How you communicate determines what you can achieve.

A foundation for more than one speech

The work connects identity, differentiation, priorities, and direction. It makes the case for the organization or the leader’s agenda, with the evidence and language needed to support it. The result is a practical, reusable foundation for speeches, investor conversations, internal communication, and other leadership engagements.

Where the work begins

We review the strategy and existing materials, speak with the leader and relevant colleagues, and identify the questions the narrative needs to answer. Interviews and working sessions reveal where the story is clear, where assumptions differ, and what still needs to be resolved.

Developing the argument

Analog builds a provisional narrative and tests it with the people responsible for the strategy. We refine the argument, language, proof points, and emphasis until there is a coherent account the team stands behind. The process supports leadership alignment by making different interpretations visible before they become different messages that dilute your strategy.

Tools for everyday use

Depending on the engagement, the work can include:

• A long-form organization, leadership, transformation, or investor narrative.
• A one-page framework, pocket version, or elevator speech.
• Core messages, supporting evidence, and anticipated questions and answers.
• Guidance on the leader’s voice, language, and emphasis.
• An outline for a presentation or a plan for putting the narrative to work.

Putting the narrative to work

We agree which formats your team needs and develop them from the same foundation. A narrative engagement can stand on its own or lead into a keynote, investor preparation, or an ongoing executive communications partnership. Your team leaves with tools it can adapt as the business develops.

Tell us what needs a clearer narrative.

Share the business context, the audiences you need to reach, and where the current story is falling short.

Start with the purpose

We establish what the speech needs to accomplish, what the audience believes, and how it fits the leader’s and organization’s wider priorities. Existing research, interviews, and the speaker’s own thinking inform the concept. We work together on the narrative architecture before investing in a full draft.

Write for the leader and the audience

Analog develops the opening, argument, stories, evidence, and close, then refines the remarks with the leader and team. We draw on the speaker’s language and perspective, write for the ear, and test the material aloud. The speech will give the leader a persuasive path through the message while sounding authentically like themself.

Bring the pieces together

For a larger keynote or event, the work can include coordinating messages across speakers, developing connective remarks, and collaborating on graphics, video, and production cues. Analog works with your designers and production partners so that the visual experience supports the argument.

Prepare for delivery

Rehearsal helps refine the language as well as the performance. We work on timing, emphasis, pacing, audience connection, and the speaker’s comfort with the format. Support can include teleprompter preparation, practice with the presentation, and coordination of content changes through the event.

What the engagement can include

Concept and outline development; full remarks or a speaking framework; story and evidence development; improvement of existing drafts; visual and production collaboration; speaker rehearsals; and on-site content and delivery support. The scope follows the needs of the address, the event, and the team you already have in place.

Let’s discuss the speech.

Tell us who is speaking, who will be in the audience, what the address needs to accomplish, and the event date.

Continuity across the calendar

An ongoing relationship creates room to understand the business, the leader’s thinking, and the context behind each engagement. That understanding carries from a speech into an interview, an internal message, or the next round of media questions. Your team can draw on senior counsel without starting from the beginning each time.

Counsel and responsibility for the work

Analog can help develop an executive’s narrative and communications priorities, assess engagements, shape the message, and produce the materials needed to prepare. The work can span speeches, executive briefs, internal memos, videos, town halls, thought leadership, panel and fireside preparation, and Q&A.

A working relationship with your team

Jerry works directly with existing communications partners and/or other relevant colleagues. Sometimes Analog leads development. Sometimes the team holds the pen and Jerry helps sharpen the argument, edit the draft, or prepare the speaker. We establish who owns each part of the assignment and how review and decisions will work.

Support as the remit changes

A partnership can be particularly useful when a leader takes on a new role, the organization is explaining a change, or the communications function needs experienced capacity. It can also support a continuing executive agenda in which narratives, content, and preparation need to reinforce one another over time.

Define the engagement around the need

We agree on priorities, capacity, working arrangements, and review points at the outset. The aim is a relationship your team can plan around, with a clear understanding of which goals Analog will help advance.

Discuss the support your team needs.

