A strategy that needs to land.
A leadership team whose credibility is being tested.
An acquisition the organisation still needs to believe in.
The assignments vary. The role stays the same.
I work directly with leaders as an experienced strategic communications advisor—helping organisations navigate transformation, executive communications, corporate communications, reputation, thought leadership and change while the business is still moving, not after it’s already settled.
No account team. No layers. Just direct access when it matters most.
The Difference Isn’t Communication. It’s Timing.
Most organisations already understand the difference between an external law firm and a general counsel. One is engaged once a legal matter exists. The other already sits inside the room, part of the thinking before a decision is final — not summoned once it’s been made.
Communications rarely gets the same involvement. It’s usually treated like the first kind of relationship: someone engaged once a strategy is set, a transition is announced, or a crisis has already begun. By then, communication can only respond to what’s already fixed. It has no way to shape it.
I bring that same involvement to communications — not because it needs the same formality as legal counsel, but because the same logic applies.
How a strategy will be understood.
Whether a leadership change reads as strength or uncertainty.
Whether a CEO’s public voice actually matches how the business is run.
These are judgments made early, while there’s still something to shape — not added afterward, once there isn’t.
The Experience Behind My Work
For more than fifteen years, I’ve led strategic communications from inside leadership teams—not as an outside advisor, but as part of the team making the decisions.
Alandia · Vaisala · Fortum / Caruna · SEK
That kind of work leaves patterns behind.
A leadership change rarely fails in public. It fails quietly, in the weeks before anyone outside the organisation notices anything has changed.
Boards often ask for a communications plan, when what they need first is help deciding what they actually believe.
What Changes When I’m in the Room
A board meeting where everyone has agreed a little too quickly.
That’s usually when I ask the question nobody else wants to ask.
A leadership transition where the internal story and the external one don’t quite match yet.
That’s the conversation we need to have before anyone starts drafting messages.
In the hours before a difficult decision is announced, when the instinct is to make it sound smaller than it is.
That’s when I’m most useful — not after.
The Moments That Matter Most
A new direction, not yet put into words.
A strategy only works if everyone responsible for delivering it understands it as clearly as the leadership team does.
Executive Advisory
A new leader arriving.
A leadership team still finding its voice. Senior communications leadership needed immediately—not in three months.
Interim Communications Leadership · Executive Communications
A transformation underway.
An acquisition still being integrated. An organisation that needs to hear the story as clearly as the market does.
Change Communications · M&A & Integration Communications · Corporate Communications · Internal Communications
A reputation under pressure.
A story moving faster than the facts.
Reputation & Issues Management · Media Relations
A voice worth building before it’s needed.
A commitment worth explaining properly—not just announcing.
Thought Leadership & Executive Positioning · Sustainability Communications
The Idea Behind MarForce
The decision is rarely the hard part. Bringing people with you is.
Leaders spend most of their time getting the decision right.
Yet decisions don’t become reality on their own. They do when people understand them—and know what they mean in practice.
That’s where organisations often struggle.
Not because the strategy is wrong.
Not because people resist change.
But because too little attention goes into the work that turns decisions into practice.
That work requires leadership.
It requires dialogue.
It requires repetition.
It requires explaining not just what’s changing, but why—and what it actually means for the people living through it.
Communication isn’t a function. It’s part of leadership itself.
Marina Stenfors
Founder, MarForce
A strategy that needs to land.
A leadership team whose credibility is being tested.
An acquisition the organisation still needs to believe in.
The assignments vary. The role stays the same.
I work directly with leaders as an experienced strategic communications advisor—helping organisations navigate transformation, executive communications, corporate communications, reputation, thought leadership and change while the business is still moving, not after it’s already settled.
No account team. No layers. Just direct access when it matters most.
The Difference Isn’t Communication. It’s Timing.
Most organisations already understand the difference between an external law firm and a general counsel. One is engaged once a legal matter exists. The other already sits inside the room, part of the thinking before a decision is final — not summoned once it’s been made.
Communications rarely gets the same involvement. It’s usually treated like the first kind of relationship: someone engaged once a strategy is set, a transition is announced, or a crisis has already begun. By then, communication can only respond to what’s already fixed. It has no way to shape it.
I bring that same involvement to communications — not because it needs the same formality as legal counsel, but because the same logic applies.
How a strategy will be understood.
Whether a leadership change reads as strength or uncertainty.
Whether a CEO’s public voice actually matches how the business is run.
These are judgments made early, while there’s still something to shape — not added afterward, once there isn’t.
The Experience Behind My Work
For more than fifteen years, I’ve led strategic communications from inside leadership teams—not as an outside advisor, but as part of the team making the decisions.
Alandia · Vaisala · Fortum / Caruna · SEK
That kind of work leaves patterns behind.
A leadership change rarely fails in public. It fails quietly, in the weeks before anyone outside the organisation notices anything has changed.
Boards often ask for a communications plan, when what they need first is help deciding what they actually believe.
What Changes When I’m in the Room
A board meeting where everyone has agreed a little too quickly.
That’s usually when I ask the question nobody else wants to ask.
A leadership transition where the internal story and the external one don’t quite match yet.
That’s the conversation we need to have before anyone starts drafting messages.
In the hours before a difficult decision is announced, when the instinct is to make it sound smaller than it is.
That’s when I’m most useful — not after.
The Moments That Matter Most
A new direction, not yet put into words.
A strategy only works if everyone responsible for delivering it understands it as clearly as the leadership team does.
Executive Advisory
A new leader arriving.
A leadership team still finding its voice. Senior communications leadership needed immediately—not in three months.
Interim Communications Leadership · Executive Communications
A transformation underway.
An acquisition still being integrated. An organisation that needs to hear the story as clearly as the market does.
Change Communications · M&A & Integration Communications · Corporate Communications · Internal Communications
A reputation under pressure.
A story moving faster than the facts.
Reputation & Issues Management · Media Relations
A voice worth building before it’s needed.
A commitment worth explaining properly—not just announcing.
Thought Leadership & Executive Positioning · Sustainability Communications
The Idea Behind MarForce
The decision is rarely the hard part. Bringing people with you is.
Leaders spend most of their time getting the decision right.
Yet decisions don’t become reality on their own. They do when people understand them—and know what they mean in practice.
That’s where organisations often struggle.
Not because the strategy is wrong.
Not because people resist change.
But because too little attention goes into the work that turns decisions into practice.
That work requires leadership.
It requires dialogue.
It requires repetition.
It requires explaining not just what’s changing, but why—and what it actually means for the people living through it.
Communication isn’t a function. It’s part of leadership itself.
Marina Stenfors
Founder, MarForce