From Opera to IR: Rachel Morrison on Curiosity, Collaboration and AI Adoption

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Key Takeaways From Rachel Morrison

• AI in investor relations should improve efficiency - not replace human judgment. AI can help IR teams save time, organize investor feedback and improve earnings preparation - but human judgment still matters.
  
  
• Investor trust still depends on relationships. No matter how advanced AI becomes, investors still want confidence in leadership, clear communication and credible teams behind the company story.
  
  
• Successful AI adoption in IR requires teamwork and trust. Strong communication, collaboration and a willingness to learn are critical as more IR teams introduce AI into their workflows.

How Are Investor Relations Teams Using AI Today?

AI is becoming a bigger part of IR workflows, especially during earnings preparation and investor research.

Rachel shared that Eaton’s IR team uses Microsoft Copilot to record meetings, summarize conversations and organize investor feedback. Instead of manually reviewing pages of notes each quarter, the team can quickly identify key themes, investor concerns and follow-up actions.

The team also developed an internal AI-supported tool called “IR Partner” to securely manage and retrieve investor information more efficiently.

For modern IR teams, AI is helping reduce manual work (for example, features such as Market Intelligence) so they can spend more time focused on investor communication, strategy and relationship building.

It’s a good example of how AI is becoming less about experimentation and more about practical workflow improvement.

Why Are Companies Building Internal AI Tools for Investor Relations?

Security and compliance remain major concerns around AI adoption, especially for large enterprise organizations.

Rachel explained that Eaton could not fully rely on public AI tools because parts of the business work with sensitive information and defense-related contracts. Sharing that information externally could create legal and security risks.

Instead, the team focused on building internal AI workflows that allow them to improve efficiency while keeping company and investor information protected.

That challenge is becoming more common across investor relations and finance teams. Organizations want the speed and efficiency AI can provide, but they also need greater control over data security, compliance and governance.

As AI adoption in IR continues to grow, companies will need to balance innovation with trust and protection of sensitive information.

Why Are Some Investor Relations Teams Hesitant About AI?

One of the more interesting parts of the conversation was Rachel’s perspective on why some professionals still hesitate to adopt AI tools.

According to Rachel, most resistance is not necessarily about fear of losing jobs. In many cases, people simply do not understand how to use the technology yet or feel too busy to learn new systems and workflows.

She explained that some employees quickly see the benefits of AI because it helps them work faster and process information more efficiently. Others are still adjusting to the changes AI introduces into their daily routines.

That learning curve is something many IR teams are experiencing right now.

Successful AI adoption often comes down to education, collaboration and helping teams feel comfortable experimenting with new tools instead of fearing them.

Will AI Replace Investor Relations Professionals?

Rachel does not believe AI will replace IR pros - but she does believe it will change how IR teams work.

She shared that AI can help teams uncover new insights, surface better questions and improve preparation for investor meetings and earnings calls.

In some cases, AI even introduces new ideas, or discussion points that teams may not have considered on their own.

But despite those benefits, Rachel believes the core of investor relations remains the same: relationships, communication and trust.

Why Human Relationships Still Matter in Investor Relations

Rachel described IR as “a PR job with a finance element” because so much of the role still depends on communication, credibility and relationship-building.

Even as AI tools help teams move faster, investors still want real conversations and leadership teams they trust behind the numbers.

That matters even more during uncertainty or change. Investors want transparency. They want confidence. And they want to trust the people communicating the company’s story.

AI can help summarize data and improve workflows, but it cannot replace empathy, judgment or long-term relationship-building.

Career Advice for Future Investor Relations Leaders

Rachel’s career path is also a reminder that strong communication skills can open unexpected opportunities.

Before working in IR, she studied vocal performance, toured Europe performing opera and later worked in nonprofit arts administration and marketing.

Those experiences helped shape her approach to storytelling, leadership and communication in IR.

One of the most valuable lessons she shared was that people should not disqualify themselves from opportunities simply because they have not held a specific title before.

Transferable skills matter.

Communication, adaptability, organization and relationship-building are often just as valuable as direct industry experience - especially in a field like investor relations, where trust and communication are central to success.

As IR continues evolving alongside AI and new technologies, those human skills may become even more important in the years ahead.

