Crisis Comms 101: Don’t Just Run to the Lawyers
Caption: Criticism calls for communication, not courtrooms. Crisis Communication 101: What the Two Oceans Marathon saga teaches us about public relations, dialogue, and defending reputation the right way.
When a crisis hits, the first response should not always be legal. More often than not, a situation can be diffused — or even turned into an opportunity — through timely, transparent, and empathetic communication.
A quick summary of the Two Oceans Marathon and blogger saga: Two Oceans Marathon organisers have taken legal action against running blogger Stuart Mann (The Running Mann) following a series of critical posts highlighting various organisational concerns. These included issues such as medal shortages, insufficient water points, changes to Blue Number Club seeding, and a general lack of timely communication with participants. Rather than responding publicly to the questions raised, the organisers opted for a legal route; a decision that has sparked widespread concern and debate within the South African running community.
For many runners, myself included, the Two Oceans Half Marathon is a big, hairy, audacious goal. Completing 21 km is a monumental achievement; the catalyst that often sparks a lifelong love for running, and for some, may eventually lead to a marathon or even the Ultra. That is why the race holds such a special place in so many hearts; it is more than just a run; it is a rite of passage.
This year, I ran the Two Oceans Half for the first time in years and was struck by how much more negative sentiment there was around the race compared to when I first participated.
In the lead-up to race day, I came across The Running Mann’s blog. The first post that caught my eye was about the Blue Number Club. I was drawn to it because a friend of mine was celebrating her tenth Two Oceans. It’s a remarkable milestone that earns a Blue Number and truly deserves recognition and, was disappointed with her, about the seemingly small things that were decided no longer to be included, e.g. preferential seeding. His post raised valid, constructive questions; and that’s what prompted me to start following his writing more closely.
But it quickly became clear —not just from that blog, but from comments by other runners — that something felt amiss with this year’s organisation. Many pointed to a lack of communication as a key concern. Of course, there will always be the usual handful of grumbles in any big event, but this felt different. The volume and tone of the complaints suggested something deeper, perhaps a long-standing frustration bubbling up and spilling into even the smaller details.
I’ve always compared building running stamina to building reputation stamina. You need a goal, a training plan, and consistent effort. You need to track your progress, surround yourself with the right people, fuel wisely, and use the right tools. When you’re fit and healthy, you recover faster from setbacks. The same applies to your reputation. When your organisation has built reputation stamina, through consistent behaviour, clear values, ongoing tracking, and the right people, it’s far better equipped to handle difficult moments. A solid reputation gives you that all-important fuel in the tank when you need it most.
Your brand is what you say about yourself. Your reputation is what others say about you. Your reputation is shaped by your behaviour and rooted in your values.
Two Oceans is an institution with an enviable legacy. Its reputation was not built overnight, and it certainly will not disappear overnight either. Despite the criticism, I know many runners will still line up next year. But if the quality continues to slip, and its reputation stamina isn’t maintained, it risks losing its iconic status.
People associate with brands they believe in, and they want to feel seen, heard, and valued. They pay their hard-earned money not just to run, but to belong. And the race starts long before the gun goes off: from registration, to number collection, to the final medal. Every touchpoint counts.
Something to keep in mind: it is not just leadership that shapes a reputation. Everyone in the team contributes to it.
What Two Oceans Could Have Done Differently (Before Going Legal):
- Call a Communicator Before a Lawyer.
Involving a reputation or communication advisor early on could have helped diffuse tension. You can build reputation during a crisis. A legal letter often shuts the door to meaningful dialogue. - Be Empathetic.
“We hear you. We’re sorry. We can do better.” These are not admissions of guilt, they are acknowledgements of community. People want to feel seen and heard, not stonewalled. - Respond to the Questions.
Many of The Running Mann’s questions were fair. Ignoring them creates more frustration. Even if you do not have all the answers — say so. Silence speaks volumes, and not in a good way. - Be Proactive.
If things did not go according to plan, admit to it. Thank participants, acknowledge what went wrong, and commit to doing better. Celebrate the wins too, but, be honest about the hiccups. - Deal with Issues Early.
Do not let a trickle of complaints become a tidal wave. Communicate early and often. - Keep It Simple.
Responses do not need to be lengthy or complicated. Short, clear, and timeous answers build trust. - Take the Criticism on the Chin.
