Alright – so today we’ve got the honor of introducing you to Natalie Feinberg. We think you’ll enjoy our conversation, we’ve shared it below.

Natalie, appreciate you joining us today. What’s the backstory behind how you came up with the idea for your business?

The idea for my business came from a very simple but uncomfortable place: I realized I was unhappy working for other people.

At the time, I was in roles where I was doing the work, delivering results, and building real relationships, but I didn’t feel a sense of ownership over any of it. I kept finding myself thinking, if I’m putting this much energy into building someone else’s vision, what would happen if I poured it into my own?

That question started small, but it didn’t go away.

What really pushed me forward was noticing a gap in how PR was being done for the kinds of clients I cared about. So much of the industry still felt outdated—focused heavily on legacy media alone, slow to adapt to how discovery actually works now, and not always aligned with how brands grow in a digital-first environment. I saw a disconnect between where attention actually lives and how most PR strategies were still being built.

I didn’t set out thinking I had some radically new idea. It was more that I saw a better way of approaching the work—more modern, more flexible, and more tied to visibility across multiple channels, not just traditional press hits.

At the same time, I was also craving autonomy. I wanted to be able to choose the clients I believed in, shape the strategy without layers of approval, and build relationships in a more direct and intentional way. The idea of building something from the ground up felt both terrifying and exciting, but the excitement won.

What made it feel worthwhile wasn’t a single “aha” moment, but a pattern I couldn’t ignore: every time I helped someone get meaningful visibility or position their story in a way that actually moved their business forward, I felt more energized than anything I was doing inside a traditional structure.

That’s when it clicked that this wasn’t just about leaving a job—it was about building a model that reflected how I believed PR should work now. One that blends storytelling, strategy, and discoverability in a way that actually drives outcomes, not just coverage.

Once I saw it that clearly, it became less of a question and more of a decision.

Natalie, love having you share your insights with us. Before we ask you more questions, maybe you can take a moment to introduce yourself to our readers who might have missed our earlier conversations?

For a long time, I honestly didn’t know exactly what I wanted to do career-wise. I went into college studying Communications with a focus in PR more out of curiosity than a defined plan. I knew I was drawn to storytelling, media, and how brands communicate, but I didn’t fully understand what that would translate to in practice.

That started to shift when I landed my first communications internship. It was my first real exposure to the industry, and it gave me a clearer sense of how PR actually works day-to-day. From there, things naturally started to take shape. I kept following the next opportunity in front of me, learning as I went rather than trying to map out every step in advance.

After graduating, I moved to New York and took the first PR job that was offered to me. I didn’t overthink it at the time—I just knew I wanted to be in the industry and gain real experience. That decision ended up shaping everything that followed. I stayed on that path for years, working to understand how the industry operates from the inside: how stories get placed, how relationships with media are built, and how brands actually gain visibility.

Over time, I started to realize that while I was learning a lot, I also had my own point of view on how things could be done differently. I didn’t always plan to go out on my own, but there was always a part of me that was curious about it—like a quiet pull in the background that never fully went away.

Eventually, that curiosity became harder to ignore.

Today, I run a PR practice focused on helping brands and individuals build visibility in a more modern, digital-first way. That includes traditional media relations, but also a strong focus on discoverability—how clients show up in search, in conversations, and across the platforms where audiences are actually paying attention. My work is about connecting storytelling with strategy in a way that doesn’t just generate press, but creates long-term brand presence.

What I think sets my approach apart is that I don’t see PR as a one-dimensional discipline. It’s not just about pitching or securing coverage—it’s about understanding how attention works now. I help clients think more holistically about how their story lives across media, search, and culture, and how those pieces work together to build credibility and momentum.

A lot of the clients I work with are building something meaningful but need help translating that into visibility that feels aligned and strategic. I come in to bridge that gap—helping them clarify their narrative, position themselves in the right conversations, and build real authority in their space.

What I’m most proud of is the evolution of trusting my own instincts over time. I didn’t start with a fully formed business plan—I built this through experience, observation, and following what felt like a natural progression in my career. Every step taught me something that now informs how I serve clients today.

If there’s one thing I want people to know about my work, it’s that I care deeply about making visibility feel intentional. Not performative, not random, but built with purpose—so that when people find a brand, they immediately understand who they are and why they matter.

Can you share a story from your journey that illustrates your resilience?

When I first started working in PR, I was honestly surprised by how tough the environment could be. People weren’t always kind, and I had to learn quickly how to navigate situations where I was being tested, overlooked, or not always treated with patience as someone new in the industry.

At the time, it was difficult waking up every day and having to show up in that kind of environment while still trying to learn and perform. But over time, I started to understand that it wasn’t personal—it was part of the pace and pressure of the industry. Still, it forced me to grow up fast professionally.

That experience taught me one of the most important lessons of my career: you have to prove yourself, and you have to earn your place. No one is automatically going to hand you confidence, credibility, or access—you build it through consistency, resilience, and showing up even when it’s uncomfortable.

Looking back, those early years shaped me more than anything else. They taught me how to handle pressure, how to not take things personally, and how to keep going even when I felt underestimated. In a lot of ways, that period built the foundation for how I operate today—calm under pressure, focused on execution, and very clear on my own standards for how I want to be treated and how I treat others in return.

It wasn’t an easy chapter, but it was a necessary one.

Where do you think you get most of your clients from?

The best source of new clients for me has really come from staying active, consistent, and open from the very beginning.

When I first started, I made a point to always have work on my plate—even if the projects weren’t exactly what I thought I would be doing long-term. My mindset was that if I wasn’t actively working, I wasn’t learning, and I wasn’t staying sharp within the industry. I wanted to keep building my skills, staying close to media relationships, and understanding how things were evolving in real time.

Because of that, I never limited myself too early to a specific type of client or industry. I stayed open to different kinds of brands and projects, and that ended up being one of the most valuable decisions I made. Each client introduced me to new networks, new perspectives, and new opportunities I wouldn’t have had access to otherwise.

Over time, that naturally built into referrals. A lot of my strongest clients have come from word of mouth—people I’ve worked with recommending me to others, or relationships I built through one project leading directly into another. I’ve found that when you do good work consistently and stay connected to the people you work with, the network becomes the most powerful driver of growth.

For me, client acquisition hasn’t been about one specific channel—it’s been about staying in motion, doing good work, and letting relationships compound over time.

Contact Info:

• Website: https://feinpublicrelations.com/
• Instagram: https://www.instagram.com/fein_publicrelations/
• Linkedin: https://www.linkedin.com/company/fein-pr/?viewAsMember=true