“Silence Is Not Professionalism — It’s the Absence of It”: Valentina Drofa on Why Financial Brands Must Speak Up
As the end of 2025 draws near, the financial world once again finds itself navigating familiar turbulence — market corrections, political uncertainty, and an ever-growing number of legal and reputational risks that a business can run into.
One thing, however, remains constant: the need for clarity and consistency in communication. Credibility is the lifeblood of any company; the foundation of its resilience. How they talk about their work, communicate their values, and explain the impact they seek to make on their target sector can either strengthen their reputation or leave them lost in the crowd. Just one more name among countless others, not standing out in any notable way.
And nowhere is this more true than in financial markets. We sat down with Valentina Drofa, founder and CEO of Drofa Comms, an agency known for shaping the voices of leading financial and fintech companies, to discuss how financial brands can strengthen their public presence.
In an increasingly crowded landscape, what does it take for a firm to turn communication into a true strategic advantage and build lasting trust? This is what we seek to find out.
Valentina, now that we’re approaching the end of 2025, can you point out any notable changes that stood out to you in the world of financial communications over the year?
To be entirely honest, if I had to sum it up in one sentence, I would say nothing particularly groundbreaking has happened. I’ve been in the financial markets for almost 20 years at this point, and I’ve come to conclude that it’s ultimately all just one big cycle, with mistakes and crises repeating themselves again and again.
The only thing that’s changed is how fast they unfold now, amplified by the technological advancements. Fake news, AI-generated content, and targeted reputation attacks are now part of daily life. A report published some months ago pointed out that just in between April-June 2025, the number of financial scams jumped up by 340%, with many cases tracing back to fake ads and social media pages using anything from chatbots to deepfake videos.
This is clear proof that companies can’t afford to stay silent. When the digital world is flooded with so much noise, the only way to defend your reputation is to speak up. To help your audience separate what’s true and what’s not.
Properly-maintained, systematic communication efforts are no longer “nice-to-have” — it’s pretty much your risk management framework under a different name.
You say that “properly-maintained” communication is what’s needed, but what does it mean? How do you define a healthy communication strategy?
The short answer is that it means moving from reaction to action. Far too often, public relations is still viewed as a “fire extinguisher” — something you only grab for when the damage is already visible. For communication to be healthy and mature, we need a shift in perception. PR should stop being about “fixing things” and instead become about building a consistent dialogue with the market so that it can learn to trust you.
And now let’s try for a more detailed answer: a mature brand knows what it is, why it matters, and who it wants to speak to. And it does speak, regularly and meaningfully. Healthy communication functions like a steady heartbeat — it adds reliability to your public presence. Because people can look you up at any point and see that you’re there. “If they’re communicating regularly, that must mean everything is going smoothly for them,” — that’s the kind of thinking you want to inspire.
There are entire studies dedicated to tracing the link between consistency in brand communication and how it improves customer relationships. And most of them point to the same thing: that when your message remains consistent over time and different platforms, people start to recognise you, and more importantly, to believe you.
By “knowing” you, they learn to trust you — and that’s where long-term loyalty and stability for your company comes from.
Yet, despite this fundamental importance you’re pointing out, many financial firms still avoid public exposure. Why do you think that is?
Because historically speaking, the financial industry was built on secrecy — people feared publicity. And even now, that habit has yet to break. It’s the old-school belief that “no news is good news.” But the thing is, that rule no longer applies. Times have changed, and transparency is now a competitive advantage that businesses need, even if they don’t know it yet.
Then, there is also the case for some companies that keep thinking they’ll “go public” when the time is right. The problem with that thinking, of course, is that it’s hard to determine when that “right” time is. And more often than not, it ends up serving as an excuse to postpone the matter indefinitely.
Personally, I hold to the idea that there isn’t really a “perfect” moment to go public. There will always be something else to do: a new product update, acquisition of a new license, new hires for the team, and so on. It’s easy to push communications aside in favour of tasks that appear to be “more important” for the business.
My advice is to start small: talk about your product, your team, and your values. Explain why all of these things matter, what goals you pursue, how you wish to bring value to your chosen industry.
