We treat reputation as an asset with a unit of account: inventory what you have, then decide whether to repair it, protect it, or compound it. Clients are listed companies, pre-IPO firms, founders, and non-profits.
It is at work when nothing is happening — and it is what gets priced when something does. Hand it to a press office and three things follow: it becomes an emergency item, it gets measured in output volume, and nobody can answer the board's question — what is it worth now, and is that more or less than last year?
Three kinds of capital create wealth: physical, human, and social. Social capital is invisible — it lives in the relations between people, and it is trust that allows the first two to combine.
In Chinese accounting, goodwill is recognised only when a company is acquired — the premium paid above net assets. Reputation is what that premium is actually pricing.
Wealth and power are hard assets; reputation is the soft force above them. It does not compete with hard power — it decides how much of it can be used, and at what price.
Endowment, audience, history, expectation, contribution. Not a checklist — a product. Four strong factors and one near zero still collapse the total.
The difficulty is not the arithmetic. It is whether you are willing to score honestly.
We do not sell retainers by the month and then look for work to fill them. Every item below has a defined deliverable and a fee band published in the scope letter.
A five-factor score with the evidence behind each number, a gap list, and the two moves that would raise the index fastest.
What the answer engines say about you, where that came from, and a 90-day plan to correct the record at source.
Daily watch across media, platforms, and closed channels, with a weekly read that tells you which issue is producing the weather.
A named advisor, a fixed calendar, and an index that is re-scored whether or not anything went wrong.
Activation within two working hours, a severity × speed read in the first hour, and one spokesperson with the whole picture.
Pressure-tested teams, not slideware. We run the scenario, then hand back the transcript of what your people actually did.
Client names are withheld under the terms of engagement. What remains is the structure of the problem and the result that can be checked.
On site within 48 hours of the accident. Three months of work.
Over 30 million consumer interactions a year, high media attention, and incident response that depended on whoever was free that day.
A partnership dispute that became a reputation chain reaction across two media environments with different rhythms.
Tell us the situation once. We will say whether we should take it on, and which single item to start with. If the answer is no, we will say so in the first call.