Milestones come in many shapes and forms. They are usually confidential and do not always come to fruition in the end. Therefore, it is not always possible to involve the communications department from the outset. That’s when I enter the picture.

Do you have a landmark event coming up?

• IPO
• A profit warning
• A delisting
• Are you in need of new capital
• Are you (considering to) selling part of the company
• Acquire a new
• Cut down?
• Merge with your competitor
• Launch a new product?
• Hire a new CEO – and say goodbye to the old one
• Have you made a new strategy that needs internal anchoring and external launch and communications?
  
  

You need a plan. I will help you all the way.

When it is time to share the project with employees and external stakeholders, there is a risk that you will be met by a puzzled outside world that has not been on the same journey and will receive the news in a completely different way than expected. This is why it is so important to include communication as an important and equal part from the beginning of the preparation phase; even if it is not always possible to take your own communications department along from the very beginning.

I am the confidential sparring partner who can assist with the basic work of developing the core narrative, the response statement and key messages, Q/As, plan for internal launch, stakeholder analysis, press strategy and message training. I have been through all of the above list from my time with Damgaard, Shell and the Lundbeck Foundation.

If the communications department has not been involved in the first planning phase, I ensure that they are well prepared to take over and be at the forefront of the practical implementation.