but hasn’t yet?

I think AI agents can make a significant difference. Imagine delegating all the repetitive, time-consuming work, reading hundreds of emails, reviewing large reports, preparing draft responses, to an intelligent assistant so that you can focus on strategy, creativity and stakeholder engagement. That’s where the real value lies, giving public affairs professionals more time and energy for the high-impact aspects of the job.

What advice would you give to leaders introducing AI into their teams?

Use it as often as possible, in as many areas as you can, but always review the output. AI can save significant time, but it doesn’t know when it’s wrong, so you can’t take its work at face value. Make the most of the extra time it creates to focus on strategic and relationship-based work, while ensuring you remain accountable for the quality and accuracy of everything you deliver.

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Hanson Search is a globally recognised, award-winning talent advisory and headhunting consultancy. Our expertise lies in building successful ventures worldwide through our recruitment, interim and executive search in communications, sustainability, public affairs and policy, digital marketing and sales.