Cathy Morley Foster
Principal
Morley Foster Consulting
Moraga, California
Applying for: At-Large Director
Alternate Position(s):
Biography
With more than 30 years as a public relations, marketing communications, public outreach, and crisis
communications counselor, Cathy Morley Foster has extensive experience with leading companies
and organizations on developing strategic consumer, business-to-business, and socially responsible
programs. She has communications expertise for government agencies, non-profits, and the
environment, plus technology, healthcare, and consumer products.
For the California Governor’s Office of Emergency Services, Cathy co-led the statewide earthquake
preparedness program. For CALSTART, an advanced transportation consortium, she co-led the launch
and ongoing communications of this important statewide initiative. She also has worked with the Santa
Monica Bay Restoration Project, California Coastal Commission, California Rangeland Trust, and the
U.S. EPA, in addition to McDonald’s, Consumer Credit Counseling Service, and Baskin-Robbins Ice
Cream.
At Fleishman-Hillard, Cathy orchestrated public relations programs for seasoned and start-up technology organizations, including BEA Systems and Captus Networks. She has expertise in creating customer advocacy/reference programs for Cisco, Citrix, Alcatel-Lucent, Maxtor, and Sun Microsystems. For Cisco, Cathy also helps guide the public relations program for its industry-leading security products, solutions, and services, considered one of the company's most important lines of business.
Cathy is past president of the PRSA San Francisco, served as vice president, professional development, and helped launch the chapter's Young Professionals organization. She is past chair and treasurer of the San Francisco Public Relations Round Table, the oldest public relations organization in the U.S. She was vice president for Los Angeles Advertising Women, and served on the executive board of the Counselor's Section for PRSA Los Angeles.
Cathy served on the public relations boards for International Starlight Foundation and Women in
Technology International. She has received numerous awards, including those from PRSA San
Francisco, PRSA Los Angeles, Publicity Club of Los Angeles, Los Angeles Advertising Women, and
The Holmes Report. Additional honors include Team Player Award from Fleishman-Hillard, and Special
Contributor Award, University of California, Berkeley: Cal Men's Swimming & Diving.
Cathy has spoken at PRSSA's International Conference and at University of San Francisco, University of Southern California, Mt. St. Mary's College, and Fashion Institute of Design & Merchandising.
Cathy was graduated cum laude from University of Southern California, with BA degrees in public relations and humanities. She was active in PRSSA, Mortar Board, and Kappa Alpha Theta, serving as chapter president.
SPECIFICS
Cisco Systems, San Jose, CA 2010-Present
Senior Public Relations Consultant, Security Business Group and Cisco Security Solutions
• Develop strategy, programs to support product/solution, services launches, Annual and Midyear Security Reports, executive thought leadership program for one of company's most important lines of business.
Program Manager, Voice of the Customer Marketing, Security. Plan, manage customer co-marketing and reference program as part of global team.
Activa PR, San Francisco, CA 2010-Present
Senior Consultant. Provide strategic public relations counsel, writing (news releases, case studies, bylined articles), media relations to enterprise technology companies. Clients: Cisco, Saba, M86, Searchmetrics, RedSeal.
Morley Foster Consulting, San Francisco, CA, 2010-Present
Principal. Strategic PR/marketing program development, writing, media relations for global B2B, consumer organizations in technology, healthcare. Clients: Cisco, California Rangeland Trust, Marin General Hospital, John Muir Health, Island Earth Farmers Market.
Fleishman-Hillard/UpStart Communications (Omnicom), San Francisco/Emeryville, CA 1997-2010
Vice President. Head of FH Customer Leverage Practice. Led UpStart consumer tech practice, ran major accounts for deep-tech public relations firm; part of management team, active in new business, FH culture task force liaison, national awards team. Clients: Citrix, Alcatel-Lucent, Fair Isaac, Captus Networks, Visa, HP (Novadigm), Sun, BEA, Cable & Wireless, Maxtor, Fujitsu Interactive, Women in Technology International.
• Broadened customer reference specialty group, playing key role enhancing client PR, marketing, sales for Citrix, Alcatel-Lucent, Maxtor, HP/Novadigm, Cable & Wireless, Sun.
White+Company (BBDO/Omnicom), San Francisco, CA 1995-1997
Vice President, Client Service. Headed client service, PR of integrated marketing firm’s tech, health care clients, plus new business, management. Clients: GTE Mobilnet, Access Health, Digital Sound, The Bulldog Group, Real Value.
