M

M Booth

Public relations agency delivering people-first campaigns

Integrated Producer - Social

Full-Time
$51k - $74k/yr
Mid
New York, NY, USA
HybridTwo days per week in person within the NYC commuting hub.
Creative ProductionProduction Management

About the job

Requirements
  • The candidate must have 3–5 years of experience in social media production, content operations, or integrated production, ideally across multiple brands or accounts.
  • The candidate must be able to manage high-volume content pipelines without sacrificing quality or attention to detail.
  • The candidate must be located within commuting distance to New York City.
  • The candidate must be comfortable prioritizing and trafficking assets across multiple brands and workstreams at once.
  • The candidate must have a sharp eye for social creative and be able to give clear, constructive feedback to creators, makers, and the internal creative team.
  • The candidate must have experience managing creator, influencer, or maker rosters, including contracting, budget tracking, and relationship management, across platforms such as TikTok, Instagram, and YouTube.
  • The candidate must be able to identify production bottlenecks in the content pipeline and problem-solve in real time alongside the Project Manager.
  • The candidate must be comfortable partnering directly with creative and strategy teams to keep deliverables on time and on spec, with familiarity with organic and paid social workflows and platform specifications and requirements.
Responsibilities
  • Own the day-to-day social production process across multiple brands, managing scheduling and workflow to keep high-volume content moving through the pipeline.
  • Partner with Project Managers to align production intake with sprint priorities, weekly points capacity, and client status boards.
  • Traffic social assets across internal creative and strategy teams, brand stakeholders, and external creators and makers, ensuring every asset is routed, reviewed, and delivered on spec and on time.
  • Collect, synthesize, and distribute creative feedback between brand and strategy stakeholders, Project Managers, and the creative team, translating notes into clear, actionable direction.
  • Review social content and provide thoughtful, constructive feedback directly to makers and creators to elevate quality and platform fit.
  • Build, organize, and manage a roster of social creators and makers, including outreach, onboarding, and day-to-day relationship management.
  • Own contract execution and tracking for creators and makers, partnering with legal and finance as needed to keep agreements current and compliant.
  • Manage budget tracking across the creator and maker roster and broader social production, flagging overages and reconciling spend against project budgets.
  • Partner with creative and strategy teams to align on briefs, timelines, and deliverable specifications, ensuring social assets are produced and delivered on time and to spec.
  • Maintain organized asset libraries, project trackers, and status reports across brands, keeping stakeholders informed throughout production.
  • Identify bottlenecks in the content pipeline and problem-solve in real time to keep high-volume social production on track.
  • Source and book locations, stylists, videographers, and other local video and photo shoot resources.
  • Manage budgets for content shoots.
  • Manage contracts and payments for vendors.
  • Schedule and ensure project flow through preproduction, day-of logistics, and postproduction.
Desired Qualifications
  • Basic video editing or content trafficking skills in Premiere Pro, CapCut, or similar tools.
  • An understanding of artificial intelligence platforms and their use within creative executions.
  • Experience with Monday.com or other project management tools such as Asana, Notion, or similar tools.

About the company

M Booth helps brands shape opinions and drive business through strategic storytelling and integrated campaigns. It offers brand positioning, media relations, digital and social strategy, content creation, and creative services, all delivered through an integrated approach that blends traditional PR with digital, data, and creative capabilities. The firm differentiates itself with a long-standing, independent heritage and a people-first culture that guides collaborative client partnerships and a Be Bold mindset. Its goal is to deliver high-impact communications that move opinions and generate results for major brands.

Company Size

201-500

Company Stage

N/A

Total Funding

N/A

Headquarters

New York City, New York

Founded

1984

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Simplify Jobs

Simplify's Take

What believers are saying

  • Next 15 said M Booth and M Booth Health showed strong 2025 trading.
  • M Booth hired Jeremy Mullman to expand media relations and earned-media execution.
  • M Booth won PRovoke North American Agency of the Year and PRWeek Outstanding Large Agency.

What critics are saying

  • M Booth laid off 18 staffers in April 2025, signaling margin pressure.
  • Joe Hamrahi’s 2023 exit removed a long-tenured COO, weakening operational continuity.
  • AI commoditizes strategic PR; Culture Mark risks becoming easy for rivals to copy.

What makes M Booth unique

  • M Booth’s Culture Mark uses AI research to quantify cultural salience and brand imprinting.
  • Next 15 gives M Booth 32-market reach while preserving independent agency identity.
  • M Booth Health combines healthcare regulatory expertise with consumer-style creative firepower.

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Benefits

  • Health Insurance
  • 401(k) Retirement Plan
  • 401(k) Company Match
  • Unlimited Paid Time Off
  • Paid Holidays
  • Hybrid Work Options
  • Family Planning Benefits
  • Wellness Program
  • Commuter Benefits

Company News

Jacobs Communications
Aug 10th, 2026
The PR agency succession crisis hiding in plain sight.

