Who leads the public relations industry in Saudi Arabia?

Mohammed Alhasan, founder of Treasures Strategic Advisory, argues that the leadership of the public relations industry in Saudi Arabia is shifting from brand reach toward locally produced strategic knowledge. In a commentary published on Jul. 27, 2026, Alhasan says the Kingdom’s market maturity, the rise of government entities and giga-projects with in-house communications capabilities, and a demand for original insights have redefined what it means to lead in PR.

"A global brand is no longer enough because it no longer guarantees the transfer of knowledge," Alhasan writes, adding that "the market no longer accepts representation alone — it expects the production of knowledge."

Alhasan lays out a diagnosis of the sector that contrasts two historical roles: international agencies providing cross-market strategic knowledge, and local firms offering cultural understanding and execution. He contends this binary is breaking down as clients become more sophisticated and seek partners who can "think alongside them" rather than simply execute orders. That shift, he argues, is reducing the automatic advantage once enjoyed by international networks.

• Local capabilities: Alhasan notes that many of the capabilities once concentrated in agencies now exist inside government entities, national champions and giga-projects, fundamentally changing client–consultant dynamics.
• Knowledge production: He stresses the need for agencies to generate original insights, build repeatable methodologies and adopt measurable strategies rather than importing pre-packaged frameworks.
• Institutionalisation: A core challenge is transforming insight into institutional knowledge — building organisations that retain and transfer expertise beyond individual consultants.

He highlights structural headwinds for agencies: the migration of senior communications professionals into government and giga-projects means agencies increasingly act as training grounds, limiting accumulation of long-term advisory depth. "Many agencies still rely more heavily on individuals than systems, and on relationships more than analytical capability," Alhasan writes, pinpointing the difference between possessing local insight and converting that insight into systematic, strategic advantage.

Alhasan reframes leadership metrics for the sector. "Leadership in public relations is no longer measured by size or geographic reach. It is measured by influence at critical moments," he says, defining leadership as the capacity to participate in decision-making and to grasp "the financial, legal and political dimensions of business decisions—not only their communications implications."

Looking ahead, Alhasan forecasts a hybrid model will outcompete both legacy approaches: a Saudi-led strategic communications consultancy that marries rigorous methodologies, investment in research and analysis, deep sector expertise, and selective international partnerships. Such firms would function as knowledge-producing institutions rather than purely service-delivery agencies.

He concludes with a challenge to the market: leadership will go to those "capable of closing the gap between what is promised and what is delivered—and between what is understood locally and what can be translated effectively for the world." The implication is clear: agencies that invest in systems, measurement and institutional learning are best positioned to lead PR in Saudi Arabia’s evolving communications landscape.