Stephanie Peterson

The most consequential risks a company faces today aren’t financial — they’re reputational, cultural, and organizational. As a C-suite communications executive who has spent a career inside complex, multinational organizations operating in regulated industries under constant cost pressure, I bring boards a perspective that is both panoramic and grounded in how companies actually function under stress. I’ve advised senior leadership through labor organizing campaigns, workforce restructurings, regulatory scrutiny, and market-shifting crises — not as a communicator managing the message, but as a strategist diagnosing the conditions that create risk in the first place. I’ve operated through both transformations and turnarounds, which means I understand not just how to protect what a company has built, but how to stabilize and reposition when the ground is shifting underneath it. I understand how organizational health, leadership behavior, and public trust compound one another across large, distributed workforces where the gap between the boardroom and the frontline can itself become a liability. That’s the dimension of board advisory that has historically been the most underrepresented — and the most expensive to ignore.

The organizations I’m best positioned to serve are mid-market and growth-stage companies — often PE-backed or founder-transitioning — where the stakes are real and the infrastructure is still taking shape. I bring Fortune 500 pattern recognition to organizations that are still deciding what kind of company they want to be, where a single experienced voice can actually move things. Where building the right leadership culture, protecting enterprise reputation, and closing the distance between the boardroom and the frontline aren’t nice-to-haves — they’re survival imperatives.