Strategy creates value only when people act on it.

Advisory for CEOs, boards and executive teams. I work alongside you when a decision is clear at the top but isn't turning into action further down.

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Often, what looks like a communication problem is an understanding problem.

Change doesn't succeed when people are informed. It succeeds when people understand, believe in and act on the decisions.

The first question in the organisation is rarely "What is the strategy?" It is almost always "What does this mean for me?"

More presentations and more town halls don't answer that. It takes someone who can see what is really going on.

I work as a strategic advisor,
not a supplier.

That means I sit close to the decision. I look at every challenge through four perspectives, strategy, leadership, people and communication, to see what is getting in the way and what to do next.

Diagnosis

We look at what is actually happening: what needs to succeed, what behaviour it requires, where people are today, and where the message changes along the way. You see what to fix first.

Direction

We turn the decision into a clear story leaders can tell consistently, and give managers what they need to explain it in their own teams. AI can help keep it consistent, but never replaces judgement.

Counsel in the moments that matter

A new CEO. A transformation. An acquisition. Close sparring when what you say, and how you say it, becomes a strategic decision in itself.

Who I work with

CEOs, boards and executive teams in a moment of change: a new CEO, a new strategy, a transformation or an acquisition.

Examples of where I work

These are the kinds of situations I have worked in over 14 years inside global organisations. The details vary. The pattern underneath is usually the same: clarity at the top isn't reaching the people who need to act on it.

CEO Transition

Giving new leadership one clear voice

A new CEO arrived, and the organisation was watching. The leadership team hadn't agreed how to introduce the new direction, so different parts of the organisation were hearing different things, and uncertainty was growing.

I helped the CEO and leadership team shape one clear narrative tied to business priorities, not personality, advised on tone and timing, and built a simple rhythm so the message reached every level in the same way. Managers got practical tools to explain the new direction in their own teams.

The organisation heard one consistent story from its leadership. Uncertainty went down, and people knew what the new direction meant for them.

Digital Transformation

Making transformation understandable and actionable

A large transformation had strong strategic logic, but it wasn't showing up in daily work. People were hearing about it, but they weren't changing how they worked. The problem wasn't resistance. It was understanding.

I connected the strategic goals to what people actually do every day, created simple formats managers could use to pass it on, and checked regularly whether people really understood the direction.

People understood the direction better. There was less communication overall, but it was clearer and got people moving.

M&A Integration

Integrating people into culture, not just structure

After an acquisition, the formal integration was on track, but the people weren't coming together. Teams from the acquired company felt like outsiders, and leadership underestimated how much communication matters in bringing people together.

I helped leadership tell one shared story about where the organisation was heading, rather than where either company came from, built simple habits to keep it alive day to day, and made sure leaders said the same thing.

The friction between teams went down. People began to see themselves as one organisation, heading in the same direction.

How we work together

A clear path from the first conversation to ongoing counsel.

1. Discovery call

A free, 30-minute conversation about what is happening in your organisation, and whether this is a problem I can help with.

2. Diagnostic

I map where your message changes shape on its way through the organisation, and why. You get a clear read-out and a prioritised plan.

3. Ongoing advisory

Close counsel through the moments that matter: working sessions, direct access in between, and review of key communication before it goes out.

Scope and terms

Every engagement is scoped individually, based on your organisation and what needs to be done. We agree the scope and terms together after the diagnostic.

What Leaders Say

Kristen Tate

Senior Director, Head of Communications, Danfoss

“Jeanette is a creative problem-solver who approaches her work with a mix of curiosity and skill. Leaders turn to her for sound judgment, thoughtful guidance, and trusted, strategic counsel.”

Rasmus Windfeld

Director, Group Media Relations, Rockwool

“I’ve seen Jeanette bring structure and creativity into complex communication challenges. She knows how to cut through the noise and make leaders’ messages land with impact and credibility. Jeanette turns communication into a true leadership advantage.”

Marco Martinini

General Manager at Sacchificio Industriale Sammarinese S.p.A, Italy

“I was impressed seeing Jeanette in action within a global organization. She turns communication into a true leadership tool - combining sharp strategic focus with authentic human warmth. It’s a rare balance that makes leaders more impactful and trusted.”

Karina Porcelli

Sr. Communications Advisor, Novo Nordisk

“Jeanette combines a human touch with strategic focus and equips leaders to cut through noise and lead with authenticity. Few people match her energy and capacity - she’s a force.”

Questions

What kind of situations do you help with?

Usually a strategy that isn't landing, a change or transformation, a new CEO or leadership team, or a gap between what leadership decides and what happens in the organisation. Sometimes it looks like a communication problem. Sometimes communication is simply where a bigger problem becomes visible.

Who do you work with?

CEOs, executive teams, senior leaders and communication leaders. Most of my work is with organisations, usually through the leader or team closest to the decision.

Where does AI fit in?

As a practical tool, not the point. AI can help prepare, test and keep communication consistent. It doesn't replace judgement, or the work of understanding the people who need to act.

How do we work together?

It starts with a conversation. If there is a fit, we agree a scope that suits the situation: a focused diagnosis, close sparring through a specific moment, or ongoing advisory over time.

Is this communication advice, or something deeper?

It depends on what we find. I start by understanding what is actually getting in the way. If it is communication, we work on that. If it is the decision itself, competing priorities or alignment between leaders, we deal with that first.

What is the first step?

Book a free 30-minute discovery call. We talk through what is happening and whether I'm the right person to help. No pitch.

Book your call →

The best advisory relationships start with a conversation, not a proposal.

If a decision isn't landing the way it should, I'd be glad to talk. A 30-minute discovery call. No pitch. Just a conversation about what is happening and whether I can help.