You should replace your PR firm when it cannot show what work it did, who did it and what changed because of it, and a written 90-day fix plan has not changed that. Seven signs point to the same conclusion: no reporting, a changed team, results unrelated to your goals, generic pitches, slow replies, scope drift and lost trust. Check all seven before ending a contract.
By Ronn Torossian. Last updated: November 7, 2026. I founded a PR agency in 2003, so I sit on the agency side of this decision. The seven signs and the switching steps are my own judgment, not survey data, and this guide cites no statistics.
This guide lists seven signs that a PR relationship has stopped working, explains which complaints are not reasons to leave, provides a 90-day written fix plan and lists what to collect before you switch firms.
Contents
What is a good reason to replace a PR firm?
A good reason to replace a PR firm is a problem that repeats after you have named it in writing and given the agency a fixed time to fix it. One missed placement is not a reason. A pattern of missing reports, changing staff or work you did not ask for is.
The test I use is simple. Ask whether the agency can answer three questions on one page: what did you do this month, who did it, and what changed because of it. An agency that answers all three in plain words is doing the basic job. An agency that cannot is asking you to pay for effort you cannot see.
Replacing a firm has costs. Reporters have to learn a new contact, the new team needs months to learn your business, and stories in progress can stall. Those costs are worth paying only when the current relationship cannot be repaired.
What are the seven signs it is time to replace your PR firm?
Seven signs show that a PR relationship has stopped working, and each one can be checked against documents you already have. The table lists each sign with a test you can run this week.
| Sign | How to test it |
|---|---|
| 1. You cannot see the work | Ask for last month's outreach list, replies and placements with dates |
| 2. The team changed | Compare the people in the pitch meeting with the people on your last three calls |
| 3. Results do not match your goals | Match each line of the report to a goal written in the contract |
| 4. Pitches are generic | Ask to see five recent pitches and the reporters who received them |
| 5. Replies are slow | Log the response time on three urgent requests |
| 6. Scope has drifted | Compare each invoice line with the scope of work |
| 7. You expect bad news late | Ask what the agency would tell you if a month went badly |
Sign 1: You cannot see the work
An agency hides its work when its reports show totals but not the list of reporters, pitches and replies behind them. A report that says outreach continued tells you nothing. A report that lists each reporter, the angle, the date and the response lets you judge whether the effort fits your goal.
Sign 2: The team changed after the pitch
A changed team is a warning when the people who sold the account are not the people doing the work. Agencies often send senior staff to the pitch and junior staff to the daily work. Ask for named staff and weekly hours in the contract, then compare them with who joined your last three calls.
Sign 3: Results do not match your goals
Results do not match your goals when the report counts coverage that has no link to the reason you hired the firm. A funding announcement needs investor and trade coverage. A product recall needs accurate and fast communication. Impressions and placement counts fit neither.
Write each goal into the contract, then make the monthly report answer it line by line, using the approach in the guide to measuring PR results.
Sign 4: Pitches are generic
Generic pitches show that the agency is working from a template and not from your story. Ask to see five recent pitches and the names of the reporters who received them. A strong pitch names the reporter's recent work and states why your news fits it. A weak pitch could be sent to anyone.
Sign 5: Replies are slow when speed matters
Slow replies matter when speed changes the outcome, such as a reporter's deadline or a crisis. Test it on three requests over one month and log the time to a useful answer.
Response time on a normal day predicts response time on a bad day. That is why a crisis communication plan template should name who answers and how fast.
Sign 6: The scope has drifted
Scope has drifted when your invoices pay for work that is not in the contract, or when work in the contract is not being done. Compare each invoice line with the scope of work and ask for a written explanation of every difference.
Out-of-pocket costs such as wire distribution or monitoring software should be listed separately and approved before billing. The guide to what a startup PR firm costs shows which costs usually sit outside a retainer.
Sign 7: You expect to hear bad news late
You expect bad news late when you suspect the agency would wait until a bad month became a bad quarter before telling you. Ask the agency directly what it would say if a month went badly, and note whether the answer is specific. A firm worth keeping tells you early that a story is not landing and proposes a change.
