In an industry that prides itself on strategic rigor, creative excellence, and measurable impact, some might argue that timely payment for services rendered continues to be treated as optional. In this piece, Megan Salt, co-founder and partner of Salt + Ruttner Communications, reflects on the growing normalization of delayed compensation across the PR landscape, particularly for small, independent, female-led firms, expected to deliver top-tier work without guardrails for prompt payment. In this candid perspective, Megan examines the structural imbalance that turns agencies into de facto financiers, argues that professionalism must extend beyond performance to honoring financial commitments, and calls for a collective reset on payment standards as a baseline expectation, not a negotiation point.

Payment Standards Should Not Be a Negotiation

Lately, instead of focusing on Salt + Ruttner’s long-term strategy and building the business, I’ve found myself distracted by something far more basic: chasing payment for work that has already been completed.

This reflection did not come out of a single dispute or misunderstanding. It has come from a pattern I see repeated across our industry, especially among small, independent, and often female-led firms. We are expected to deliver enterprise-level work with speed, polish, and strategic rigor. That expectation is rarely questioned. What is questioned, or quietly deferred, is timely payment.

This Is Not About Performance

To be clear, this is not about scope creep or underperformance. It is not about missed deadlines or vague deliverables. This is about work that was agreed to, executed, and in many cases praised. Contracts were signed. Invoices were submitted. And still, payment stretches from weeks into months, or disappears entirely.

When this happens with large institutions, it is often explained away as bureaucracy or internal process. When it happens with individuals or smaller organizations, it is sometimes framed as informal, flexible, or unfortunate but unavoidable. In reality, the impact is the same. Cash flow is disrupted. Teams absorb stress. Founders quietly shoulder risk that larger players would never tolerate.

The Hidden Cost of Delayed Payment

What makes this dynamic especially difficult is how normalized it has become. Everyone involved understands the value of the work. The credibility, execution, and labor of small teams are actively sought out. Yet once the work is delivered, the urgency fades. Follow-ups become awkward. Asking to be paid can feel like asking for a favor rather than expecting a professional standard to be met.

At the same time, delayed payment quietly turns small firms into financiers, fronting payroll and operating expenses so that larger or better-resourced entities can preserve their own cash flow. That is not a partnership. It is an unspoken transfer of financial risk.

Other Industries Have Set the Standard

Other industries have addressed this more directly. Construction and engineering operate under prompt payment laws that establish clear timelines and penalties. Film and television crews work within union frameworks that mandate payment schedules and consequences for noncompliance. Even freelance journalism and advertising production have long-standing standards around net terms, kill fees, and late-payment protections. These norms exist because labor without timely compensation is understood to be unsustainable.

There is no reason our industry cannot adopt similar expectations.

Raising the Bar Collectively

Raising this issue is not about calling out specific companies or relitigating private disagreements. It is about acknowledging a structural problem and being willing to name it. Professionalism does not stop at creative excellence or strategic insight. It extends to honoring commitments and paying for work on time.

If we want a healthier, more sustainable industry, this has to be a collective conversation. One where small firms are not asked to carry disproportionate risk simply because they are lean, independent, or founder-led. Payment standards should be a baseline expectation, not a point of negotiation.