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Corporate practice

Reputation is an
asset. It is just
not on the books

No accountant records it, and yet it decides who returns your call, who accepts your offer, and what a regulator assumes before they ask. Our corporate programmes are built to make a company credible to the people whose opinion changes its trajectory.

Talk to us → Crisis readiness
Customers
Investors
Regulators
Partners
Employees
Your companyWHO IS WATCHING

Five audiences, one story, different emphasis

The mistake most companies make is writing one announcement and sending it everywhere. The position should not change between audiences — but what you lead with absolutely should.

Audience 01CustomersWant proof you will still be here in three years and that someone answers the phone.
Audience 02InvestorsWant a market thesis, credible numbers and a management team that survives scrutiny.
Audience 03RegulatorsWant consistency between what you say publicly and what you file. Surprises cost you.
Audience 04PartnersWant to know association with you is an asset, not a risk they have to explain.
Audience 05EmployeesRead the coverage before anyone else and notice when it does not match the all-hands.

The message architecture

Built bottom-up and used top-down. Everything at the summit has to be defensible by the layer beneath it, which is why we start with the evidence rather than the slogan.

LEVEL 04The one lineWhat a journalist repeats without checking their notes.
LEVEL 03Three proof pointsThe evidence that makes the line believable rather than aspirational.
LEVEL 02Audience variantsThe same position, phrased for investors, customers and regulators.
LEVEL 01The evidence baseNumbers, customers, filings and facts everything above is allowed to rest on.

If the top line cannot be traced to the bottom layer, it is marketing copy — and a journalist will find that out faster than your customers will.

Press conference / leadership photo

The first hour decides the week

Crisis plans written during a crisis are improvisation, and it shows in the coverage. This is the sequence we rehearse with clients before anything goes wrong.

0–15 minAcknowledgeA holding statement that confirms you are aware and are looking into it. Silence is read as guilt within the hour.
15–60 minEstablish factsOne internal source of truth. Nobody speaks publicly until the timeline is verified, including the chief executive.
1–4 hrsRespond properlyA statement with substance, issued to every affected audience at once — not a leak to one favoured outlet.
Day 1–3Hold the lineConsistent spokespeople, corrections pursued through the right channels, employees briefed before the press is.
Week 1+RebuildSubstantive coverage that gives the story somewhere else to go, and the fix communicated when it lands.

What we handle

Programmes are built from these, weighted to whatever the year actually demands — a funding round, a launch, a hiring push or a quiet rebuild.

Media relationsAn operating press office: relationships, pitching, embargoes and response times journalists can rely on.
Corporate storytellingMessaging, boilerplate and the narrative every spokesperson works from.
LaunchesProducts, funding, partnerships and milestones, sequenced so they compound rather than collide.
Thought leadershipBylines, commentary and speaking platforms that put executives where the argument is happening.
Founder positioningThe individual profile that carries the company when the company is not yet famous.
Industry positioningCategory definition and share of voice against the competitors you are actually measured against.
Internal communicationEmployees briefed before the press. The cheapest reputation insurance there is.
Ongoing managementMonitoring, correction, and a quarterly view of how the company is being written about.

What do people say about you when you are not in the room?

We will find out properly — an audit of your coverage, your competitors' and what your own people say — and tell you what is worth changing.

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