People care — that is why they are vocal. They want the race to be the best it can be.
Next Steps for TOM (and Others Watching)
- Review what worked — and what didn’t.
Be honest. Then take the time to strategise and plan how to do things differently next time. Improvement starts with reflection, followed by action.
- Reconsider the legal route.
Consider whether pursuing legal action is the wisest use of the NGO’s funds, or whether open, honest dialogue might better serve the organisation’s long-term reputation.
- Invest in communication and governance training.
Equip the board with the tools and insight needed to respond effectively, transparently, and with accountability.
- Keep your stakeholders in the loop.
Proactive, clear communication builds trust. Let people know what’s happening, even if the answer is “we’re still working on it.”
Let’s not outrun communication.
Reputation, like running, is built through consistency, resilience, and listening to the rhythm of those around you.
The race belongs to the runners. The responsibility belongs to the organisers. Let’s honour both with empathy, clarity, and care.
In moments of criticism, strength lies not in defence, but in dialogue.
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South Africa: The Friendliest Country in the World? A Reputation Worth Embracing
South Africa has been crowned the friendliest country in the world in a recent global study by international money transfer service Remitly. Now isn’t that some incredibly positive news that we can all do with! While this news has been met with both celebration and scepticism, it raises a powerful question: What does this kind of international recognition mean for South Africa’s reputation?
A Reputation Built on Heart
Personally, I think it’s incredible news! I know not everyone may agree — and that’s fair. But I prefer to err on the side of positivity. After reviewing the methodology, I saw it was based on feedback from around 3,000 participants. I would be curious to know more about the sample — where were the participants from, and were the country options open-ended or predefined?
What did surprise me was that more African countries didn’t feature on the list. Having had the privilege of travelling across our beautiful continent, I’ve experienced first-hand the warmth and friendliness Africa has to offer. That said, I’m proud that South Africa has received this recognition — it’s a reflection of the heart that underpins our identity.
Why This Matters for Our National Brand
Recognition like this gives our national brand a valuable boost. At Reputation Matters, we often remind clients that a brand is what you say about yourself, whereas a reputation is what others say about you.
Despite the very real issues we face — from crime and unemployment to inequality — this moment serves as a reminder that South Africa’s character is defined by more than its challenges. As South Africans, we are often our own harshest critics. That’s why it’s important to pause and celebrate moments like these. They highlight the resilience and friendliness that quietly but consistently shape who we are.
Friendliness, Ubuntu and Global Reputation
A strong reputation isn’t built on a single study or feel-good headline — it’s built through consistent, authentic behaviour over time. Still, being recognised for something like friendliness is a powerful affirmation.
Ubuntu — the spirit of “I am because we are” — runs deep in our national DNA. Even when faced with adversity, the way we interact, the way we show care, and the small kindnesses exchanged daily all shine through.
Friendliness isn’t just a feeling. It’s a behaviour — a reflection of the values that guide us — and that matters when it comes to building a global reputation that’s not only strong, but human.
The Power of Balanced Storytelling
So how do we ensure that we keep building a credible reputation — one that celebrates the good while acknowledging the work that still lies ahead?
The key lies in balance. We must continue sharing stories of hope, kindness, and innovation alongside the real stories of the challenges we face. Platforms like Good Things Guy are wonderful examples of how we can shift the narrative without ignoring the truth.
It’s also a reminder that building a better South Africa is not only government’s responsibility — it’s up to all of us. Every small act of kindness, every effort to uplift, every story we choose to share contributes to the bigger picture.
A Reputation We Can All Be Proud Of
I’m thrilled that South Africa has been recognised as the friendliest country in the world. It’s a refreshing reminder of the heart, humour, and humanity that continue to define us. While we must acknowledge our challenges, we also need to hold space for the good — and celebrate it loudly.
Because in the end, reputation isn’t built in boardrooms. It’s built in everyday behaviour. And that’s where South Africa truly shines.
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Ethics and PR Landscape in Africa Survey 2025
The Public Relations and Communications Association (PRCA) Africa, in collaboration with the African Public Relations Association (APRA), is thrilled to announce the launch of its fourth annual study, marking the third year of their partnership. This year’s research, carried out by Reputation Matters, delves into the evolving landscape of PR and communications across Africa.
