If you are a CEO,
then you have a lucid mental model
of how the world works.

You understand how
your firm can interact with the world
in ways that create value
both for others and for your firm.

You can look at any situation
and know what your firm’s priority
is or should be in that situation.

You know how to recognize opportunity.

You have a clear idea
of how strong an appetite for risk
works best for your firm.

You view risk management
as an important part of your job
and an important part of the jobs
of your senior colleagues.

You know what decision criteria
and decision-making methodologies
work best for your firm.

You know that,
as wealth inequality and income inequality
continue to grow, the world is awash
with more and more money
that is looking for
high-potential investment opportunities.

If your firm is a financial firm,
then you know well that
ultra-high-net-worth individuals,
family-office representatives,
pension-fund trustees, RIAs,
sovereign wealth funds,
and middle-income savers
all have different investment goals
and different investment-decision criteria.
You know how to select
suitable investment opportunities
for any of these potential investors
and walk them through their decision criteria.

You know that investors’
multidimensional expectations
drive financial markets’ valuation
of your firm and the valuations
of all other investment opportunities.

You know that intangibles—
things like perceived leadership quality,
intellectual property, firm reputation,
allure for exceptionally talented people,
management prowess,
trustworthiness, and credibility—
shape and shade investors’ expectations
about your firm’s future performance.

You know the intangible characteristics
that you would like
your firm’s organizational culture
to embody, nurture, and express.

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To realize and implement your vision,
you need, in essence, for more people—
your colleagues and employees—
to understand deeply your mental model
of how the world works,
to understand how your firm creates value,
to be able to look at new situations
and discern quickly what your firm’s priority
is or should be in that situation,
to know how to recognize opportunities,
to share your appetite for risk,
to embrace risks and manage them well,
to use optimal decision criteria
and decision-making methodologies,
to understand clients and investors’
decision-making criteria and
know how to satisfy them,
to grasp the enormity
of the amounts of money that are available
to fund promising undertakings,
and to radiate the intangible qualities
that can boost your firm’s appeal
to everyone who matters
to your firm’s success.

To realize and implement your vision,
you also need potential clients,
potential customers, potential investors,
and exceptionally talented job seekers
to grasp and understand
many of these same aspects of your vision.

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I can help you realize and implement
your vision for your firm.

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When a firm markets itself, its products,
or its services; to a large degree,
what it is really selling is its culture.

Oftentimes, the dispositive questions—
perhaps subconscious questions—
in the prospective client, customer,
investor, or job candidate’s mind are these:
“Does this organization’s views, values,
model of how the world works,
and how this organization treats people
represent a culture that I want to be part of,
that I want to participate in?”

“Do I trust this organization?”

If the answer to both questions is, “Yes!”
then the sale, the investment, or the hire
is made.

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I believe that every CEO
has the opportunity to create
an organizational culture
that is optimal for and unique to
his or her organization.

I can help you define and create
the organizational culture
that you believe is optimal
for your firm.

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From a writer’s point of view,
the assignment to help you
realize and implement
your vision for your firm
and the assignment to help you
define and create
the organizational culture
that is optimal for your firm
is one and the same assignment.

To carry out this merged assignment,
I can interview you;
I can interview members
of your management team;
I can interview
the innovators and experts
who work for you.

I can learn what your
and your colleague’s vision is
for your firm.

I can weave your vision,
your ideas, your beliefs,
the methodologies
that your firm has honed,
the characteristics
that you believe are important,
and everything else that I learn
from the people whom I interview
into pitch books, sales presentations,
investor presentations, speeches,
ad copy, web copy, marketing copy,
tutorials, and internal communications
that I write.

I can collaborate with other writers
within your firm and external writers
so that we, collectively,
not only communicate the tangibles
that are important to your firm’s success,
but also signal the intangibles
that shape client and investors’ expectations
of your firm’s future performance.

With your vision in mind,
we can subtly communicate
the lucidity of perception,
the quality of thinking,
the expertise of analysis,
and the energy of execution
with which your firm gets
the job at hand          done.

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Let’s schedule a conversation.

Phone me or text me at
(917) 817-8659
or email me at jerrymarlow@jerrymarlow.com.

I look forward to hearing
about your vision for your firm.

I look forward to hearing
about the organizational culture
that you believe would be optimal
for your firm.

Jerry Marlow

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