The art of the PR pitch-roll
Rachel Reeves’ pre-Budget comms strategy has highlighted one of the most fundamental (and contested) comms techniques: the pitch-roll.
“Rolling the pitch” describes the act of laying the narrative groundwork before a major announcement lands. It’s named after the practice of flattening a cricket pitch to improve the consistency of ball bounce and pace during a match. Make of that what you will.
In politics, the goal is simple: to prepare audiences for what’s coming so that the final message feels less shocking and more reasonable – or at least more expected. Reeves has clearly been leaning into this approach, with hints about tax measures and warnings of “difficult decisions” to come.
For comms professionals, successfully rolling the pitch allows messages to be softened, framed or strategically slowed before they reach the public. But like any powerful technique, it carries risks.
Some believe it’s an essential part of shaping audience responses. For others, it’s just not cricket.
Pitch-rolling 101
Pitch-rolling involves gradually introducing key themes, challenges or ideas before a full proposal is unveiled. When deployed with care, it can shape the psychological landscape before a major policy drop.
Often, politicians or businesses are left scrambling after pipeline policies are leaked. Getting ahead of any potential kickback can help to frame the discussion, rather than letting rumours or opposition groups define it.
One example of pitch-rolling is the set of briefings that took place before the Planning and Infrastructure Bill reforms in the UK were officially announced. The government anticipated criticism, particularly around environmental protections and quality control.
Their pre-announcement comms focused on the positives of streamlining legislation (“slash a year off infrastructure delivery”) and easing restrictions. This gave developers and local communities early signals of major change, and created a drum-beat of good-news stories about growth in the media.
Consistency is key. Rather than a single announcement, pitch-rolling should provide a series of touchpoints that build clarity and trust.
How the pitch-roll can go wrong
Reeves’ attempt to prepare audiences for unwelcome news revealed one of the pitfalls of pitch-rolling. Done poorly, it risks being seen as manipulative, evasive, or unnecessarily ominous.
When she took to the podium earlier this month, she may have been hoping to quash rumours about the budget or gauge a public reaction to tax rises. But by refusing to answer questions from the hastily assembled journalists, she fuelled speculation.
This nothing-to-see-here approach also succeeded in pissing off the press – not ideal at a time when media coverage is already pretty hostile. In the end it was less of a pitch-roll, more a collective eye-roll.
The difference between spin and a soft-launch is transparency. If you plan to roll the pitch, you have to commit to the message.
Using proactive comms to build trust
When it comes to new developments, we see how communication can make or break a project long before construction even begins.
For developers, councils, planners and regeneration teams, pitch-rolling is a strategic way to reduce anxiety about the unknown and create space for meaningful dialogue.
Trust is earned, and many people feel that regeneration is a fait accompli that’s imposed upon them. The truth is that we need to collaborate properly to deliver places that mean something to them. This is where proper engagement, communication and pitch-rolling can help.
For major, long-term programmes of regeneration, the first two years are vital to its success. This is where the vision and messaging are created, plans are shaped, and you bring all areas of a community together to feed into the process in a meaningful way. It’s about engaging early, honestly, and promoting two-way communication.
If trust matters to you, take note
Pitch-rolling is really just a buzzword for good comms practice. People react badly to surprises — especially when those surprises affect their homes, communities, or incomes.
By gradually introducing context around decisions, whether it’s a tax rise or a new housing estate, audiences can better understand why change is necessary.
Organisations working on multi-phase or multi-year projects need ongoing goodwill. Setting expectations early and keeping key audiences informed of progress can help to build trust.
That’s why we work with clients to lay the groundwork through clear language and framing, community engagement, and strong storytelling.
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