International PR Guru with Presidential Influence
Brian Yeung, Co-founder of Brandstorm Communications Limited
Graduated from Department of Sociology in 2010
Yeung Lap Ming, known as Brian, believes his life truly began at university. During his primary and secondary education, he felt out of place, finding the relentless focus on exams monotonous. In secondary school, he attended a reputable local school and requested his class teacher to seat him in the last row, preferring self-study to attending classes.
When applying for universities, his initial preference was the Faculty of Arts at the University of Hong Kong, with a particular interest in St John’s College, which offered single rooms. However, during the orientation, it was made clear that residents were required to keep their doors open at all times. Concerned about the stringent campus culture at HKU, he sought alternatives. An admissions talk by the Department of Sociology at the Chinese University of Hong Kong (CUHK) impressed him with its emphasis on individuality. Consequently, he revised his choice, placing CUHK as his top preference.
Even First Class Honours Can Feel Lost
At CUHK’s Department of Sociology, Brian diverges from the typical student profile. Lacking strong sentiments about Hong Kong society and showing little interest in local politics and current affairs, his passions lie in arts and culture. “The most compelling aspect of sociology,” he explains, “is its ability to inspire a range of academic fields. While minoring in Journalism and Communication, I took courses in film and cultural studies, frequently applying sociological theories. Understanding postmodernism, for example, transforms the experience of watching seemingly bizarre art films into something profoundly moving.”
Brian holds a particularly strong impression of Professor Wong Suk Ying’s class. “Unlike secondary school, which was all lectures, note-taking, and exams, her ‘Japanese Society’ course was genuinely enlightening. It covered aspects of Japanese history, such as the Edo period, which I still remember. Rather than merely citing theories, she used historical context to test and substantiate ideas. It was practical and coherent.”
During his university years, Brian spent a year in the Netherlands as an exchange student. Upon his return, he was eager to study abroad again. He applied for numerous scholarships, repeatedly requesting recommendation letters from Professor Wong Suk Ying. Despite feeling like a nuisance, he appreciated her unwavering support. “I applied for every scholarship available, even the obscure ones, and Professor Wong never hesitated to write my recommendations, no matter how tight the deadlines were. I am very grateful to her.”
Despite graduating with first-class honours, Brian failed to secure any scholarships. Each time he reached the final selection stage, he came away empty-handed. This significant setback led to a period of confusion. He explains that this confusion stemmed not from sociology but from the high expectations he had always set for himself. He couldn’t settle for just any job; his gut feeling was that he didn’t want to teach liberal studies or apply for jobs indiscriminately. Determined not to follow the conventional path, he resolved to chart his own course.
After graduation, Brian took a gap year to find his ideal job. He worked as a research assistant at the National University of Singapore and part-time for a non-profit in Shanghai. During this time, Russia was preparing for the Sochi Winter Olympics, and the local media company Marc Portal was recruiting young people for on-site experience, requiring daily articles. Finding it intriguing, he joined.
Sochi, however, was impoverished, with low wages and a boss who delayed payments. The accommodation was remote, and one night, he was taken into a police car but was eventually released. After three months, he had had enough and developed a strong aversion to Russia. Coincidentally, he secured his first long-term job and, without waiting for his salary, abruptly left. At that time, he never imagined he would visit Russia many times in the future.
Taking on Major Responsibilities at 24
At 24, Brian secured his first full-time position at The Economist. The publication was organising its inaugural global summit and required support for various tasks, including assisting two managers, inviting speakers, and managing promotions. Midway through, both managers resigned, leaving him to take on a pivotal role.
Securing high-profile speakers became the top priority. For American speakers, he adjusted to time differences, starting work at 7 a.m. and sometimes working until midnight. He was responsible for crafting persuasive pitches to attract attendees. The pressure was intense: he had a list of 40 target speakers and needed to stay abreast of all news related to them, rapidly developing compelling pitches. The experience was both exhilarating and stressful.
The most memorable achievement was successfully inviting the President of Iceland to be a speaker. He noticed the President had recently introduced a policy and highlighted that the upcoming conference would address this issue, presenting an opportunity for international support.
When seeking to invite CEOs of multinational corporations but lacking contact information, Brian employed a clever tactic. He called the corporation’s main switchboard, ostensibly to reach the CEO. Typically, he would be directed to the secretary’s email address. Brian then used that email but changed the recipient to the CEO’s name. If there was no callback, it indicated he had reached the correct person. He would follow up with the secretary, emphasising the importance of the email and insisting the CEO respond personally. These techniques ensured his invitations were taken seriously.
