By Aresti “Toteng” Tanglao, Campaigns Director, Brown Bag Communications Philippines Inc. 

One of the most entertaining films I saw last year was Dumb Money. When I streamed it, I was actually expecting a financial thriller that would require a glossary. What I got instead was a story about trust: who had built it, who had not, and what happened when the two sides finally met. 

For the uninitiated, the film is about the GameStop short squeeze of January 2021. A mild-mannered analyst named Keith Gill, posting under the name Roaring Kitty, spent two years sharing detailed stock analysis on Reddit and YouTube, including the losing days, the uncertainty, the whole unvarnished record. He built no institution. He had no research department, no Bloomberg terminal, no publicist. He had a community that trusted him because he had been honest with them long before it mattered. 

When the moment came, that community moved. Hedge funds that had bet billions against GameStop lost billions in weeks. One of them, Melvin Capital, lost approximately $6.8 billion in a single month.  

The funds had assets, strategy, leverage, and years of market returns. What they did not have was a single constituency willing to extend them good faith when the crowd turned. The account was empty. There was nothing to absorb the blow. 

I think about this often when I sit across from a corporate affairs head and hear some version of the same plan: hire the agency when something breaks, issue the statement, brief the journalists, wait for the news cycle to move.  

That is not reputation management; that is reputation emergency response. The difference is not semantics. It is survival. 

Every organization carries an invisible balance sheet. On one side: years of honest communication, genuine stakeholder engagement, consistency between what you say and what you do. On the other: the quiet withdrawals, the silence when you should have spoken, the relationships you remembered only when you needed something from them. 

When a crisis arrives, your organization makes a withdrawal. If the balance is healthy, it is absorbed. Stakeholders give you the benefit of the doubt; media is tough but not savage; regulators investigate without assuming the worst. If the account is empty, a small withdrawal triggers a run. 

So what does making deposits actually look like? Not campaigns. Not press releases. Three things matter most to the corporate leader who wants to build before the crisis arrives. 

The first is proactive disclosure: sharing relevant information with key stakeholders before they have to ask for it. Regulators, investors, and journalists trust organizations that do not make them work for basic facts. The second is consistent visibility: communicating through your chief executive and technical experts not only when there is something to promote but when there is something to explain, a sector development, an industry challenge, an honest assessment of where the business is heading. The third is genuine community presence: engagement with the people most affected by your operations, conducted with enough regularity that your face is familiar before your name appears in a headline. 

None of this is glamorous. None of it moves fast, but that is exactly the point. 

Most Philippine companies treat reputation work as a campaign function: funded when there is something to announce, invisible when there is not. The thought leadership, the consistent stakeholder engagement maintained even when nothing is happening, the narrative discipline exercised precisely because no one is watching: these are the first things cut when the CFO asks for savings. 

This is, to use a metaphor that a CFO might actually respect, the equivalent of investing nothing in your liquidity reserve and then expressing genuine surprise when you cannot survive a sudden cash call. 

Warren Buffett said it better, and earlier, than anyone. Called to testify before the United States Congress in 1991 to help salvage Salomon Brothers from a bond trading scandal, he told the assembled lawmakers something that has not aged a day: “Lose money for the firm, and I will be understanding. Lose a shred of reputation for the firm, and I will be ruthless.” 

The line landed because the man saying it had spent a career earning the right to say it. The account was full. The withdrawal was absorbed. 

The audit nobody runs is the one that asks, right now, before anything has gone wrong: what is our actual standing with the stakeholders whose judgment will determine our fate when the crisis we are not yet aware of finally arrives? Not media clippings. Not crisis readiness scores. The real balance, honestly assessed. 

Most companies will not run it. The results are uncomfortable, and the remedy is slow. 

But slow is the point. You cannot build reputation capital in a crisis. You can only spend it. The only question worth asking, before the Thursday news cycle turns your way, is whether you have been making deposits long enough to survive the withdrawal. 

This is part of a series of articles written by senior leaders of PAGEONE Group to celebrate a decade of excellence in public relations, advocacy, reputation management and marketing communication in the Philippines and Asia Pacific.