Behind the Storyteller: A Notified Podcast - Episode 5 Transcript (Rachel Morrison)

Allen Murphy: Hello and welcome to Behind the Storyteller, a Notified podcast. My name is Allen Murphy, and this is the series where we take, professionals from the worlds of IR and PR or the corporate storytellers, and we give them the mic so that they can share their stories. I'm in the studio here with my co-host, Caroline Cullinan.

Caroline Cullinan: Hi, everyone. Allen Murphy and Pat O’Rourke.

Pat O’Rourke: Hey there. And today we are joined virtually with our guest, Rachel Morrison. Rachel. Hello.

Rachel Morrison: Hi. Everybody.

Allen Murphy: And as I just said, you're obviously not in the studio with us today. Where are you today?

Rachel Morrison: I'm in Cleveland, Ohio. Beachwood. So, a little bit outside of Cleveland, but Cleveland is is our mailing address.

Allen Murphy: And that's where you and Pat met, right.

Pat O’Rourke: That's, well, we met virtually, but yes, I actually originally, I got to go to Cleveland, a few months ago and got to hang out with Rachel in person. It was great.

Allen Murphy: And he came back very excited. He's like, I have a new podcast guest. Trust me, she's going to be a blast.

Pat O’Rourke: Absolutely. I told her when we were when we were at the cafe at, at their, their corporate headquarters came back, emailed Allen was like, got a guest. We have to get her on the show. So, I'm glad that we're getting to do this.

Allen Murphy: So, Rachel, obviously Pat knows you, but maybe not all of our listeners do. Can you tell us a little bit about yourself? You know what? You know, your role within the industry or maybe your background, whatever you feel like chatting about today?

Rachel Morrison: Yeah, sure, sure. So, I'll give you, like, the elevator speech first. So, I'm the administrator for the Department of Investor Relations at Eaton Corporation in Cleveland, Ohio. I've been with the company for ten years. I started as the executive assistant to the chief operating officer. In our industrial sector. We have two different sectors, an industrial and an electrical. It's about 70, 30 electrical to industrial. So, we do, one of the biggest things that I was told when I first started was, we make things that go into other things that make power. That's kind of my background. Here. And then, as I was telling Pat before, I actually have a degree in music, I have a degree in vocal performance. So, for my college career, I did opera performance. I toured all over, you know, Europe with choirs and then did my master's in nonprofit arts administration. And that's when I started really getting into, like, the business side of things and growing, growing different audience spaces and doing marketing for different companies in the area. And then I did my internship at the Museum of Natural History, Cleveland Museum of Natural History with the Corporate Development program. So basically, helped them get their corporate partnerships program off the ground with all of the marketing materials and basically creating pamphlets and mailers and like how to create a very, like, it's hard to say, like a tangible thing that somebody could take with them. And they, you know, you've had an Apple product, right? When you open it, you get like all of like the individual packaging things and you like taking all of the things.

Allen Murphy: Yeah, it's a whole experience.

Rachel Morrison: It's a whole experience. So it was about creating that experience. Like if somebody gets this like it looks like an invite to something very important. I went and worked at a music school for four years and I kind of helped them. This was after my master's program. I grew their student base from around 400 kids to 800. And then I helped them also create their online platform while working with the company in India. To basically collaborate and integrate all of their payment processes and scheduling and teacher scheduling and combining, you know, when teachers need off and how to reschedule students and giving parents an access to just be able to change their payment. Because that was all just manual paperwork that the school was doing to that point. But I met with one of my friends who happened to be in HR working at Eaton Corporation. He and I had sung together. We went on choir tours, and he was in the same kind of position where he had a job but also could sing on the side. And I was like, you know, that that sounds like something I might like. And he's like, why don't you just come, come check out even just come have lunch with me one day, come see the building. And from that point I was like, yep, that's where I want to work. And he wasn't able to hire me originally. So, it took like six months of just back and forth. And he wanted to hire me within his department, which was like an administrative centre of excellence, where I would be one of ten or so admin supporting multiple functions across the company. And I was on LinkedIn one night and I was still kind of like, not feeling great about where I was in my career, how much money I was making, and I knew I could do more, you know, if I had more run room, I guess. And I saw job posting and it was like, hey, we're looking for an executive admin, for chief operating officer. And I'm like, well, I've never assisted anyone. I've never done the job right, but I've done all these other things that have kind of led me to this point. And so, I applied and I, I set up a text message from like, hey, I know you wanted to hire me, but I applied for two jobs at Eaton tonight, and he's like, send me a screenshot. I sent him a screenshot and he immediately calls me. He's like, do you realize what you've done? Like, I, I and so he told me about the guy would be quote unquote working for. And he was such a huge impact to the company itself and all his extracurricular things that he had going on. He just had such a presence that I learned so much. I learned everything I knew about the company, everything I know about my job. I learned because of his guidance and his leadership. So, it was a very, it was hard, but it was worth it. Let's just put it that way.