Every conversation you have with your target audience helps them piece together who you are and why you’re supposed to be worthy of their attention. That’s how you build relationships with your market in a way that will last beyond the next big hype.
“Being known” is the whole point, and silence is no longer a mark of professionalism — it’s the absence of it. If you don’t tell your story, someone else likely will — and you might not like their version. So it’s far better to do it on your own terms.
Alright, but what about the opposite end of that thought? Silence may no longer be the way to go, but if everyone starts talking at the same time, how can a brand actually stand out?
By saying something that matters. Clarity of your message is what separates “thought leadership” from “noise generation.” And the world really doesn’t need more noise.
Random bursts of self-promoting content won’t get the job done here. PR without continuity is a bit like investing in an asset once and then never checking the market again. Why would you do that? To achieve what, exactly? It just sits there doing nothing.
A strong communication strategy needs a clear and recognisable point of view — a narrative that you will support for a long time. In turn, people will come to associate that narrative with your brand.
Revolut, for example, became known over the years for its product transparency, bold style, and direct CEO statements that make the brand sound alive. Which makes sense for a company that positions itself as a challenger to traditional banking and its “stiffer” tone. This is how you hold a messaging line.
At Drofa Comms, the very first thing we ask of new clients is: “What do you want to be known for?” Because that answer shapes everything that comes next. Media strategy and main communication channels can be figured out along the way, but a brand without a story won’t amount to much.
And what if we frame it another way? If you were, for example, to advise a company on what “not to do” when it comes to communications, what would you point out?
Oh, there are plenty of mistakes that I’ve seen companies make over the years, but there are some general ones that show up almost everywhere.
The very first is the absence of a strategy. Like I already mentioned before, far too often companies think that an occasional press release and a bit of crisis communication is all they need to keep things stable and stay afloat. But that’s not an approach that works these days.
Without a thought-out system behind them, randomised temporary measures don’t lead anywhere. It’s just noise that’s easily ignored. If communication only happens occasionally, reactively, and without strategic alignment, the brand can’t maintain a rhythm or retain trust. To reiterate once again, PR should be continuous and deliberate.
Another mistake I’ve often noticed is that some companies tend to wait too long to approach top-tier media. Phrases like “we’re not ready yet” or “we don’t have anything newsworthy enough” are among some of the most damaging in PR.
There’s no one absolute moment in which you will be “ready.” You build readiness step by step by doing — by sharing ideas, insights, and use cases that demonstrate your expertise to the broader market.
But even when you start working with the media, make sure you don’t confuse “visibility” with “meaning.” Being seen by the market is not the same as being actually understood. Some companies think that more publications equal more credibility. But you can have a hundred articles and still say nothing.
Real brand building is about substance and explaining the “why” behind what you’re doing. Because when people see your name or company logo, they have to associate it with something. Otherwise, what’s the point?
Finally, there is also internal misalignment to keep in mind. It often so happens that marketing, PR, and business teams speak different languages and pursue different goals. In and of itself, this is not unusual — after all, all these departments have varied metrics and KPIs that they pursue through their activities.
And yet, if you want mature communication to happen, all these disjointed pieces of the same business need to be brought together to establish some kind of middle ground. To achieve sensible external messaging, a company needs to speak with one voice. Everyone needs to understand why communication is happening and what goals it serves, so that they can stay in sync and share relevant information accordingly across their respective channels.
Valentina, we’ve talked a lot about communication so far, but you’ve also made social and educational initiatives a part of Drofa Comms’ strategy, haven’t you? Why is that the case? What’s the importance?
The importance is that, when it comes to openly projecting your values as a company for everyone to see, actions speak louder than words.
For example, when I envisioned the project “Women Leading The Way,” it wasn’t just about gender equality, but also about a sense of community. The aim was to create a platform where women in finance could meet, talk, exchange their experiences and draw inspiration.
I’ve long kept hearing that women in this industry feel underestimated or lacking opportunities, and even though, on the whole, that hadn’t been my own personal experience, I still felt like doing something about it. So I did. And now, whenever the topic comes up again, I feel a sense of strength in the knowledge that I did something meaningful to contribute to this agenda.
