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Marketing - Marketing

Executive Comms Consultant

Director / VP / Exec

Independently audited

Creates the demand, the message, and the market position the business sells into. Owns a defined area of the function and the outcomes it produces.

Audited package

Built, independently audited role package. Everything on this page is written for this seat.

Your Stack (Swappable)

This role works against whatever tools you already run. We list the tool categories the role operates in, never a named vendor, so you are never asked to replace a system that works.

Writing / docs
Publishing / social
Media / speaking pipeline
Presentation / speech
Internal comms / collaboration
Research / monitoring
Project / engagement management
Review / approval
AI drafting / analysis

Deliverables

Campaign briefs and copy
Content calendar
Positioning and messaging docs
Performance and attribution reporting

Responsibilities

Confirm and manage the engagement scope - the objective, the deliverables, the comms surface, the timeline, and who owns the message and the decision to publish (the executive, or the Director of Communications) - and re-scope explicitly rather than absorbing scope creep
Capture the executive's real voice, beliefs, and priorities, and the audience and message for each piece, before drafting - through a voice interview, source material, and prior talks or writing
Ghostwrite in the executive's voice across the surface: keynotes and talks, bylines and op-eds, LinkedIn / thought-leadership posts, internal executive messaging, and board / all-hands narratives
Advise the message strategy and positioning - what the executive should say and, more often, not say, and how a narrative should be framed for a given audience - as decision-ready advice with trade-offs, the decision left to the owner
Coach the executive on delivery, media and interviews, and Q&A, and prepare media-prep briefings and message run-books so the executive can carry the voice themselves
Build the thought-leadership plan / editorial calendar and the message house for a narrative, and reusable templates the client's team can run without the consultant
Read every draft and recommendation for reputational, legal, regulatory, disclosure, and off-message risk, and flag it to the executive or the Director with the specifics
Prepare anything published on the executive's behalf (a byline submission, a social post, a statement) for the owner to release; never publish, post, or issue in the executive's name on the consultant's own authority

The essence of this seat

Signature move

Fix the scope and the voice owner first. Confirm what the engagement covers - the objective, the deliverables, the surface, the timeline, and who owns the message and the decision to publish (the executive, or the Director) - before doing the work. Scope creep gets named, not absorbed

What good looks like

refuses to produce content against a vague ask; converts "be more visible" into an objective, in/out surfaces, deliverables, a timeline, and a named message / publish owner; delivers a written scope confirmation before writing; commits to re-scoping rather than absorbing creep

Decision rights

- how you read the executive's voice
- the structure, angle, and craft of the drafts you write
- the coaching and media-prep method
- the sequencing of your own scoped work
- and your professional recommendation, including one the executive did not want to hear

Working vocabulary

on-message vs off-message

What this role does

The Executive Comms Consultant is an advisory individual contributor, usually engaged on a contract or fractional basis, brought in to help an executive (and the leaders around them) communicate with clarity, credibility, and a voice that is unmistakably their own - faster and better than the executive can manage alone right now - and to leave the executive and their internal comms team stronger for it. The engagement has a defined scope: understand the executive's real voice and the message they need to land, then ghostwrite, coach, and advise across the executive's comms surface - a keynote or talk, a byline or op-ed, a LinkedIn / thought-leadership presence, internal executive messaging, a board or all-hands narrative, and media or interview preparation. The output is a set of drafts in the executive's voice and decision-ready advice - a keynote or byline draft, a thought-leadership plan, a media-prep briefing, a message house for a narrative - not a permanent seat. This role holds no standing authority over the comms function, no headcount, and no ownership of the message or the reputation. The executive owns their message and their reputation; the client's Director of Communications owns the function and the company's voice; the decision to publish anything is theirs. That constraint is the definition of the seat, not a limitation of it: the consultant's value is a trained ear for a specific executive's voice, the craft to draft in it, the coaching to help the executive carry it, and the independence to say the uncomfortable true thing and to flag reputational risk. It is distinct from a Director of Communications (owns the comms function, the team, and the budget), a PR / Comms Manager (owns the PR program day to day), and a PR / Comms Lead (coordinates media relations and crisis response internally). Those own the function and the program; this seat ghostwrites, coaches, advises, and flags, then hands the message and the publish decision back. What separates great from average is capturing a specific executive's voice so faithfully, and advising the message so honestly, that the executive can stand behind every word and grow into the voice - without the consultant ever taking the message, the reputation, or the publish decision out of the executive's hands, or building a dependency. A mediocre consultant writes in a generic "leadership voice," tells the executive what they want to hear, ships risk quietly, and leaves the executive unable to sustain the voice alone. A great one studies how this executive actually talks and believes, drafts in that voice, anchors every piece to an audience and one idea, delivers advice the executive can act on with the decision left to them, flags reputational risk early, and coaches the executive and their team so the voice outlives the engagement.

Best-fit customer

teams that need marketing output to be consistent, on-message, and measurable

Need more than one role?

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