• Directed integrated marketing program, 10th anniversary for GTE Mobilnet (now Verizon Wireless), addressing business churn.
Laufer Associates, Los Angeles, CA 1992-1995
Vice President. Headed account staff of public relations/marketing communications firm working with socially responsible companies, organizations; active in new business, management. Clients: California Governor’s Office of Emergency Services, CALSTART (advanced transportation consortium of tech, automotive companies, utilities), City of Los Angeles Bureau of Sanitation, IMAX Theaters, U.S. Environmental Protection Agency, Santa Monica Bay Restoration Project.
Donna F. Tuttle, Inc., div., Ayer Tuttle, Los Angeles, CA 1991-1992
Vice President/Management Supervisor. Headed daily operations, account activity for public relations division of ad agency, specializing in travel/tourism/hospitality. Clients: Doubletree Hotels, Olson-Travelworld, Iberia Airlines.
Gelman & Gray Communications, Inc. (former consumer division, Bob Thomas & Assoc.), Los Angeles, CA 1985-1990
Senior Vice President, (1987-1990), Vice President/Account Director (1985-1987). As part of management, directed client programs, staffing, budgeting, policy/administration, new business for $2M public relations firm. Clients: Ralphs Grocery Company, Lawry's California Center, Marina Hotels, McDonald's.
Bob Thomas & Associates, Inc., Redondo Beach, CA 1984-1985
Vice President/Account Director. Directed consumer, business-to-business accounts. Clients:
McDonald's, Ashton-Tate, Ralphs, Sitmar Cruises. Active in new business, operations.
Bernheimer & Kline, Inc. (now Golan-Harris), Los Angeles 1978-1984
Vice President/Account Supervisor, (1981-1984), Account Executive (1978-1981).
• Ran top clients of $1M firm, including Baskin-Robbins, Mattel, Spruce Goose, Italian Trade
Commission, KABC Talk radio. Assisted with new business, operations. Public Relations Consultant, Los Angeles 1977-1978
Bob Thomas & Associates, Redondo Beach, CA 1977
Account Executive
• Developed, executed programs for consumer clients Anheuser-Busch (theme parks), Biltmore Hotel, Penndel, Western Harness Racing.
The Broadway Department Stores, Los Angeles 1975-1977
Assistant Public Relations Coordinator
• Assisted in developing, executing public relations/special event programs for 40-store chain in five states.
University of Southern California, Los Angeles 1975
Director, 50th Annual Student News Day
• Created on-campus program for high school and community college students to hear keynote speaker, participate in breakout sessions on various journalism topics, led by USC journalism professors.
EDUCATION
BA, Public Relations (School of Journalism), Humanities (Letters, Arts & Sciences), Cum Laude,
University of Southern California, Los Angeles, 1975
Management, related courses at UCLA, Loyola Marymount University, 1970s/1980s
PRSA Accomplishments
CHAPTER ACTIVITY
PRSA Los Angeles Counselors Section, Executive Board: 1992-1995 (this was ad hoc group; not
certain of exact dates)?
PRSA San Francisco Chapter:
-- Immediate Past President: 2008
-- President: 2007
-- President-Elect: 2006
-- Vice President, Professional Development (Workshop Til You Drop, APR Accreditation
Program, et
al.): 2005
-- Vice President, National/Regional Liaison: 2009?
-- Director: 2004
-- Assembly Delegate: 2005, 2006, 2007, 2008, 2009, 2010, 2011*
-- Helped launch Young Professional organization, creating bylaws, advising leadership 2002-2005
-- Served on chapter's International Conference Committee when it was hosted in San Francisco --
2002 (Media Relations)
-- Served as liaison to PRSSA Cal State, East Bay Chapter; PRSSA, University of San Francisco
Chapter; and PR@Cal student group while San Francisco Chapter president: 2007
*PRSA does not show I was a delegate until 2006, but I started in 2005 (when Assembly was
moved to Chicago, after the International Conference in Florida was canceled due to Hurricane
Wilma) to fill in for a delegate who couldn't attend. It's possible this wasn't submitted by the SF
Chapter, but it should show in the national records. I also served in 2011.
