When you are setting or refreshing strategy, the narrative that sits around it will shape how seriously people take what follows. I help you to define and articulate that story so it feels both ambitious and rooted in what makes your institution distinctive.​

Typical work includes:

• Narrative and positioning for institutional or organisational strategies

• Key documents such as strategy texts, prospectuses and “case for change” narratives

• Narrative frameworks and messaging toolkits teams can use day to day​

What this looks like in practice

• Strategy narrative and key messages
  Working with senior teams to turn a draft strategy into a coherent, audience‑ready story with clear anchors, key messages and targeted messaging for distinct groups.

• Core idea and narrative structure
  Helping you define the central idea of your strategy and the big moves this requires to become reality, so communication feels focused rather than like a list of initiatives.​

• Plain‑language summaries
  Creating accessible summaries and FAQs that explain complex strategy documents in language staff, students and partners can recognise themselves in.​

• Speechwriting and set‑piece communications
  Drafting launch speeches, town hall narratives and leadership emails that introduce a new direction in ways that feel grounded and human.​

This work is useful when you are preparing to launch a new strategy, refreshing an existing one, or you need to explain your direction after a period of change.​

When organisations move through change, people want to see how their views count and where the direction is coming from. I design engagement and communications approaches that are honest about constraints, imaginative in format and focused on generating structured insight you can act on.​

Typical work includes:

• End‑to‑end engagement design for major strategies or organisational change

• Consultation and dialogue processes that go beyond surveys

• Synthesis of large volumes of feedback into usable insight and storylines​

What this looks like in practice

• Engagement architecture for strategy or change
  Designing the overall engagement journey for a strategy or change programme, from initial framing to consultation activities, online platforms and closing the loop at the end.​

• Workshops and dialogue formats
  Creating and facilitating workshops, town halls and small‑group sessions that surface real questions and ideas.

• Pop‑up and digital experiences
  Working with your internal teams and creative partners to shape pop‑up installations, microsites or online ideas spaces that make participation feel tangible and visible.​

• Insight synthesis and reporting
  Analysing consultation input and turning it into clear themes, tensions and options that can guide decision-making and narrative.​

• Setting expectations and closing the loop
  Developing communications that are honest about what will and won’t change, and showing clearly how contributions have influenced the final direction.​

This is particularly valuable when you are launching or co‑creating a new strategy, making significant organisational changes, or rebuilding trust through visible, well‑designed engagement.​

How leaders show up, especially in moments of pressure, sends strong signals about what an organisation stands for. I work alongside senior teams to reset tone, design formats and support decision‑making so that leadership communication feels immediate and authentic.

Typical work includes:

• Leadership communications reset

• Advisory support through scrutiny, complex issues or crisis

• Ongoing “trusted advisor” role on narrative and tone during change​

What this looks like in practice

• Leadership communication review
  Auditing how leadership currently communicates across channels and identifying what is landing well, what feels distant and where there are gaps or mixed signals.​

• Tone and format reset
  Co‑designing a new leadership communications rhythm that feels more direct and less filtered.​

• Message development and coaching
  Working with leaders to clarify what they want to say about sensitive or complex issues and rehearsing how to say it in a way that is honest, proportionate and responsive to likely questions.​

• Scrutiny and issues support
  Providing rapid support on narrative, stakeholder mapping and communication choices during periods of heightened scrutiny, contested issues or crisis, so that internal and external messages stay aligned.​

• Ongoing advisory
  Helping leadership teams anticipate how decisions will land and how to communicate in a way that supports both progress and trust.​

This service is for moments when you are visible, under pressure, or trying to shift leadership culture towards greater openness and dialogue.​