Strategic Communications & Reputation Advisory
We advise boards and leadership teams in B2B and technology companies through change, growth and reputational risk — from positioning and communication decisions to the work with the stakeholders who shape the outcome.
Positioning / Reputation/ Stakeholders
When the strategy, the leadership, the market or the reputational climate shifts, more messaging is rarely the first thing a company needs. It needs decisions: how to position itself, who needs to understand what, which risks call for a response, and where trust has to be earned.
At that point communication sits alongside strategy, risk, legal exposure, sales and stakeholders. That is where Narrative House works.
When the capability is strong, but the company does not yet have the position, language and argument that build credibility with new clients, partners and market observers.
When the decision has been made, but the market still reads the company through its previous story — and how the change is explained determines how much trust survives it.
When the financial and legal logic is settled, and the open question is what to say, to whom, when and in what order, to limit the risk of losing the trust of employees, clients and partners.
When a matter may travel beyond the company, and the response has to hold commercially, legally, operationally and publicly — before the outside world settles on its own reading of the situation.
When a decision is judged at once by several groups with conflicting expectations, and the company needs decisions and priorities rather than another announcement.
When scale grows faster than the way decisions are taken, and the market starts to read the company in several different versions — which often calls for agreeing the direction internally as well.
We work primarily with boards and leaders of B2B and technology companies through change, growth and reputational complexity.
Positioning the company, the category, the offer or a change, and defining the strategic logic that decisions and communication can later be built on.
Assessing reputational risk and preparing the response to contested matters, crises and external pressure, with the commercial, legal, operational and communication view considered together.
Supporting CEOs and boards in communicating high-stakes decisions and in their work with clients, partners, employees and media.
We help agree the critical assumptions between the leadership team and the functions a decision directly affects, so the organisation is not pursuing the same strategy in several conflicting versions.
One previously closed conversation reopened; another sales process advanced
A technology company had strong expertise, but the way it presented its value was clear mainly to technical specialists. After refining its positioning, the commercial case and materials for the full buying committee, the company advanced to the next stage with one prospect, while another reopened conversations it had previously ended.
Increased interest from media, partners and prospective clients
A technology company was being judged by its headcount rather than by the scale and complexity of its work. The new communication made the scale and complexity of the company's projects visible to candidates, media, partners and clients. After roughly a year, it began receiving applications from experienced specialists without active headhunting. At the same time, interest from media, partners and prospective clients increased.
Better production decisions and a lower risk of unnecessary inventory
In a manufacturing company, two parts of the business were operating according to different priorities. Shared goals and working principles improved communication and connected production decisions more closely with sales insight. The company was able to reduce unnecessary inventory and make better use of emerging commercial opportunities.
The examples are anonymised because of client confidentiality. We show only outcomes that we can reasonably connect to the work delivered.
For nearly two decades, Anna has worked with technology and B2B companies in Poland and international markets. She has co-led more than 300 projects involving market entry, repositioning, crises, ownership changes and organisational scaling. At Narrative House, she leads diagnosis, works directly with executive teams and helps translate strategic decisions into the way the company operates, sells and presents itself to the market.
Anna Watza is accountable for the leadership and quality of every engagement; the team is assembled around the problem.
Magdalena has nearly 20 years of experience in HR, process optimisation and advisory work with executive teams. She specialises in organisations going through acquisitions, restructuring and changes to their operating model. At Narrative House, she focuses on how strategic decisions translate into structure, roles, accountability and the way people work.
Małgorzata has more than 15 years of HR experience across organisations in growth, reorganisation and scaling. She combines strong process expertise with an understanding of culture and everyday collaboration. At Narrative House, she works on problems where misalignment between teams begins to affect day-to-day operations — often before it becomes visible externally.
Depending on the project, we also work with specialists in sales, marketing, customer success, employer branding, research and crisis communication.
We work primarily with boards and leaders of B2B and technology companies through change, growth and reputational complexity.
We establish what is actually at stake commercially, reputationally and publicly — and which decision has to be settled first.
Who shapes the outcome, what they need to know or understand, where expectations conflict, and where the risk is real rather than assumed.
Positioning, recommendations, argument, scenarios and communication decisions, with the consequences of each option made explicit.
We support leaders through implementation and, where needed, align key functions and adjust the approach as the market and wider environment respond.
If the situation calls for a closer look, we propose a short, paid diagnostic stage. We speak with the key people, review the decisions, the material and the stakeholder environment, and establish where reputational risk, unclear positioning or conflicting expectations are being created.
Within 9–15 business days, the client receives a map of what is at stake, the stakeholders, the risks and the decision points, together with a recommendation: a broader engagement, a focused intervention, or no need for further work.
The diagnostic is a separate, paid stage — not a free audit carried out during the initial conversation.
The 9–15 day timeline applies to diagnostic engagements. Urgent and crisis situations are handled in a separate working mode.
FAQ
When we are the right partner, how we differ from agencies and strategy consultancies, and how an engagement begins.
If a business decision carries reputational consequences, it is worth discussing early. This 30-minute conversation is not a pitch. It is a way to understand what is at stake, name the risk and assess whether Narrative House is the right partner.