Konrad Shek has never followed a conventional path into public affairs. A self-described “techie at heart,” his early years in the IT industry continue to shape how he sees the world: as an interconnected system where data, technology and human behaviour constantly influence one another. That instinct, to look beneath the surface and understand how things truly work, has defined a career built on navigating complexity across diplomacy, international business, and today, advertising regulation. Shek’s entry into public affairs was, by his own admission, “a slightly unusual one.” He began in IT before moving into the UK’s Foreign Office to pursue international relations. “This was instrumental in teaching me how to navigate complex stakeholder landscapes and a true understanding of how policy is actually made,” he explains. A move to Jardine Matheson followed, which he describes as “a defining period” where he “learned how to think about public affairs in a way that delivers good outcomes for the business.” Since joining the Advertising Association, Shek has found the ideal platform to bring these experiences together. Now Public Policy & Regulation Director, he works at the centre of efforts to shape the policy environment for the UK advertising industry. “Since joining the trade body, the Advertising Association, I’ve been able to draw on my diverse experience to bring value to members, and it’s given me a distinct lens on advocacy,” he says. “It also puts me in a position to be able to translate technical complexity for policymakers whilst understanding the governmental machinery from the inside.” That ability has underpinned some of his most significant achievements. “My proudest achievement to date has to be building the Advertising Association’s credibility and influence in media literacy policy,” he says, pointing to work that has directly influenced regulatory and parliamentary thinking. “This demonstrates that evidence-based advocacy from industry has a place and can genuinely shape regulator and parliamentary thinking.” Shek is pragmatic about the future of the profession. While artificial intelligence is transforming public affairs, he sees it as an enabler. “But the ‘human factor’ isn’t at risk—it’s essential,” he says. “The real worry isn’t AI replacing humans—it’s professionals who don’t develop AI literacy being left behind.” Underlying his approach is a clear-eyed view of public affairs and its purpose. He acknowledges the scepticism around the profession but is direct about its value.  “Good public affairs provides policymakers with information they genuinely need, acknowledges trade-offs honestly, and operates in the open,” he says, warning that without it, decisions risk being made “in an information vacuum by politicians flying blind.” That belief shapes his work at the Advertising Association, where he focuses on long-term, strategic influence rather than political visibility.  “I prefer strategy to performance, substance to theatre,” he says. “For me, I know I can achieve more impact working behind the scenes than I ever could from the green benches of Westminster.” Shek draws personal inspiration from “Now We Are Free” by Hans Zimmer, sung by Lisa Gerrard in the film Gladiator, which, he says, “captures something essential about how I approach life: the willingness to endure long, difficult journeys for things that matter; the belief that struggle can lead to transcendence; and the importance of staying true to your values even when the cost is high.” Quickfire Q&A How did you start in public affairs?  I started my career in IT, spending five years in the sector before joining the Foreign Office to pursue my interest in diplomacy and international relations.  Proudest career achievement to date? A submission to an Ofcom consultation led to my successful appointment to its Making Sense of Media Advisory Panel. Another response to the House of Lords’ Inquiry on Media Literacy was cited 51 times in the inquiry’s final report. How has AI changed public affairs engagement? Are you worried about the “human factor”? AI has fundamentally changed how we work in public affairs. Less time drafting, more time thinking. That’s not a threat; it’s an opportunity to do public affairs at a higher level. What do people outside the “Westminster Tunnel” get wrong about public affairs? What often gets missed in the debate is that politicians can’t possibly know everything. They're asked to make decisions on incredibly complex issues. That's where legitimate public affairs comes in....