Corporate communications
Most organisations do not have a communication problem. They have a systemic problem. They communicate frequently, have dedicated teams and sufficient tools.
But the message varies depending on who is speaking, and when pressure mounts, there is no pre-established framework to underpin their position.
Service
capabilities
We don’t sell communication services separately. Each capability is part of a system designed to build positioning from within the organisation.
Communication strategy
and architecture
and architecture
Defining the framework from which the organisation speaks: positioning, core messages, discourse territories and criteria for deciding what is communicated, to whom and when. Not an action plan — a system.
Corporate discourse
governance
governance
The internal structure that determines who has authority to define and update the communication framework. Alignment between leadership, departments and spokespeople to ensure a coherent discourse.
Crisis and complexity
management
management
Structural preparation for high-pressure contexts: defining positions on sensitive scenarios, response architecture and ongoing support. No generic protocols — criteria adapted to each organisation’s reality.
Strategic spokesmanship
Aligning and preparing spokespeople to embody the organisation’s framework, not merely to handle an interview well. Working on discourse before any technical training.
Internal communication as part of the system
The coherence between what an organisation communicates externally and what its teams experience internally. Internal communication plans, corporate culture activation and alignment of internal discourse.
Communication documents and materials
Production of the documents that underpin the system: key messages, briefing notes, Q&As, press releases and any piece that needs to be coherent with the defined strategic framework.
The approach
Corporate communication works when it is part of a coherent system — not when it is managed by department, urgency, or separate channel.
01
Diagnosis before intervention
Before producing any message, we understand the organisation’s real context: what position it occupies, what narrative its leadership sustains, and where the inconsistencies lie between what it does and what it communicates.
02
Architecture before execution
We define the framework from which the organisation communicates: key messages, spokespeople hierarchy, and decision criteria for complex situations. Without that foundation, every communication action operates independently.
03
Integrated with the rest of the system
Corporate communication is neither a department nor a channel. It connects with spokespeople management, internal communication, crisis handling, and public narrative. Everything stems from the same framework.
What you get
Communication strategy framework
Message architecture and corporate discourse
Operational documents: briefing notes, Q&As, template press releases
Spokesperson alignment programme
Integrated communication plan
Internal communication plan
Crisis management manual and sensitive scenario guidelines
Do you have a challenge in mind?
You don’t need to have everything worked out yet. Tell us about the situation and we’ll see if it makes sense for us to work together.
Real challenges
Go deeper
What sets this apart from hiring a conventional communications agency?
A conventional agency executes actions: press releases, campaigns, content. We work at the level before that — the framework that gives those actions meaning. We can execute, but always from a defined strategic logic, not as a task provider.
When does it make sense to approach corporate communication in an integrated way?
When the organisation grows faster than its narrative. When each department communicates from its own criteria. When a high-pressure situation arises and there is no prior framework to sustain the position. When marketing generates activity but not influence.
Is crisis management a separate service?
No. Managing complex situations is part of the corporate communication system. A well-managed crisis is the result of a well-built system before the pressure arrives.
Do you also work with internal communication?
Yes. The coherence between external discourse and what teams experience internally is part of the same system. Internal communication is not a separate discipline — it is the condition for external positioning to be credible.