This, to my mind, is what “purpose” looks like. When a company supports (or launches its own) social initiatives that empower people, it does more than build an image. It leaves a cultural footprint that goes beyond simple business value.
This, too, is a way to do PR, because you are establishing authority, trust, and a voice for yourself in the industry in a way that’s entirely separate from your products or services. In terms of thought leadership, this opens up a whole new layer.
But what does it take for a brand to start building a community around itself? Can you tell us more about that?
The most important thing is that it has to be genuine. Building a real community takes shared vision and meaningful engagement — and you can’t fake that or go only “half in,” so to speak.
A good example of this is when we helped one of our clients, B2PRIME, establish its own B2MEET project, which quickly grew to become a community in its own right. B2MEET started with a simple idea: to create a space for real dialogue among finance professionals, where people can connect and exchange ideas in a comfortable setting.
It’s a slightly different dimension of communication, compared to social or educational initiatives, but a powerful one nonetheless. And the reason it worked is because the entire thing was about a lot more than just business outreach or networking. It was envisioned as a place for a deeper level of dialogue and connection.
I have come to think that any company, sooner or later, wants to create its own “club.” A kind of circle where like-minded people can gather. And the core thing to remember here is that — once again — it has to be authentic.
If you’re just trying to do something like this to check an item off some arbitrary list, people will feel that falseness. But if you genuinely put value first? If you make the whole experience about something that holds personal meaning to you and your team? Those who think like you will come. And they will stay.
Thank you, Valentina. That was a very meaningful statement, indeed! Lastly, what advice would you give to founders entering 2026?
Don’t wait for things to be “stable” before you start your communication efforts. Build your brand’s voice now, even if it feels somewhat uncomfortable at the beginning. Some things you can only learn to be better at as you go.
And if your PR director keeps insisting that “we’re not ready for the media yet,” maybe it’s time to find someone who believes in your story. Because the plain and simple truth is: visibility isn’t a reward for a job well done. It’s part of the work you put in so that success can happen.
“Silence Is Not Professionalism — It’s the Absence of It”: Valentina Drofa on Why Financial Brands Must Speak Up
As the end of 2025 draws near, the financial world once again finds itself navigating familiar turbulence — market corrections, political uncertainty, and an ever-growing number of legal and reputational risks that a business can run into.
One thing, however, remains constant: the need for clarity and consistency in communication. Credibility is the lifeblood of any company; the foundation of its resilience. How they talk about their work, communicate their values, and explain the impact they seek to make on their target sector can either strengthen their reputation or leave them lost in the crowd. Just one more name among countless others, not standing out in any notable way.
And nowhere is this more true than in financial markets. We sat down with Valentina Drofa, founder and CEO of Drofa Comms, an agency known for shaping the voices of leading financial and fintech companies, to discuss how financial brands can strengthen their public presence.
In an increasingly crowded landscape, what does it take for a firm to turn communication into a true strategic advantage and build lasting trust? This is what we seek to find out.
Valentina, now that we’re approaching the end of 2025, can you point out any notable changes that stood out to you in the world of financial communications over the year?
To be entirely honest, if I had to sum it up in one sentence, I would say nothing particularly groundbreaking has happened. I’ve been in the financial markets for almost 20 years at this point, and I’ve come to conclude that it’s ultimately all just one big cycle, with mistakes and crises repeating themselves again and again.
The only thing that’s changed is how fast they unfold now, amplified by the technological advancements. Fake news, AI-generated content, and targeted reputation attacks are now part of daily life. A report published some months ago pointed out that just in between April-June 2025, the number of financial scams jumped up by 340%, with many cases tracing back to fake ads and social media pages using anything from chatbots to deepfake videos.
This is clear proof that companies can’t afford to stay silent. When the digital world is flooded with so much noise, the only way to defend your reputation is to speak up. To help your audience separate what’s true and what’s not.
Properly-maintained, systematic communication efforts are no longer “nice-to-have” — it’s pretty much your risk management framework under a different name.
