One story.
One story.
One story.
Heard differently by everyone who needs to act on it.
Heard differently by everyone who needs to act on it.
Heard differently by everyone
who needs to act on it.
That is where transformations are won or lost.
That is where transformations are won or lost.
A board evaluating risk sees a transformation differently from employees concerned about their roles. Investors weighing disruption bring different questions from customers asking what will change.
A board evaluating risk sees a transformation differently from employees concerned about their roles. Investors weighing disruption bring different questions from customers asking what will change.
A board evaluating risk sees a transformation differently from employees concerned about their roles. Investors weighing disruption bring different questions from customers asking what will change.
Stephen analyzes—and games out via frameworks such as stakeholder and influence mapping and audience evidence briefs—what each group stands to gain or lose, how it may respond, and what leadership needs to address.
Stephen analyzes—and games out via frameworks such as stakeholder and influence mapping and audience evidence briefs—what each group stands to gain or lose, how it may respond, and what leadership needs to address.
Stephen analyzes—and games out via frameworks such as stakeholder and influence mapping and audience evidence briefs—what each group stands to gain or lose, how it may respond, and what leadership needs to address.
Intent shapes story.
Narrative changes behavior.
Stephen works with the CEO and key direct reports to clarify the strategic rationale for change, the decisions made, the questions still open, and the implications for the organization and its stakeholders.
He develops concise working briefs connecting business objectives, priority audiences, and an initial storyline.
Together, they test its authenticity, credibility, and resilience—resolving important questions before developing detailed messaging and guidance for individual functions.
Stephen works with the CEO and key direct reports to clarify the strategic rationale for change, the decisions made, the questions still open, and the implications for the organization and its stakeholders.
He develops concise working briefs connecting business objectives, priority audiences, and an initial storyline.
Together, they test its authenticity, credibility, and resilience—resolving important questions before developing detailed messaging and guidance for individual functions.
Stephen works with the CEO and key direct reports to clarify the strategic rationale for change, the decisions made, the questions still open, and the implications for the organization and its stakeholders.
He develops concise working briefs connecting business objectives, priority audiences, and an initial storyline.
Together, they test its authenticity, credibility, and resilience—resolving important questions before developing detailed messaging and guidance for individual functions.
One symphony. Many instruments.
A powerfully choreographed enterprise performance.
One symphony. Many instruments.
A powerfully choreographed enterprise performance.
Stephen extends the narrative into guidance by function and stakeholder group: critical language, terms to emphasize or avoid, and sensitive issues to address.
Stephen extends the narrative into guidance by function and stakeholder group: critical language, terms to emphasize or avoid, and sensitive issues to address.
Stephen extends the narrative into guidance by function and stakeholder group: critical language, terms to emphasize or avoid, and sensitive issues to address.
Refined with the relevant leaders, this guidance equips managers to communicate in their own voices while preserving the CEO’s meaning and intent. It supports their expertise rather than telling them how to do their jobs.
Refined with the relevant leaders, this guidance equips managers to communicate in their own voices while preserving the CEO’s meaning and intent. It supports their expertise rather than telling them how to do their jobs.
Refined with the relevant leaders, this guidance equips managers to communicate in their own voices while preserving the CEO’s meaning and intent. It supports their expertise rather than telling them how to do their jobs.
What does Stephen bring to
the executive partnership?
Experience
Anticipating how language will land—not just whether it reads well.
Experience
Anticipating how language will land—not just whether it reads well.
Judgment
Challenging language that sounds convincing but obscures an unresolved issue or implies an unsupported promise.
Judgment
Challenging language that sounds convincing but obscures an unresolved issue or implies an unsupported promise.
Independence
Raising concerns and questioning assumptions—even when they are not what the leader expects to hear.
Independence
Raising concerns and questioning assumptions—even when they are not what the leader expects to hear.
Discipline
Keeping the work aligned with the CEO’s intent, the evidence, and what the organization can credibly deliver.
Discipline
Keeping the work aligned with the CEO’s intent, the evidence, and what the organization can credibly deliver.
“This is fantastic! It is the best manifesto I have read in my nearly 20 years at PriceWaterhouse. Like a good novel, I kept re-reading passages and statements. Best of all, I feel as though I wrote it.”
“This is fantastic! It is the best manifesto I have read in my nearly 20 years at PriceWaterhouse. Like a good novel, I kept re-reading passages and statements. Best of all, I feel as though I wrote it.”
“This is fantastic! It is the best manifesto I have read in my nearly 20 years at PriceWaterhouse. Like a good novel, I kept re-reading passages and statements. Best of all, I feel as though I wrote it.”
— Partner and U.S. Financial Services Advisory Leader, PwC
— Partner and U.S. Financial Services Advisory Leader, PwC
— Partner and U.S. Financial Services Advisory Leader, PwC
The independent voice in the room. When the direction needs to be tested.
Stephen brings an independent perspective to conversations that can become too closed, too internal, or too influenced by the loudest voices.
He helps leaders test the narrative before it is exposed—in the boardroom, at the start of a transformation, or with an audience whose support is essential to the plan.
“We’ve got some challenging things to write in the coming weeks, and I know you’re good at working with material that is still in people’s heads…”
“We’ve got some challenging things to write in the coming weeks, and I know you’re good at working with material that is still in people’s heads…”
“We’ve got some challenging things to write in the coming weeks, and I know you’re good at working with material that is still in people’s heads…”
— Head of change management strategy, Fortune 500 services firm
— Head of change management strategy, Fortune 500 services firm
— Head of change management strategy, Fortune 500 services firm
“Expert work. And quickly done. Have an assignment for the CEO for you if you’re interested.”
“Expert work. And quickly done. Have an assignment for the CEO for you if you’re interested.”
— VP of Financial and Strategic Communications, Schering-Plough Corporation
— VP of Financial and Strategic Communications, Schering-Plough Corporation
— VP of Financial and Strategic Communications, Schering-Plough Corporation
"We're looking for someone to come in-house. Someone like you who gets it done without a lot of fuss..."
"We're looking for someone to come in-house. Someone like you who gets it done without a lot of fuss..."
— Former Time Magazine editor and senior messaging adviser, Fortune 500 company
— Former Time Magazine editor and senior messaging adviser, Fortune 500 company
— Former Time Magazine editor and senior messaging adviser, Fortune 500 company