We Interview Will Brewster, Global Head of Communications at Clyde & Co

Will Brewster has always been drawn to the power of words. After cutting his teeth in agency roles, he found his calling helping organisations shape their story, support leadership through change, and craft messaging that moves both culture and reputation.

Today, as Global Head of Communications at Clyde & Co, he navigates the careful, rigorous world of a global law firm whilst pushing boundaries - encouraging lawyers to step beyond technical analysis, ensuring communications has a seat at the table when decisions are made, and bringing reputational intelligence to bear before strategies are set.

We spoke to Will about why caution and speed needn't be mutually exclusive, what it takes to earn your place "in the room", and what a football club taught him about the power of team culture.

1. Can you give us a brief overview of your career so far and what inspired you to pursue a career in communications?

From quite a young age I loved current affairs, newspapers, politics and was aware of the power of rhetoric. That interest led me to study politics, and although I ultimately moved away from a political career, and like many young people wasn’t entirely sure what I wanted to do, the combination of narrative, wordplay and its often high-stakes nature drew me to communications.

Early agency roles gave me a fantastic grounding in media, messaging and client management. Over time, I gravitated towards positions where I could help organisations shape their story, support leadership through periods of change and crises, and craft messaging that influences both internal culture and external reputation.

Today, the most rewarding part of my work is helping senior leaders see around corners and articulate complex ideas with clarity and impact — whether by scenario planning work, or through speeches, media engagements or internal narratives and programmes that get people behind an organisation's strategic goals.

2. Law firms are known for being conservative. How have you pushed boundaries, and what has been your biggest challenge at Clyde & Co?

Law firms’ cautious nature can be a strength; it brings rigour and thoughtfulness to decisions. In a world that sometimes prizes speed for its own sake, I think there’s real value in careful consideration, especially amid geopolitical complexity and rapid technological disruption where it is easy to make a misstep. Caution and speed needn’t be mutually exclusive if you have the right data, insights and critical thinking.

That said, the industry as a whole has professionalised significantly. Firms today operate more like global consultancies, with an opportunity to provide insight far beyond technical legal analysis. One area I’ve pushed hard is encouraging our lawyers to step into that broader advisory role — giving context on the political, economic and commercial forces shaping clients’ decisions.

Helping partners build the confidence to offer this perspective has been a challenge, but a rewarding one. When lawyers find their voice on wider issues, they add enormous value, strengthen client relationships, and can really elevate the firm’s brand. Seeing our lawyers commenting in top-tier publications will never get boring.

3. What role does corporate affairs play in shaping business strategy rather than simply communicating it?

Corporate affairs can do its best work when involved early. We can bring our reputational intelligence and stakeholder insight to bear to help leaders consider the pitfalls and advantages of taking various paths.

You have to earn you place “in the room”, but it is fundamental to the success of senior comms people that you do that. Once there, demonstrate your understanding of the business and help leaders work through how decisions will land with clients, colleagues, regulators and the wider market. We don’t have all the answers, but we are well placed to ask questions and challenge assumptions.

It’s never about blocking; it’s about enabling. Effective storytelling, thoughtful messaging and scenario planning can make all the difference by building trust and preparing the ground for major change. I see so many examples where this enabling work clearly hasn’t happened.

4. What makes for a successful and happy comms team?

Comms people thrive in environments that are fast‑moving, collaborative and intellectually stimulating. I try to create a culture where the team is close to decision‑making, has access to senior people, understands the firm’s strategic priorities, and feels empowered to contribute ideas.

When people feel trusted, informed and energised, great outcomes follow. And I’ve learnt through my career how far a simple ‘thank you’ will go. In communications we are often “people people”, and I think it’s often the small gestures that matter most to us.

5. Rising through the ranks in a law firm is impressive. How did you make it happen?

Law firms are wonderfully complex ecosystems, and that complexity drew me in and has been endlessly fascinating. From day one, I have put time into understanding how the business works, meeting people across practices and regions (ideally face to face), and identifying where communications can unlock value.

My early agency experience taught me to treat colleagues like clients - to be helpful, solutions‑focused and commercially minded. “No” is rarely productive; “here are some ways we can help” usually is.

I was also given some excellent advice early in my career: focus on excelling at the job you’re in, and the next opportunity will find you. I’ve tried to live by that, aiming to exceed expectations, deliver consistently excellent work, and remain commercially focused. Over time, that approach earned trust and opened doors.

6. How does the pace differ between agency and in‑house comms?

Agency life is unmatched for building versatility, creativity and operating at pace. You’re constantly thinking about how to add value to clients, and that intensity drives rapid development. The pitch process also forces clarity, creativity and strong presentation skills.

In‑house, the pace is different - less frenetic, but more strategic. You have deeper access to leaders, data and organisational insight, which allows for long‑term influence and more thoughtfully crafted work.

I try to combine the best of both worlds. I like to run “agency‑style” ideas sessions for my team to keep thinking fresh and avoid autopilot. Communications should feel energising and creative, not purely operational.

7. What stands out as your most memorable work moment?

Supporting senior leaders during live broadcast interviews is hard to beat. There’s a unique blend of preparation, pressure and quick decision making - whether it’s supporting late night interviews on the BBC at Broadcasting House or working from roof terraces while at major industry events, I love it.

Those moments bring together everything I love about communications: shaping messages, anticipating curveballs, coaching leaders to stay calm and authoritative, and engaging directly with major news stories as they unfold. It’s high‑stakes and sometimes high pressure, but incredibly rewarding.

8. What or who inspires you?

I’m most inspired by stories of people and teams who outperform expectations - not necessarily because they are the most talented or best resourced, but because they show resilience, belief and an absolute refusal to give up. Much of that comes from my love of sport.

That’s why I fell in love with Wimbledon Football Club as a kid. They were the ultimate underdogs: unfashionable, frequently underestimated, and constantly overcoming the odds. They proved time and again that culture, grit and collective spirit can be just as powerful as individual brilliance. Their reincarnation as AFC Wimbledon is a reminder that organisations can achieve remarkable things when they believe in themselves and have a common purpose.

9. If you hadn’t worked in comms, what would your plan B have been?

I’ve always enjoyed cooking and briefly considered professional training. Ultimately, the lifestyle didn’t appeal - working when everyone else was having fun - but I will happily spend hours pottering away in the kitchen. It’s creative and life affirming.

10. Do you have any hidden talents?

I love music and often end up on percussion or backing vocals when playing with more musically talented friends - usually on the cajón (a box-shaped drum you sit on), which is great fun and easier than it looks.

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