UK

United Kingdom · PR and communications · Principal/Manager (12-16 years)

Head of Media Relations Manager

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  • Experience bandPrincipal/Manager (12-16 years)
  • Direct reports3-8 reports
  • Reports toDirector of Media Relations
  • UK framework levelUsually someone running a function, or a director

Also advertised as PR Manager · Senior Media Manager · Communications Manager (Media Focus)

Built on 43,079 real UK job descriptions we analysed · grounded in what real qualifications cover

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

ATHE Level 6 Certificate in Crisis Management and Crisis Communication ATHE Ltd · Level 6 · covers 1 of 6 standards
ATHE Level ATHE Level 6 Diploma in Risk Management for Crowded Places ATHE Ltd · Level 6 · covers 1 of 6 standards
NCTJ Level 5 Diploma in Journalism NCTJ Training · Level 5 · covers 2 of 6 standards
Pearson BTEC Level 4 Higher National Certificate in Public Services Pearson Education Ltd · Level 4 · covers 1 of 6 standards
Pearson BTEC Level 5 Higher National Diploma in Public Services Pearson Education Ltd · Level 5 · covers 1 of 6 standards
City and Guilds of London Institute Level 3 Diploma in Sporting Estate Management City and Guilds of London Institute · Level 3 · covers 1 of 6 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Crisis Management and Crisis Communication ATHE Level 6 Certificate in Crisis Management and Crisis Communication
Introduction to Public Relations for Journalists NCTJ Level 5 Diploma in Journalism
Crime and the Media Pearson BTEC Level 4 Higher National Certificate in Public Services
Develop good public relations for a sporting estate City and Guilds of London Institute Level 3 Diploma in Sporting Estate Management

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Change Fluency taking people through change
Your Plan Illustration

Built for Head of Media Relations Manager

4 units that map to this job, from the qualifications that cover it.

  1. Crisis Management and Crisis Communication ATHE Ltd · covers 1 of 6 standards Level 6
  2. Introduction to Public Relations for Journalists NCTJ Training · covers 2 of 6 standards Level 5
  3. Crime and the Media Pearson Education Ltd · covers 1 of 6 standards Level 4
  4. Develop good public relations for a sporting estate City and Guilds of London Institute · covers 1 of 6 standards Level 3
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Head of Media Relations Manager?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skill this role is being asked for

  • Ethical AI in Communications Governance
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Head of Media Relations Manager plan as you set up, starting with the free Automation Fluency module. No card.

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3What this role really is

A Head of Media Relations leads media strategy for an organisation and manages how it is represented in the press. This involves managing a small team, setting strategy, and acting as the main contact for journalists on important stories.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

Cision / Muck Rack Strategic

Owning the vendor relationship, negotiating contracts, integrating platform data with CRM/Analytics for full-funnel reporting, and defining the enterprise-wide media intelligence strategy. You're not just using it; you're optimising it for the whole team.

Meltwater / Talkwalker Architect

Defining the global social listening and media monitoring framework. You'll use platform insights to inform the C-suite on reputational risk, competitive intelligence, and emerging trends. You're building the system, not just running reports.

Google Analytics Strategic

Integrating GA data with brand lift studies and sales data to build a compelling business case for PR's contribution to revenue and brand equity. You're connecting the dots between media coverage and business impact.

Asana / Jira Strategic

Managing the entire portfolio of communications projects across your team. This involves allocating resources across initiatives, tracking progress against strategic goals, and providing executive-level progress reports. You're optimising workflows for efficiency.

Tableau / Power BI Advanced/Strategic

Partnering with analytics teams to design and build executive-level PR dashboards. You'll connect Share of Voice, sentiment, and message pull-through to business KPIs like lead generation and brand trust, making PR's impact clear to leadership.

Slack / MS Teams Strategic

Establishing communication protocols for the entire media relations department, including rapid-response crisis communication channels and clear stakeholder update cadences. You're setting the standards for how the team communicates.

