In an SME context, business communications covers how the business communicates with clients, prospects, staff, partners, and other stakeholders in support of its goals. It goes beyond marketing and PR, including internal information flow, leadership communication, reputation, stakeholder relationships, and governance basics. The goal is a consistent, manageable system rather than ad hoc activity.

No. I provide advisory support, planning, enablement, and review. I help you define priorities, messages, roles, channels, and measures of success so your team can run communications in-house, and so any outsourced support is easier to brief and evaluate. Advisory only - no outsourced execution.

Many start with an audit and plan: a focused assessment of current communications, priorities, risks, and quick wins, followed by a practical roadmap. After that, you can choose to continue, pause, or stop, depending on priorities and capacity.

Yes. If you want to improve a single area (for example internal updates, proposals and messaging, LinkedIn presence, stakeholder priorities, or measurement), I can scope work around that. I start by listening and clarifying what you need, then I propose a structured way to address it without overbuilding.

One model is cyclical: analysis, planning, implementation support, and evaluation repeated over time to mature communications. The second is step-by-step: we prioritise areas and improve one area after another in a clear order. Both are designed to stay realistic for your budget, people, and time.

Strategic work needs direct access to decision-makers, but I keep your time protected. I typically need a small number of structured meetings with you to set expectations, confirm priorities, review draft deliverables, and agree decisions at key points. Most analysis and build work happens on my side (audit activity, peer reviews, planning, dashboard setup), with lightweight inputs from you when needed (access, approvals, clarifications). Where useful, I also engage with nominated staff for specific sessions, such as training, clarifying workflows, and embedding agreed routines. You stay informed through concise updates and review notes, so your involvement is focused on direction and decisions rather than operational detail.

Yes. Where needed, I train nominated staff to run essential communications tasks in-house. The aim is to increase internal capability and reduce dependency on external suppliers over time.

I set objectives first, then choose practical KPIs and a lightweight reporting cadence that matches your priorities and capacity. The focus is outcomes, not outputs: evidence that communications is improving clarity, consistency, reach, trust, and decision-making. My approach is informed by the AMEC Barcelona Principles.

Not necessarily. I start from your existing tools and tech stack and design workflows that fit how your team already works. If a new tool would genuinely reduce effort or improve control, I will recommend it with a clear reason and a lightweight adoption plan.

I work remotely with SMEs across Ireland. Sessions are delivered online, with practical outputs and clear next steps after each stage. If in-person work becomes important for a specific engagement, that can be discussed at the planning stage.

Pricing is set as part of scoping, not after the fact. During the introductory call (or a short follow-up if needed), we agree the scope of work using the practical constraints of budget, people, and time, and I show you how the price is built. If one constraint is tight, we adjust the others by changing scope, cadence, or the level of support, so the engagement stays realistic. You receive a clear written scope, cadence, and fee before any work starts.

We discuss your goals, your current communications, and what success should look like in practical terms. There is no pressure and no obligation; if we are a good match, I outline sensible next steps and an appropriate way to proceed.