Welcome to another edition of Fast Five - our fortnightly series where we ask Victoria’s most influential and exceptional business leaders five questions to get a glimpse behind-the-scenes of Australia’s most vital and challenging operations.

In our first edition of 2022 we spoke to Sean Sammon, the founding principal of York Park Group, an advisory firm offering research, reputation management, political counsel, public policy, strategic communications, campaigns and stakeholder management.

Sean served as a political adviser to three federal ministers and has more than a decade’s experience providing political counsel and strategic communications. He outlines how a detailed approach to understanding and managing client’s needs can deliver legislative and policy change, community sentiment shifts and successful advocacy campaigns.

#1: Given York Park Group was started during COVID-19, how has the pandemic shaped your approach to business and public relations?

The pandemic has highlighted the importance of structure, communication and clarity in how we service our clients and operate York Park Group.

Structure is about the process; from client-service processes designed to match our client’s needs, to internal processes that are objective-based, removing unnecessary internal meetings and not overcomplicating things. As a boutique firm, we are structured for flexibility.

Communication is straightforward; our first method of communication internally or with clients is to pick up the phone. Our working day has become more dominated by digital channels than ever - taking every opportunity we can to be better connected is vital. This engenders clarity, which is a result of understanding our client’s objectives and structuring our scope of work around them.

#2: What are some ways in which an entity can enhance its reputation or grow its network and what opportunities can this deliver?

A company with a strong reputation is trusted and authentic. York Park Group measures trust and authenticity against six reputation drivers: well run and managed, product and services, employee and supplier relations, customer focus, social responsibility, and financially stable and profitable.

A strong reputation is an asset that enhances your products, services, relationships and ability to communicate. The result of this is commercial returns and opportunities for growth or diversification. Trust and authenticity are the foundation of organisational success.

#3: How has COVID-19 impacted the relationship between business and government and how may that relationship continue to evolve as we move through the different phases of the pandemic?

COVID-19 has amplified the strengths and the tensions in the public and private relationship. This is most obvious in the economic ideologies of decision makers regarding the best levers to rebuild Victoria’s economy, as compared to the realities of running a business.

This year is about more individual responsibility and fewer mandates from government. For this to work, governments need a consultative and transparent approach and businesses need to understand the multiple pressures being placed on government. When it comes to advocacy, compromise is the way to reach the best outcome.

#4: How important is it for business to understand the political landscape and open a strong line of communication with key decision makers to promote change at a policy level?

Extremely important. Both 2020 and 2021 demonstrated how important it was for government and business to work together. Businesses that had invested in political and bureaucratic relationships before the pandemic were at a distinct advantage.

The best public policy results are delivered through well-thought-out, robust and respectful conversations (not through the media). The way to do that is to build strong relationships with government with a clear objective and consistent engagement.

#5: What business sectors or trends do you see shaping our longer-term future, particularly beyond COVID-19 and towards issues such as net zero by 2050?

From a broader public policy and sustainability perspective, I see 2022 as the year the electric vehicle will start to be adopted by Australians as the future of transport. As a result, we will understand more about the integration of our electricity networks and how distribution networks, solar generation, battery storage and vehicles can all work together, leading to increased personal control of our electricity generation, distribution and consumption.

More broadly, I think we will continue with the evolution of hybrid work and a shift in focus from what is good for ‘me’ to what is the best way of working for the outcome of my job, be that client service, product development or public service. The hybrid model that is evolving is still very much focused on the benefits of not working in an office, as opposed to creating a model that delivers the best service.