After roles at two Chicago agencies, I experienced exactly what agencies did well and what they didn't. In my last role before going independent, I was the only B2B PR person in my office, alone handling over a million dollars in billings. The organization still treated me as a line item during layoffs.

That's where Pietryla PR started.

A few of those clients came with me and I couldn't ignore the new way of working. It was 2002, and being remote was nearly unheard of. Agencies run on their own rules of engagement, scope limits, and sign-offs. The structure is built to protect the agency more than the client. On my own, I could build whatever actually worked, and I did. Those clients stuck with me and new clients eventually came along for the ride.

But the real proof of concept came when I was tapped to serve as fractional head of communications for an energy company.

I built the role, hired the support I needed and was accountable to management like any in-house leader—except I was also still supporting my other clients.

I’ve always said I’ve had one foot in the agency space and the other on the client side. Because of that, it has been tough to find one word to describe my company. Is it an agency? A consultancy? I just know I'm not selling deliverables. I'm sitting where the decisions get made.

Since 2002, my stack of services has changed many times over. I adapted when social media and SEO changed how audiences found B2B companies, and I'm doing the same now with AI.

But the model hasn't changed in twenty-four years. Nor has my accountability for results—only the tools have. If you're facing a watershed moment that needs my attention, let's talk.