NORTH PACIFIC DISTRICT ACTIVITIES
Participated in monthly North Pacific District meetings while PRSA San Francisco officer: 2006,
2007,
2008
2007, 2008 – North Pacific District – Subcommittee for the District’s Conference*
*PRSA shows I served in a VP role in 2008. I'm not sure this is correct. I was involved with the
District
Conference while San Francisco Chapter president in 2007, and I helped on the committee in 2008
SECTION ACTIVITIES
PRSA Los Angeles Chapter Counselors Section, Executive Board: 1992-95?
CHAPTER/DISTRICT TASK FORCES/COMMITTEES
PRSA Los Angeles Chapter Counselors Section, Executive Board: 1992-95?
PRSA San Francisco
-- Bylaws Committee: 2007-2012 (Chaired 2007, 2008)
-- Workshop Til You Drop: Committee/Sponsorships (2004), Program Chair/Sponsorship Chair
(2005),
Program Co-Chair (2006)
-- APR Accreditation Program: 2005, 2006, 2007 (Program Chair -- prep course series,
communication, reviews for San Francisco and Oakland-East Bay, Silicon Valley, Sierra Nevada,
California Capital, Fresno, Bakersfield chapters)
-- Chapter Compass Awards and later Chapter Silver and Bronze Anvil Awards Committee: 2004,
2005, 2005,
2007, 2008 (Judging Chair, and numerous activities)
-- North Pacific District Conference Committee: 2007, 2008 (site selection, various)
-- Young Professionals: 2002-2005 (helped launch, creating operational platform, organize bymonthly
programs, bylaws, communications, elections process; advised leadership)
-- International Conference Committee, San Francisco Chapter (media room) when hosted in San
Francisco -- 2002
NATIONAL/INTERNATIONAL
-- PRSA Global Affairs Committee: 2016 to Present
-- National Bylaws Committee participation as PRSA San Francisco Chapter President: 2007
ASSEMBLY DELEGATE
-- PRSA San Francisco Chapter Assembly Delegate: 2005, 2006, 2007, 2008, 2009, 2010, 2011 (elected
position and appointed to fill vacancies)*
-- PRSA International Assembly Delegate-at-Large: 2016 (one of two elected positions)
-- PRSA National Assembly Delegate-at-Large: 2017 (one of two elected positions)
* PRSA shows I was a chapter delegate 2008-2010. However, I filled in for those who couldn't
serve in other years, beginning with the Chicago Assembly in 2005 and Salt Lake City in 2006. It's possible this wasn't submitted by the SF Chapter, but it should show in the national records. I show I also did this in Orlando in 2011, per my expense records.
Governance Skills
Career Positions
• Created client programs to map to business goals/objectives, within budget constraints, to build
image and awareness, support sales, manage reputations, protect brands, including:
-- Manager, Voice of the Customer Marketing, Cisco Security. Planned, managed customer comarketing/
reference program for security products/solutions as key part of global reference team.
Zero budget; garnered financial support from various sources.
. Co-created customer reference/co-marketing program for product group, expanding to all
products in transformed business unit. Extended to cross-architecture program, securing 500
reference customers/interviewing IT leaders/CIOs.
. Coordinated reference support for hundreds of PR, AR, events, launches, marketing, sales
needs.
. Directed/wrote over 100 case studies, PPTs, videos, sales decks, other content.
-- Co-led $2-million PR program for BEA during business transformation. Orchestrated launch
events, announcements, news campaigns with 25-member team.
-- Directed statewide, multi-lingual earthquake preparedness program with California Governor's
Office of Emergency Services, including corporate, non-profit, school tie-ins; PSAs; media events,
stretching limited budget. Resulted in unprecedented media coverage.
-- Orchestrated major child fingerprinting program with regional grocery store chain, PTA, law
enforcement agencies, government leaders, resulting in 3 million fingerprinting forms distributed,
significant media coverage.
• Mentored/created staff education programs: best practices in writing, program
development/execution, budgeting, award entries (designed to create better client outcomes)
PRSA Chapter Leadership/Officer/Committee Roles
• Collaborated with others to elevate professional development at all career stages, from new to
senior
professionals through sponsor-funded programming
• Young Professionals: built from scratch into one of the most popular chapter programs, regularly
drawing ~25-30 new professionals to sponsor-funded programming
• Workshop Til You Drop: Helped relaunch popular annual conference. Chaired and co-chaired it in
following years. Drew more than 100 Bay Area professionals, featuring senior pro speakers;
secured sponsor funding, location hosting at high-profile businesses (PG&E). Provided success
metrics, recommendations to chapter for future programs.
