Valentina Drofa, CEO and Founder of Drofa Comms

In the world of finance, reputation is everything — and nowhere is that more apparent than in fintech. As digital-first financial platforms grow more complex, so too do the risks they face. Crisis isn’t a rare disruption in fintech these days — it’s the new normal. And in such a high-stakes environment, strategic PR is no longer a “nice to have” — it’s your first line of defence.

Valentina Drofa, Co-Founder and CEO of Drofa Comms, understands this better than most and is doing her part to drive this shift in mindset. With over 15 years of experience in finance and communications, she leads an international consultancy that helps financial companies build strong reputations, manage crisis situations in real time, and stay ahead of the curve in an unpredictable landscape.

From cyberattacks and public backlash to navigating regulatory scrutiny, Drofa Comms supports clients through some of the toughest moments in their business journeys. And the results speak for themselves: over the past year, the firm handled crisis communications for more than 80% of its clients, helping them not just recover, but come out stronger.

We sat down with Valentina to explore why traditional crisis playbooks no longer work, what replaces them in this digital age, and how real-time tools combined with human insight can be used to control the narrative when it matters most.

Valentina, today it feels like we’re living in a state of “perpetual crisis.” Does this mean that crisis management now truly stands at the centre of business strategy in fintech?

That’s a good way of describing it — in my company, we have an inside joke that “crisis is our everyday.” The simple reality is that having an old-school crisis manual that lies in the corner collecting dust until disaster strikes just doesn’t cut it anymore.

In fintech, things move fast, businesses are always highly watched by the regulators, and everything is very public-facing. A single tweet noting user complaints or a technical hiccup can spiral into something much worse within minutes.

What we’re seeing now is the rise of what can be called “crisis continuity” — and that is why companies should do a lot more than just prepare for isolated incidents that may come and go. They need to embed readiness for such events into the day-to-day DNA of their operations.

For example, in the past year alone, we’ve worked on solving crisis scenarios with about 80% of our clients. And in several cases, those had been snowball situations — one crisis bleeding into the next. That’s just the state of this market these days.

It also looks like the nature of these crises is changing as well. Are there any particular kinds that you find most challenging for fintech brands to manage today?

Cyberattacks are, of course, top of the list — the recent Coinbase incident with a $400 million loss is a clear reminder that even the biggest players are not invulnerable. And that’s definitely a mindset that needs to change.

I can’t even begin to tell you how many companies I’ve seen over the years that thought that crisis situations are “something that happens to someone else,” and that they will be just fine. But, bottom line — that’s really not how it goes.

But, even more importantly, I would argue that the biggest danger the fintech market is facing right now is trust erosion. This includes everything from fake news created and amplified through AI to user-generated perspectives that spread faster than the official version of events.

Plus, there is a growing scepticism of mainstream media that also should be pointed out. A 2024 Gallup poll showed that only about 32% of Americans have any significant trust in traditional media. That’s a big shift, and to me, it indicates that the general audience is increasingly turning to alternative platforms such as social media and podcasts to get their information.

As a result, companies are forced to adapt their communication strategies and race against the wind itself. Across social media, information has a way of spreading very fast, and so businesses have to fight for control of the narrative in a fragmented, already-mistrusting environment.

That’s why at Drofa Comms, we start anti-crisis preparations for our clients with social networks already accounted for. That way, when the situation has gone sideways, we are already prepared to act, with a plan in place and company spokespersons knowing what they have to do to seize the initiative.

Alright, let’s dig a bit more into that. By your own words, everything is moving very fast in digital space these days. So what does a modern crisis response look like, in response to this change?

As we’ve already touched upon earlier, the old, phased approach of “before-during-after” is obsolete now. What we’re building today is a continuous cycle of monitoring and real-time adaptation. We help brands move from a reactive mindset to what I’d call "reputational anticipation."

This includes real-time social listening and scenario mapping. Predictive analytics and sentiment monitoring are becoming increasingly crucial tools in crisis prevention, helping identify potential threats before they escalate into full-blown crises.

AI-driven platforms like Pulsar or Blackbird.AI can be used to track the emotional tone of brand mentions, predict emotional peaks in conversation, and flag potential escalation points. Through a mix of technology and human judgment, companies can keep an eye on narrative momentum, giving communications teams the time needed to adjust messaging and strategy.

