Your leadership team, told to one standard
Leadership biographies are read in the places where an organisation is being judged: the integrated report, the investor pack, the website, the conference programme, the announcement of a new appointment. They are usually written by whoever was free, at different times, in different voices, and half of them are two roles out of date. We write them as one set, to one standard, and keep them current.
For the people who publish the leadership team
Nobody’s job title is leadership biographies, which is exactly why they end up incoherent. The request usually lands on a communications lead or a company secretary three weeks before a report goes to print.
Communications and marketing leads
Owning the website, the integrated report and the media list, and needing a leadership set that reads as one organisation rather than 11 individuals who wrote their own.
Company secretaries and investor relations
Where board profiles carry governance weight, committee membership and independence status have to be exact, and the annual report is a filing rather than a brochure.
Chief executives and their offices
Where the chief executive is the public face of the organisation and their biography, speaker profile and media materials need to say the same thing in the right register for each audience.
Four audiences, four different readings
A leadership biography is not one document used in several places. It is one argument that has to survive four different kinds of scrutiny, and the version that works in a conference programme is not the version that belongs in an integrated report.
The report reader is checking
Investors, analysts and governance reviewers read leadership sections looking for tenure, qualifications, committee roles, independence and other directorships. Vague warmth in that context reads as evasion. Precision is the register.
The website reader is deciding
A prospective client, partner or senior hire arrives at your leadership page to work out whether this is a serious organisation. They spend seconds. What they are actually assessing is whether the people running it have done this before.
The programme and the press are compressing
Conference organisers and journalists take whatever they find and cut it to fit. If you have not written the 60-word version, someone else will, and it will be the version that circulates.
The announcement sets the frame
An appointment announcement is the first thing the market learns about a new executive, and it is quoted afterwards. It is worth writing rather than assembling from a CV on the morning it goes out.
One set of documents, every format you publish in
Leadership team biographies
Every member of the executive team written as one set, in one voice, to agreed conventions. Each supplied in a short version for programmes and listings, a standard version for the website and a long version for reports and investor materials.
Board and director profiles
Non-executive and board member profiles written to the precision governance reporting requires: tenure, committee membership, independence status, other directorships and the specific competence each director brings to the board.
Speaker, media and announcement materials
Speaker profiles for conference programmes, media profiles for press engagement, and written appointment or transition announcements, all drawn from the same underlying material so nothing contradicts.
Executive CVs, where the organisation needs them
For internal succession processes, board submissions, regulatory appointments and bid documentation naming your leadership. Written by the same executive practice that serves individual leaders, on behalf of the organisation.
Minimum time from very busy people
Scope and conventions
We agree the team list, the formats required, the deadline and the house conventions. You approve the conventions before any writing begins.
Intake, briefly
Each executive completes a short written intake, typically 15 to 20 minutes. We work from existing material wherever it exists, so nobody is asked what we could have read.
Drafting as a set
Every biography is written against the same conventions, then read across the whole team for consistency of voice, structure and claim before anything comes back to you.
One review round, then finals
You review as a set rather than one at a time. Finals arrive in the formats you publish in, with the master set retained for your next cycle.
Chasing executives is our job, not yours
The reason leadership biographies run late is almost never the writing. It is the four weeks spent waiting for three people to respond. Intake is written, short and chased by us on a schedule agreed with you, and we work from what already exists in annual reports, LinkedIn and previous materials so an executive is only asked for what genuinely is not on record.
Tell us the brief, and we will scope it
Tell us the size of the team, the formats you publish in and the deadline you are working to. A consultant returns a scope and a fixed quote, usually within one business day.
Before an announcement
Appointments, transitions and departures are frequently commissioned before they are public. Work of that kind is handled under NDA from first contact, by a consultant on the corporate desk, and is never referenced afterwards.
Before you enquire
How much time do our executives have to give this?
Do you interview the executives?
Can you match our existing house style?
Our annual report goes to print in three weeks.
Who owns the finished text?
Can you keep these current?
How is this quoted?
The individual leader may need their own engagement
Organisational profiles and a leader’s personal career positioning are different pieces of work with different audiences. Where an executive is pursuing a board seat or a next role, the Executive Solutions practice serves them directly and confidentially, at published prices.