The flagship study aims to capture comprehensive demographic data on the industry while exploring critical issues such as ethical practices, PR's role in business, talent management, remote work, and future challenges.
PR professionals across Africa are invited to participate in the survey, which takes just a few minutes to complete, with all responses remaining confidential. The results will be unveiled at the annual APRA Conference, taking place in Mombasa, Kenya, later this year.
PRCA International Director Melissa Cannon MPRCA commented:
“This collaborative effort with APRA provides a valuable opportunity to compare recent changes in the African PR landscape with previous years and forecast the challenges that lie ahead. By examining current trends and shifts, we aim to gain a deeper understanding of the industry's evolution and better prepare for the future.”
Arik Karani, President of APRA shares:
"At APRA, we believe in the power of unity and collaboration across the continent. By leveraging research and best practices, we can strengthen the PR industry in Africa and create a more ethical, transparent, and impactful profession. This study is a vital step toward understanding our diverse landscape and working together as one Africa to address the challenges and opportunities that lie ahead."
Regine le Roux, founder and managing director of Reputation Matters says:
"It is encouraging to see the emphasis that APRA and the PRCA are placing on research, truly leading by example. Research is critical not only for strategic communication development but also for securing a seat at the boardroom table by speaking the language of the C-suite—numbers. We are eager to gain deeper insights from communicators across the continent into ethics and better understand the PR landscape, so we can unite and move forward as one Africa."
Access the survey, available in both English and French, here.
For any additional information, please do not hesitate to contact Reputation Matters: research@reputationmatters.co.za / +27 83 302 1528
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Ethics in Africa: The Essential Role of Public Relations
Earlier this month, Reputation Matters presented the annual APRA / PRCA Ethics and Public Relations (PR) landscape in Africa survey results at APRA’s conference in Côte d’Ivoire.
Here is an opinion piece that has been penned down, including insights from Arik Karani, newly elected President of APRA, and Dustin Chick, chair of the PRCA Africa’s Ethics and Practices Network.
Ethics in Africa: The Essential Role of Public Relations
Africa is a magnificent, vibrant continent, with each of its 54 countries showcasing unique cultures and traditions, yet all united as one Africa. In this diverse fabric, the concept of ethics transcends national borders, raising the question: what does it mean to be ethical across different cultures? At its core, it is about respect—respect for oneself and others, all for the greater good. It begins with a set of non-negotiable values and extends to robust governance structures with clear guidelines, policies, and procedures. Importantly, it involves accountability and consequences for disregarding established boundaries. Respect for these boundaries is essential for fostering a culture of integrity and mutual respect across our beautiful continent.
Ethics and Public Relations are not mutually exclusive
“When we evaluate the annual African Public Relations Association (APRA) / Public Relations and Communication Association (PRCA) Ethics and Public Relations (PR) landscape in Africa, it becomes clear that ethics and PR are not mutually exclusive. We cannot build ethical societies without the support of PR and Communication professionals,” shares Regine le Roux, Founder and Managing Director of Reputation Matters. “One of the fundamental roles of PR and Communication professionals, and a key concept taught early in this field, is the responsibility to build mutually beneficial relationships with all stakeholders,” le Roux adds. Arik Karani, President, African Public Relations Association (APRA) affirms, “Ethics in PR is about being truthful, transparent, and accountable in communication, while respecting people's rights and privacy.”
From Ethical Individuals to Ethical Nations
The study examines ethics on individual, company, and country levels. People want to do business with companies they trust and resonate with—companies that share their values of mutual respect. Ethical companies, driven by ethical individuals, should ultimately build ethical countries.
Why, then, is there still so much corruption? “Corruption is driven by ego and selfish intentions. It is short-sighted and does not bring goodwill; it is solely about personal gain,” says le Roux. This raises the question: who is responsible for maintaining ethics and holding the unethical accountable? Le Roux continues, “Without question, leadership needs to set the tone and example when it comes to ethical behaviour. The PR and Communication Team is best positioned within organisations to communicate and uphold ethics.” Karani agrees saying that, “PR and communications should help professionals, CEOs, and organisations to behave responsibly and ethically. PR professionals should also serve as ethical counsellors to senior executives.”
