Every organization begins with a destination in mind. Then conditions change.
A new priority emerges. The market shifts. Leadership changes. A message that once seemed clear becomes harder to explain as more people add their language, interests, and expectations.
Before long, the organization is moving forward without complete agreement about where it is going or how it intends to get there.
That is where 2Seventy comes in.
We help leaders understand their position, establish a clear direction, and bring people with them. We turn complex ideas into practical strategies, credible messages, and coordinated action.
Get everyone pointed in the same direction.
Executives rarely have a communications problem by itself. More often, they have a clarity problem that eventually appears in the way they speak, write, lead, and answer difficult questions.
There are too many priorities, too many voices, and too much language borrowed from competitors, consultants, and past plans. Everyone adds a sentence. Few people remove one. By the time the message reaches the leader, it reflects the compromises of the process more than the leader's actual voice.
2Seventy works directly with executives to identify the argument beneath the noise — the two or three ideas that truly matter — and build a credible voice around them.
We develop message platforms that hold up under scrutiny, speeches and remarks that sound like the person delivering them, and thought leadership designed to reach the audiences that matter.
The objective is not simply to say more. It is to communicate with enough clarity and conviction that people understand what the leader believes, why it matters, and what should happen next.
We begin with a focused working session. We pressure-test how the leader and organization currently describe their mission, priorities, and value. We identify what is clear, what is generic, what has been borrowed, and what genuinely distinguishes the organization.
From there, we build a positioning platform supported by a small set of core messages, credible proof points, and a communications cadence for the months ahead. Depending on the engagement, that work may include executive speeches, board presentations, media preparation, opinion pieces, internal communications, leadership profiles, or public remarks.
The result is not a collection of documents that sit unused. It is a practical communications framework leaders can rely on when conditions change and decisions must be made quickly.
Understand the landscape before making the case.
A policy does not move simply because the argument supporting it is correct. Plenty of well-researched proposals have stalled despite strong evidence and good intentions.
Policy moves when the right person hears a credible case at the right moment from a source they trust.
2Seventy helps organizations connect their policy objectives with the elected officials, agency leaders, staff members, coalitions, and stakeholders who can influence the outcome. We identify who has authority, who shapes the decision, who may oppose it, and what information each audience needs before it can act.
That work may include stakeholder mapping, coalition development, legislative and agency engagement, advocacy strategy, briefing materials, and message discipline across multiple audiences. We understand that the formal decision-making structure and the way decisions are actually made are not always the same.
We begin by assessing the policy environment. Who makes the decision? Who advises that person? Who influences the advisers? What do the principal stakeholders believe today, and what would have to change for them to support the objective?
Once we understand the landscape, we develop the engagement strategy: whom to approach, in what sequence, with what message, supported by what evidence, and with what specific request.
Then we help move the work forward — preparing leaders for meetings, developing legislative or agency briefings, coordinating coalition partners, refining the argument as circumstances change, or supporting the engagement through a final decision. We replace guesswork with a deliberate strategy built around the right decision-makers, a logical sequence, and a clearly defined objective.
Respond early, before the situation escalates.
Most crisis communications plans are written with the benefit of hindsight. They explain what should have happened after everyone already knows what went wrong.
That is not much help when the phones are ringing, the facts are incomplete, legal counsel is urging restraint, the press wants an answer, and several people are attempting to direct the response at once.
2Seventy helps organizations build crisis capability before it is needed. We establish a practical response plan, a clear decision structure, and a small group of people who understand their responsibilities during the first critical hour.
When a live situation develops, we provide the calm, disciplined communications support leaders need to separate the actual problem from the noise surrounding it. The goal is not to pretend the problem never happened or to make a difficult story disappear. The goal is to respond with speed, accuracy, and credibility — and to ensure the organization's actual position is not displaced by the earliest rumor, the loudest accusation, or incomplete information.
Preparedness begins with a vulnerability assessment. We identify operational risks, leadership gaps, likely public questions, approval bottlenecks, and situations capable of moving faster than the organization's current communications process.
From there, we develop a response playbook that may include decision trees, escalation procedures, holding statements, stakeholder protocols, media guidance, and spokesperson responsibilities. We then test the plan through a tabletop exercise — a crisis plan should be examined under pressure before the organization has to depend on it.
During a live event, we move directly into response: establishing verified facts, developing messages, preparing spokespeople, coordinating media engagement, and supporting executive, legal, and operational teams. The circumstances may be difficult. The response should still be disciplined.
Use the technology. Do not let it choose the destination.
Most organizations are taking one of two approaches to artificial intelligence. Some are ignoring it and hoping the pressure to adopt it will pass. Others are adding AI tools to existing processes without first examining whether those processes still make sense. Neither approach is a strategy.
2Seventy helps leaders adopt AI and digital tools with the same discipline they would apply to any consequential organizational decision. We begin with the outcome — what needs to become faster, clearer, more accurate, more measurable, or more useful? Where is the organization losing time? Where is knowledge trapped? Where are employees creating their own workarounds because the approved process no longer meets the need? Only after answering those questions do we evaluate the technology.
Our work may include communications workflow design, responsible AI adoption, knowledge-management systems, content operations, campaign measurement, audience analytics, automation, governance, and digital strategy.
We do not simply advise organizations to use emerging tools. We build, test, and work with these systems ourselves. That practical experience helps us distinguish between technology that improves performance and technology that merely produces an impressive demonstration.
We begin by understanding the operation as it exists today. What tools are employees actually using? What does leadership believe they are using? Where is work duplicated? Where do approval processes create avoidable delays? Which systems are helping, and which ones have become obstacles?
We then identify two or three high-leverage opportunities where AI or digital tools can improve performance without disrupting the parts of the organization that already work well. From there, the engagement moves into practical design, development, testing, governance, measurement, and training — working with the people who will use the system, not only the people who approved it.
The finished product is not another presentation announcing that transformation is coming. It is a working capability that employees understand, leaders can govern, and the organization can measure.
Observe the conditions. Adjust the approach. Continue forward.
No communications strategy survives an entire engagement exactly as written. The audience may respond differently than expected. A stakeholder may change position. The market may shift. New information may emerge. A message that looked strong in a conference room may fall flat when it reaches the public.
That does not necessarily mean the strategy failed. It means the strategy has entered the real world.
2Seventy treats every engagement as a continuous loop rather than a fixed sequence: Observe. Orient. Decide. Act. Repeat.
We observe what is actually happening — not what the original plan assumed would happen. We orient the strategy around the current conditions. We decide on the next best action. We act, measure the result, and apply what we learn to the next decision.
The message becomes sharper with each cycle. The tactics change when necessary. The objective remains clear.
Iterative strategy is not a separate service added to the end of the list. It is the operating discipline behind everything we do. Executive communications, advocacy, crisis response, and digital strategy all depend on the same habit: establish the objective, take informed action, evaluate the response, and make corrections before assumptions become liabilities.
We use clear measures of progress, regular decision points, and direct conversations about what is and is not working. No plan can anticipate every change in circumstance. Good strategy provides something more valuable: the ability to recognize change early, respond deliberately, and continue moving toward the intended result. See the full breakdown of this method on the About page.