WHY
We Do It


We love the work more than you can ever hope to. We enjoy putting together global communications strategies as much as we enjoy writing, pitching stories, and designing communications materials. We loathe the long managerial meetings that went with our prior positions in executive management – and we won’t waste your time sitting in long meetings, either.

We are flexible, creative, and innovative in the way that only small firms can be. Yet we also find synergy in the intersecting client interests that come from a diverse client base and broad multi-industry background.

Our backgrounds are our backbone. Bolstered by backgrounds in public and private corporations, nonprofits, government, and at agencies and law firms, we bring an unparalleled breadth of experience and skills to our clients.

We keep an unflinching focus on customer satisfaction. We never assume we know exactly what our client wants, who they want to reach, or how they want to reach them. We listen to our clients, we ask questions, we offer suggestions based on our experience, and most of all we keep in close contact so there are no surprises. We have never busted a budget or missed
a deadline.

We don’t play the game. Having been on both sides of the table, we know the tricks of the trade that our competitors use to inflate your bill – and we don’t employ them. Take a look. Compare the Buckley & Kaldenbach approach to that of our competitors.
The B/K Business Model
The Big Firm Business Model
Senior level professionals handle day-to- day
account activity.		 Senior level professionals pitch the client and leave most of the day-to-day work to junior staff.
Work with clients to establish billing structures and schedules that meet their unique needs. Establish standard large monthly retainers; often will not consider clients below a fixed monthly retainer level.
Form partnerships with outside firms and consultants to meet client objectives on an as-needed basis. Retain large – often underutilized – staffs so they can say that everything can be handled “in house” and the resulting overhead is split among all clients, whether they require the specialized skills and equipment employed by the firm, or not.
Small, nimble, and time and location flexible. Organizations with large infrastructures are by nature less flexible.
Out-of-pocket expenses not marked up. Mark-up out-of-pocket expenses by as much as 18%.
Because we do the work ourselves, keep up with the latest coverage, and have built up a large rolodex of media contacts whom we know personally and with whom we have credibility. Farm out the task of contacting reporters to junior level employees often with little or no experience pitching the media.
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