You say that “properly-maintained” communication is what’s needed, but what does it mean? How do you define a healthy communication strategy?
The short answer is that it means moving from reaction to action. Far too often, public relations is still viewed as a “fire extinguisher” — something you only grab for when the damage is already visible. For communication to be healthy and mature, we need a shift in perception. PR should stop being about “fixing things” and instead become about building a consistent dialogue with the market so that it can learn to trust you.
And now let’s try for a more detailed answer: a mature brand knows what it is, why it matters, and who it wants to speak to. And it does speak, regularly and meaningfully. Healthy communication functions like a steady heartbeat — it adds reliability to your public presence. Because people can look you up at any point and see that you’re there. “If they’re communicating regularly, that must mean everything is going smoothly for them,” — that’s the kind of thinking you want to inspire.
There are entire studies dedicated to tracing the link between consistency in brand communication and how it improves customer relationships. And most of them point to the same thing: that when your message remains consistent over time and different platforms, people start to recognise you, and more importantly, to believe you.
By “knowing” you, they learn to trust you — and that’s where long-term loyalty and stability for your company comes from.
Yet, despite this fundamental importance you’re pointing out, many financial firms still avoid public exposure. Why do you think that is?
Because historically speaking, the financial industry was built on secrecy — people feared publicity. And even now, that habit has yet to break. It’s the old-school belief that “no news is good news.” But the thing is, that rule no longer applies. Times have changed, and transparency is now a competitive advantage that businesses need, even if they don’t know it yet.
Then, there is also the case for some companies that keep thinking they’ll “go public” when the time is right. The problem with that thinking, of course, is that it’s hard to determine when that “right” time is. And more often than not, it ends up serving as an excuse to postpone the matter indefinitely.
Personally, I hold to the idea that there isn’t really a “perfect” moment to go public. There will always be something else to do: a new product update, acquisition of a new license, new hires for the team, and so on. It’s easy to push communications aside in favour of tasks that appear to be “more important” for the business.
My advice is to start small: talk about your product, your team, and your values. Explain why all of these things matter, what goals you pursue, how you wish to bring value to your chosen industry.
Every conversation you have with your target audience helps them piece together who you are and why you’re supposed to be worthy of their attention. That’s how you build relationships with your market in a way that will last beyond the next big hype.
“Being known” is the whole point, and silence is no longer a mark of professionalism — it’s the absence of it. If you don’t tell your story, someone else likely will — and you might not like their version. So it’s far better to do it on your own terms.
Alright, but what about the opposite end of that thought? Silence may no longer be the way to go, but if everyone starts talking at the same time, how can a brand actually stand out?
By saying something that matters. Clarity of your message is what separates “thought leadership” from “noise generation.” And the world really doesn’t need more noise.
Random bursts of self-promoting content won’t get the job done here. PR without continuity is a bit like investing in an asset once and then never checking the market again. Why would you do that? To achieve what, exactly? It just sits there doing nothing.
A strong communication strategy needs a clear and recognisable point of view — a narrative that you will support for a long time. In turn, people will come to associate that narrative with your brand.
Revolut, for example, became known over the years for its product transparency, bold style, and direct CEO statements that make the brand sound alive. Which makes sense for a company that positions itself as a challenger to traditional banking and its “stiffer” tone. This is how you hold a messaging line.
At Drofa Comms, the very first thing we ask of new clients is: “What do you want to be known for?” Because that answer shapes everything that comes next. Media strategy and main communication channels can be figured out along the way, but a brand without a story won’t amount to much.
And what if we frame it another way? If you were, for example, to advise a company on what “not to do” when it comes to communications, what would you point out?
Oh, there are plenty of mistakes that I’ve seen companies make over the years, but there are some general ones that show up almost everywhere.
The very first is the absence of a strategy. Like I already mentioned before, far too often companies think that an occasional press release and a bit of crisis communication is all they need to keep things stable and stay afloat. But that’s not an approach that works these days.
Without a thought-out system behind them, randomised temporary measures don’t lead anywhere. It’s just noise that’s easily ignored. If communication only happens occasionally, reactively, and without strategic alignment, the brand can’t maintain a rhythm or retain trust. To reiterate once again, PR should be continuous and deliberate.
