As Managing Director of TRACCS Bahrain, Irene Karamitsou leads one of the region’s most influential communication firms. Her career covers the changing industry landscape in the GCC. She has seen how the industry has evolved from a simple support role to a key player in shaping boardroom strategy and driving business change. Under her guidance, TRACCS is upholding its 28-year tradition of agility while adapting to the growing importance of digital narratives and the challenges of a nonstop information environment.
In this exclusive Q&A, Irene discusses with Gulf Insider the current needs of reputation management, the balance between efficiency driven by AI and leadership centred on people, and why genuine connections are still the most valuable asset in a busy digital world.
You’ve been in Communications and marketing for a while now. What’s the biggest change you’ve witnessed in the industry since you started, and what surprised you about that shift?
When I first started out in the industry, communications was often viewed as a support function responsible for the flow of information between brands and their audience. Today, communications is a strategic driver of business transformation, influencing boardroom decisions, investor confidence, and long-term brand value. We as communicators are in a unique position to shape discussions and guide how organisations present themselves in critical and opportune moments.
Another significant change has been the shift from brand-led communications to audience-driven conversations. Earlier, brands largely controlled the narrative. Today, that power has shifted to audiences as they shape dialogue and influence perceptions in real time – all with a smartphone. Social platforms, creators, and online communities have taken on the role of publishers, critics, advocates and commentators.
These shifts have definitely transformed the role of communicators from ‘storytellers’ to data interpreters, community builders, issue spotters, and reputation guardians in a 24/7 ecosystem. They have made the work more dynamic and more integral to business success. Having a strong communications capability has become a competitive advantage.
If you were building TRACCS today, what would you prioritise based on how the industry has evolved?
Since its inception 28 years ago, TRACCS has consistently been at the forefront of change and has championed transformation across the communications industry. The company has always been deeply agile and has succeeded in pre-empting – or very quickly adapting to – shifting industry trends, market dynamics, tech advancements and audience expectations.
However, knowing what I know now and seeing where the industry is heading, there are some strategic opportunities we should definitely amplify, such as deepening our insights and intelligence capabilities and accelerating AI‑enabled workflows and knowledge.
How has your approach to leadership and team building evolved? What do you look for in Communications professionals now that might be different from what you valued earlier in your career?
I am by nature a very people-focused individual. I recognised from early on that the quality of our work is a reflection of the quality of our people, their well-being, and the environment we create for them. Leadership for me is very human-centric, and today my efforts are a lot more intentional in empowering people, maintaining open channels of communication, celebrating talent and ensuring people feel seen and valued.
What I value in Communications professionals today goes beyond the technical fundamentals. Our industry has changed, and with it, the soft qualities that make someone exceptional. I value curiosity and a growth mindset. I value people who demonstrate empathy and emotional sensitivity, people who are resilient and can pivot quickly, and people who can collaborate harmoniously and elevate others.
AI tools are everywhere now. How is your team actually using them, and where do you draw the line on what AI can and can’t do in Communications work?
At TRACCS, we believe that people, not platforms, are the driving force of creativity, strategy, and communication. GenAI tools are here to assist, but they cannot replace human reasoning, cultural nuance, or creative judgment. Every team member remains accountable for the work they produce, and human oversight is mandated.
We have a very stringent internal policy in place, which ensures that every team member understands how to use GenAI in a manner that aligns with our values and responsibilities. It ensures responsible, innovative, and ethical use of the technology across the organisation and is intended to empower teams while ensuring data protection, content integrity, and human oversight.
AI is helping us work smarter and faster, but at the end of the day, it is our people who continue to ensure the standard stays high and the work stays exceptional.
What are some of the biggest misconceptions about Communications that you still see in the region, particularly as the industry evolves?
The GCC market has matured tremendously, and clients increasingly understand the strategic value of communications.
However, one misconception we still encounter is the belief that Communications is primarily about visibility: getting coverage, announcements, or campaigns out quickly. But in reality, communications is about shaping long-term perception, anticipating issues, and building trust with audiences who expect transparency and authenticity.
Another area where mindsets are still evolving is that technology alone cannot solve reputation challenges. Digital tools enhance reach, but trust is built through consistency, credibility, and sustained engagement.
As the industry evolves, our role at TRACCS is to help organisations transition from tactical visibility to strategic reputation management underpinned by foresight and innovation.
Do you see a lot of scepticism towards influencer marketing and sponsored content? Does it affect credibility or your trust-building efforts in any way?
I wouldn’t say there’s scepticism. We are seeing a far more mature market where influencer relations and sponsored content are intentionally integrated into broader communication and marketing strategies. When influencer partnerships are transparent and sponsored content is distributed smartly, both can work to enhance credibility. Each serves a distinct purpose, and when done well, they complement our trust-building efforts rather than challenge them.
Everyone talks about digital taking over, but where does offline communication still hold real power? Are there specific sectors or situations where traditional Communications tactics still outperform digital?
I don’t think it’s a matter of offline versus online. The strongest strategies combine both, and when they work in tandem, they deliver the reach and credibility that communications demands.
Offline Communications still hold real influence, especially in building credibility, trust, and human connection. Traditional tactics like media briefings, executive profiling, stakeholder events, and community engagement continue to play an integral role when relationships drive decisions.
Offline Communications is also essential during critical moments such as crises, major announcements, or situations that require direct dialogue. In such cases, face‑to‑face interaction can shape perception in ways digital alone cannot.
The region is navigating an increasingly volatile geopolitical environment. For organisations operating in the Gulf, the line between staying visible and staying silent has never been harder to read. What advice would you give communications leaders on how to manage their organisation’s voice, protect their reputation, and maintain stakeholder trust during periods of heightened regional uncertainty?
In times of heightened uncertainty, the decision of whether to be vocal or stay silent should be a strategic choice, not a reactive response. Every communications decision should be anchored in clear values and should be intentional and consistent. In volatile situations, stakeholders are often looking for reassurance and clarity. Communications that focus on employee safety, operational stability, customer impact, and reaffirming commitments build far more trust than commentary without purpose.
It is also critical that organisations prioritise internal alignment. Employees should be the first and most important stakeholders in times of crisis. If people inside the organisation feel informed, supported, and cared for, they become a stabilising force. External messaging should never outpace internal communication.
Lastly, preparedness is everything. Communications leaders should invest in scenario planning and rapid governance mechanisms well before a crisis peaks. The organisations that protect their reputation are those that can act quickly and wisely.
Ultimately, trust is built not by saying more but by saying the right thing, at the right time, in the right tone- and standing by it. In uncertain times, credibility is the strongest currency a brand can hold.
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