This trend reflects a broader transformation in crisis communications: we are going from putting out fires to preventing them from sparking in the first place. Given that reputational damage can begin with a single untimely post, early warning systems are now a strategic necessity.

Since we touched on the topic of messaging, I have another question. The fintech landscape today is very multi-jurisdictional — global, yet fragmented. It is not unusual for a company to be operating across multiple regions. In fact, that’s increasingly becoming the norm. How do you help clients adapt their communications in such a reality?

Yes, that’s a very good thing to point out: there's no such thing as a “universal” message anymore. The fintech landscape is highly fragmented — not just across jurisdictions, but across cultures, regulatory environments, and levels of financial literacy. What works in terms of messaging in one region might fall completely flat or even cause reputational harm in another.

That’s why we approach communications with careful segmentation, not just by language or country, but by audience mindset. Regulators, investors, regular users — when they have questions, they all need something different in terms of answers. As such, we help clients tailor their messages accordingly.

Regulators, for example, need clear assurances about the level of compliance and risk mitigation for that particular. Investors, meanwhile, look for strategic vision and measurable outcomes — guarantees that the business will find success and deliver profits. Everyday users, on the other hand, generally want simplicity, trust, and relevance of services offered to their daily lives.

All these groups might all be looking at the same product or announcement, but they’re coming at it from very different perspectives. And so, we build layered narratives to make sure they each get the information that matters most to them, delivered in a tone and format they understand and value.

It’s more work, admittedly, but the results are also far more effective this way. Each audience hears what they need to hear to build confidence and connection with our client company.

So, based on your experiences so far, what internal practices would you say can help companies stay calm and confident during a crisis?

“Forewarned is forearmed,” as the saying goes. I’ve said it before, and I will say it again — crisis readiness starts with preparations in advance, before anything even has a chance to go wrong. You need clear action plans, protocols, and responsible people who know what they will need to do — and do it quickly — when the time comes.

According to the BCI’s report, in 2024, 75% of surveyed companies ran at least one crisis comms training, showing a proactive approach in crisis preparations. That’s a very good thing —drills like that help ensure that your people will not hesitate or feel lost when the chaos is upon them.

At Drofa Comms, we work with our clients to create a full “response culture.” That includes preparing message templates and assigning spokespersons who will handle various communication channels, making sure that we have all directions covered.

And another important aspect of crisis management to bring up is having an “apology protocol” in place. Companies with structured apology frameworks tend to regain trust faster than those who react in an improvised way.

An effective apology is not just about saying “sorry.” It’s about clearly explaining the situation that took place and showing responsibility for fixing it. People understand that mistakes happen — no one is safe from that. But what really matters is how you handle those mistakes. Honesty and transparency are non-negotiable when you want to prove that you still deserve to be trusted despite things going wrong.

Makes sense, but that’s mostly communication with clients. What about regulators? In finance, it’s pretty much inevitable that companies fall under increased scrutiny. How are they to manage communication with that extra pressure on their shoulders?

Here, once again, transparency is a key factor. Satisfying regulators today is about more than just formal reporting — they pay more and more attention to how companies communicate with the public, especially during times of stress or uncertainty.

In such an environment, silence or vague messaging can be interpreted as evasion or even negligence. Poor communication risks escalating regulatory scrutiny, possibly causing more damage in the long run than the incident itself

From our perspective, we always advise clients to take a proactive stance and engage in open dialogue with regulators if there is a need to do so. Not just saying “we’re investigating,” but providing timely, clear updates as the situation unfolds. Even if all the facts aren’t clear yet, it’s better to acknowledge the unknowns than to try to mask them.

This approach points to your accountability and maturity as a business, as well as a genuine intent to cooperate. It reassures regulators that a company is taking the issue seriously.

Thank you, Valentina! One last question now: if a fintech brand wants to future-proof its reputation, what advice would you give?

Start today. Don’t wait for a crisis to learn how to deal with one. Take a proactive stance and set up the tools you need in advance.

Most importantly, treat your communications team not as simple messengers, but as strategic advisors. At Drofa Comms, we don’t just tell stories; we shape reputation as a living, breathing part of the business model.

In a sector where trust is the lifeblood of a company, being honest and fast in your communications can make all the difference.

Source: Finance Magnates