Meet Jose Raymond, a former award-winning journalist, public servant, and political leader who now helms SW Strategies—an independent strategy, communications, and public affairs advisory firm based in Singapore. With a dynamic career spanning media, government, NGOs, and multinational corporations, Jose brings a rare blend of insight, influence, and regional expertise to the table.
Jose helps businesses and leaders navigate Southeast Asia’s complex socio-political landscape with clarity and impact. Today, his firm operates with full-time teams in six Southeast Asian markets, offering culturally attuned counsel in media relations, stakeholder engagement, crisis management, and regional expansion. Jose’s journey is a testament to bold reinvention, grounded leadership, and a commitment to making a meaningful difference through strategic storytelling.
What inspired you to establish SW Strategies back in 2016?
I started SW Strategies in 2016 after a diverse career that took me from journalism to civil service, NGO leadership, and eventually to a role at a global MNC. That last stint didn’t work out, and it made me realise that I wanted to stand on my own two feet.
As I got older, I felt a growing need for independence—particularly from relying on someone else for a job. With encouragement from friends, I decided to take the plunge and start something of my own.
SW Strategies is known for sharp thinking and cultural agility. How do you ensure your team maintains this edge across diverse Southeast Asian markets?
That’s a great question. One key reason we have full-time colleagues in six Southeast Asian countries is because we must deeply understand the cultural nuances of the markets we operate in. You can’t effectively serve clients from a remote team based solely in Singapore.
Each country has its own media landscape, political climate, and social dynamics. That’s why we hire full-time, in-market professionals—because they know their environment best.
I don’t dictate what works in their market—they do. It’s about being immersed in local realities so we can tailor regionally effective strategies.
You’re an award-winning journalist turned strategist. How has your media background influenced the way you shape narratives for your clients?
Our work extends beyond media. We cover strategy, crisis communications, stakeholder engagement, and even market entry support. For instance, when a client from Singapore wanted to enter Malaysia, we facilitated conversations with the right people and helped them navigate the new market.
That said, the media is still a powerful platform for influence. My journalism background helps me understand how newsrooms operate, but even so, the landscape is constantly evolving. What worked a decade ago may not work today. Our outreach strategies must adapt continuously.
I want us to be a firm that stands apart from Western counterparts by offering something distinctly regional and relevant. The goal is to have a clear, differentiated value proposition.
Can you share a time your team helped a client navigate a particularly challenging situation?
Most of our client work is confidential, but one example I can share is with a global management consultancy we support across Southeast Asia. Our role is to ensure their visibility and engagement in key regional markets.
This involves deeply understanding their leadership’s needs and tailoring our approach market by market. The fact that they’ve continued working with us over time is a testament to the value we bring.
What are some emerging trends in Southeast Asian public affairs and communications that businesses should watch?
The regional landscape is becoming increasingly complex, especially with shifting political dynamics. For businesses, this means advisory firms like ours must stay grounded in local realities while also practising scenario planning and future thinking.
We need to anticipate shifts, not just react to them. Global issues such as the US tariffs also affect local dynamics, making the landscape even more fractured. Understanding what’s ahead is essential for advising clients well.
What are some of the key differentiators that set SW Strategies apart from other public affairs advisory firms?
We’re one of the few firms with full-time colleagues across six Southeast Asian countries. They’re not consultants—they’re permanent team members who live and breathe their markets.
We’re also nimble and able to steer quickly when circumstances change. Additionally, we own digital assets that allow us to test strategies, track algorithm shifts, and back our recommendations with data.
Creativity is another strength—our small, committed team consistently goes the extra mile. I’ve deliberately kept the firm lean so we can serve a select group of clients really well. In this business, client retention is everything.
What legacy do you hope to build in the business world through SW Strategies?
I want us to be a firm that stands apart from Western counterparts by offering something distinctly regional and relevant.
One way we do that is by owning our digital assets, which help amplify our clients’ stories and allow us to experiment and learn in real-time. The goal is to have a clear, differentiated value proposition.
We don’t want to be just another player—we want to be unique and indispensable in this space.
What do you think makes a good entrepreneur?
Someone who’s willing to fail—and do it all over again if necessary.
What’s your vision for Singapore in the next five years?
To become a more caring society.
If you could have a superpower for one day, what would it be and why?
The ability to see the future. That would help us navigate challenges more effectively, advise clients better, and prepare our company for what lies ahead.
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