Another mistake I’ve often noticed is that some companies tend to wait too long to approach top-tier media. Phrases like “we’re not ready yet” or “we don’t have anything newsworthy enough” are among some of the most damaging in PR.
There’s no one absolute moment in which you will be “ready.” You build readiness step by step by doing — by sharing ideas, insights, and use cases that demonstrate your expertise to the broader market.
But even when you start working with the media, make sure you don’t confuse “visibility” with “meaning.” Being seen by the market is not the same as being actually understood. Some companies think that more publications equal more credibility. But you can have a hundred articles and still say nothing.
Real brand building is about substance and explaining the “why” behind what you’re doing. Because when people see your name or company logo, they have to associate it with something. Otherwise, what’s the point?
Finally, there is also internal misalignment to keep in mind. It often so happens that marketing, PR, and business teams speak different languages and pursue different goals. In and of itself, this is not unusual — after all, all these departments have varied metrics and KPIs that they pursue through their activities.
And yet, if you want mature communication to happen, all these disjointed pieces of the same business need to be brought together to establish some kind of middle ground. To achieve sensible external messaging, a company needs to speak with one voice. Everyone needs to understand why communication is happening and what goals it serves, so that they can stay in sync and share relevant information accordingly across their respective channels.
Valentina, we’ve talked a lot about communication so far, but you’ve also made social and educational initiatives a part of Drofa Comms’ strategy, haven’t you? Why is that the case? What’s the importance?
The importance is that, when it comes to openly projecting your values as a company for everyone to see, actions speak louder than words.
For example, when I envisioned the project “Women Leading The Way,” it wasn’t just about gender equality, but also about a sense of community. The aim was to create a platform where women in finance could meet, talk, exchange their experiences and draw inspiration.
I’ve long kept hearing that women in this industry feel underestimated or lacking opportunities, and even though, on the whole, that hadn’t been my own personal experience, I still felt like doing something about it. So I did. And now, whenever the topic comes up again, I feel a sense of strength in the knowledge that I did something meaningful to contribute to this agenda.
This, to my mind, is what “purpose” looks like. When a company supports (or launches its own) social initiatives that empower people, it does more than build an image. It leaves a cultural footprint that goes beyond simple business value.
This, too, is a way to do PR, because you are establishing authority, trust, and a voice for yourself in the industry in a way that’s entirely separate from your products or services. In terms of thought leadership, this opens up a whole new layer.
But what does it take for a brand to start building a community around itself? Can you tell us more about that?
The most important thing is that it has to be genuine. Building a real community takes shared vision and meaningful engagement — and you can’t fake that or go only “half in,” so to speak.
A good example of this is when we helped one of our clients, B2PRIME, establish its own B2MEET project, which quickly grew to become a community in its own right. B2MEET started with a simple idea: to create a space for real dialogue among finance professionals, where people can connect and exchange ideas in a comfortable setting.
It’s a slightly different dimension of communication, compared to social or educational initiatives, but a powerful one nonetheless. And the reason it worked is because the entire thing was about a lot more than just business outreach or networking. It was envisioned as a place for a deeper level of dialogue and connection.
I have come to think that any company, sooner or later, wants to create its own “club.” A kind of circle where like-minded people can gather. And the core thing to remember here is that — once again — it has to be authentic.
If you’re just trying to do something like this to check an item off some arbitrary list, people will feel that falseness. But if you genuinely put value first? If you make the whole experience about something that holds personal meaning to you and your team? Those who think like you will come. And they will stay.
Thank you, Valentina. That was a very meaningful statement, indeed! Lastly, what advice would you give to founders entering 2026?
Don’t wait for things to be “stable” before you start your communication efforts. Build your brand’s voice now, even if it feels somewhat uncomfortable at the beginning. Some things you can only learn to be better at as you go.
And if your PR director keeps insisting that “we’re not ready for the media yet,” maybe it’s time to find someone who believes in your story. Because the plain and simple truth is: visibility isn’t a reward for a job well done. It’s part of the work you put in so that success can happen.
