AI’s Impact on Inhouse Communications, Marketing and Public Affairs: Talent, Leadership and Industry Insights from Simon Spier

AI is transforming the way communications, marketing and public affairs teams work. But what does it mean for talent and the industry? In our latest series, we speak with senior communications leaders to explore the opportunities and challenges. In this interview, Daisy Hughes, Principal Consultant at Hanson Search, spoke with Simon Spier, Founder of SJS Growth about how he approaches AI with both curiosity and caution, seeing it as a powerful multiplier, but only when aligned with clear goals.

How are you using AI in strategy and consulting at SJS Growth today?

At SJS Growth, AI isn’t something we use for the sake of it, it’s a tool we bring in when it directly supports a goal. That might mean analysing market trends more efficiently, streamlining research ahead of a strategy session, or helping to visualise data for a client.

I also use AI as a thinking partner to challenge ideas, pressure-test assumptions, or identify blind spots. A lot of people want to use AI for everything right now because it’s the hot topic, even sexy, it’s in every headline and it feels like the answer to all problems. But in reality, it works best when you’ve thought carefully about the “why” and “how” first. It’s an incredibly helpful tool, but it’s not the only tool.

For clients, I often recommend starting with the outcome they want, then exploring how AI can enhance the process, rather than letting the technology dictate the direction.

How is AI changing the skills and profiles you look for when hiring or collaborating?

As an independent consultancy, I work with a network of collaborators. I’m looking more for people who are “AI-literate” than “AI experts”, those who can integrate AI into their work to get better outcomes.

For clients, my advice is similar. You don’t always need to hire a specialist AI engineer. Often, it’s more powerful (and much cheaper!) to upskill existing talent so they can apply AI effectively in their own domain, whether that’s marketing, sales, operations or product.

How has the rise of AI influenced your team structure, including the types of roles you prioritise and your use of freelancers or contractors?

It’s made me lean even more into flexible, specialist talent. AI enables smaller teams to do more, so I keep the core lean and bring in targeted expertise as needed. The best collaborators are those who know when AI is useful and when it’s better to rely on experience, intuition and human networks.

With clients, I often suggest designing a Blended Capability Model (BCM), combining AI-enabled in-house talent with external specialists who can plug in for specific projects. This creates agility without overcommitting to fixed costs.

Many people see AI as the biggest driver of change in consulting and strategy. Do you agree, or do you think something else will have a greater influence on this market?

AI is certainly a huge driver of change, but it’s not just about the technology, it’s about how people and organisations adapt to it. Regulation, market dynamics and customer trust will be just as influential.

The winners won’t just have the best AI tools; they’ll have the clearest strategy for using them to solve real problems. AI is still new in its current form and very few people are true experts – I certainly wouldn’t call myself one. It’s such a white space, and we’re all learning as we go. Right now, the spotlight is very much on generative AI tools that can create text, images and code. But I suspect other aspects of AI, perhaps more specialised, embedded systems that quietly optimise processes in the background, will become just as important. I don’t know exactly what they’ll be, but part of my role is helping clients stay adaptable so they can respond to those shifts when they come.

Has AI changed the balance between creativity and performance in your work?

In some ways, yes. AI frees up more headspace for creativity because it can handle heavier, repetitive tasks. But creativity still needs to be guided by strategy. Performance comes from knowing when to use AI to spark an idea and when to think through a challenge yourself.

For clients, I advise using AI as a creative sparring partner but ensuring that final decisions, messaging and brand voice come from humans. That way creativity is amplified, not diluted.

What changes do you expect in consultancy and strategy roles over the next few years because of AI?

I expect strategy work to become more dynamic with faster access to data and more real-time insights shaping decisions. But I also see the human side of my work becoming even more valuable: interpreting that data, building partnerships and helping leaders decide which opportunities to chase and which to leave.

People still want to work with people and I don’t really see that disappearing. If anything, as AI takes on more of the background tasks, the demand for human connection, trust and relationship-building will most likely become even stronger.

For clients, I emphasise that the pace of decision-making will increase, so they need both the AI tools and the human processes in place to act on insights quickly without losing quality.

What excites you most—and what worries you most—about AI in communications and business strategy?

I’m excited by AI’s ability to level the playing field, giving smaller teams access to capabilities that once required huge resources. It can accelerate insight, spark creativity and open up entirely new ways of working.

What worries me is the temptation to chase AI for the novelty factor, without a clear goal. That can waste time, money and focus. We’re all still learning here. The space is evolving so quickly that what’s cutting-edge today could be old news next year. For clients, my advice is to stay curious but grounded: experiment, measure results and be ready to pivot as new AI capabilities emerge and mature.

What advice would you give to leaders trying to integrate AI into their teams effectively?

Start with your strategy, not the technology. Be clear about the problem you’re trying to solve or the opportunity you want to capitalise on. Don’t be afraid to ask AI how it could help and what it needs from you to give the best answer. Give it the right context: instead of saying ‘write me a growth strategy,” tell it your market, audience, budget, goals and constraints. The better your brief, the better its output.

When advising clients, I frame AI as a multiplier. It should multiply your team’s effectiveness, not distract from your mission. If you can’t draw a straight line between using AI and achieving your business goals, rethink the use case. Whether you’re hiring top Digital talent or considering your next career move, our team would be delighted to support you.

Daisy Hughes is Senior Consultant and Head of Digital, partnering with top PR agencies, FTSE 100 companies, and innovative start-ups to connect them with exceptional digital talent.

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.