Most companies interview PR agencies badly. They do the standard pitch process — three agencies, standard RFP, credentials presentation, capabilities deck, case studies. That process selects for the agency that can present the best deck, not the agency that will do the best work. By the time the client realizes the difference, they are six months into a contract.
Here is how to interview a PR agency so that the interview actually tells you something useful. These are the questions we would want asked if we were on the other side. Most agencies will not love this piece. That is fine.
Before the Interview
Be specific about what you need. The single biggest mistake clients make is hiring a PR agency without a clear definition of what they want the agency to do. "Build our brand" is not a scope. "Increase our profile" is not a scope. Specific scopes look like: land coverage in three named publications in the next 90 days; reposition the company narrative around a specific new positioning; support a product launch with specific milestones; manage crisis communications for a specific anticipated issue.
If the scope is vague, the agency response will be vague, and the agency relationship will be disappointing. Write the scope before the first call.
Know what you are paying for. PR agency pricing ranges from $5,000 to over $100,000 per month for retainer work. The range is driven by three things: the seniority of the team assigned to you, the volume of work delivered, and the strategic complexity of what you are asking for. Know which of the three is driving your budget before you interview.
Short-list based on signal, not reputation. The largest agencies are not always the best agencies for your specific need. The best agency for a consumer launch is different from the best agency for a B2B SaaS launch is different from the best agency for a regulated-industry crisis. Shortlist based on specific signal in your category.
The Questions That Actually Matter
Who will actually work on my account? This is the single most important question, and it is the question agencies are most practiced at deflecting. The pitch team is often different from the account team. The answer you want is specific names, specific seniority, specific time allocation. "We have a team of experts assigned" is not an answer. "Sarah will be your senior account director at 25% of her time, James will be your account executive at 60% of his time, and Maria will be your account coordinator at 100%" is an answer.
What did the team you are proposing actually do last year? Ask for the three accounts each named team member worked on in the last 12 months and the specific outcomes. Agencies that cannot produce this answer are proposing a team on paper that does not exist in practice.
Show me an account that didn't go well and what you did about it. This is the question that separates the agencies that will tell you the truth from the ones that will tell you what you want to hear. Every agency has accounts that did not go well. The agencies that can talk about them specifically, diagnose what went wrong, and describe what they did about it are the agencies that handle problems well. The agencies that claim every account has been a success are agencies you do not want to hire.
What is your AI policy? In 2026, every serious PR agency should have a clear answer. What AI tools do they use? What client data do they put in them? What is their disclosure standard? How do they train staff on AI use? An agency that cannot answer these questions clearly is behind the industry.
How do you measure success? The right answer depends on the work. Media coverage is measurable by volume, tier, and sentiment. Brand campaigns are measurable by reach, share of voice, and sentiment shift. Crisis communications are measurable by narrative containment. Sales-driving PR is measurable by lead volume or attributed revenue. An agency that cannot articulate specific, category-appropriate success metrics for your work is selling you activity, not outcomes.
Who is your direct point of contact if something goes wrong? The agency's escalation path matters. The senior partner you met in the pitch is often not the person who takes your call at 10 PM on a Sunday when something has broken. Know who that person is before you sign.
The Questions That Are Less Useful Than They Seem
Show me your client list. Impressive client lists sometimes reflect genuine capability. They often reflect decade-old relationships that no longer involve significant work. A client list tells you who the agency has sold to. It does not tell you what they will actually do for you.
What awards have you won. Awards are easier to win than good work is to deliver. Award programs are often pay-to-play. Many excellent agencies do not submit for awards at all. Awards are a very weak signal.
Show me your capabilities deck. Every capabilities deck is the same capabilities deck. The agencies that present the best decks are not systematically better than the agencies that present worse decks.
The Reference Check
Reference checks are the most underused part of the PR agency selection process. Three specific moves matter.
Ask the agency for three references, then ask them for one more. The three references the agency provides are the three references ready to sing. The fourth reference, caught off guard, often gives you more honest information.
Ask the references about what went wrong. "What did you wish had gone differently?" is the most useful reference question. Every engagement has friction points. Hearing them from a past client tells you what the friction will look like in your engagement.
Ask about the transition. How did the account start? Did the team that pitched show up? Did the account lead you were promised actually run the work? How were problems handled when they came up? These transition questions predict your experience better than general satisfaction questions.
The Contract
Two contract provisions matter more than most clients realize. One is the notice period. 30 days is standard. 60 or 90 days on a monthly retainer is too long and signals an agency that is optimizing for its own revenue continuity, not the client's flexibility. Two is the team substitution clause. If the account team you were promised disappears, you should have the right to approve any substitution or terminate without penalty. Most standard contracts do not include this. Negotiate for it.
The Takeaway
The PR agency you hire shapes 12 to 24 months of your company's external narrative. That is a significant decision. The interview process should reflect that significance. Specific scope, specific questions, specific references, and specific contract terms produce better agency relationships. Generic pitch processes produce generic agency relationships.