Leadership Skills
Throughout my career and my life, it has been important to me to contribute in advancing an
issue, a cause, thought leadership, a business or organization. I have been fortunate to do so as a
an agency leader, in-house, and as a consultant. I also have been lucky to mentor others in
realizing their own advancements, as they have mentored me.
In high school, I was a member of student and community organizations. I ran fundraising
campaigns and programs, and I served as a board or group lead, as well as president. It was my
honor to lead on our church youth group's board and as church youth choir president. In college, I
was an officer of several student groups and served as my sorority's president. Achieving a goal to
which we all were committed was immensely satisfying.
In my chosen profession of public relations, I learned how to best support clients and then stepped
into leadership roles to help make a difference from that perspective. From collaborating with
colleagues to assess an organization's needs and conducting research to developing plans and
measuring for success. All complete a circle of achievement. It leads to the next challenge, a
puzzle to be solved. If one approach didn't work, how can we make it better? It is as much about
reaching a goal as it is about the journey.
My experience with international teams also has taught me the importance of understanding
geographical and cultural differences.
Likewise, I have strived to contribute to the advancement of our profession through service for
PRSA and San Francisco Public Relations Round Table. I have learned the value of collaborating
with colleagues at all career stages. I bring my collective experiences as a leader and a
supportive, contributing follower to serve PRSA and its members.
Strengths
I'd like to share my chapter experience to illustrate how I believe certain strengths can benefit
PRSA.
A challenge facing any organization is how to grow its membership. In the late '90s, prior to my
involvement as a San Francisco Chapter leader, we faced tough times. One of PRSA's oldest and
largest chapters was losing members and leadership. Here is how we turned that around:
• Some of our strongest leaders stepped in to resurrect it, setting the chapter on a path of growth
and innovation.
• Bylaws, policies/procedures were updated
• New leaders came aboard with a clear succession plan
• An LA Chapter transplant, I joined new committees:
o 2002 International Conference
o Helped launch Young Professionals, which I had seen run well in LA.
o Helped bring back our popular Workshop Til You Drop, soliciting sponsors. Later, as VP,
Professional Development, I expanded Workshop, sponsors, attendance and success.
• Creative membership recruitment approaches were employed, with alliances with Oakland-East
Bay, Silicon Valley chapters for reciprocal, reduced-rate memberships, programming.
• New programs launched, inspired by other chapters' successes: no-host First Thursdays mixers.
• As 2007 President, I set out to provide more opportunities for members to become leaders,
doubling the board size. This was in accord with our revamped bylaws, but we hadn't fulfilled that
promise.
• With more leaders, we recruited more committee members and could do more for members.
"Suddenly," it was cool again to be part of our chapter, and our membership grew.
Through the experience, and our work to help the struggling Oakland-East Bay Chapter for years, I
can provide insights and thought-starters to look at Association challenges in new, creative,
fiscally responsible ways. Figuring out how to keep members is much smarter than losing them
and recruiting new members from scratch.
Volunteer Commitment
I have been active as a volunteer my entire life -- first as a Girl Scout, to high school days in several youth groups, serving some as president, being a church youth group officer and choir president. Throughout college, I immersed myself in activities of interest to me, including serving as president of my sorority, and being active in honorary organizations such as Mortar Board and Order of the Laurel, for outstanding leadership among campus women.
Following college, I've supported such organizations as USC Young Alumni, served as president of USC Trojan Junior Auxiliary, and was Advisory Board Chairman of my sorority. I've twice served on the executive boards of my USC alumni class reunions.
As my husband and I raised our children, we were active in their lives and in the groups in which they participated. I served 7 years as the championship meet director for our homeowners' pool swim team. When my son swam as an elite athlete at University of California, I became the coaches-parents liaison for the new coach, and remain involved, having launched the parent program known today. I also started the team's social media program, which I largely still support today, though my son graduated four year ago.
In my professional life, I've long been involved in PRSA, serving in various capacities at the chapter level, and in several other positions related to our North Pacific District Board and the national organization -- as previously described.