Stop cutting PR budgets
“It is therefore clear, and supported by our research, that PR professionals should play an integral part in decision-making. Yet, PR is still underrepresented at the boardroom level, often called upon reactively in times of crisis or to win favour during dire times,” says le Roux. Moreover, PR budgets are among the first to be cut when financial constraints arise. This was one of the biggest challenges highlighted in the research, with 66% of responses indicating that budget cuts hamper their work.
“We can no longer afford to put a price on ethics. As we face tremendous economic headwinds which bring with them the temptation to cut budgets; we must pause to consider what the investment in ethics requires. From training, to systems and processes, to the investment in our people it is key that we distinguish between ‘cut’ and ‘gut’,” adds Dustin Chick, chair of the PRCA Africa’s Ethics and Practices Network.
PR needs a seat around the boardroom table
Amongst the respondents of the survey, comprising of PR/communication experts and top executives (CEOs, Managing Directors, Chairmen, Founders, Corporate Affairs Heads, and Chief Communicators), 45% stated that the role of PR and communications is not adequately appreciated at the board level. Despite 30% of respondents noting that CEOs and business leaders are relying on PR counsel more than ever, PR and communication professionals still lack a significant voice around the boardroom table.
Karani adds, “This research is important because it helps us to look at ethics from a governance, policies, and procedures lens.
“Governance forces us to examine organisational systems, whilst policies set the parameters for decision making. The procedures on the other hand, explains the “how” behind the decisions. PR professionals should use all three lenses to guide internal and external communication and it is therefore crucial for organisations to include PR and communication professionals at the boardroom table.”
Elevating PR as the Voice of Reason
Organisations can function more ethically and responsibly with the 'voice of reason' provided by PR and communication professionals at the boardroom table. A good PR professional should have credible qualifications and be a member of their industry association or body. These associations uphold a code of ethics and conduct that PR professionals must pledge to adhere to, and they facilitate knowledge sharing, valuable training, and cross-cultural insights. Recent conversations and encounters reveal that much work remains to be done to uphold the ethics of companies, and ultimately, of countries. There are insufficient governance protocols in place to ensure ethical behaviour and inadequate recourse for unethical conduct. While ethics statements in annual reports are commendable, it is the actual behaviour and trust that truly matters.
The future of PR and Ethical Communication
“Since the future of communications is about rebuilding trust and fighting disinformation, we will require new and creative ways of getting messages across to audiences. Getting the message across ultimately comes down to repairing trust through transparency and responsibility. But what does this look like in action? This means that the future of communications will require increased efforts to combat misinformation and disinformation,” concludes Karani.
Ethics: A Collective Responsibility
Although PR should have a seat at the boardroom table, it is not solely the responsibility of PR as an industry to uphold ethics, but rather that of each individual in Africa. Our research indicated that individuals view themselves as ethical, yet this does not always translate into the workplace, the country, or the continent. To change the narrative and ethics of Africa, it starts with the individual. Regardless of qualification, position, or culture, ethics should not fluctuate based on demographics but should be the consistent benchmark against which we measure and hold ourselves and everyone around us accountable.
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What do you perceive the ethics and PR landscape in South Africa to be?
“We face neither East nor West: we face forward,” ~ Kwame Nkrumah (the first President of Ghana).
The African Public Relations Association (APRA) and The Public Relations Communications Association (PRCA) are calling on all Public Relations (PR) and communication professionals to share their opinions on the ethics and PR landscape in South Africa.
For the third consecutive year, APRA and PRCA will be delving into the intricacies of the PR and communications landscape across the African continent. Once again, this study will be managed by Reputation Matters who will oversee the data collection and analysis of this industry research.
The study will explore an array of pivotal subjects, encompassing business ethics, perceptions of PR, integration of artificial intelligence (AI), the paradigm of remote working, and the challenges poised to shape the industry's trajectory in the future.
The Public Relations Institute of Southern Africa (PRISA) is in full support of the research and is urging everyone within the PR profession to share their insights into the ethics and PR landscape of our country.
Secretary-General of APRA, Henry Rugamba, shares, “This is an African wide research study, giving all African countries the opportunity to participate. It will serve as a bridge for mutual learning among African nations, offering more opportunities for cross-border collaboration and, practical insights for PR practitioners. I highly recommend all PR and communication professionals dedicating some time to participate in the survey to provide feedback on ethics and PR in your own country.”
