Your narrative needs an owner, not another adviser
I join your team for three, six or nine months and take the narrative as my mandate — discovering it, defining it, and embedding it across marketing, sales and product until your team owns it without me.
A clear, aligned narrative is a strategic asset
It's the single version of your story that marketing, sales, and product all draw from, so every campaign, every pitch, every piece of content pulls in the same direction. Building that narrative is a process. Embedding it across the organisation is a discipline. Both require someone whose focus is making sure your story is the sharpest, most consistently told version of itself.
Four ways to fix a broken narrative
Most companies in this position are choosing between an agency, a full-time hire, a workshop, or waiting. Here is the honest comparison, including where the other three are the better answer.
Solved in three phases
A month each. Discovery listens, definition builds, delivery converts the narrative into the things the business actually uses. The last month is the one most engagements skip, and the reason so many narratives end up filed away.
Before any writing happens, we listen. Structured conversations across your team to understand how different people describe the company, where they align, and where they don't.
Most organisations are surprised by what this surfaces.
Only after that research do we build the narrative. Your differentiated value, your ideal customer, your proof — structured into a single architecture that every piece of communication can draw from.
The narrative embedded into the places it matters most.
Growth-stage companies where narrative alignment has become a strategic priority
Typically a CMO, CPO, or founder who has recognised that inconsistent storytelling is costing them deals, slowing onboarding, or creating friction in the market. Where marketing, sales, and product are each telling a different version of the same story, and nobody has the mandate or the process to fix it.
"You were really an extension of the team. It was more like a pressure cooker with a lot of results. I'm pretty confident we would have not made the deadline if we did not bring you in on a fractional role."
Ingrid went from a delivery experience platform to providing delivery intelligence
"By creating the content and the material, we could feel organically that one version was working better than the other."
Head of Marketing, Ingrid
Ingrid went from a delivery experience platform to providing delivery intelligence
A conference launch in the calendar and a narrative that had to outlast it. Twelve conversations across the company, three prototype directions scored department by department, then a month converting the result into a website brief, a sales message house, messaging for ten product areas and a trained AI agent. The deadline was met, and the phrase spread through the company before anyone formally adopted it.
"By creating the content and the material, we could feel organically that one version was working better than the other."
Head of Marketing, Ingrid
Both are built around embedding, not advising
The goal is a narrative your team owns long after the engagement ends. How fast you get there is your call.
One or two days a week over six months. The narrative develops in step with the work your teams are already shipping, so nothing has to pause while we think.
For teams that need to move faster. Three days a week for three months, usually anchored to a funding round, a launch, or a repositioning that cannot slip.
What people ask before hiring me
A contractor with an internal mandate. I sit in your standups, your Slack and your planning, but on a fixed-term contract with a defined end.
Usually the CMO, CPO or founder. The mandate has to come from someone who can make the narrative stick across all three functions.
Your team owns the narrative, the architecture and the process for maintaining it. If I have done the job properly, nothing breaks when I leave.
Often the right call. A workshop tells you whether the problem is a narrative you haven't written or a narrative nobody is enforcing. If it is the second, that is when a fractional engagement makes sense.
A small number, deliberately. Days per week are committed, so availability is genuinely limited rather than a sales line.
Find out where your team actually stands first
After 100+ workshops, we've found narrative alignment averages as low as 19%. Book a free call and we'll calculate your narrative score together. You'll know exactly where your team stands before committing to anything.
Book an intro call