The practice
Counsel for the individuals who carry institutional risk personally. A chair, a chief executive or an independent director is exposed in a way the organisation is not, and their public position needs handling separately from the corporate one.
Executive visibility that simply amplifies the corporate line adds nothing. A leader with a distinct, defensible position on something that matters to the industry is worth considerably more to the company.
Executive presence should complement the corporate narrative rather than crowd it. Where a chief executive becomes the entire brand, succession becomes a valuation problem.
Handovers announced badly move share prices and unsettle staff. The sequence, the framing and the visible role of the outgoing leader all need designing in advance.
Media training that produces smooth non-answers makes things worse. The work is preparation: knowing your position, knowing the difficult questions and knowing what you will not discuss.
How the work runs
Current public position, search record and exposure review.
The individual's distinct territory and its relationship to the corporate narrative.
Media, earnings call and hostile question training with rehearsal.
Ongoing visibility programme and succession planning where relevant.
Services
Individual standing built without competing with the corporate brand.
Board & CXO AdvisoryHandovers announced so markets and staff read them the same way.
Board & CXO AdvisoryPreparation for interviews, earnings calls and hostile questions.
Board & CXO AdvisoryFrequently asked
Usually yes, in a bounded way. Some sectors and some individuals are better served by low visibility, and that is a legitimate strategy rather than a failure.
Treat it as corporate communication, because that is how it will be read. Guidelines and a review habit prevent most of the problems.
Related but different. Founders are building a market position for a growing company. Board level work manages an existing institutional position and its risks.
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