Allen Murphy: Yeah. I have to imagine a position like that is like, like a crash course at any organization. You're going to be really, really high pressure and a lot of responsibility and probably working all weird hours and everything. And if you make it through that, then you're going to come out the other side so well informed about the organization, its workings, and you're in a position to kind of do whatever you want at that point.

Rachel Morrison: Right?

Allen Murphy: I can see why Pat wanted to bring you up because you've done so much. I mean, this could be like a three-hour long episode if we wanted it to be. Okay.

Pat O’Rourke: The opera, the musical background, the opera singing, the traveling. Like when you told me that story or when you were telling me that when we were having, you know, coffee. It was like, it is mind blowing because you never know someone's background on what they've done or the things that they've done. And so, you start talking to them. Yeah. And it was just it was such an amazing like eye opening experience because we only had a working relationship at that point. We had this one very specific relationship and getting trained so much. And just as another quick aside, and I think I mentioned this while we were while we were chatting in Cleveland, it's and we had this conversation with the with a different podcast guest. It's amazing that people take a look at job listings and go, I've never done this title. Like, I've never been in this role before, so I shouldn't apply for it. It doesn't. It's not me. But you broke it down exactly like the way that we should be thinking about it. I've done this, I've done this, I've done this, and these are all the things. These are the major pieces. These are what they're looking for, the requirements that they're looking for. The only thing I'm missing is the actual job title in my history. So, taking that and being able to go this makes sense. This is something that I should apply for. And taking that leap by you doing that, you changed the course of where your life was going at that point where had you said, you know what, I've never been and you know, executive administrator, I'm not going to apply for this. You are in a whole different you know, obviously you wouldn't be in the spot at Eaton. You wouldn't be in this role, and you don't know where you'd be at that point. It's like a whole, like sliding doors kind of, feeling to it.

Rachel Morrison: That’s a parallel universe, I'm glad I'm in this timeline sometimes. Exactly. Outside of here I’m not I'm not sure about the timeline, but inside I’m great.

Allen Murphy: You know, I think this might be a good segue for us because, you know, we wanted to get to know you, your background, kind of how you got to where you are today. And, you know, now that we've established our character for today's story, let's talk a little bit about some sort of a conflict that you've faced, you know, in your role, you know, you know, whether it's a whether it's your current role or something in the past. But we'd like to hear a little bit about, let's do a bit of a deep dive on some sort of struggle or something, from which the audiences that are watching or listening to us might be able to learn from.

Rachel Morrison: So, I think, I think now like one of one of the biggest, and most urgent struggles we're, we're finding is AI, right?

Allen Murphy: Yes.