PRCA International Director Melissa Cannon MPRCA adds, “We are excited to collaborate with APRA once again in conducting this vital research for the African PR industry. Communications professionals have a unique opportunity to lead organisations in a dynamic era of innovation and growth across Africa. Yet, what potential obstacles stand in the way of PR becoming the predominant voice in every sector of business? Where does the industry excel, and what prospects lie ahead? This research is our chance to gain profound insights into the industry's trajectory. I urge practitioners across the continent to make their voices heard as we pave the way for the future of African PR in 2024”.
The feedback will help the industry to understand the different perceptions between the different African countries, and how we can learn from each other.
“We are incredibly excited to be a part of the research again this year. There has been such a major shift in the way that businesses communicate with the rise of AI technologies like ChatGTP. However last year’s research results indicated that people still highly value personal relationships. The insight suggested that as a relationship building avenue, PR was not going anywhere,” shares Regine le Roux, managing director at Reputation Matters. “It will be interesting to see how this holds true for 2024 and what the major PR trends are on the continent.”
The survey only takes a few minutes to complete, and all responses will remain anonymous. Questions are available in both English and French. To start the survey, follow this link: https://www.surveymonkey.com/r/EthicsandPRinAfrica2024
The research results will be presented at the APRA conference in Côte d’Ivoire taking place from 13 to 17 May 2024.
For more information, please do not hesitate to contact Reputation Matters: research@reputationmatters.co.za www.reputationmatters.co.za
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What does a CLO do?
The most impactful legal expert at a large or publicly traded firm is referred to as the chief legal officer, or CLO. He or she acts at all times with a view to minimising legal risk within their organisation, by keeping its board of directors and other senior executives fully versed on any pressing legal and/or regulatory issues.
By Charles Edelstein of Executive Placements.
When being hired into a CLO job in South Africa, there are several key duties and/or responsibilities to which you will need to attend. These are:
- protecting the company by drawing up a corporate legal strategy;
- overseeing internal auditing and corporate compliance matters, alongside the compliance officer;
- delivering legal services and resources company-wide, where these are needed;
- advising all the other senior corporate officers, particularly the CEO, on legal matters, as this is required;
- assisting to draw up general management policies within the company, together with the executive management team;
- managing the legal department of the firm, and any external counsel with which it has dealings;
and - keeping the media, various authorities, and the surrounding community abreast of the extent to which your company activities are above board (which often involves making a statement to, or approving a press release for, your company’s marketing department).
When The Juggling Is Real
Described by global corporate consulting firm Deloitte as “complex and demanding”, this is also a position where it is necessary to move seamlessly and with mastery between what they describe as “four faces”, masks, or hats.
When donning your strategist hat, you will be required to bring clear legal strategy to the table, such that it guides your senior executive team on the legal matters they need to navigate – while striving to achieve incremental business growth. Their trust in your abilities is critical, especially when the regulatory environment changes and you need to steer them through these changes before traditional business matters can be handled.
When wearing your catalyst mask, you will need to bring a legal telescope to the executive team’s decision-making process. This approach will help them to select a legally viable path forward; especially when they are in dispute. This stance is all about ensuring that you lead as you would hope others would follow – i.e. in a just and compliant manner. You can bring about much-needed change when wearing this mask, if you point to what pleases customers, adds value, and works in tandem with company values.
Then there’s the guardian face, in which you will point to legal and regulatory matters throughout high-level discussions, to ensure that your firm is able to mitigate risk at all times. Never underestimate the importance of this “face”, which is often mentioned in CLO interviews as being foundational to your future work. When operating under this hat, you will need to identify anything which could cause brand or reputational risk; and advise on ways to avoid this by employing your high-level knowledge of governance and corporate integrity.
Last up, is your operator hat – the one you will wear during your day-to-day initiatives for the firm. As an operator, you will need to run the legal department, hire the right talent and keep service levels high, while also managing costs (by negotiating on fees with external counsel). Under this hat, you should ask yourself questions such as: Do I have a viable succession plan in place? Am I happy with the key performance indicators we are using to measure the work of our external counsel? Is the technology we have in place streamlining all our legal department work? If not, a meeting should be set up with the chief technology officer (CTO) to unpack this.