Diligent / BoardVantage Strategic

Preparing and packaging quarterly media impact and reputation risk reports for board-level consumption. This involves ensuring the narrative aligns with broader business objectives and provides concise, high-level insights for non-PR experts.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Media Strategy & Campaign Planning Executes tasks within a pre-defined campaign plan, with daily guidance. Proposes pitch angles and media targets for specific campaigns, with weekly review. Designs and owns complete media campaigns for a product line, making recommendations to leadership.
Crisis Communications Response Monitors media for crisis mentions, drafts initial internal alerts, follows pre-approved holding statements. Drafts holding statements and Q&As, manages inbound media inquiries under supervision, participates in crisis comms 'war room'. Leads the initial crisis response team, drafts and secures approval for holding statements, advises on media strategy during a crisis.
Budget Allocation & Agency Management No budget authority. Tracks agency hours/expenses. Suggests specific tools or resources for campaigns (e.g., a new media list service). Manages project-specific budgets up to £10K. Recommends agency selection for specific projects.
Team Hiring & Development No hiring authority. Participates in peer interviews. Provides feedback on junior candidates. May informally mentor new joiners. Mentors 0-2 junior team members. Conducts formal interviews for junior roles.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Share of Voice (SOV) Increase
This measures our company's media presence compared to our top three competitors. We want to see us dominating the conversation, not just participating.
Target · Increase SOV by 10% year-over-year against key competitors.

If our SOV was 15% last year, we're aiming for 16.5% this year. That means we're getting more mentions, or more prominent mentions, than the competition.

Tier-1 Media Placement Rate
This tracks how often we get featured in the really important, top-tier publications that genuinely influence our target audience and industry.
Target · Secure 10+ placements in Tier-1 outlets (e.g., Financial Times, BBC, Guardian) per quarter.

Landing 12 features in major national newspapers or broadcast outlets within a three-month period, especially for our key product launches or executive interviews.

Key Message Pull-Through
This is about how well our core messages actually appear in the final published articles. It's not enough to get coverage; the right message needs to land.
Target · Achieve >80% key message pull-through in secured coverage.

If we have three key messages for a new product, 85% of the articles about it should mention at least two of them clearly.

Crisis Response Time
When something bad happens, how quickly can we get our initial statement out? Speed is absolutely critical in managing a crisis.
Target · Issue a holding statement within 2 hours of a major reputational incident breaking.

If a negative story hits the news at 3 PM, we need to have our approved holding statement out by 5 PM, even if it's just 'we're investigating'.

Reputation & Brand Perception
This looks at how our company is generally perceived by the public, our customers, and the industry. It's about the overall 'feel' people have about us.
  • Positive shifts in internal sentiment surveys, improved external brand tracking scores, being proactively sought out by the C-suite for advice on reputational matters, and positive feedback from industry peers.
Stakeholder Confidence & Collaboration
How well do our internal partners (Marketing, Product, Legal) trust and work with your team? Are they bringing you in early, or are you always playing catch-up?
  • Marketing and Product teams consistently involving you in early planning stages for launches, positive feedback from executives on media training sessions, and the legal team approving bolder messaging based on your strategic advice.
Team Development & Retention
How effectively are you building and nurturing your media relations team? Are they growing, learning, and sticking around?
  • Direct reports achieving promotions or taking on more responsibility, positive feedback in 1-2-1s and performance reviews, successful delegation of complex tasks, and a low voluntary turnover rate within your team.
Strategic Counsel & Influence
Are you seen as a trusted advisor to senior leadership on media strategy and reputational risk? Are your insights genuinely shaping decisions?
  • Being invited to senior leadership meetings to discuss media implications of business decisions, your recommendations being adopted for major campaigns, and executives consistently asking for your perspective before making public statements.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Seeing Your Team Succeed

You get a real kick out of coaching a junior specialist through a tough pitch, celebrating their first big Tier-1 placement, or watching them confidently handle a media training session. Their growth is your growth.

Helping a new team member refine their pitch, seeing them land a major story, and then giving them the credit in the team meeting.

Shaping Public Perception

There's a deep satisfaction in seeing your carefully crafted messages appear in major news outlets, knowing you've influenced how thousands, or even millions, of people perceive our company. It's about building a positive narrative.

Reading a front-page article that perfectly captures our company's vision, knowing your team's work made it happen.

Navigating Complex Challenges

You thrive on the adrenaline of managing a tricky crisis, finding the perfect angle for a difficult story, or convincing a sceptical journalist. The tougher the problem, the more engaged you are.

Successfully managing a negative news cycle, turning it around with strategic communications, and seeing the positive sentiment return.

