The strategy is unclear, the team isn’t aligned, or the numbers won’t carry the story. Saying it louder makes all three worse. We work on both sides.

We do two things.

We get the story right and get it heard. And we help coach and advise on the business the story is about.

Strategic and Digital Communications

Getting the story right, and getting it heard.

Something is already being said about your company, by customers, competitors, analysts, and whoever got asked last. The question is whether it’s accurate and whether you had any part in it. We find what makes you distinctive, translate it into language people can repeat, and make sure that’s what people meet—in the press, in search, from your CEO, and when something breaks.

  • Executive positioning

    The CEO is usually the most credible voice a company has and the least used one. Bylines, speaking, and a point of view worth quoting.

  • Strategic communications

    What the company stands for, in language that survives a sales call, a board deck, and a reporter—without changing shape in between.

  • Media and public relations

    Relationships open the door. A story a reporter can defend to an editor is what gets you through it.

  • Crisis and reputation

    Preparation before, counsel during, repair after. Most companies only think about the middle one, and by then the options are bad.

  • Digital marketing

    Campaigns, content, and search, measured against pipeline rather than impressions.

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Coaching and Advisory

Building the business the story is about.

Every company has a version of itself that works on the slide and a version that works in the market. When those drift apart, no amount of communication closes the gap — and the people who need to tell you are usually on your payroll. We work on the business itself: the strategy, the team, the numbers, and the capital events that depend on all three.

  • CEO counsel

    Direct work on strategy, structure, and the decisions that don’t have a clean answer. Peter has made these calls with his own capital at risk.

  • Leadership teams

    Where the team is strong, where it isn’t, and what to do about it. As a group and one by one.

  • Growth and market expansion

    New segments, new geographies, new categories. Which are worth entering, and what it takes to hold one once you’re in.

  • Access to capital

    The plan and the story that raise money, and the operating discipline that makes an exit worth having.

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Experience, in every engagement.

Peter has spent years on these problems across newsrooms, agencies, and the CEO chair. He works on yours: the diagnosis, the argument, the call.

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