Sectors
Experience
Across Sectors.
Every organisation operates in a different environment, but the need to prepare, communicate and make sound decisions under uncertainty is universal. I have worked with organisations across business, government and international institutions — adapting my advice to each context while drawing on lessons learned across sectors.
A Consistent Philosophy
Every sector has its own culture, governance, risks and operating environment. The role of an adviser is not to apply a standard model but to understand those differences and help organisations strengthen their preparedness in ways that fit their reality.
That means listening before advising. It means understanding how decisions are actually made in your organisation, not how they appear on an organogram. It means recognising that a communication approach that works for a multinational corporation may be entirely wrong for a public health agency — and vice versa.
What remains consistent is the underlying discipline: clear thinking, honest communication, and the kind of preparation that holds up when the pressure is real.
Sectors
Where I Have Worked
Six operating environments, each with its own demands. The question visitors to this page are usually asking is simple: has Philippe worked in organisations like ours?
Working Across Borders and Cultures
International organisations operate in some of the most complex communication environments in the world. Multiple countries, multiple languages, multiple governance structures, and audiences with fundamentally different expectations of what good communication looks like.
I have worked with UN agencies, the World Health Organization, the International Atomic Energy Agency, the International Labour Organization, the European Centre for Disease Prevention and Control, Frontex, the International Committee of the Red Cross, and the Council of Europe. That experience has taught me that the challenge is rarely a shortage of technical expertise — it is translating that expertise into communication that works across very different contexts simultaneously.
Focus Areas
- ·Multi-country communication coordination
- ·Engagement across governance structures
- ·Crisis communication in complex institutional environments
- ·Building preparedness across member states
- ·Communication during international health emergencies
Organisations Worked With
Communicating on Behalf of the Public
Government communicators carry a particular responsibility. They are not protecting a brand or a balance sheet. Their decisions, conduct and communication shape the credibility and public confidence on which effective governance depends. When that credibility erodes, the consequences extend far beyond any single crisis.
I have worked with national governments, regional authorities, and public agencies across Europe, the Middle East, Africa, and the Caribbean. The consistent challenge is helping leaders communicate honestly and clearly under pressure, while coordinating across agencies that often have different priorities and different relationships with the public.
Focus Areas
- ·Public communication during emergencies
- ·Inter-agency coordination and joint messaging
- ·Crisis preparedness for government teams
- ·Community engagement and public trust
- ·Counter-disinformation and narrative integrity
Organisations Worked With
Communicating When the Stakes Are Highest
Public health communication is among the most demanding work in the field. The science is often uncertain. The public is often anxious. The media is often looking for conflict. And the consequences of getting it wrong — whether through silence, overstatement, or inconsistency — can directly affect health outcomes.
My work in this sector spans outbreak communication, emergency preparedness, vaccine communication, and community engagement. In 2015, I contributed to post-Ebola capacity building across West Africa. It’s where much of my thinking on trust took shape: not a communication objective, but an outcome of how technical expertise is handled. I have also worked extensively with WHO and PAHO on communication capacity-building across health systems.
Focus Areas
- ·Outbreak and epidemic communication
- ·Vaccine communication and hesitancy
- ·Emergency preparedness for health systems
- ·Community engagement in public health
- ·International health emergency response
Organisations Worked With
Preparing for Disruption You Cannot Prevent
Energy, utilities, transport, and essential services operate under a particular kind of scrutiny. When something goes wrong, the public notices immediately — and expects both transparency and competence. The communication challenge is not just managing the incident; it is maintaining confidence in the systems that people depend on.
I have worked with infrastructure operators on preparedness planning, crisis communication protocols, and simulation exercises designed to test how teams perform when the pressure is real. The focus is always on building the capability to communicate clearly and consistently, even when the operational picture is still evolving.
Focus Areas
- ·Crisis communication for operational disruption
- ·Community and partner communication
- ·Preparedness planning and simulation exercises
- ·Maintaining public confidence during incidents
- ·Regulatory and media communication
Protecting What Organisations Have Built
Corporate crises rarely arrive alone. A product safety issue becomes a regulatory investigation. A data breach becomes a reputational crisis. A supply chain disruption becomes a leadership test. The organisations that manage these situations well are usually the ones that prepared for them before they happened.
I have worked with multinational companies including Procter & Gamble, Mars Group, Volvo Group, FedEx, IBM, OCP Group and others. The work ranges from crisis preparedness assessments and communication planning to executive coaching and live simulation exercises. The consistent focus is on helping leadership teams make better decisions under pressure and communicate those decisions credibly.
Focus Areas
- ·Crisis leadership and executive communication
- ·Reputation management and partner communication
- ·Product recall and safety incident response
- ·Cyber incident and data breach communication
- ·Organisational preparedness and continuity
Organisations Worked With
Operating Where the Environment Is Most Demanding
NGOs and humanitarian organisations often work in the most challenging communication environments — fragile states, active conflicts, communities with limited trust in outside organisations, and operational contexts that change faster than any plan can anticipate.
The communication challenges here are distinct. Credibility with communities cannot be assumed. Coordination with partners and international agencies requires constant attention. And the consequences of miscommunication can be immediate and serious. I have worked with organisations including the ICRC on communication capacity and preparedness in complex humanitarian environments.
Focus Areas
- ·Community engagement in fragile environments
- ·Partner and inter-agency communication
- ·Preparedness in rapidly changing contexts
- ·Building communication capacity in field teams
- ·Managing communication across cultural and linguistic differences
Organisations Worked With
Cross-Sector Learning
Preparedness Improves When You Look Beyond Your Own Sector
One of the most consistent observations from working across sectors is that the most useful insights often come from outside. Organisations that only look within their own sector for models and benchmarks miss approaches that have been tested under conditions more demanding than their own.
Aviation's approach to safety culture, near-miss reporting, and crew resource management has directly informed how health systems think about communication failures and team decision-making under pressure.
Humanitarian organisations have developed sophisticated approaches to communicating in conditions of radical uncertainty — approaches that corporate crisis teams are only beginning to adopt.
The experience of coordinating communication across dozens of member states with different cultures and political contexts offers lessons that national governments can apply to inter-agency coordination.
This cross-sector perspective is one of the things I bring to every engagement. Not as a theoretical exercise, but as a practical resource: here is what organisations facing a similar challenge in a different context have learned, and here is how it might apply to your situation.
International Experience
Working Across Cultures and Governance Structures
My work has taken me across Europe, Africa, the Middle East, North America, the Caribbean, Central Asia, and the Pacific. That breadth of experience shapes how I approach every assignment. More about my background →
What Connects Them
The Context Changes. The Principles Remain Consistent.
Across all the sectors and contexts I have worked in, the same challenges appear — in different forms, with different stakes, but recognisably the same. Understanding that consistency is part of what makes cross-sector experience useful.
Work Together
Looking for experience in your sector?
Whether you work in government, healthcare, international organisations, critical infrastructure or business, let's discuss how I can support your organisation's preparedness and communication.