What frustrates people
  • The 'Newsworthy' Delusion: You'll constantly battle internal stakeholders who genuinely believe their minor product update deserves a feature in the Wall Street Journal. You'll spend half your time managing their expectations, which can be exhausting.
  • The Last-Minute Legal Veto: Imagine spending weeks crafting the perfect story, securing a journalist's interest, only to have the legal department kill it hours before the interview due to a newly perceived, often minor, risk. It happens more than you'd think.
  • The Ghosting: That emotional whiplash of having a fantastic, engaging conversation with a journalist who seems genuinely excited about your story, only to be met with complete silence for weeks. It's a real test of patience.
  • The 24/7 Crisis Cycle: A negative story can break at 9 PM on a Friday, and your entire weekend is instantly gone. You are never truly 'off the clock' in media relations, especially at this level. You need to be ready to drop everything.
  • The Attribution Battle: Proving the direct ROI of a great media placement is a constant uphill battle. You know it builds brand and influences buyers, but you can't always draw a straight line to revenue like a digital marketer can, which can be frustrating when justifying budget.
  • The Spokesperson Wildcard: You can spend days media training an executive, only to have them go completely off-script, use jargon, or say something disastrous in a live interview. You can prepare them, but you can't control them, and that lack of control can be maddening.
What this role does not give you
  • Predictable 9-to-5 hours – crises don't respect office hours.
  • Absolute control over outcomes – journalists have their own agendas.
  • Direct, quantifiable ROI for every single piece of work – brand building is often indirect.
  • A quiet, solitary work environment – it's often fast-paced and collaborative, sometimes chaotic.

8Who you work with

This role directly shapes our public image and reputation, which is, frankly, priceless. Get it right, and we're seen as an innovative, trusted leader in our field, attracting top talent and customers. Get it wrong, and it can hit sales, talent acquisition, and even investor confidence. You're essentially the guardian of our public face, making sure our story is told truthfully and effectively, even when the going gets tough.

Inside the business
  • C-suite (for reputational advice, especially CEO and CFO)
  • Marketing leadership (CMO, Head of Brand)
  • Product VPs (for launch strategies and product narratives)
  • Legal team (for message approval and risk assessment)
  • Sales leadership (to understand market impact of PR)
Outside the business
  • Tier-1 journalists (e.g., BBC, Financial Times, Guardian)
  • Industry analysts (e.g., Gartner, Forrester)
  • External PR agencies (managing their output and strategy)
  • Key opinion formers and influential bloggers
  • Crisis management consultants (when things get really tricky)

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • Proven track record of managing and developing a media relations team (at least 3+ direct reports) for a minimum of 3-5 years.
  • Extensive, hands-on experience in high-stakes crisis communications, including leading the response and advising senior leadership.
  • Demonstrable success in securing consistent, high-impact Tier-1 media placements for complex narratives.
  • A strong, verifiable network of relationships with influential journalists and media contacts.
  • Deep understanding and practical application of modern PR measurement methodologies (e.g., Barcelona Principles 3.0), moving beyond basic clip counts.
  • Experience managing significant media relations budgets (at least £250K+) and external PR agencies.

10What to practise next

Where the job is going, and what to do about it starting this week.

Advanced Predictive Analytics for Reputation Management

We need to move from reactive crisis management to proactive risk identification. This skill allows us to spot potential reputational issues before they blow up, giving us a crucial head start.

Natural Language Processing (NLP) for Sentiment Analysis · Predictive Modelling for Media Trends · Social Network Analysis for Influence Mapping · Anomaly Detection in Media Data

  • This quarter: Partner closely with our internal data science or analytics lead to understand their current capabilities and explore potential collaborations.
  • Next 6 months: Identify a pilot project within media relations where predictive monitoring could offer a significant advantage (e.g., tracking a specific competitor or policy issue).
  • Within 12 months: Learn the basics of data visualisation tools (beyond standard dashboards) to effectively communicate complex predictive insights to non-technical leadership.
  • Ongoing: Stay updated on advancements in AI and data science applications within the communications industry through webinars and industry reports.

Quick win: Start by regularly reviewing competitor sentiment trends using existing monitoring tools. Look for early warning signs or unusual patterns that might indicate a shift in public perception.

Immersive Content Strategy for Media Engagement

Journalists are increasingly looking for richer, more engaging content formats beyond just text and static images. We need to provide them with assets that stand out and tell our story in new ways.

