Wherever your narrative
is breaking down.
Wherever your narrative
is breaking down.
Wherever your narrative
is breaking down.
With customers and prospects.
Across your operational teams.
In the hearts and minds of your people.
With customers and prospects.
Across your operational teams.
In the hearts and minds of your people.
Stephen works at each of these levels – independently or
directly with the leaders and teams responsible for carrying it forward.
Stephen works at each of these levels – independently or directly with the leaders and teams responsible for carrying it forward.
Stephen works at each of these levels – independently or directly with the leaders and teams responsible for carrying it forward.
Most organizations have someone who writes.
Far too few have someone who governs what gets said.
Most organizations have someone who writes. Far too few have someone who governs what gets said.
Most organizations have someone who writes.
Far too few have someone who governs what gets said.
The fractional Chief Narrative Officer (CNO) is a senior advisory role for organizations that need narrative oversight at the leadership level — without adding a permanent executive.
The fractional Chief Narrative Officer (CNO) is a senior advisory role for organizations that need narrative oversight at the leadership level — without adding a permanent executive.
WHEN TO ENGAGE STEPHEN
WHEN TO ENGAGE STEPHEN
WHEN TO ENGAGE STEPHEN
Strategic Change
Strategic Change
Strategic Change
When transformation looms, and the narrative architecture becomes critical. Before the announcement. Before impressions form and informal stories harden. Before operational teams go astray.
When transformation looms, and the narrative architecture becomes critical. Before the announcement. Before impressions form and informal stories harden. Before operational teams go astray.
Discordance
Discordance
Discordance
When the CEO’s core messaging is drowned out by many internal voices – and ungoverned AI use is muddying the organization’s strategic focus, message, working culture, and brand.
When the CEO’s core messaging is drowned out by many internal voices – and ungoverned AI use is muddying the organization’s strategic focus, message, working culture, and brand.
Leadership Gap
Leadership Gap
Leadership Gap
When a vacuum in the company’s narrative governance and communications authority must be filled – temporarily, transitionally, or intermittently over time.
When a vacuum in the company’s narrative governance and communications authority must be filled – temporarily, transitionally, or intermittently over time.
Program Reset
Program Reset
Program Reset
When the company’s entire approach to “how it talks” to stakeholders – from the board to the media – requires an independent assessment and recommendations, or an entirely fresh programmatic reset.
When the company’s entire approach to “how it talks” to stakeholders – from the board to the media – requires an independent assessment and recommendations, or an entirely fresh programmatic reset.
HOW TO ENGAGE STEPHEN
HOW TO ENGAGE STEPHEN
>
Start with a conversation
Start with a conversation
No scope. No commitment. Some of the most important engagements begin with a single exchange — a question, a problem half-formed, a situation that doesn't yet have a name. If something here resonates, that's enough reason to talk.
No scope. No commitment. Some of the most important engagements begin with a single exchange — a question, a problem half-formed, a situation that doesn't yet have a name. If something here resonates, that's enough reason to talk.
No scope. No commitment. Some of the most important engagements begin with a single exchange — a question, a problem half-formed, a situation that doesn't yet have a name. If something here resonates, that's enough reason to talk.
>
Launch a critical project
A defined scope. A clear deliverable. A fixed timeline. Right for C-suites that know what they need and want to move quickly.
A defined scope. A clear deliverable. A fixed timeline. Right for C-suites that know what they need and want to move quickly.
A defined scope. A clear deliverable. A fixed timeline. Right for C-suites that know what they need and want to move quickly.
>
Establish continuous support
Retainer-based, ongoing access to senior narrative counsel — available when the moment requires it, not just when a project justifies it. Right for teams that understand the work is never fully finished.
Retainer-based, ongoing access to senior narrative counsel — available when the moment requires it, not just when a project justifies it. Right for teams that understand the work is never fully finished.
Retainer-based, ongoing access to senior narrative counsel — available when the moment requires it, not just when a project justifies it. Right for teams that understand the work is never fully finished.
>
Pilot first, expand naturally
A narrowly focused first engagement that establishes the architecture, proves the value, and defines what comes next. Right for when both sides want to see the work before making longer term commitments.
A narrowly focused first engagement that establishes the architecture, proves the value, and defines what comes next. Right for when both sides want to see the work before making longer term commitments.
A narrowly focused first engagement that establishes the architecture, proves the value, and defines what comes next. Right for when both sides want to see the work before making longer term commitments.
WHO ENGAGES STEPHEN FOR THIS WORK
WHO ENGAGES STEPHEN FOR THIS WORK
CEOs and presidents preparing to announce a transformation, restructuring, acquisition, strategic pivot, workforce reorganization, or launch of a new service or product.
CEOs and presidents preparing to announce a transformation, restructuring, acquisition, strategic pivot, workforce reorganization, or launch of a new service or product.
Executive leaders of growing organizations who are still carrying the narrative function themselves — and need the governing architecture in place before scale makes that untenable.
Executive leaders of growing organizations who are still carrying the narrative function themselves — and need the governing architecture in place before scale makes that untenable.
Chief Strategy Officers who need the narrative governance infrastructure to match the strategic plan they've built.
Chief Strategy Officers who need the narrative governance infrastructure to match the strategic plan they've built.
Chief Marketing Officers and communications leaders managing fragmented messaging, ungoverned AI-generated content, or brand language that has never been formally governed.
Chief Marketing Officers and communications leaders managing fragmented messaging, ungoverned AI-generated content, or brand language that has never been formally governed.
Boards and executive teams where alignment on the governing story — before it goes public — is a precondition for execution.
Boards and executive teams where alignment on the governing story — before it goes public — is a precondition for execution.
Private equity-backed companies at inflection points: a new platform thesis, a portfolio company repositioning, a leadership transition, or an exit narrative.
Private equity-backed companies at inflection points: a new platform thesis, a portfolio company repositioning, a leadership transition, or an exit narrative.
Private equity-backed companies at inflection points: a new platform thesis, a portfolio company repositioning, a leadership transition, or an exit narrative.
Private equity firms managing a portfolio — where narrative governance across multiple companies becomes a firm-level capability rather than a company-by-company expense.
Private equity firms managing a portfolio — where narrative governance across multiple companies becomes a firm-level capability rather than a company-by-company expense.
Organizations integrating an acquisition — governing the narrative through the moment when two organizations, two leadership teams, and two cultures are asked to act as one.
Organizations integrating an acquisition — governing the narrative through the moment when two organizations, two leadership teams, and two cultures are asked to act as one.
"You have been an incredible partner and the most talented communications and strategy leader that I have ever worked with"
— CEO, healthcare security company
"You have been an incredible partner and the most talented communications and strategy leader that I have ever worked with"
— CEO, healthcare security company
"You have been an incredible partner and the most talented communications and strategy leader that I have ever worked with"
— CEO, healthcare security company