International communications veteran Jorge Ortega joins ChangeMakers USA as Executive Vice President, Client Success

WASHINGTON, D.C. (April 10, 2025) — ChangeMakers, a leading North American communications and marketing firm focused on reputation and social impact, has appointed Jorge Ortega as Executive Vice President, Client Success and a member of the firm’s U.S. leadership team. 

A former senior leader at two multinational agencies, Ortega brings decades of experience advising public and private sector clients on CEO communications, leadership development, brand strategy, and crisis response. He will report to Robert Gemmill, President of ChangeMakers, USA.   

“Jorge is a major addition to the ChangeMakers team,” Gemmill said. “The trust he has earned from C-suite executives is evident by his deep relationships and broad experience across sectors. His leadership will be key as we grow our U.S. business and deliver the results our partners expect.”  

 Ortega joins ChangeMakers from CRA | Admired Leadership, where he served as Managing Director. He previously led Edelman’s southwest region and held senior roles at Burson. His career spans reputation strategy, brand communications, and high-stakes crisis response.  

“Jorge’s appointment reflects our commitment to building a leadership team with both insight and impact,” said Mario Simon, CEO of ChangeMakers. “His integrity and experience align with our mission to navigate complexity for our clients.” 

Ortega joins the ChangeMakers U.S. team, which specializes in helping clients anticipate and navigate complex, high-stakes communication situations.  The firm uses its proprietary Reputation Score© AI platform to inform counsel and to measure and predict reputational impact in real time. 

 “I’m eager to bring my experience advising global clients to help ChangeMakers grow and deliver meaningful results,” Ortega said.  

About ChangeMakers 

 For more than 40 years, ChangeMakers has helped organizations solve complex communications challenges by blending strategy, creativity, and insight. With more than 400 professionals across 10 locations in North America, we partner with clients to build stronger brands, navigate change, and drive meaningful impact. From corporate reputation and brand storytelling to social purpose and executive advisory, ChangeMakers brings together diverse expertise to help clients lead with confidence and clarity. 

The State of PR in Canada: ethics and strategy still needed at the table  

These days, it is easy to focus on what is new. In fact, it can seem impossible to keep up. But the 2025 State of Public Relations in Canada Report shows us that in all this change, the fundamentals: trust, ethics, and purpose, still matter. 

ChangeMakers supported this research initiative because it is deeply connected to what we do – helping organizations earn trust, build relationships and communicate with clarity. The report confirms what we hear from clients every day. People want honest, clear, and responsible communication. They trust organizations that truly listen and respond with relationships in mind. And they want professionals who understand both strategy and risk to help them move their goals forward. 

The three themes in the report stand out for us. Each is tied to the work we do and the outcomes we help deliver. 

First, trust is still fragile. 

Public trust in communications is improving, but not fast enough. The language we use to describe our work in the professional field makes a difference. Titles like “communications” and “public relations” are not interchangeable in the eyes of the public, and it affects credibility. Words matter. 

At ChangeMakers, we focus clear, honest communication. Whether we’re working with government, business or communities, we understand how to engage audiences, build relationships and earn trust. We believe reputation is earned through actions, not slogans. 

Second, AI is here. We need to lead. 

The report shows that while our professional field is looking at efficiencies in new AI tools, business leaders are not yet turning to their communications teams for guidance on AI strategy. That is a risk. If we stay focused on outputs, we will be left out of the bigger conversation. 

If harnessed correctly, AI can be much more than a tool bolted on to workflows. It can be a strategic driver that creates both new risks and new expectations. At ChangeMakers, we are responding by embedding AI into every facet of our business. The delivery of this looks different across our paradigm, but the result is consistent – higher rate of efficiency, better quality output, and getting to the solution quicker and more often. All of this is grounded in our unfettered belief in human expertise at the wheel. We believe this approach will both elevate our company and push the boundaries of what’s possible for the entire industry.  