The research carried out by Deloitte reveals that most CEOs and their boards are keen for their newly hired CLOs to focus on the catalyst and strategist “faces” (60 to 70 percent of their time); while the balance of their time should be spent in the guardian and operator categories (30 to 40 percent). However, the reality often means that they need to focus on the guardian and operator hats for some time, until things are running as desired. If it’s any consolation: senior CLOs often battle to synchronise their time allocation to meet the expectations of their CEO, and company board.
It goes without saying, then, that to thrive in this demanding executive job in South Africa, you will need to be persuasive; an excellent leader of people, and manager of time and budgets; and know the business environment in which you are positioned like the back of your hand. You will also have to transition, with skill and grace, between the four hats or faces mentioned above, as your influence within the company grows and solidifies.
How The Law Differs From Place To Place
An interesting read about the way in which the law differs from one nation to another, and the reasons why, can be read here. There are, for example, legal systems built on civil law, those built on common law, and others built on the religion of a region.
The authors advocate: “The legal systems of all countries, whether English speaking and Western or based on ancient religious laws, are determined by a combination of history, culture, and politics. Since no culture is set in stone, no country’s legal system is incapable of adapting to changes in political or cultural circumstances, or trends that affect the existing legal system and require change. As technology allows the world to become increasingly global, an interesting question is emerging regarding the nature of dispute resolution in the future. Will disputes be settled in a civil law system or a common law system? Currently, the European Union and the United Nations are working towards an international legal system, that bridges the gap between nations for international dispute resolution.”
This international legal system, once fully developed and agreed upon, should make practising law across nations and territories so much more seamless.
Reputation Matters is an excellent partner for the CLO, working tirelessly alongside these C-suite executives to ensure that their corporate activities remain above board at all times, and that their reputation in their specific industry is a sterling one.
Smile FM Interview: Benito Vergotine chats to Regine le Roux about AI and reputation management
Artificial Intelligence is not going to go away. How do you navigate through it and manage your reputation? Listen to Benito Vergotine and Regine le Roux’s chat on the subject.
Cape Talk Radio interview: Dealing with your database: The Key to building strong relationships
Dealing with your database: The Key to building strong relationships. I chatted to Clarence Ford on CapeTalk earlier in July. Listen to the conversation here:
https://omny.fm/shows/mid-morning/dealing-with-your-database-the-key-to-building-str
Ethical standards remain crucial for the African PR industry new report finds
Adhering to ethical standards remains essential for the best practices in public relations and communication. All members of APRA and PRCA are required to follow the APRA Code of Conduct and PRCA Professional Charter and Codes of Conduct, respectively, and are accountable for doing so.
The African Public Relations Association (APRA) and Public Relations and Communications Association (PRCA) have jointly released their report on the state of ethics and public relations industry in Africa for 2023. The report is based on a survey conducted across 21 African countries with 274 respondents.
The report highlights a shift in priorities for PR activities in the past two years, with crisis management (44%) taking over from digital and social media (40%) as the highest priority. Reputation management (42%) is also considered to be a high priority. Ethics management (16%), sales promotion (14%), and event planning (14%) have decreased in importance due to the impact of COVID-19 and the shift towards digitisation.
The joint research also found that training and development in communication strategy development (59%), reputation management (51%), crisis management (42%), and ethics management (41%) are highly recommended in the region. Respondents also expressed a strong interest in training sessions on the metaverse, highlighting the importance of keeping up with contemporary matters such as artificial intelligence.
Other key findings:
- Most respondents work within an organisation that has between two to five employees (17%), followed by 11 to 15 people (15%).
- Communications strategy development (61%) is the most common response for the main function of PR practitioners’ roles.
- Crisis management has taken over from digital and social media as the highest priority, with a 10% decrease compared to last year.
- Ethics management, sales promotion, and events planning have decreased in importance.
- Flexible working and remote working are valued only 14% and 10% of the time, respectively.
- 46% of respondents reported working in a hybrid model, 34% are in the office full time, while 17% are fully remote.
Reputation Matters Managing Director Regine le Roux said:
“Prioritising ethics is crucial within the public relations landscape, more so than ever before on our continent. At Reputation Matters we believe that research is the springboard to success, and with this collaboration, the insights will help to build and strengthen the industry to help build individual, organisational, and country reputations. We are thrilled to play a part in quantifying value across the continent.”
WEDNESDAY, 24 MAY 2023 #AfricaMonth: Creative Africa - Exploring the PR potential of Africa as an emerging economic & reputation powerhouse
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