Rachel Morrison: It’s topical. Essentially, we were charged internally recently within the last six months to basically have a, a very high dollar amount of cost out related to AI. And because our team is so small, our boss signed us up for it. They were like, our team can do it. And so, we were thinking of ways to increase our efficiency, to increase our output in research and preparing people. So, essentially when we when it comes to earnings, which we also got recently told that from an outside consultant that we're the best, in the amount of amount of reporting and amount of, prep work that we do for our bosses. So, for our CEO, CFO, we have white papers, we have, questions that we put together. We go through each quarter and we say, what are the top, top ten, top 25 questions that all that we're hearing from all of our main investors. And so, we keep track of that. And so, over the last year we have started using tools like Copilot to record conversations. So, every meeting we set, we have a Copilot feature that records the conversation. We then go in and we set say, hey, give me a key summary that goes along with this list out all the people that were in the meeting. So, we have, you know, who's in the meeting, what are the metrics? What did they say? How can we like what are the action items that we should get from this? And then we create all these backup materials as we go into earnings meetings and things like that. So, this AI project, was essentially to work with our internal IT teams to develop a, a Copilot add-in that allows us to capture the information that we're keeping in our files, our digital files, to start doing that. So all of these manual processes that we had been doing quarter over quarter by saying like, all right, I have to go out to the call notes and I have to read through all of them, and I have to, like, see if I can come up with like, themes from these calls. It's a lot of manual work and a lot of manual thought, too, like, it's not that we shouldn't be thinking of these things. It's just like, do we need to spend 4, 5 to 10 hours coming up with a 13-page document that may or may not be used? Oh no, I think that's a bad use of our time. But we should just be talking to investors and, you know, strategizing a new way to reach target people. So anyway, we took this upon our team. We're very, very small. And we developed this thing called the IR partner. And it's essentially a Copilot add on, add in, where we also had to reformat the way that we had been saving things. So, we had to basically go into our files, rename everything to get everything aligned so that the process would work. And so, it was just like it was a lot of testing going back and figuring out like, what's not working, why isn't it capturing this information? What are we not asking the questions correctly? So, it's kind of like a library science exercise while also adding a digital component while also, then reporting back. So like just recently in our recent town hall, our, my coworker Molly, who really took the charge in like leading these weekly meetings with this IR team or an IT team that's in India, to build this thing. Anyway, she presented to the entire finance town hall, which was like 1200 people across the organization that all work in finance to say, hey, IR is doing it. It's working. We're only in stage 1 or 2 at this point, but we are able to create these smaller documents that like, say, like these are the key things that we've heard from our investors over the quarter. Tell me, like, I can go in and just ask the ask the partner, what did we say relating to Q3 margins on our call? And it will just pull it, which is great. So, it's again like it's an internal thing. So, I guess one of the biggest challenges was you can do that through a third-party system. You can do that by using like an Alpha Sense or Q4 or something like that. But you have to also have contracts. We also have, defense contracts internally with like our aerospace department and our filtration. So, there are certain rules and regulations to where we can't share that information, or even if we had a contract, if for some reason there was a breach in their security, that's why we don't use ChatGPT is because it's all out there. Like we can't utilize the tools that are available without getting into a little bit of a legal debate. So, we had to have something internal that we could use. Yeah, to help with that. So, I think that's, that's like one of the biggest and it's an ongoing challenge. Right. So, it's a matter of like as we get new people in, I am training them to put the information in correctly, to capture the correct information that we need to get the information out.

Allen Murphy: So, with that in mind, then with, you know, this initiative to incorporate AI, you know, within your organization in different ways, have you found there to be some resistance from people internally and their willingness to use it out of fear of it? You know, maybe, you know, coming for their job or making some of the responsible responsibilities obsolete.

Rachel Morrison: Sure. I don't I don't think like I haven't seen that internally. I, I have seen the pushback of using it simply because it's not understood. So, I think that there's, I think there's a level of, you've got people that are very quick to do it. And I feel like that's a younger generation in the workforce who are very much like, oh, if I don't have to spend an hour reading this 100 page research report, and I can just get a key summary in order to get my boss or get the information that I personally need to get out of it. Great. Like, we're not we're not out here saying like, let's, let's spend hours reading this. Where we're seeing resistance with using those tools is more, I don't know how to use it, and I don't have time in my day to learn. I mean, there was there's a guy on my own team who literally didn't even use OneDrive until he absolutely had to, like, he had to get an email was like, hey, we're deleting your files. Like you're sharing files on the computer. You now have to use OneDrive like you have to and he just didn't understand it. I was like, it looks exactly like a filing. Like it's going to look exactly the same. It's just going to be in the cloud. And he's like, I don't understand.

Pat O’Rourke: Like, but what if the clouds are gone? What if it's a sunny day? Right? Caroline and I went to a press event here in Chicago, and it was about AI usage and some of that hesitancy. And, I think there was some, some good points out to exactly to your point where there's a little bit of that resistance because people don't understand or don't know how to use, you know, and there are different reasons why somebody may have about, you know, or have their feelings about AI. But I think that there were a lot of good points that were made during that. And that was a local, you know, chapter or conversation. But exactly to your point. So, to see that now or have that conversation be part of that conversation and then speak to somebody who obviously is not in this local area and not part of that that conversation also saying some of those same things, it reinforces those pieces.

Caroline Cullinan: And yeah, I think also at that panel, a lot of the resistance was not just from people who had been in the role that they were in for a long time. But newer, younger people concern that I do that research. Right. That's the only role that I have. I but it's sort of just shifting that role around. Right? Every role is becoming just faster and, I don't know where I'm going with this, but it's a different routine for people, I guess, is what I meant.