I share this as it is part of me to round out my life in service to others and professional development for me. I make the time to be involved. I'm a solo practitioner, so it I can chart my own path in participating in activities that bring me joy and fulfillment.
Position Statement #1
Prompt: The lines continue to blur among the disciplines of public relations, marketing, IT and customer service, and the need increases to create more collaborative teams and hybrid professionals. PRSA has continued to evolve and respond to these issues in support of our members, partners and colleagues. What do you believe are the strongest components of PRSA’s strategic plan that will help our members address these challenges, and how will PRSA remain relevant and sustainable for the future?
During my career, I have been part of public relations agencies and part of PR departments of advertising or integrated marketing agencies. I have served "in and out of house," both with agencies and as part of an organization's PR or communications and marketing departments. I've also worked with local, national and global teams. As a result, I believe I bring a unique perspective to this question.
PRSA's strategic plan, introduced in 2016, focuses on three key areas for our membership and profession through its "Framework for the Future":
> Expanding membership in a community of trusted confidants and mentors.
> Providing enriching professional growth opportunities.
> Elevating knowledge through thought leadership.
Each of these feed into each other, all with the ultimate goal to elevate our stature as well-informed thought leaders. In particular, I am glad to see:
> A focus on the development of our student members in PRSSA. I love this concept, as a former PRSSA member, and the fact that there is a clearer process as to how to lead members to PRSA membership upon graduation. PRSSA gave me so much and has provided innovative participation and leadership opportunities that have served me well through my career. This is the future of our organization and addresses the importance of having a strong succession plan.
> In the thought leadership pillar of the plan, there is discussion of the importance of focusing on ethical practices. I have always thought this sets PRSA apart and indeed can showcase examples of how our membership model ethical behavior. This becomes an aspirational goal for many. How we give our members a pathway to do this and therefore how they are perceived by those they serve as well as our larger community is critical for our being taken seriously. I'm also particularly excited that we will be creating our own research on topics of our choosing. They gives our members an opportunity to rise to the occasion and provide input, digest and put into practice new thinking based on the findings, and amplify the findings as true thought leaders in the community at large.
Position Statement # 2
Prompt: PRSA has become more complex and diverse in recent years. While the Society must become nimbler, we also are cognizant that we must help prepare our members to meet tomorrow’s challenges as leaders at every level. The role of the communications professional will continue to evolve, and PRSA will anticipate future trends, and support our members at every stage of their career. As a member of PRSA’s national board, what do you see as your role in contributing to helping our membership meet tomorrow’s challenges as leaders?
As a public relations professional for several decades, and having begun my involvement with PRSA as a student member of PRSSA at USC, I believe it is incumbent upon all of us to always keep learning. That helps us continue to hone our craft and to stay relevant for the organizations we serve.
That concept of lifelong learning, also espoused by PRSA, means that we are always looking at how to improve our approach to research, program development and execution, and measurement. I find it fascinating as to how much our profession has evolved since I started out, yet how much our basic principles of public relations remain grounded in what our founders crafted as the foundation of PRSA.
Likewise, I've constantly looked at how I can reinvent myself and what I do, within a public relations framework. I've long embraced technology and what it can do to improve what we do, how we do it and measure success. I would look forward to bringing that fresh approach to how we deliver value to fellow PRSA members -- whether they are at the start of their careers and looking for mentors or guidance, or are more seasoned and looking to provide guidance as well as how they can keep their own skills up to date. I've also long felt that we can all learn from each other, no matter where we sit on the career and experience spectrum.
With the evolution of public relations -- where lines between various communications functions have continued to blur over the years -- it is imperative that we help each other become better leaders. This will help give us a leg up in providing counsel at the highest, decision-making levels in organization -- so we speak a similar language. It will help give us new opportunities to refine our leadership skills in taking on new assignments and learning from that experience.
And, with those blurring lines, it will help give us an advantage in leading the conversation among all communications functions. The days where advertising teams were seen to drive messaging or organizational direction are long over. We all have a shot at showing why -- with wise counsel -- we belong in those topmost leadership roles. We *should* have the ear of business leaders and board members. Not because we deserve it -- but because we've earned it. Increasingly, business and organizational leaders agree with this, supported by the 2016 PRSA Branding Study research.
How this plays out for those serving on the national board is for us to provide input to our membership team and initiatives.
Cathy Morley Foster
Category
At-Large Director