We interview Rhodri Jones, former Global Director of External Communications, SThree plc

From a senior editor at The Independent to leading global communications at SThree plc, Rhodri Jones brings a wealth of experience in storytelling across multiple sectors. A Cambridge engineering graduate who found his calling in journalism, Rhodri was instrumental in launching the innovative i newspaper, where he was Deputy Editor, and has since transformed his editorial expertise into building compelling corporate narratives.

In our interview, Rhodri shares insights about building high-performing teams, embracing authentic leadership and navigating the delicate balance between AI and human creativity in corporate messaging. He also reveals how his passion for developing talent extends beyond the boardroom to the rugby pitch!

1. Can you give us a brief overview of your career so far?

After graduating with a Master’s in Engineering From Cambridge University I had second thoughts about my career and switched to journalism, learning my trade as a sub-editor working first for BBC Worldwide and FT Business, before joining The Independent for the launch of the tabloid newspaper, the first national title to switch from the original broadsheet format. I progressed through the ranks and after a three-year stint as Night Editor, I was part of the launch team for i in 2010, often referred to as the “baby Independent”, and became its Deputy Editor. After three years I moved to the commercial side as Editorial Director, defining and creating native and branded content campaigns for clients.

I soon left the media to join Regus, as its Group Head of Content, to launch its online content magazine, before moving to Investec as Head of Content, where I relaunched the website and established and grew the thought-leadership function. Five years later I moved to recruitment firm SThree, where I drove the corporate rebrand and relaunched its website, in six languages and 16 countries, before establishing the global communications function as Director of External Communications.


2. You worked on the launch of i newspaper, at the time it was the first new national quality daily title in Britain for 25 years. Amazing! Tell us what most people don’t know.

When the paper was launched in October 2010 it had a team of just four people that worked exclusively on the title. All other resources were shared with The Independent. We laughed at the reaction from rival publishers, who claimed that we had spent millions on an army of new staff, as they struggled to comprehend how a successful newspaper could be produced with such minimal resources.


3. Did you make a conscious switch from journalism to comms or was it by chance?

While I loved working in the media, the hours were challenging, with late nights and regular weekend shifts. With two young children, having to work on Christmas Day was particularly difficult, so after fifteen years in journalism, telling stories about national and international events, I saw an opportunity to move into communications and use my storytelling skills to tell different types of stories, this time for brands.


4. You have worked in a few industry sectors – media, real estate, financial services and recruitment. Which was the most fun and the most challenging?

It’s difficult to pick a favourite as I’ve genuinely enjoyed all the roles I’ve taken on and the people I’ve worked with. I miss the adrenaline rushes of late-breaking big stories, but have no regrets about moving into communications.

One of my biggest challenges in my career change was adapting to the change of pace – I went from commissioning reporters to file 1,000-words of fact-checked copy in under an hour, to the next week crafting 500-words of engaging and original thought-leadership with a four-week lead time. It sounds easier to work to a longer deadline, but the longer you have, the more time you have to over-think things!


5. As a former journalist with likely strong relationships among your peers, do you think it's still worthwhile for executives entering the industry today to focus on building connections with journalists, given the vast number of media channels available now?

Absolutely. Building relationships with journalists is vital, so that they understand your business properly. While it probably won’t influence decisions on what stories they write, it means what they cover is accurate and can help get your key messages across to your target audiences. They also provide you with a more sympathetic ear to pitch exclusives and case studies, and present additional coverage opportunities for executive leaders, where journalists are actively looking for comments and opinions on issues relevant to your business.


6. You’re obviously a ‘content and thought leadership king’, how are you using AI in your day-to-day work?

AI is great for generating ideas on topics that your audiences want to know more about, but it’s not the best at creating original thought leadership. Those insights need to come from industry experts within your business or proprietorial research. Yes, if prompted correctly it can write a first draft of your copy, but only if your inputs are good.

Authenticity is critical with content and thought leadership – if your audience suspects you aren’t genuine, then it could do huge damage to both your brand and your personal reputation. To the trained eye, AI-generated content is fairly obvious to spot, so if I use it, it’s only ever at the start of the process, and I always give it a rigorous rewrite.


7. You’ve managed some large teams over the years. What is the most important lesson you have learned when managing people?

To get the best out of people it’s important you trust them, giving them freedom to operate and empowering them to make decisions and do the jobs they have been employed to do.

By setting clear objectives and stretch targets while opening lines of communication, you can hold them to account while guiding and supporting them through challenges, allowing them to learn from previous experiences.

But, most of all, it’s critical you take the time to understand their motivations, showing them that you are invested in their future, treating them with respect and remembering that we all work to live, not live to work.


8. With such a varied career, what would you say has been your career high?

There have been lots of good points, from working on major breaking news stories as a journalist, to launching websites and successful rebranding of listed businesses. But my real career highs are not from individual moments, but instead they come from building and establishing high-performing teams. Finding and leading individuals with the right skills to deliver on a business’s objectives is one thing, but unless you also find the right chemistry they will struggle to work together and collaborate effectively.


9. What or who inspires you, and why?

I’m inspired by people who aren’t afraid of trying new things, constantly striving for improvement. This is as true away from work as in the office – we only get one chance at life, so why not try and make it better?


10. Please do share, if you have got any hidden talents?

It’s not hidden very well to those who know me, but I coach junior rugby at my local club, Old Alleynians, in south London. For the past 10 years we have developed an incredible group of young players and coaches, and it gives us so much pleasure to pass on our enjoyment of the game to the next generation.

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