Third, professional associations matter. 

Canadians want ethical oversight. They want standards they can trust across all disciplines in the work ChangeMakers does, from marketing, creative and digital to advertising, communications, change management, engagement and measurement. That is what professional associations, like the Canadian Public Relations Society, bring to the table. Professional associations are vital platforms for leadership and help keep the focus on what matters: relationships, ethics and public trust. 

ChangeMakers supported this research because our clients and their audiences are living these issues every day.  

Whether it is misinformation, shifting expectations, or AI uncertainty, we help our clients anticipate those challenges, navigate complexity, and create results that matter. This report confirms that our work is more important than ever. 

Let’s keep the conversation going.  

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ChangeMakers Names Stefan Moores as Chief Executive Officer  

Moores’ appointment signals commitment to innovation, evolution and delivery on client outcomes

ChangeMakers, one of North America’s leading independent strategy and communications firms, announced Stefan Moores as Chief Executive Officer. The appointment reflects the firm’s ongoing evolution to an integrated, AI-native consultancy at the intersection of change, markets, and people.  

“Stefan has the business acumen, entrepreneurial spirit and integrity that has earned him the trust of his team. We are energized by his leadership thus far and look forward to all that ChangeMakers will accomplish together under his guidance,” said Dale Tingley, Co-Managing Partner of the Canadian Business Growth Fund (CBGF) and Chair of the Board. “Under his leadership, ChangeMakers is well positioned to make waves in today’s evolving business market.” 

“Our aspiration is simple: make ChangeMakers the most trusted partner for organizations and leaders who seek to achieve measurable business outcomes. Whether it’s tangible results like sales or revenue, or the harder to quantify cultural and reputational measures, communications is the engine that powers progress,” said Moores. “We will be on the cutting edge of AI, technology and innovation while keeping our focus on the human-centered relationships that build trust, drive results, and enhance reputation. That’s how we will deliver value every day.” 

Moores’ vision for the company centers around the drive to positively impact every client’s business, from strategic planning through organizational change management and market execution. Whether navigating executive leadership changes and cultural challenges, or driving awareness and sales, ChangeMakers is the strategic partner that helps leaders execute well and move confidently. 

“Whether change is the chosen path, or takes our clients by surprise, our role at ChangeMakers is to turn it into a strategic advantage,” said Moores. “We see massive opportunity in leveraging our expertise in crisis and risk management, organizational change management, public relations, marketing and social impact to change the way companies think about, execute and capitalize on change. We do that by applying all our different crafts with technology and human expertise to move with confidence.” 

Moores is uniquely positioned to take ChangeMakers into the future. He brings decades of experience in business management, human resources, finance, investment and operations at leading management consulting, communications and public affairs firms across Canada and the U.S. Most recently, Moores served as Chief Operating Officer for ChangeMakers. He also previously served as President of Argyle and co-founder of The Castlemain Group. Moores holds an MBA from Stanford University Graduate School of Business, an MSC in International Politics, Economics and Business from The London School of Economics and Political Science, and a BA in Economics from Queen’s University. 

“The next era of communications belongs to the doers — those who don’t ask if change can or will happen, but how to make it work. That’s the mindset we’re building at ChangeMakers,” added Moores.  

ChangeMakers’ independence and cross-sector expertise allow it to deliver outcomes—not just activity—for the C-suite, senior leadership and the teams they lead. With more than 400 professionals across 10 North American offices, the firm offers end-to-end, sector-shaped solutions that help clients thrive through disruption and emerge stronger. 

Forget the Deliverables. Drive Business Outcomes. 

Across industries, transformation is constant. If you’re not evolving, you may be left behind. But the difference between success and failure isn’t simply who adapts fastest or the most. Those who will emerge as leaders in today’s business environment will be those who embrace and drive change best. 