Which problems are not reasons to replace a PR firm?
Three problems are usually not reasons to replace a PR firm: one slow month, one story that did not land, and a goal that was never defined. Each of these is common, and none of them proves the agency is failing.
A slow month happens because editors decide what runs, not agencies. A story that did not land may have been the wrong story, and the right response is a new angle, not a new firm.
An undefined goal is the most frequent cause of disappointment, and the fault is shared. If you never told the agency what success looks like, or changed the goal without saying so, a new firm will face the same problem in six months. Fix the goal first, then judge the firm against it.
How do you give a PR firm a fair chance to fix the problem?
A fair chance to fix agency problems is a written 90-day plan that names the issues, sets measurable fixes and fixes a review date. The 90-day length is my judgment, long enough to show a change and short enough that you do not lose a year.
- Send one email that lists each problem with an example, such as a report that lacked a reporter list.
- Agree what better looks like in deliverables or numbers, such as five named pitches a week.
- Ask the agency to confirm the team and weekly hours in writing.
- Set a review meeting on a calendar date 90 days out.
- Hold a short check-in at 30 and 60 days to see whether the agreed changes are happening.
If the agency accepts the plan and delivers it, keep the firm. If it disputes the problems without evidence or misses the plan, you have your answer, and you have a written record for the contract notice.
How do you switch PR firms without losing momentum?
Switching PR firms without losing momentum means collecting your assets before you announce the change. Read the termination clause first, because many agreements set a notice period, and ask counsel if the wording is unclear.
The table lists what to collect from the outgoing agency. Confirm in the contract who owns each item, since ownership of media lists and notes varies.
| Item to collect | Why it matters |
|---|---|
| Media lists and contact notes | The new team should not rebuild relationships from nothing |
| Coverage archive with links and dates | It proves what was earned and avoids repeating old stories |
| Pending pitches and embargoed stories | Reporters mid-conversation need a clear handover |
| Approved messaging and spokesperson briefs | It keeps the company's voice consistent |
| Account logins for monitoring, wire and social tools | Access should belong to the company, not the agency |
| Final invoice and out-of-pocket records | It closes the books and shows what was spent |
Ask for a short overlap period, even two weeks, so the old team can brief the new one. Tell reporters who are mid-conversation who their new contact is, so a switch does not look like silence.
How should you choose the next PR firm?
Choose the next PR firm by asking the questions you wish you had asked the first time, then writing the answers into the contract. Ask for named staff and hours, a monthly report format, the pitch process and the exit terms.
The guide to choosing a PR firm covers how to judge the answers, and the tech PR agency questions list works for any sector. The risks of choosing on price alone are in the guide to the hidden costs of the cheapest agency. If you are weighing an agency against a hire, read hiring an agency or building in house.
I founded 5W, so weigh my advice accordingly. The 5WPR PR agency page describes its services if you want to compare it against the other firms on your list.
Frequently asked questions
How long should a company wait before replacing a PR firm?
A company should wait for the end of a written 90-day fix plan unless the agency has broken the contract or a crisis has exposed a serious failure. The 90-day period is an operational judgment, not an industry survey benchmark.
Can you replace a PR firm in the middle of a contract?
A client can replace a PR firm in the middle of a contract if the contract allows it, and the termination clause sets the terms. Many agreements specify a notice period, so check the contract terms and ask legal counsel if the wording is unclear.
Should you tell the old agency why you are leaving?
You should tell the old PR agency why you are leaving, stated briefly and in writing. A clear reason protects the professional relationship, helps the agency learn and provides a record of what you asked for.
Who owns the media list when you switch?
Ownership of the media list depends on the contract terms, as some agencies treat media lists as their own proprietary work product. Confirm who owns lists, notes and coverage archives before signing an agreement, and verify ownership again before leaving.
Will switching firms hurt your coverage?
A short pause in coverage is likely when switching PR firms, because the new team needs time to learn the company and reporters need a new contact. A planned handover period and a complete asset collection reduce that gap.
This week, send your agency the three-question test: what did you do this month, who did it and what changed. The answer tells you whether to start the 90-day plan or the search.