We carry rebrands, mergers, system rollouts, and crises across the finish line, with one story told consistently to every audience.
When the stakes are high and many audiences are watching, the plan has to be ready before the news is.
Employees, executives, customers, investors, and regulators all hear about a big change, often at different times and in different words. That's where trust breaks.
We connect the departments that don't normally talk to each other, build one master plan and one set of core messages, and give every team the exact materials it needs for its audience.
We don't split internal from external. One team directs the story and decides where it goes.
The workstreams we build and track for a large, worldwide rebrand. Every program is scoped to fit.
A weekend-long shutdown of all services, inside and out, with the state credit union division and the national regulator watching closely, and no way to reach audiences during the upgrade.
Built multiple communications plans matched to the possible outcomes of the upgrade, then briefed every team on the full set and gave each step-by-step access to the deliverables for each scenario.
After more than 25 years of history, including developing and selling an FDA-approved smallpox asset, the company moved into oncology and needed a story that worked for employees, customers, and investors.
A global rebrand that employees in every region need to understand, believe, and use from day one.
Results to follow.
When approvals stall, communications teams must pivot on employee retention, alignment, and market skepticism.
Start with a conversation about the moment that matters most, and who needs to believe it.