When your organization is transforming, leadership is changing, or reputation is on the line, I bring experienced C-suite communications counsel to the table.
When leadership changes, organizations transform, or stakeholder expectations diverge, communications becomes a business issue. I work with CEOs and executive teams during those moments to clarify the narrative, align stakeholders, anticipate reputational risk, and turn business strategy into communications people can understand and act on.
Their impact travels quickly across employees, customers, investors, media, and other stakeholders.
I work with leadership teams before those moments become communications challenges — anticipating stakeholder reaction, pressure-testing decisions through a reputation lens, and building the communications strategy to support what comes next.
I work with organizations at every stage — from venture-backed growth companies to public enterprises.
Senior communications leadership for companies navigating transformation and reputation-critical moments. I work alongside CEOs and executive teams to create clarity, protect reputation, and align stakeholders when it matters most.
For organizations that need experienced communications leadership but do not need, or are not ready to hire, a permanent Chief Communications Officer. I step into the organization as a member of the leadership team, with executive-level ownership across communications strategy, reputation, and stakeholder alignment — embedded leadership, not outsourced support. Typically structured as a defined-term engagement, full-time or near-full-time, for the duration the organization needs.
For CEOs and leadership teams who already have a communications function, but need a senior outside perspective on a specific, business-critical situation — reviewing the plan, pressure-testing the messaging, and advising the CEO directly before it goes out the door. Structured as a retainer or project engagement, scoped to the situation at hand.
I work selectively with CEOs and senior leaders to define what they want to be known for and build the communications platform to support it.
Define what the executive should be known for, and develop the leadership narrative behind it.
Build the thought-leadership architecture around the executive's ideas, expertise, and point of view.
Translate that platform into media, speaking, LinkedIn, and other relevant channels.
I have sat where my clients are sitting.
As a former public-company Chief Communications Officer, I advised CEOs and executive teams while major business decisions were still being made — not after they'd already been communicated. I have been in the room while the decision was being made, helping leadership understand its implications before communicating it. Today I bring that same experience to growth-stage and private equity-backed companies as well as public enterprises.
Where the conversations that matter happen.
Tell me what's changing and where you want the organization or your reputation to be stronger. I'll follow up personally to talk through next steps.
jendavis@summitedgecommunications.com →