Vē Strategic
Our work
We are typically engaged at defining moments – where clarity, alignment and stakeholder confidence directly impact value.
Selected examples illustrate how we have supported organisations to strengthen positioning, align leadership and build stakeholder confidence under pressure.
Global alignment
for impact.
Aligned global leadership and repositioned a major industrial technology group during a critical stage in the low-carbon transition.
Context
This global industrial technology business was advancing a significant strategic shift towards electrification and a low-carbon future.
Operating across multiple markets, leadership teams and stakeholder groups, the scale and complexity of the organisation risked diluting impact at a critical moment.
Approach
Working closely with senior leadership, a unified narrative was defined – aligning strategic priorities, leadership perspectives and external engagement.
A strategic platform was developed, articulating the organisation’s role in enabling progress through collaboration and cross-sector partnerships.
Complex technical capabilities and innovation were translated into clear, credible narratives across key interconnected themes including e-mobility, smart buildings, digital infrastructure and grid resilience.
A consistent positioning platform was established across regions and sectors, ensuring relevance to evolving stakeholder expectations, media agendas and policy developments.
This was embedded across regions and functions, aligning executive narratives and enabling faster, more consistent and impactful global engagement with media and key stakeholders.
Outcomes
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10+ top-tier bylined viewpoints secured across international media
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A single, consistent narrative adopted across global markets
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Leadership aligned around clear strategic priorities
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Increased confidence and credibility among key stakeholders
Strategic recovery and stakeholder alignment.
Restored clarity and stakeholder confidence for a FTSE 100-listed global financial services group following a failed acquisition.
Context
Following a failed acquisition, this organisation faced heightened scrutiny and pressure on leadership credibility, strategy and external positioning.
Operating across multiple markets and stakeholder groups, misalignment across key audiences – including investors, media, policymakers, customers and employees – reduced clarity and confidence at a critical point.
Approach
At Board level, an integrated stakeholder and communications strategy was defined – aligning the articulation of strategic priorities across key audiences.
Ongoing advisory and reporting provided direct input on brand, reputation and stakeholder engagement, including shaping investment decisions, evaluating brand and marketing effectiveness and managing reputational risk.
A new Group-level brand and stakeholder engagement strategy was developed and embedded –alongside refined core values, brand proposition and the global communications model, with Board-level endorsement for implementation across all markets.
Governance frameworks were established to support long-term accountability – including performance measurement, stakeholder sentiment tracking and structured risk mitigation processes, alongside a Group-wide Code of Business Conduct.
Outcomes
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Restored clarity and alignment in how the organisation articulated its strategy across markets
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Consistent engagement across all key stakeholder groups
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Improved Board-level visibility, control and accountability
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A globally adopted brand and stakeholder strategy
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Strengthened stakeholder confidence following a period of scrutiny
Global governance and positioning.
Aligned global positioning and elevated the influence of a leading international professional body at a critical point for the future of finance.
Context
This global professional body representing the accountancy sector, with a 250,000+ international membership, needed to strengthen and align its positioning on sustainability, governance and the future of the profession.
Operating across multiple regions and stakeholder groups, fragmentation limited consistency and external impact.
Approach
In partnership with executive leadership and global stakeholders, clear and consistent positioning was defined on the role of financial infrastructure in enabling the transition to net zero.
A structured positioning framework was developed and embedded – aligning leadership, policy and communications activity across a complex global policy landscape.
This included key interconnected topics such as sustainability reporting, governance, economic development, AI and social inclusion.
Complex regulatory and financial concepts were translated into clear, authoritative narratives through thought leadership, media engagement and public affairs platforms – positioning senior leadership as credible voices.
Outcomes
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A single global positioning framework adopted consistently across markets and functions
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Stronger alignment across leadership, policy and communications
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Improved clarity, credibility and influence with policymakers, regulators and stakeholders
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Senior leadership positioned as authoritative voices
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Repositioned the organisation – and the profession – as future-facing and relevant
Authoritative, differentiated positioning.
Strengthened market visibility and positioned a global mining technology leader at the centre of the energy transition and future workforce debate.
Context
This global market leader in mining technology needed to strengthen visibility of its role in the energy transition, while addressing a growing shortage of engineering talent critical to delivery.
Despite strong underlying capability and market position, its external profile did not fully reflect its strategic importance – limiting its ability to influence and engage.
Approach
In collaboration with executive leadership and internal specialists, a differentiated narrative was defined at the intersection of sustainability, engineering capability and workforce transformation.
The shortage of skilled engineers was reframed as both a business challenge and a broader industry imperative.
An executive thought leadership platform translated technical capability into clear, externally relevant narratives – supported by targeted international media engagement.
Outcomes
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High-profile international media coverage, including executive viewpoints across top tier titles
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Higher visibility in the energy transition debate
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Senior leadership established as credible voices on sector challenges
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Stronger engagement with future engineering talent and key stakeholders