Supporting case study · Quarterly PR reporting, APAC & EMEA
Turning PR Coverage Into a Decision-Making Tool
A quarterly report built to answer a better question: not how much coverage did we get, but coverage of what.
Setup
PubMatic was earning meaningful media coverage across APAC and EMEA, but that coverage lived scattered across publications, agencies, and campaigns. Nobody had a clear view of what it actually added up to. Leadership needed a way to see past raw coverage volume and understand which narratives were actually landing, region by region, so they could plan future messaging with evidence instead of instinct.
My contribution
Owned the end-to-end creation of the quarterly PR Analysis Report for APAC and EMEA: not just compiling it, but designing the framework itself.
Worked directly with PR agencies and regional marketing stakeholders to pull coverage together across markets.
Cleaned and standardized the data: removing duplicates, verifying relevance, aligning publication names across markets.
Categorized every article into strategic messaging themes: CTV, Commerce Media, Identity & Addressability, Product Innovation, Partnerships, Customer Success, Thought Leadership, Company News.
Analyzed total coverage, Tier 1 publication share, market-by-market distribution, and share of narrative.
Turned the findings into an executive-ready presentation with strategic recommendations, not just a data recap.
Results
Leadership used this report every quarter to decide which business themes and messaging priorities to invest in next. The report didn't just document PR performance; it directly shaped where the company's thought-leadership energy went for the following quarter.
Strategic read
01The real question was “coverage of what.”
The problem I was solving wasn't “how much coverage did we get.” It was “coverage of what, and does it match what we actually want to be known for.” Raw volume is an easy, misleading metric; a market can generate a lot of coverage on the wrong narrative.
02Themes over tallies.
Building the report around messaging themes rather than counting articles was the choice that made it useful to leadership, instead of just being an activity report.