In Latin America, some of the most innovative solutions for social, environmental and economic challenges are born far from major cities, in state schools, small family businesses, community organisations and initiatives led by people who face complex realities every day. Often, the real challenge is access. Access to funding, to international visibility and, above all, to opportunities that have historically seemed reserved for large institutions.
This was precisely the context we found when taking over the regional communications for the Zayed Sustainability Prize, one of the world’s most significant global awards focused on sustainability, innovation and humanitarian impact. More than just announcing an application period, our challenge was to transform the perception of an international prize that, for many potential Latin American candidates, still felt distant, inaccessible or simply “not for people like us”.
Our insight
From the start, we understood that a traditional public relations strategy would not be enough. In conversations with NGOs, small and medium enterprises, educators and local leaders, we identified a barrier that went far beyond communication. Many had already tried to participate in global initiatives and received rejections. Others faced structural limitations, such as unstable internet access, low familiarity with digital tools or a lack of confidence to compete on an international stage.
Before talking about applications, it was necessary to rebuild a perception. It was necessary to show that this space also belonged to them.
Based on this insight, Sherlock Comms decided to reposition the Zayed Sustainability Prize in the region. Instead of presenting the prize merely as an international opportunity, we began to communicate it as a global platform capable of recognising local heroes. More than generating awareness, we wanted to build a sense of belonging. We wanted social organisations, schools and entrepreneurs to see their own stories reflected in that opportunity.
From strategy to execution
To turn this vision into reality, we developed an integrated regional operation across 16 countries in Latin America and the Caribbean. The strategy combined media relations, the production of human-interest stories, thought leadership content, and institutional coordination with ministries, embassies, universities and chambers of commerce, alongside webinars, in-person workshops, submission clinics and an extensive network of direct support for candidates.
Instead of waiting for potential participants to find the prize in a press publication or a digital campaign, we went to them.
Throughout the campaign, we took part in strategic events in countries such as Brazil, Panama, Costa Rica, Guatemala, Peru and Argentina, bringing the prize closer to communities that rarely form part of major global conversations. We created trilingual content, educational materials, infographics, video tutorials and personalised messages distributed through the channels these communities already used daily, especially WhatsApp, email and social media.
As the campaign gained momentum, technical challenges also emerged in the submission process. Rather than limiting our role to that of a traditional communications agency, our team supported candidates in real time, offering individual guidance, step-by-step instructions and ensuring that every project reached final submission safely. It was at this point that the campaign moved beyond mere communication and became, in practice, an exercise in building trust.
From results to real impact
The results were historic. The campaign generated 1,234 qualified applications, breaking the previous record for the prize in the region and comfortably exceeding the target set by the client. Latin America secured 10 global semi-finalists, four international finalists and two global winners from Brazil.
On the communications front, the campaign achieved 675 publications in outlets across the region, reaching over 1 billion people and delivering an ROI of 1,558%, one of the highest in the prize’s entire global portfolio.
However, for us, the figures only tell part of the story.
The most significant impact happened when rural schools applied for the first time. When leaders of social organisations who previously believed there was no room for them in international initiatives decided to try again. When small businesses, often made up of small teams and limited resources, began to see their work as something capable of competing, and winning, on a global stage.
In the end, more than increasing applications or generating press coverage, we helped to open doors that, for many Latin American communities, had always seemed closed. And, more importantly than opening those doors, we helped these people believe they belonged there.