Interactive Storytelling Formats · Virtual and Augmented Reality (VR/AR) for Media Kits · Short-Form Video & Live Streaming for News · Podcast & Audio Content Production

  • This month: Identify 2-3 top-tier publications that are already experimenting with immersive content and analyse their approach.
  • Next quarter: Brainstorm one potential immersive content idea for an upcoming company announcement and scope out the resources needed.
  • Within 6 months: Collaborate with our marketing or creative team to develop a pilot immersive press asset (e.g., an interactive infographic).
  • Within 12 months: Evaluate the impact of immersive content on media pick-up and engagement, refining your strategy based on results.

Quick win: Start by ensuring all your press releases and media kits include high-quality, engaging visual assets (photos, short videos) that are easy for journalists to use.

11Staying current once you are in

What people here do to keep up
  • Regular attendance and speaking engagements at industry conferences (e.g., PRWeek Awards, ICCO Global Summit) to stay current and build your network.
  • Participation in leadership development programmes, focusing on team management, strategic influence, and executive coaching.
  • Mentorship of junior professionals within the communications field, giving back and staying sharp by teaching others.
  • Active engagement with relevant industry associations (like CIPR or PRCA) through committees or special interest groups.
  • Continuous learning about emerging media technologies, AI applications in PR, and evolving journalistic practices.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

Ethical AI in Communications Governance

The rapid adoption of generative AI means we need to ensure our outputs are accurate, unbiased, and don't inadvertently spread misinformation or compromise brand trust. It's about responsible innovation.

  • AI Bias Detection & Mitigation
  • Prompt Engineering for Ethical Outputs
  • Deepfake Recognition & Response
  • Data Provenance & IP Concerns

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Crisis Communications & Rapid Response Leadership
  • Message Architecture & Strategic Framing
  • Advanced Spokesperson Development & Media Training
  • Barcelona Principles 3.0 Application & Measurement Strategy
  • Proactive Story Mining & Narrative Development Leadership
  • Tier-1 Media Relationship Cultivation Strategy

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    Senior Media Relations Specialist / Lead (L3/L4)

    5-8 years of experience in that role

    Skills to master

    • Leading major campaigns end-to-end, mentoring junior staff, building strong Tier-1 journalist relationships, and making sound technical decisions within project scope.

    You're ready to move on when

    • Consistently exceeding placement targets in top-tier media.
    • Successfully leading complex, multi-spokesperson campaigns.
    • Being the go-to person for specific media verticals or challenging pitches.
    • Demonstrating strong informal leadership and mentorship of junior colleagues.
  2. 2

    PR Agency Account Director / Senior Account Director

    8-12 years of agency experience

    Skills to master

    • Managing multiple client accounts, leading agency teams, developing comprehensive PR strategies, and managing client expectations and budgets.

    You're ready to move on when

    • Successfully managing a portfolio of high-profile clients and delivering measurable results.
    • Leading and growing a team of account managers and executives.
    • Proven ability to win new business and retain existing clients.
    • Demonstrating a strategic, not just tactical, approach to client challenges.
  3. 3

    Journalist transitioning to in-house PR (senior level)

    10-15 years in journalism, often as an editor or senior reporter

    Skills to master

    • Understanding corporate objectives, adapting to a brand-advocacy role, learning PR measurement, and managing internal stakeholders. Their existing media network is a huge asset.

    You're ready to move on when

    • A deep, current understanding of the media landscape and what makes a story newsworthy.
    • An extensive network of journalist contacts.
    • A clear desire to move to the 'other side' and apply their journalistic instincts to corporate communications.
    • Demonstrated ability to quickly grasp complex business concepts and translate them into compelling narratives.

15Where this role leads

The long view: This role can lead to senior communications leadership, such as Chief Communications Officer, or to broader corporate affairs work covering public policy and government relations. Some move into independent consulting, advising several organisations on media strategy.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Head of Media Relations Manager is actually changing.

Where it leads

Roles this leads to

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Crisis Management and Crisis Communication, worked against Head of Media Relations Manager.

