Fractional Chief Communications Officer

Senior communications leadership when you need it — without waiting months for a hire.

There are times when a company needs an experienced communications executive immediately.

A senior leader leaves. The organization is growing faster than its communications function. A CEO needs stronger counsel. A crisis, transaction, leadership change or reputational issue raises the stakes. Or the business simply needs C-suite communications leadership without adding a full-time executive.

Chase Global can step into that role.

As a fractional or interim Chief Communications Officer, Brad Chase works directly with CEOs and senior leadership to set priorities, advise on decisions and lead the communications function. The engagement can be temporary or ongoing, broad or highly focused, visible inside the organization or conducted quietly behind the scenes.

The purpose is not to add another consultant. It is to give leadership an experienced communications executive who can understand the business quickly, determine what matters and take responsibility for moving the work forward.

One senior leader accountable for the communications function.

Communications problems rarely arrive neatly separated into media relations, employee communications, reputation, executive positioning or crisis response. They overlap with business strategy, legal issues, operations, employees, customers, investors and leadership decisions.

Chase Global brings those pieces together.

Depending on the organization and the engagement, Brad can:

• Serve as the CEO’s senior communications adviser and communications voice at the leadership table.

• Set communications priorities, strategy and operating rhythm.

• Lead crisis, issues and reputation management.

• Shape the corporate narrative and ensure it is reflected consistently across audiences.

• Direct media relations, executive communications and external positioning.

• Lead employee and internal communications during periods of change or uncertainty.

• Coordinate communications involving investors, partners and other critical stakeholders.

• Manage or provide senior direction to internal communications teams and outside agencies.

• Work alongside legal, HR, finance, investor relations and operating leaders on sensitive issues.

• Assess communications risks before they become larger business problems.

• Strengthen the communications function, clarify roles and improve decision-making.

• Help recruit, evaluate or transition responsibilities to a permanent communications leader when the time is right.

This is not a strategy document handed back to management with a list of recommendations. Chase Global can remain involved in the decisions, direction and execution required to get the work done.

Communications counsel connected to the business.

The best communications decisions are rarely about communications alone.

A message can affect employee confidence, customer relationships, litigation exposure, investor perception, executive credibility and revenue. That is why senior communications leadership needs to understand the business behind the issue — not simply the words used to describe it.

Chase Global works directly with CEOs, founders, boards and operating executives to connect communications decisions to business objectives and consequences.

That may mean challenging an assumption before an announcement is made. Identifying reputational risk in a business decision. Preparing leadership for difficult questions. Deciding whether an issue requires a public response at all. Helping teams move faster when too many stakeholders are slowing down a decision. Or recognizing an opportunity to use communications to strengthen trust, visibility and competitive position.

The role is broader than producing communications. It is helping leadership make better decisions about how the organization presents itself, responds and earns trust.

Built for moments when the existing structure is not enough.

Organizations bring Chase Global into the CCO role for many reasons.

Sometimes there is an unexpected leadership gap and the communications function cannot be allowed to drift while a search takes place.

Sometimes the company has a capable team but needs more senior leadership, prioritization and executive access.

Sometimes a founder or CEO has reached the point where communications has become too important to manage informally.

And sometimes the trigger is a specific period of change: a crisis, transaction, restructuring, litigation, leadership transition, reputational challenge, activist campaign, rapid growth or increased public scrutiny.

In each case, Chase Global begins with the same question: what operational goals does leadership need the communications function to help accomplish right now?

The scope is then built around that answer rather than around a predetermined consulting package.

Experienced leadership without unnecessary infrastructure.

Brad Chase brings more than 20 years of senior communications experience working with Fortune 500 companies, startups, CEOs, boards and organizations navigating growth, change, scrutiny and reputational risk.

He has built communications functions, served in interim and fractional leadership roles, advised senior executives and helped organizations manage crises, strengthen reputation and communicate through consequential business moments.

Chase Global is deliberately structured to provide senior-level counsel directly. There are no layers of account management between the client and the person responsible for the work.

That makes it possible to move quickly, work discreetly and adjust the engagement as the organization’s needs change.

An engagement built around the organization.

At the beginning of an engagement, Chase Global and leadership establish the reporting relationship, priorities, decision-making authority, team and agency responsibilities, expected availability and the outcomes that matter most.

From there, the role can expand or contract with the business.

A quiet advisory role can become more hands-on during a crisis. An interim assignment can include preparing the communications function for a permanent executive. A fractional engagement can grow alongside the company and evolve as internal capabilities increase.

The structure is flexible. The accountability is not.

Leadership should know who is responsible for communications, what the priorities are and what needs to happen next.

The First and Last Call for senior communications leadership.

When communications becomes important enough to require a seat at the leadership table, companies should not have to choose between waiting months for a permanent hire and trying to manage without senior expertise.

Chase Global provides another option: experienced executive communications leadership that can step in quickly, understand the situation, take responsibility and help the organization move forward.

If your company needs a fractional or interim Chief Communications Officer, Chase Global can get to work now.