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I work with leadership teams that are about to communicate something significant and are not fully confident they are ready. That might be a restructure, a leadership transition, a strategic shift, or a decision that carries risk if it lands badly. The common thread is that the stakes are high and the window to get it right is closing.

I sit inside the decision-making process with your leadership team. That means I am asking hard questions before the announcement is drafted, identifying where your internal alignment is weaker than it appears, and flagging the interpretations your audiences will form that you have not yet anticipated. The work happens before the message goes out, not after the damage is done.

A communications firm builds and executes. I advise. Most organizations that have experienced a communications failure during a major change did not lack execution capacity. They lacked someone willing to tell leadership the truth about what they were walking into before they walked into it. That is the work I do.

Very few. The nature of this work requires deep familiarity with your organization, your leadership team, and the specific situation at hand. I am not structured for volume, and I do not pretend to be.

Yes. All engagements begin with a mutual non-disclosure agreement. The conversations we have and the information you share stay with me.

The diagnostic is a three-hour working session for senior leaders approaching a significant decision or announcement who want an outside perspective before committing to a direction. It is not a strategy session. It is a pressure test. If you are confident about your direction, this is not for you. If something feels uncertain and you want to know what you are missing before it becomes visible, it is.

It depends on the engagement.

The Diagnostic tells you what you are walking into before you are in it. You have that answer within 48 hours, in writing.

The Sprint means your announcement will not surprise you after it goes out. The gaps have been found and addressed while there was still time.

The 90-day engagement means the next time your organization faces a significant decision, your leadership team already knows how to communicate it. You are not calling someone at the last minute. You are not managing the fallout. You are ahead of it.

I have led communications through situations most advisors have only read about.

I led communications for enterprise-wide transformations at JPMorgan Chase affecting more than 50,000 employees across 60 countries. I led the effort that changed the Cook County judiciary for the first time in decades. I guided arts organizations through the COVID-19 pandemic as the rest of the sector shuttered. I have worked on congressional campaigns where the margin for error was zero, and the public was watching.

I led communications for enterprise-wide transformations at JPMorgan Chase affecting more than 50,000 employees across 60 countries. I led the effort that changed the Cook County judiciary for the first time in decades. I guided arts organizations through the COVID-19 pandemic while the arts sector was shuttering. I have worked on congressional campaigns where the margin for error was zero, and the public was watching.

Sometimes. If the findings indicate that a more sustained advisory relationship would serve you better, I will say so directly. There is no obligation to proceed, and the diagnostic is complete on its own terms.

The Sprint is a focused 30-day engagement for leadership teams that have made a decision and need to ensure the communications around it are sequenced correctly, internally aligned, and ready to hold up under scrutiny. The decision is made. The work now is making sure the way you communicate it does not undermine it.

If your leadership team has not yet aligned on the decision itself, the Sprint is not the right starting point. Address the alignment first. The diagnostic can help you understand where that work needs to happen.

This is a sustained advisory relationship for leadership teams navigating complex, multi-phase organizational change. I work directly with senior leaders across the full arc of the engagement: from the early framing of decisions through the communication of outcomes. The work is ongoing, not episodic.

Organizations that understand communications strategy is not a downstream function. If your leadership team is accustomed to bringing communications in after decisions are made, this engagement will require a shift in how the team works. That shift is part of the value. It is also a prerequisite for the work to be effective.

If you are approaching a specific decision and want an outside read before moving forward, start with the diagnostic. If your decision is made and the announcement is on the horizon, the Sprint is likely the right fit. If you are navigating a significant organizational change over months and need sustained senior advisory support, that is the 90-day engagement. If you are not sure, reach out and describe your situation. I will tell you directly what makes sense.

Use the inquiry form on this site. I review each submission personally and will follow up if there is a strong fit.