Crisis Management and Crisis Communication Level 6

Applied to your work in Head of Media Relations Manager

The objective of this unit is to enable learners to analyse risk management approaches, prepare for crisis situations through simulation, evaluate crisis communication factors, and produce a comprehensive crisis communication plan for an organisation.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

See Your Progress Grow Illustration
Head of Media Relations Manager
  • Crisis Communications & Rapid Response Leadership
  • Message Architecture & Strategic Framing
  • Advanced Spokesperson Development & Media Training
  • Barcelona Principles 3.0 Application & Measurement Strategy
  • Proactive Story Mining & Narrative Development Leadership
  • Tier-1 Media Relationship Cultivation Strategy
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Head of Media Relations Manager is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Director of Media Relations (L6)

    3-5 years in the Head of Media Relations Manager role

    This is a significant jump, moving from managing a function to shaping the media relations strategy for an entire region or business unit, often with a larger budget and team.

    • Enterprise-wide reputational risk management, anticipating and mitigating threats at a macro level.
    • Strategic counsel to VPs and GMs on all communications matters, not just media.
    • Leading large-scale, multi-market media campaigns.
    • Developing and implementing thought leadership platforms for multiple C-suite executives.

  2. Head of Corporate Communications

    3-6 years in the Head of Media Relations Manager role

    This pathway broadens your scope beyond just media, encompassing internal communications, executive communications, and potentially public affairs.

    • Integrated Communications Planning Developing holistic communication strategies that span media, internal, and executive comms.
    • Stakeholder Mapping & Engagement Identifying and engaging a broader range of internal and external stakeholders beyond just media.
    • Brand Narrative Development Owning the overarching corporate brand story and ensuring consistency across all communication touchpoints.
    • Cross-functional Leadership Leading communication efforts that require collaboration across multiple departments and functions.
Working with AI on the job

Working with AI

Where AI is starting to help

Honestly, media relations is changing fast. AI isn't here to replace you, but it's definitely here to supercharge your work, freeing you up for the strategic stuff that really matters. Think of it as having a highly efficient, tireless assistant who handles the grunt work.

Imagine cutting out the tedious parts of your day—the endless monitoring, the repetitive pitch drafting, the manual reporting. That's what AI can do. It lets you focus on building those crucial relationships with journalists and crafting the big, impactful stories, not getting bogged down in the time-consuming, often repetitive tasks. This means more time for strategic thinking and less for administrative burden.

Automated Media Monitoring & Summarization

Use AI tools like Meltwater or Talkwalker to sift through thousands of mentions daily, automatically summarising key articles, identifying sentiment, and flagging urgent issues. This eliminates hours of manual 'clipping' and report generation, letting your team focus on insights.

Predictive Narrative Tracking

Leverage AI to analyse millions of data points from news and social media, identifying emerging narratives and predicting which stories are about to trend. This allows your team to proactively 'newsjack' relevant conversations or prepare defensive strategies before an issue blows up.

Hyper-Personalised Pitch Generation

Use AI to rapidly research a target journalist's recent articles, social media activity, and beat focus to generate a highly personalised pitch angle and draft email. This drastically improves pitch relevance and response rates, saving your team hours of manual research and writing.

AI-Powered Media Training Simulation

Utilise AI avatars to simulate press interviews and Q&A sessions for executives. The AI can be programmed to ask tough questions, analyse responses for key message inclusion, and provide instant feedback on tone, clarity, and areas for improvement. This makes media training more efficient and effective.

Common questions

Common questions

How do you become a Head of Media Relations Manager?

Common routes in include Senior Media Relations Specialist / Lead (L3/L4) (5-8 years of experience in that role), PR Agency Account Director / Senior Account Director (8-12 years of agency experience) and Journalist transitioning to in-house PR (senior level) (10-15 years in journalism, often as an editor or senior reporter). Times vary with prior experience.

Where can a Head of Media Relations Manager progress to?

This role can lead on to Director of Media Relations (3-5 years in the Head of Media Relations Manager role) and Head of Corporate Communications (3-6 years in the Head of Media Relations Manager role), depending on the skills you build.

What new skills matter most for a Head of Media Relations Manager?

Increasingly, Ethical AI in Communications Governance. These are the skills our record of this role lists as growing.

Free tools

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Three free tools, no account needed. Each one ends with a role, a level and a way in.

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17Where to go from here

Other roles at Level 6

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in PR and communications

Stay in the field you know and move sideways rather than up.
If you leave this industry

The skills built in media relations transfer across sectors. Similar leadership roles exist in FinTech, healthcare and government communications. The work of managing reputation and engaging with media stays much the same, even where the industry changes.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my free Automation Fluency module What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.