The PR agency succession crisis hiding in plain sight. PR agency succession done right has been hiding in plain sight, and its industry keeps showing Jacobscomm how. Consider Weber Shandwick. Harris Diamond passed the CEO mantle to Andy Polansky, who passed it to Gail Heimann, who passed it to Susan Howe. This September, Howe hands it to Karen Pugliese. Five planned transitions, and the firm never missed a step. At Golin, Fred Cook passed the chairman's mantle to Ellen Ryan Mardiks, who carried it into this year's merger that created Golin Ketchum. And at M Booth, founder Margi Booth recruited a seasoned Ketchum leader, Dale Bornstein, as her successor, moved into the chairman role herself, and watched the agency she built nearly quadruple. Three firms. Three different paths. One common thread: every successor was a proven leader, developed and ready long before the handoff. So here's the uncomfortable question. Who's that leader-in-waiting at your agency? For most principals, the honest answer is silence. And that silence is the agency succession crisis hiding inside its profession. The Crisis in the Numbers A few weeks ago, I wrote about founder dependence, the bottleneck that forms when everything runs through you today. This is the harder question: who leads your agency tomorrow? And the data should concern every principal. Harvard Business Review research found that badly managed leadership transitions destroy close to $1 trillion in market value each year among the S&P 1500 alone. (Harvard Business Review) You don't run an S&P 1500 company. That's precisely the point. Those firms have boards and committees devoted to succession, and they still get it wrong. Most agencies have none of that machinery. And they're in good company: a SHRM survey found that 56 percent of companies have not set succession plans in motion years ahead, which is when the real work happens. (NACD Directorship) The firms that get agency succession right aren't lucky. They start early, and they develop the right person. The Mistake Agencies Are Poised To Make Here's the mistake I see coming: anointing the wrong successor for the right reasons. You know the heir apparent. She has the strongest client relationships. She grows the business organically. She pursues, pitches, and wins new clients. She'd make a great agency CEO on paper. All of that is essential. None of it is leadership. Gallup's research puts a number on this trap: companies fail to choose the candidate with the right talent for management 82 percent of the time, and only one person in ten has high talent to manage. (Gallup) If organizations get it wrong that often naming a manager, imagine the stakes when naming the person who will lead everyone, including your other leaders. Look again at those three firms. The Weber Shandwick successors were sitting presidents who had led for years before they became CEO. Dale Bornstein arrived at M Booth after a 27-year career at Ketchum, where she ran the New York office through 9/11 and a recession, and eventually became the Head of Global Practices. These weren't the best rainmakers handed the keys. They were proven leaders, ready. A proven leader is something different. She shares and lives the agency's values. She builds trust. She coaches rather than commands. She inspires people to follow her, not merely report to her. Above all, she knows she only succeeds when others succeed. If your presumed successor checks the rainmaker boxes but not these, you don't have a succession plan. You have a wish. What the Best Leaders of Leaders Know Years ago, I interviewed several of its industry's most respected leaders of leaders, and their wisdom maps directly onto agency succession. Ellen Ryan Mardiks, then chairman of Golin, now Golin Ketchum, told me: "When someone first becomes a leader, he or she is primarily a teacher. The challenge is recognizing that if you don't pivot from teacher to mentor to coach, you won't be an effective leader of leaders." Read that as a succession test. The principal who's still teaching hasn't built a successor. Rob Flaherty, then chairman of Ketchum, who later retired after leading the firm as president, CEO, and chairman, described it this way: "It's like a blank canvas on a tight frame: the frame is your vision, and perhaps some of the core strategies, but they get to paint the canvas to achieve that vision." That's succession in miniature. Hand your future successor the frame. Then let them paint. Jim Joseph, then president of McCann Health North America, now Global Chair, Brand Impact at FleishmanHillard, told me: "You have to be willing to step out of the way, allow them to lead, let them shine, and do things as they see fit, with you acting more like the safety net." That's the whole succession posture in a sentence. You step back so they can lead, and stay the safety net while they find their footing. Andy Polansky, who led Weber Shandwick and then IPG's PR group through a number of transitions, once told me: "Throughout my career I've worn many hats. This has helped me appreciate different perspectives, a key skill to tap while leading leaders." The leaders who steward great successions are the ones who have learned to see through other people's eyes. Some Questions To Consider If you couldn't walk into the agency on Monday, who'd lead it? Would your team follow that person or merely report to them? When did you last let a rising leader make a significant decision you would have made differently? Are you still teaching, or have you pivoted to mentoring and ultimately coaching? And the hardest one: are you developing a proven leader, or just hoping your best manager becomes one? The Boost Every New Leader Needs One more truth about agency succession: even the right successor needs support, and she needs it most at the moment of promotion. I learned this firsthand, years before I ever coached anyone. I was a senior VP and then EVP at Marina Maher Communications, now known as MMC, working for its founder, as the agency grew from 18 people to 55. Marina had every reason to keep her hands on everything. Instead, she would look at my plan and frequently say, "It's not what I'd do, but you have my proxy." Or, "Let's try it your way, and if it doesn't work, we'll figure it out." She knew exactly what she was doing. She was teaching an experienced but overly cautious leader to walk through fear and become a decisive one. She was helping to develop me as a leader. Newly minted leaders are almost always promoted to lead people who used to be their peers. Yesterday's colleague becomes today's boss. She must establish authority without losing relationships, find her own leadership voice, and learn the job, all at once, while everyone watches. That's exactly where executive coaching provides the boost. A coach gives your rising leader a confidential place to work through the peer-to-boss transition, build her leadership identity, and grow into the role before the agency depends on her. Leaders I've coached describe what that support made possible. Marina gave me that boost herself, one "you have my proxy" at a time. Your successor deserves the same, whether it comes from you, a coach, or ideally both. PR agency succession isn't a document. It's a leader you've developed. If you're thinking about who will one day lead your agency, or preparing someone who soon will, I offer a complimentary consultation. You can schedule it here.

PRWeek
Jul 16th, 2025
M Booth launches AI-powered methodology, Culture Mark

NEW YORK: M Booth has launched Culture Mark, a proprietary AI-powered methodology designed to make it clearer and easier for brands to make their mark in culture and deliver value, the agency said in a statement.

Provoke Media
Jul 7th, 2023
Jeremy Mullman leaving ICF Next for M Booth

CHICAGO — Longtime ICF Next partner Jeremy Mullman will be joining M Booth to lead its media relations practice.

PRWeek
Mar 3rd, 2023
Joe Hamrahi leaves M Booth, Next 15 | PR Week

Hamrahi joined M Booth in 2004 as CFO.