Share the leader’s priorities, the work coming up, and where additional senior counsel or capacity would help.

Build the message across the cycle

We work with your team to identify the central messages, connect them to the business narrative, and organize the evidence that supports them. Preparation begins well before earnings week, giving leaders time to work through the argument and the questions it is likely to raise.

Develop the prepared remarks

Analog can structure, co-write, or refine CEO and CFO remarks, keeping the narrative coherent across speakers and consistent with the materials your team has approved. The work balances strategic context with the detail the audience needs, then tests how it sounds when delivered aloud.

Prepare for the conversation beyond the script

We help anticipate investor and media questions, develop concise responses, and assemble the supporting facts leaders need. Practice focuses on answering the question directly, explaining the business logic, and staying consistent across all follow-up questions. Rehearsal also reveals where the message or evidence needs further work.

Make the preparation usable

Deliverables can include:

• A core message framework and narrative outline.
• CEO and CFO remarks or improvements to the team’s drafts.
• An anticipated Q&A with supporting evidence and proof points.
• Concise reference guides for preparation and live use.
• Rehearsals and feedback for prepared remarks and investor questions.

Work alongside the existing team

An engagement can focus on one quarter or provide continuing support across the earnings calendar. Analog works within the company’s investor relations, finance, communications, and legal review processes.

Discuss your next earnings cycle or investor event.

Tell Jerry about the upcoming engagement, the leaders involved, and the message or preparation challenge you want to address.

Preparation for a specific engagement

Focused coaching can support a keynote, investor presentation, board discussion, interview, panel, or fireside chat. We work on what the leader needs to say, how to structure it, and how to deliver it in the format the audience will experience. Preparation includes difficult questions when they are part of the engagement.

Development over time

For leaders taking on broader responsibilities, a continuing program uses the actual executive calendar as practice material. We develop and rehearse messages, review performance, and revisit the habits that need attention. Prepared speaking, shorter unscripted answers, extemporaneous remarks, and Q&A can be developed simultaneously.

Message and delivery in the same session

Practice may involve explaining a strategic priority, opening a presentation, responding to a challenging question, or delivering a section of remarks. Feedback addresses the argument as well as pacing, emphasis, presence, and audience connection. Recorded practice, where agreed, gives the leader a concrete way to see and hear what is changing.

Include the people who support the leader

When useful, coaching includes the communications partner. Shared language, a reusable message map, and an understanding of the preparation process help the team reinforce the work between sessions and apply it to the next engagement.

A program shaped to the executive

We agree on the objectives, format, preparation materials, and cadence around the leader’s needs. A focused engagement can address an immediate demand; a longer program gives us time for repeated practice and feedback. Workshops can complement individual coaching when a leadership team or communications team has related development needs.

What does the next level of communication require?

Tell Jerry about the leader’s role, upcoming engagements, and the specific changes you want the coaching to support.

For leadership teams

Participants work on defining the audience and intended action, building an engaging opening, structuring a persuasive argument, and using stories that inspire their teams. Practice and live feedback include delivering a short leadership message, responding to questions, or refining a presentation drawn from their own work.

For communications professionals

Sessions can focus on executive briefing, writing in a leader’s voice, speech structure, writing for the ear, and strategic editing. Participants examine real speeches and memos, make editorial decisions, and discuss how those choices change what an audience hears or understands.

Signature workshop: Analog Communication in a Digital World

This workshop draws on the craft of executive communication, including understanding the audience, making a persuasive argument, and connecting with people. Where relevant to the group, sessions can also examine how to use AI in the writing process while retaining responsibility for judgment, voice, and the accuracy of the final material.

Design the session around the group

We establish the audience, objectives, available time, and relevant examples before developing the session. Group size and format determine how much individual practice and feedback can be included. Follow-up coaching or further sessions can help participants apply the methods to upcoming work.

Signature workshops

• Analog Communication in a Digital World
• The Power of Speech as Music
• Executive Presence: The Art of Preparation
• Storytelling and Speechwriting

Let’s build a session around your team’s work.

Share who will participate, what they need to do more effectively, and the time you have available.