The work speaks for itself
A global telecommunications company needed to move its marketing and communications function from fragmented AI experimentation toward something governed, consistent and built to last. The challenge wasn't technical. It was organisational.
Discovery research with over a hundred team members revealed the real barriers: unclear guidance, inconsistent governance, training that felt abstract and tools that didn't fit the way people actually worked.
The engagement covered the full arc, from current state assessment and strategic vision through to operating model design, workflow mapping, use case prioritisation and a practical team playbook. The approach started with workflows rather than tools, which changed what became possible.
A keynote at the client's global brand day in Stockholm brought the AI transformation agenda to a wider leadership audience. A six-module upskilling programme, attended by over 150 team members on average, translated strategy into practical capability across the function.
For a global pharmaceutical brand, AI search was already shaping treatment conversations. The question was whether their content was part of those conversations or missing from them entirely.
A comprehensive GEO audit mapped how AI platforms were representing the brand, its therapy area and its competitors across three markets, covering branded and unbranded queries, source credibility, narrative gaps and visibility scoring across presence, position and prominence.
The findings shaped a content and media strategy focused on closing the gaps. The brand led overall AI search visibility but that lead was built more on citation frequency than on being consistently named in broad treatment discussions. Competitor positioning was clearer and earlier. And in key markets, AI responses were drawing on sources that missed local regulatory, payer and guideline realities entirely, leaving those audiences underserved.
The audit became the foundation for an ongoing programme. From playbook and governance framework through to the tools needed to monitor and optimise over time, the goal was giving the team what they needed to own their AI search presence rather than be defined by it.
Channel planning in a large pharmaceutical business involves significant amounts of repetitive, time-consuming analytical work. The kind that absorbs senior people's time without giving them the clarity or agility to make good decisions quickly.
Working with senior sales and marketing teams from major markets globally, we designed and delivered a full-day workshop at their annual global team meeting, with around fifty senior leaders in the room.
The session began with inspiration before moving into hands-on work. Using the teams' existing Excel and PowerPoint reporting formats as the foundation, we layered AI capability on top, transforming a familiar but laborious process into something faster and more powerful. Teams could analyse channel performance more quickly, adjust their approach with confidence when priorities shifted and produce branded outputs ready to use internally straight away.
The engagement was part of a broader period of support, which also included contributing to the planning of a digital communications day for the wider team.
Embedding consistent AI capability across a large, globally networked comms agency is a particular challenge. Tools, use cases and familiarity vary enormously by function, market and specialism. We needed a programme that worked for everyone without feeling generic to anyone.
We designed and delivered four pan-EMEA online modules, complemented by in-person sessions across the UK, including London, Manchester and Scotland, and in Geneva, Paris, Stockholm and Brussels, reaching over 350 people across the network.
Sessions were tailored by function and specialism. Consumer, health and corporate comms teams each received content relevant to their context, with separate programmes for HR, leadership and finance. The curriculum covered internal platforms and AI agents, new ways of working, ethics and risk, and the commercial opportunity.
The programme was supported by bespoke playbooks, policies and prompt libraries, giving participants the frameworks to keep building on what they had learned.
The way most communications agencies are structured creates problems before a brief is even opened. Strategy, creative, data and digital operate in sequence rather than in parallel, which slows thinking, fragments outputs and limits what's possible for clients.
Solving this problem looks different depending on where an agency is in its evolution.
At a smaller, more agile agency within a global network, the focus was building capability across data, strategy, digital, influence and paid, creating the conditions for intelligence-led integrated work where previously those functions had operated in isolation.
At one of the world's largest communications agencies, the challenge was more fundamental. Through research, stakeholder engagement and close partnership with senior decision makers, a new operating model was developed where strategy, creative, data and channel thinking work as a continuous system, shaped around audience behaviour from the outset.
Both engagements started with the same question: how does this agency need to work to deliver something genuinely better for clients?
A communications strategy is only as good as the content that brings it to life. For many organisations the gap between strategic ambition and what actually gets produced, and where, and how quickly, is where impact gets lost.
Over many years and across dozens of clients in pharma, FMCG, technology, energy and financial services, this is work that sits at the intersection of strategy, storytelling and production. Building content engines that are audience-driven and platform-relevant, supported by the right team structures, workflows and editorial frameworks to produce work that is consistent, compliant and genuinely compelling.
The approach spans both corporate and product communications, paid and organic, and works across client-side and agency teams. In each case the goal is the same: content that is nimble enough to respond to what is happening, structured enough to maintain quality and coherent enough to build something over time.