Head of Internal Communications

Strategic Mandate

The Head of Internal Communications will be the architect of how Cambridge Consultants engages and communicates to its team during the most significant transformation in its recent history. Working directly with the CEO and the Global Leadership Team, they will build the strategic narrative that connects our Strategy Blueprint to the daily work of every employee across our UK, US, Singapore, and Japan locations. This is a role for someone who can both think and do: setting the communications strategy and then driving its delivery. They will:

Partner the CEO and Global Leadership Team as a trusted adviser on strategic messaging, bringing counsel and challenge rather than taking orders for content.

Own a single, coherent strategic narrative anchored in the Strategy Blueprint, so that every news item, initiative, announcement, and change programme visibly connects back to where the company is going.

Design and run a best-practice, AI-native, cascaded communications model that reaches every employee through the leaders and managers they trust most.

Identify and curate what the business actually needs to hear, setting the agenda across change, news, and operations rather than reacting to requests.

Put measurement in place, so that communications effectiveness is evidenced, understood, and improved over time.

About the Role

You will act as communications partner to the CEO Office and as a strategic counsel to the Global Leadership Team, translating company strategy into messages that land. At the core of this role is judgement: deciding what matters, when it should be said, who should say it, and how it should reach a technically expert and healthily sceptical audience of engineers, scientists, and consultants.

The immediate priority is our strategic transformation during an era of AI acceleration. You will build the communications architecture around our Strategy Blueprint, sustain momentum and understanding as the transformation progresses, and make sure the story stays consistent as it cascades from the Global Leadership Team through business unit leaders to teams. Alongside that, you will own the internal communications function: strategy, channels, calendar, editorial standards, tools, budget, and measurement.

You will work in close partnership with the People & Culture, Marketing, and Transformation teams, and coordinate with Capgemini parent communications where Group messaging reaches our people.

Work pattern: Hybrid, although with the role holder expected to be in the Cambridge office frequently to be tuned in to team sentiment, plus occasional international travel

Reports to: To the Marketing Director with dotted line to the CEO, and with a close working relationship with People & Culture

Scope: Global internal communications across the UK, US, Singapore, and Japan entities

Key Responsibilities

1) Strategic Partnership with the CEO & Global Leadership Team

Act as communications partner to the CEO Office, and as trusted adviser to Global Leadership Team members on strategic messaging.

Bring counsel and constructive challenge to how leadership decisions are explained and coordinating communications for major organisational announcements

Be the primary point of contact across the business for internal communications advice and requests.

2) Strategic Narrative & the Strategy Blueprint

Develop and maintain a single strategic narrative for the company, owned centrally and used consistently by every leader.

Build the communications programme around the Strategy Blueprint, making the strategy understood, memorable, and actionable at every level. Connecting announcements back to the Blueprint, so people can see how the pieces fit together.

Create messaging frameworks, narrative toolkits, and briefing materials that equip leaders to tell the story in their own words.

3) Transformation & Change Communications

Lead communications for our strategic transformation, sustaining understanding, momentum, and confidence as the programme progresses.

Partner the Transformation and People & Culture teams to plan communications around each phase of change, anticipating how it will be received.

Identify communication gaps, emerging concerns, and pockets of resistance early, and address them before they harden.

Reduce misinformation and rumour by getting ahead of the story with timely, honest, and specific communication.

4) Cascaded Communications Planning

Design and embed a best-practice cascade model, defining what is communicated centrally, what is delivered by leaders, and what managers discuss with their teams.

Equip business unit leaders and line managers with the toolkits, talking points, and confidence to lead conversations rather than forward slides.

Build in the feedback route back up the cascade, so leadership hears what teams are actually asking.

5) Setting & Curating the Communications Agenda

Identify and curate the topics that matter across change, company news, and operations, deciding what warrants communication and what does not.

Own the global internal communications calendar, balancing strategic priorities against the rhythm of the business year.

Actively seek out stories from across the business, including client work, technical achievement, and people milestones, rather than waiting for them to arrive.

Apply editorial judgement to protect people's attention, keeping volume disciplined so that important messages are not lost in noise.

6) Executive Communications, Channels & Events

Prepare executive presentations, updates, speeches, and written communications for the CEO and Global Leadership Team.

Lead communications planning and delivery for All Hands and leadership events, including content, narrative arc, and follow-up.

Manage leadership updates, newsletters, intranet content, and the wider channel mix, ensuring messaging is timely, consistent, and coordinated.

Assess and evolve the channel portfolio, introducing new platforms or tools where they will genuinely improve how people connect across multiple sites and time zones.

7) Measurement, Insight & Continuous Improvement

Establish a measurement framework for internal communications, covering reach, engagement, sentiment, and understanding of strategic priorities.

Report regularly to the Global Leadership Team on communications effectiveness, with clear read-outs and recommended action to adapt the communications strategy.

9) Governance, Capability & Tools

Maintain editorial standards, brand consistency, and clear approval processes.

Develop and embed a suite of best practice internal communications tools, templates, and processes that build communications capability across the business.

Apply AI tools thoughtfully to improve the speed, quality, personalisation, and analysis of internal communications.

Prepare and agree annual plans and budgets for the internal communications function.

Success Measures

In the first twelve to eighteen months, success in this role looks like:

Improved employee understanding of the Strategy Blueprint and our strategic priorities, evidenced through engagement and employee listening.

Consistent CEO and Global Leadership Team communications, drawing on a shared narrative.

A functioning cascade, with leaders and managers actively communicating rather than forwarding.

Reduced misinformation and duplicated messaging across the business.

Faster, more reliable production of executive communications.

Improved employee sentiment on organisational change.

A measurement framework in place and used to inform decisions.

Requirements & Qualifications

Essential

Substantial professional internal communications experience, gained in a business-driven, results-oriented environment.

Exceptional writing and storytelling skills, with the accuracy and attention to detail expected by a