During the high media profile of the IPO, we advised the company on the Danish media strategy.

An important part of the task was ongoing issues management and ensuring the quality and discipline of communication during the several months long process, including preparing the management on the difficult questions through message training and crisis preparedness.

In cooperation with the IPO team, we prepared also the retail brochure, which resulted in a record number of private investors.

A leading global service provider experienced an act of cross border fraud. The media was alerted by union representatives which created a business critical media attention. We helped the overseas Board of Directors with eyes and ears as well as boots on the ground in Denmark. We ‘interpreted’ the Danish media coverage for the international management and on that basis we developed a communications strategy that included an internal and an external communications plan with the main purpose to get business back on track.

A large infrastructure project in Copenhagen managed by an international consortium was under heavy political criticism, as the main contractor couldn't guarantee Danish wages and working conditions on behalf of the subcontractors. 
The company's license-to-operate was in jeopardy. In cooperation with the management we analyzed the situation and this analysis was the basis for our strategic communication effort. We published facts and together with other initiatives this ensured that the situation was rectified. The communication push gave the consortia a media break and enabled the management to get back to business.

A leading American private equity fund made one of the largest ever investments in renewable energy by becoming a minority stakeholder in a large Danish energy company.
 The investment was politically controversial and in that environment we improved communication with relevant stakeholders and made various stakeholder analyses for the client.

The news of the merger of two companies with international ties in the Danish business community created unexpected critical media coverage. 
We systematically worked with the top management, so they were able to communicate clearly during the crisis and inevitable to regain control of the agenda. We then developed a communication strategy for the next 12 months with aim of promoting the continuing company, but not least with the goal of being able to focus on the core business again.

Under great media attention a publicly listed company needed to dismiss the CEO because he had lied about his qualifications.
 Under confidentiality – and in cooperation with the Chairman of the Board – we developed a communications plan that ensured that the company's stakeholders across multiple time zones, languages and markets were informed synchronously about the dismissal.
 By pressure testing the Boards messages and secondly communicating clearly about the logic behind the dismissal we ensured that the damage to the company's reputation and share price was limited.

A major Danish corporation with international subsidiaries suffered economic losses and had to reduce costs. It was necessary to reduce the global workforce by 20 percent.
 In close cooperation with the company's HR department we planned the communication efforts, from the main message down to the details, to ensure that all employees got the answers they needed and that the dismissed employees were treated fairly - also in the eye of the general public and media. 
We trained managers in messaging and communication techniques, which greatly contributed to the re-establishment of business order.

In the wake of the financial crisis, a major international investor decided to sell off a Danish company.
 The company was fundamentally healthy, but the company did no longer fit the overall strategy of the investor. However, because of the public announcement to sell the company it was perceived to be of low value.
 In cooperation with the Chairman of the Board and the company management we developed a communication strategy that gradually changed the story of the company. This ensured that there was greater interest among potential new investors for the asset.

A planned CEO succession was implemented in a large public company. The change has been slow and therefore the successors name had leaked and the organization had not made any communication effort regarding the change of management.
 As the need for a more proactive communications strategy was recognized, we were hired and conducted media and message training of the new CEO, who’s clout after a few training sessions was considerably strengthened.