Brian, tasked with organising the event, ultimately succeeded. His boss was impressed, but at 24, he was deemed too young for a managerial position. Concerns were raised about his ability to host dignitaries such as heads of state or CEOs. The company subsequently created a new role for him, focusing on social media. However, after a few months, he moved to a public relations consultancy. Feeling unsuited to the role back then, he resigned after several months, entering a new period of uncertainty at 25.
Embarking on an International PR Journey
During this period, Brian rekindled his connection with Russia. The state-owned Rossiyskaya Gazeta partnered with Hong Kong’s South China Morning Post to publish a monthly special supplement Russia Beyond the Headlines, enlisting Brian as an editor. This role opened doors for him, introducing him to a network of Russians and invitations to several “media familiarisation trips.” In return, he simply had to pen an article for publication.
On his inaugural trip to Moscow, he savoured local cuisine, mingled with high-profile individuals, attended conferences, and absorbed a wealth of new knowledge. His articles found their way into various Hong Kong media outlets, and soon after, Yazhou Zhoukan provided him with a press pass for accreditation. This led to approximately 15 to 20 media trips, not just to Russia but also to Paris, Greece, and Vancouver.
This venture presented a business opportunity for Brian. Russia’s premier business school, SKOLKOVO, sought to arrange tours in Asia for their Executive MBA students. Brian organised tours for them in Shanghai, Hong Kong, Singapore, and other locations. His reputation as a “Russia expert” began to flourish. He even moderated a session at the St. Petersburg International Economic Forum, sharing the stage with ministers from various countries. The current President of Russia, Vladimir Putin, attended the forum, though not the session he hosted.
During those years, he spent half his time abroad. One morning, while having breakfast in a hotel, he felt as if he were in a dream.
Global events inevitably impacted his international work. In 2014, Western sanctions hit Russia following the Crimea incident. He distinctly recalls that on his first trip to Sochi, one US dollar was worth over 30 roubles, which later devalued to over 70 — a 100% drop. As the Russian market deteriorated, the Yidan Prize, a philanthropic foundation, approached him to join their team. This led him back to his core expertise: managing international projects and organising summits.
Their Key Performance Indicator (KPI) required securing a rock-star speaker each year who would agree to speak without a fee. Brian’s skills were instrumental once again, as he managed to invite former prime ministers through his adept pitching. At that time, Chinese wealth was increasing, and the Sino-American conflict had not yet escalated. Many foreigners sought connections with Chinese philanthropists, and he facilitated these introductions.
This skillset is somewhat related to sociology, offering a broader perspective and encouraging curiosity about different situations — a crucial trait for international public relations. Strategies effective in Hong Kong might not work in Dubai.
Brian worked at the Yidan Prize for four years, gaining valuable insights into the world of philanthropists. By 2019, as US-China relations deteriorated, he anticipated his position becoming precarious and decisively resigned to start his own PR consultancy. He already knew several family foundations needing PR services. In the first month, he secured a major client, with more following in the second month. An old acquaintance from The Economist then introduced him to a client in Dubai. Suddenly, everything seemed to come full circle.
Rethinking Internationalisation
Brian’s consultancy was founded in October 2019 during the Hong Kong unrest, which had minimal impact on his clientele. However, the prolonged pandemic delivered a severe blow. For several months, there was zero income, prompting him to question the company’s survival. Encouragement from former colleagues and classmates, in various forms, helped him endure the business downturn during the pandemic.
He had often considered relocating abroad, but after the pandemic, he was grateful to have stayed in Hong Kong. He recalled a Russian proverb: “Other lands may be beautiful, but they are not home! (хорошо там, где нас нет)” This sentiment mirrors the ancient Chinese saying by Wang Can from the Eastern Han Dynasty: “The beauty of a foreign land is still not my homeland. (他鄉信美非吾土！)” Brian noted that the imagined world is always somewhat more ideal, but the place where you live is what’s real. The harsh circumstances of the COVID-19 pandemic underscored the importance of a strong home base.
Some argue that Hong Kong’s international character has diminished in recent years, casting doubt on its ability to support international public relations. Brian counters by questioning whether internationalisation is solely defined by Western media standards. He suggests, “Sociology teaches you to detach and not take sides, allowing you to see the whole picture.” In his view, Hong Kong cannot pursue internationalisation in isolation; its historical mission is to internationalise China.
In the past, people relied on Hong Kong to understand China, but now they can go directly to China. So, what does internationalisation mean for Hong Kong today? A key aspect is that information here remains free and accessible, which is a significant asset. For instance, amid global suspicion and doubt towards China, Hong Kong can serve as a model. It is part of China but with exceptional freedoms. As someone involved in international public relations, he believes Hong Kong remains a place where he can thrive.
Book name: 《三代人》 (Three Generations)
Publisher: The Commercial Press
Publication date: July, 2024
This article was translated from the original story (in Chinese) featured in 《三代人》 (Three Generations).