Pat O’Rourke: Kind of refining what you're, what you are doing to then be able to change or adapt and include these tools rather than saying, okay, well, this is going to take my job completely. There's always you need that human element. You need those pieces of, of thought, rationale, emotion. Because at the end of the day these are just machines. They're not they're not rational. It's what's being programmed into it. It's what's being what the programmers are adding to it. So, adding you're having being people, having rationale, having emotion, having thought, reasoning it. It behoves you to really double down on those pieces, the humanity of it, the things that we can do that a machine can't do on its own.

Rachel Morrison: So yeah, I think that's absolutely. Well and to two points to that. So, to your point Caroline is like I feel like even if that person's in that research position and they're like that's, that's my job. That's what I do. Like I don't want to use it too much. And it's just like, well, there are times when I use Copilot to like to ask a question, and it actually gives me prompts of like things that I wouldn't have even at, like thought to ask. Like, these are more in-depth things that I'm like, oh yeah, I would like to know that. And so I'll click the prompt and then I'll, I'll learn more about a topic that I, I wasn't even thinking of at that point. So for me, I personally see it as a way to get more information, to be more informed so that I can be better at my job than thinking of it as a way to eliminate my position, because again, the second point is in our careers as PR people, as IR people, I think personally like IR is just a PR job with a finance element. The honestly like, that's it. So, it comes down to relationships. It comes down to building trust with people. It comes down to being transparent and being able to do the things that you say you're going to do, and that people can say, I like that guy. I'm going to buy that. Yeah, because again, IR is PR with a financial element, but it's a sales job. It comes down to being able to sell yourself, to sell your company and, you know, to sell a story essentially. Like we have financial metrics that support our story. But at the end of the day, like, you know, Eaton’s, Eaton's doing things that like, people are like, are you sure? Like and because we built that trust because we have that, already. Because there is that human element, right? That like, you have to have a face that goes along with that. Otherwise, I don't I don't think that humans will ever stop questioning what somebody says. Right. I think there's curiosity. There's, the general reluctance to just believe someone at face value. And if a computer goes and says, like, hey, you should do this. Like what? Right? Where's the trust? Where is the human element that says like, yes, this is why I should put forth my capital to you? Whether that's, you know, your time, attention, money, talent. Like, why should I do that? And I think we're always going to need that human element.

Allen Murphy: And that that actually might be a really good segue into our last section here. You know, with, everything that we've been talking about, for the listeners or viewers, if they're watching this on YouTube, if you had like, you know, one key takeaway for them to walk away with from your experiences and your role and, everything that you were talking about with the adoption of AI at Eaton, what do you think that one key takeaway should be for them?

Rachel Morrison: You know, I think I think a lot of times in my career, whether that's been at Eaton or wherever else, I feel like the relationships that I built, go, go beyond the work we're doing. And I think it's with that, it makes me invested in what I'm doing. It makes me feel good about the contributions that I'm making, whether it's at a nonprofit or volunteering or in my workspace. And I also feel like because, like my team has developed such a tight knit, like family dynamic, like we're not all just like allowing each other to get passes, like we are all very accountable for the work that we do because we love each other in a way that's like we want each other to succeed, we want the company to succeed. And I feel like when we look at business in general, so many times you get like you get people that do the back channelling, you get people that are like jockeying for position or use their ego in a way that's like, hey, I need to be the best, and I need everybody to know that I'm the best. And it's like, well, you're only the best when you lift up others with you. And when you're a leader, people are like, somebody said something yesterday that like the key to leadership is, is not when, especially not when somebody believes you or when somebody trusts you, but when somebody is just curious, like somebody that just wants to see if you're right. Like, that's when you know that you're leading people, you're giving your, your full effort. When people trust you and they're willing to go with you. So, I feel like, my key takeaway in all of my career, and especially at Eaton, has been like the teamwork that goes into creating what we do, whether that's the written content or the online content or a press release or going out and doing a customer visit. I think it all comes down to the relationships we're building and the willingness to lift up others, so that everyone is seen instead of just the person that, like, is at the top.