That’s why communications teams can no longer afford to sit at the end of the decision chain to receive and act on a mandate—they must be present at the decision-making table, shoulder-to-shoulder with the C-suite. The communications function is capable of more than storytelling, media, and advertising if you allow it.  

At ChangeMakers, we demand it. 

Co-architect Business Strategies  

For too long, communications has been the messenger—not a co-architect—of business strategy. The result is often reactive campaigns, fragmented programs, or missed opportunities. 

We’ve entered an era that requires communicators to understand – and are given visibility into – the entirety of an organization and business context before executing on a task. Communications deliverables are a means to the end.  

To achieve business outcomes, communications must be at the core. Whether advising on organizational design, reputation risk, or stakeholder trust, engagement must be strategic, intentional, and continuous. Otherwise leaders will fail to build the trust required to execute successfully.  

That’s why our role at ChangeMakers extends beyond “telling the story” to building the systems and approaches that make stories credible. We’re helping set direction, identifying roadblocks, and supporting organizational changes to meet and exceed expectations. This requires effective integration—across disciplines, crafts, and technologies, both internally and externally.    

Leverage Communications as a Partner  

Immeasurable strength comes from integrating the entire communications landscape — from marketing and brand strategy to crisis management, organizational change, and social-impact advisory. Our excellence across this diverse skill set gives us an unmatched perspective that informs our approach to every business challenge.  

Communications can lead the next decade of organizational transformation. Doing so will require courage to collapse silos, to rethink traditional models, to show up in boardrooms armed not only with creative ideas, but with data, foresight, and strategic authority. 

For CEOs, boards, and senior leaders, strategic communications must be viewed as a key driver in every plan to achieve business outcomes. It’s the force multiplier — aligning people on the why, increasing adoption and execution, protecting reputation, and unlocking growth. Whether you’re introducing AI, repositioning a brand, driving rapid growth, responding to a crisis or reputational risk, or delivering social impact at scale, success depends on your ability to bring people with you – and communications is the catalyst for success. 

Use Technology and AI as a Catalyst 

People across every organization are using some form of AI – whether it’s endorsed or not. At its best, AI offers a promise of net new solutions, efficiency, cost reduction and automation. Executed inconsistently, it risks eroding trust and value among stakeholders that matter most.  

The most effective transformations pair data intelligence with human expertise — the ability to listen, interpret, give and take, and adjust. At ChangeMakers, we leverage technology to provide data and insight so our teams can focus on strategic counsel: shaping messages that move markets, align employees, or attract investors. 

AI is embedded in how we analyze sentiment, forecast risk, and measure impact. It helps us measure what was previously immeasurable. Our Reputation Score can quantify your reputation, analyze how competitors compare, predict reputational risk, and identify avenues for future growth.  

In another case, we’re going beyond talking with clients about how AI-powered tools like ChatGPT, Gemini, and Google’s AI Overviews change the way people find information. We’re proactively workshopping content strategies and messages that resonate across audiences and organizational contexts, and are structured so AI tools can find, understand, trust, and quote them. 

No one person can keep up with the pace of change set by AI and technology. It requires partnership with a trusted advisor who can help you set the path and filter what’s valuable amidst the noise. 

Learn How to Do Change Well 

The pace of change today—technological, societal, regulatory—can feel overwhelming. Change is hard. And can be exhausting. Especially when poorly managed. 

Organizations with strong change management deliver 264% more revenue growth than those that don’t. What does “strong change management” mean? Following a change management methodology is not enough. Leaders must leverage their strategic communications team to take organizational change beyond process and protocols to embed lasting shifts in culture, performance, and resilience that maximize success.  

When done well, change builds credibility and confidence. When done poorly, it destroys both. Strategic communications is the difference. 

At ChangeMakers, that’s our purpose and our promise: to help leaders and their organizations navigate complexity with clarity, integrity, and measurable results. 

You can’t stop change. But you can do it well. 

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Can AI Save our Hospitals?

The future of AI in healthcare will be shaped by leaders who see trust as the foundation of adoption. 

