Communication is everyone’s job here, so it is nobody’s
Senior communication leadership, for as long as you need it and at whatever intensity the work demands. A holistic view of the organization first, then a tailored building process with the people who will run it. When the system holds on its own, I step back.
Your Chief Communication Officer, until your team no longer needs one
Most scaling companies reach a point where communication is clearly someone’s job, but not clearly anyone’s. Marketing owns the website, HR owns culture, the founder handles press, and nobody owns how it all fits together.
I start with a holistic view of the organization, not one department, then run a tailored building process with your team. Not a template, and not a plan I hand over.
You might recognize this
Your company’s communication is not one thing, it is a system. These are the seven areas my Communication Scorecard measures, and the seven a fractional partnership holds at the same time.
Strategy & business alignment
Communication reacts after decisions are made, instead of supporting the goals behind them.
Team collaboration
Other teams call communication in at the end, rather than involving it early.
Leadership clarity
Every leader says it slightly differently, so the organization hears no single voice.
Operations & process
There is no clear process. What happens depends on who is available that week.
Budget & resources
The function is asked to deliver without the people, budget or flexibility to do it.
Message & narrative consistency
Your internal and external audiences are hearing two different stories.
Risk assessment & blind spots
Communication risks are discovered late, once they have already become problems.
If more than two of these feel true, the problem is not any one of them. It is that nobody is holding all seven at once.
You can start the audit yourself, right now
The Communication Scorecard walks you through all seven areas and tells you which one is costing you most today. It takes about ten minutes, it is free, and you are under no obligation to talk to me afterwards.
A system, not a dependency
The test of this work is what is still standing a year after I stop.
One connected ecosystem
All seven areas working as one system instead of seven separate efforts that never quite line up.
A trained spokesperson pool
More than one person who can speak for the company confidently, so it never depends on a single voice being available.
Fewer crises, handled better
Most are prevented upstream. The ones that still arrive find a company that already knows who speaks and what to say.
No permanent headcount
Senior leadership for the stretch that needs it, with nothing added to your fixed costs once the system holds on its own.
A partnership with an ending built into it
Six to nine months, tailored every time. The shape holds, the content follows your organization and your stage.
Week one
We put out the fire you are feeling now, usually with a quick, zero-budget win.
Month one
I map all seven areas and diagnose the one process underneath the visible problem.
Months two to six
Strategy, messages, channels and habits, built with your team rather than handed to them.
Months six to nine
Your spokespeople and leaders take it over, and stop asking me first.
After
A lighter retainer so someone is there when something big lands, or a clean ending. Both are a success.
Let’s find out if this fits
A conversation, not a pitch. We look at what your communication actually needs right now, and whether a fractional partnership is the honest answer. Sometimes it isn’t, and I will tell you so.