Allen Murphy: Yeah. Totally agreed. Like with my team at work. And I'm not just saying this because I'm sure you're going to be watching this episode. I would say this candidly as well. But, you know, on the on the marketing team at Notified, I work with, you know, a handful of people that I talk to on a daily basis and there very much is that sense of we all have the same collective goal of doing well as a group, as a collective. And my work influences theirs and their work and influences mine and everything like that. And so, we we've built that sense of trust, and we support each other, we elevate each other and we hold each other accountable for things. Sometimes that might mean getting a little frustrated with someone when you know, they're trying to push you to do your job better. But when that sense of trust has been established, where I know that it's coming from a good place, it's not them trying to, you know, frustrate me or anything. It's them trying to make sure that I'm doing as best as I can so that we all look like, you know, so that we're all collectively delivering the best quality, products, you know, whatever it is that we're doing as possible. I think that's very important.

Rachel Morrison: I think your standards are up here, that my standards should be up here right.

Allen Murphy: Exactly.

Rachel Morrison: Like, what is your goal? What do you want to achieve? How am I going to support that for you? Like how best can we support each other? And I think it's all a matter of just like constant communication and that trust that you build in order to be able to have those hard conversations without feeling like scared to put forth a new idea or, belittled some way by like, you know, somebody says your idea sucks.

Caroline Cullinan: Or asking for help.

Allen Murphy: Yeah.

Caroline Cullinan: Asking for help. If you need if you need help from someone, it's not going to be met with like, oh my God, you don't know what you're doing it. You don’t know what? You're okay, I'll help you.

Pat O’Rourke: I mean, that's all, so anytime you ask me a question, that's my response usually.

Allen Murphy: Yeah. What? What? You don't know this?

Pat O’Rourke: I was going to say it's even across teams like Caroline and I are both on the sales side but on different teams. But, you know, we work together in the same office where, you know, asking questions, where we're helping each other out. And it's that same point to push each other to be better, because what's the old saying? A rising tide raises all ships. We all want to be the best. We all want to do. Well, we all want to, to achieve these goals. So, putting that effort in, making sure that, you know, we're answering questions where we're asking for help, we're working with each other regardless of what team we're on. Makes one the environment just that much better. Because who wants to be in a, in a work environment where you're like, I'm scared to ask a question, I can't ask a question. And then to be able to get responses to get that help and get that support, you know, it just makes you feel better on the on the flip side of it, it's just like it's I can do this job now. Like I feel like I can do it because I have that support. I know I can, I know I can go to the people in the room or ask a question on teams of somebody you know, in another state or another, another coast and, and you can get an answer and be able to say, okay, we're gonna be able to do this and we can better ourselves and our team that way. So, 100%.

Rachel Morrison: And I think, I think on the receiving end, too, you also need to be able to acknowledge the vulnerability that somebody is putting forth by even asking you.

Allen Murphy: Yeah.

Rachel Morrison: That shows that they trust you enough to get that. So, I think like if you're on the receiving end, you can say you can understand that that was a very vulnerable thing for that person to even do. And so, if we just continually show each other the benefit of the doubt and just be willing to support each other and understand that vulnerability is important and should be praised, that I think, I think most corporations would get better at just being healthy., culturally.

Allen Murphy: Absolutely. Rachel, this has been fantastic I'm so glad we brought you on, and especially after you were talking about everything that you've done over the course of your career. I'm like, God, there's so many more conversations I want to have, but I know we've already been talking for a while.

Rachel Morrison: Like in between all of these, like, and this is what I did.

Allen Murphy: Well, thank you so much today. This is this has been great. And, you know, we would love to have you back sometime in the future. We really do appreciate you taking the time. Thank you so much, Rachel.

Rachel Morrison: Appreciate you guys. Well, for everyone watching or listening at home, thank you so much. For listening in. And we hope to see you at the next episode. Thank you. Take care.

About Notified

We are Notified, and your story goes here. As the only technology partner dedicated to both investor relations and public relations professionals, we help you control and amplify your corporate narrative. Our fully integrated PR and IR platforms streamline every step—whether it's reaching the right media, press release distribution, and measurement or designing new IR websites, managing investor days, earnings releases, and regulatory filings. Connecting both worlds, GlobeNewswire is one of the world's largest and most trusted newswire distribution networks, serving leading organizations for over 30 years. Together, we empower communicators to inform a better world.

Notified is an affiliate of Equiniti Group Limited (EQ) 

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