America’s hospitals are running out of time. Staffing shortages are closing clinics, emergency rooms are over capacity, and clinicians are leaving faster than new ones can be trained. Burnout, backlogs, and budget shortfalls are eroding the foundation of care. The system is strained and signaling the need for urgent change and decisive leadership. 

At the same time, artificial intelligence (AI) tools are advancing quickly, promising to automate documentation, predict risk, and personalize treatment. Hospitals stand to reclaim thousands of clinician hours each year, reduce administrative costs, and ease burnout, improving access and efficiency across the system.  

The American Medical Association has already warned that adoption could stall if hospitals fail to address clinician and patient concerns. Without thoughtful rollouts that build genuine trust, even the best technology may fall short, leaving significant investments with little real-world impact.

Hospital leaders can’t afford to miss — or mishandle — this moment. Smart organizational change management will determine whether we succeed with one of healthcare’s most transformative opportunities in a generation. 

Here are three strategies to launch AI transformations that deliver lasting impact: 

1. Build Buy-In: Start with the “Why”  

Before we ask patients and clinicians to adopt AI, we must answer why the change should matter to them. Talk about AI tools in terms of human outcomes that benefit the users, like more face-to-face time with providers and less burnout for clinician, rather than in business terms like “efficiency” or “innovation.”

For example: “We know how frustrating it can be when clinicians spend visits typing into a laptop instead of fully engaging with you. We envision a future where conversations are face-to-face, uninterrupted, and centered on your needs. That future is possible with the help of our new AI-powered documentation tool.”

Patients and healthcare professionals need to see that these technologies bring time back to them to help them achieve their goals. If healthcare leaders fail to demonstrate that purpose clearly and repeatedly, adoption will remain half-hearted.

Actions: Align the rollout of AI tools with end-users’ values and goals. Every staff meeting, town hall, and newsletter should connect technology to purpose.  

2. Understand and Act on Concerns and Risks  

AI in healthcare evokes legitimate fears — of inaccuracy, data sharing without consent, and the loss of human connection. These concerns are shared by both clinicians and patients. Ignoring them, or labeling skeptics as “resistant to change,” only guarantees greater resistance. 

Clinicians don’t inherently reject technology, rather they question anything that might compromise patient care. Patients are no different; they want the best outcomes possible and are protective of their privacy. These concerns are indicators of where trust must be earned, and leaders who name fears early can shape the narrative before it shapes the AI initiative. 

Hospitals must name and address these worries before they metastasize into distrust. Be transparent about what isn’t working today and show how AI tools can relieve those pain points. Create open forums for clinicians and patients to raise questions, and publish clear, honest answers. Treat skepticism as data revealing where design improvements, education, reassurance are needed most. 

Actions: Build structured channels for feedback during pilot phases and early rollouts. Make it visible that concerns are understood and lead to change. Transparency is the currency of trust. 

3. Don’t Rush: Build for Real Adoption 

The biggest mistake leaders make is treating AI implementation as a checkbox. Real transformation takes time to test, adjust, and rebuild workflows. 

It’s no different than inviting nurses, physicians and surgeons to test a new operating room layout before it is built into a new hospital. Hospitals must plan for adaptive rollout with visible iteration. Invite early adopters to become change champions by testing the technology, informing instruction and rollout, and sharing watchouts. The goal is sustainable progress. When patients and clinicians see that leadership is listening and adjusting, they engage with curiosity instead of compliance. 

Action: Budget for iteration. Measure success by improved satisfaction, reduced burnout, and visible workflow efficiency. 

The Moment Is Now 

AI has the power to give patients and clinicians back their most precious resource: time. But that future depends on decisions made today. If leaders don’t invest as deeply in building trust as they do in technology, the promise of AI will stall in the waiting room. 

It’s time for leaders to stop asking “Is the technology ready?” and start asking “Are our people ready?” 

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