I will write your internal announcement for change, restructure or layoffs

Hard news gets one chance to land. A restructure, a layoff round, a change of direction, a new performance cycle, a policy that will land badly: the sequence matters as much as the words. Who hears it first, who hears it from their own manager, and how long the gap between the two runs.

I have run three redundancy rounds across 36 countries, supporting around 500 employees through the process, alongside the everyday announcements: reorganisations, policy changes, performance cycles, leadership moves. I have also sat through the version that goes badly, which is where most of what I know comes from.

You tell me what is happening and who it affects. I work out the order it should reach people in, then write what you actually say.

What you get:

• The announcement written, for speaking aloud or for sending
• A sequencing note: who hears what, from whom, on which day
• Manager cascade notes and a Q and A crib sheet on Standard and Premium
• On Premium, the message adapted per audience: affected employees, the remaining team, managers, and a line for customers where you need one

Tell me the situation, the headcount affected, the date, and which countries are involved.