Listen and diagnose
Two weeks, mostly listening — your leadership, your customers, and where it helps, your critics. What you claim, what you can prove, and the distance between them. Most of what matters surfaces early.
The standard
Finding the problem, building the answer, and proving it worked.
Forty years of these problems produced a way of working through them. It’s the same on both sides of the business.
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Shape the strategy
One page your CEO, your head of sales, and your board would each recognize as accurate. If the business can't support the claim, we say so here, before anyone writes a line.
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Deliver and measure
The program, with the measures agreed before it starts. Media, campaigns, counsel, operating plans — whatever the position requires. The quarterly question settled in advance.
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Value proposition architects
We find what you can't say about yourself.
Every company is too close to its own story to see which part is the actual difference. Complicated businesses pay double for it — hard to explain, so explained badly, and the attention goes to the competitor with the simpler story. Most of what we surface was already known by somebody inside who couldn’t get heard.
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Growth-focused business builders
We don't stop at the communications line.
Positioning that ignores the business model is decoration. When the problem turns out to be the strategy, the team, or the numbers, that’s the work — not a referral to somebody else.
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Trend spotters and strategy translators
We work in what's changing, not from a playbook.
AI is rewriting how audiences find information, what a search result is worth, and what lands in a journalist’s inbox. Peter lectures on it at four universities and publishes on it regularly, which means the recommendations reflect where this is going rather than where it was.
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Trusted C-suite advisors
Senior counsel means the senior person.
Anticipating what’s coming, sharpening the decision, and saying the thing nobody else in the meeting will. Peter has made these calls with his own capital at risk.
Founded by Peter
Peter Prodromou sold his first story to the Associated Press for two hundred dollars. Newsrooms, then radio. Supreme Court rulings and the wars of the 1980s. Three decades in technology through the internet boom. A communications group built, acquired across four continents, and run as CEO. Counsel to governments on economic development and policy. He has stood at every point in the chain that used to carry the truth.
Peter’s account of it all
A Semblance of Truth is about how we lost the shared standards that told people what was reliable—and what it takes to build them again. From the newsroom floor to the platforms to whatever comes next.
Get the book
Decades of these conversations.
Let’s have yours.
We’ll tell you what we’d do, what we wouldn’t, and whether we’re the right people for it.