Frequently asked questions

superconsult is a consulting boutique for strategic corporate communications based in Munich, founded in 2023. superconsult works for board members and CEOs, managing directors, founders and communications leaders: from positioning and strategy to execution – in traditional media, on LinkedIn and in direct dialogue with stakeholders.

The range of services:

• CEO positioning and personal branding
• Communication strategy and positioning of companies and individuals
• Change communications for transformation, M&A and IPO
• Crisis communications: preparation, crisis manual, spokesperson training, support in an emergency
• Reputation management and stakeholder communications
• Media relations, media training, speaker placement, LinkedIn
• Interim communications leadership and external press office
• Editorial work and execution across all relevant channels

The founders and managing directors of superconsult are Julia Kroeber-Riel and Uwe Wolfinger. Both built their careers not in agencies or consultancies but in international corporations – among other roles as long-standing VPs of Corporate Communications for top CEOs: Julia Kroeber-Riel most recently at Volkswagen AG and Traton SE, Uwe Wolfinger at Linde and Ceconomy/MediaMarktSaturn.

superconsult clients have direct personal access to the founding team throughout – from the first conversation to project completion.

Julia Kroeber-Riel is co-founder and managing director of superconsult. She advises executives and companies on positioning, transformation and reputation – drawing on more than 25 years at the intersection of corporate strategy, governance and communications, including over 20 years in the automotive industry. Most recently, as Head of Communications of TRATON SE, she was responsible for corporate communications, governmental relations and sustainability – reporting directly to the CEOs.

• Core team member in building TRATON SE: from a greenfield start (Volkswagen Truck & Bus) to a listed corporation
• Part of the core team for TRATON's dual IPO in 2019 on the Frankfurt Stock Exchange and Nasdaq Stockholm – responsible for communications
• Developed brand, corporate purpose and narrative from the ground up; built the ESG team
• Previously Vice President at Daimler AG; built the first global digital marketing communications for Mercedes-Benz and Maybach
• Author of "Richtig ankommen" (2024) and creator of the 7-step model
• Focus areas: CEO positioning, communication strategy, change and capital markets communications

"Communication is critical to success. Good communication increases company value; bad communication can destroy value in no time." – Julia Kroeber-Riel

Uwe Wolfinger is co-founder and managing director of superconsult. A Germanist and trained journalist, he is an experienced communications professional. He has worked as head of communications in DAX corporations, mid-sized companies and family businesses – with a focus on transformation, restructuring and realignment.

Career highlights and focus areas:

• 14 years at Linde, responsible for external and internal communications: accompanied the journey from conglomerate to the world's leading gases and engineering company
• Head of communications of Ceconomy and MediaMarktSaturn
• Focus areas: crisis communications, media relations, internal communications, CEO positioning

"Quality shows in the execution. What matters is getting things on the road. We don't talk, we deliver." – Uwe Wolfinger

superconsult was founded in Munich in 2023 by Julia Kroeber-Riel and Uwe Wolfinger. The permanent core team consists of the founders, complemented by a strong network of specialists for design, video, monitoring, social media, brand building and politics.

• BdKom – German Association of Communicators
• DJV – German Federation of Journalists
• GWPR – Global Women in PR
• DPRG – German Public Relations Association
• Powerhouse by STRIVE

superconsult GmbH is based at Viktoriastraße 7 in Munich-Schwabing. The office is also a venue for workshops, trainings and working sessions. The consulting boutique focuses on the DACH region and works across Europe on a project basis.

superconsult works for CEOs, board members, founders, managing directors and communications leaders seeking strategic clarity and fast, effective execution. Julia Kroeber-Riel and Uwe Wolfinger are sparring partners at eye level – with a strong network and many years of hands-on experience. superconsult equally works with individuals on their positioning, especially during phases of professional reorientation. LinkedIn is an integral part of the structured approach.

Typical fit:

• CEOs and top management; VPs of Corporate Communications; CMOs at the interface of marketing and brand communications
• Companies in transformation, growth, repositioning or crisis
• Teams looking less for individual communication products and more for a communication system: from positioning to content to impact measurement
• Private individuals with positioning questions, for example when changing jobs or during a transition phase

superconsult works across industries – wherever communication is critical to success, and in demanding stakeholder structures. Always at the interfaces of business, media, politics and capital markets.

Focus areas:

• Industry and mobility
• Consumer goods and retail
• Health and beauty
• Technology companies
• Capital-market-oriented growth companies
• Start-ups and grown-ups
• Mid-sized companies

superconsult is engaged when strategic or personnel changes are ahead, when reputation has been damaged, or when a crisis is looming or already there. And, quite generally, when companies or individuals want to strengthen their reputation and public visibility.

The most common occasions:

• Strategy change, transformation, realignment, founding
• CEO change, new leadership team, new head of communications
• Repositioning, growth, internationalization, new business model
• Reputation risks: public criticism, changing regulation, increasing stakeholder pressure
• Acute crises: top-level personnel issues, shitstorms, recalls, incidents
• Capital markets: IPO, M&A, investor communications

superconsult works "strategy first": strategy with positioning, narrative and key messages first, then planning and targeted execution. The strategic foundation is consistently translated into concrete communication, clear content and precise processes. Only in this way do lasting reputation building and market trust emerge.

• Results instead of slide decks: fast, effective execution – despite and because of the strategic groundwork
• Sparring at eye level: well-founded recommendations, even when they are uncomfortable
• LinkedIn as a lever – always embedded in overall communications and reputation management
• Communication is a matter for the top: the founders work on every mandate themselves, throughout – not just in the pitch
• 24/7 availability for all clients
• Fast and highly effective work – professional and discreet

The firm conviction of the superconsult founders: good communication increases company value.

In access and in background. At superconsult, the founders work on every mandate themselves – and on all strategic topics always as a complementary duo. Both know corporate processes from the inside: as former heads of communications, they carried responsibility directly within companies, not just as consultants. As a business economist and a journalist, they bring different perspectives and ways of thinking – united by clear tools and working methods.

The practical differences:

• Access: to the founding team throughout, no handover to a junior team after the pitch
• Scope: no minimum volume, no utilization logic – the individual task determines the team
• Perspective: holistic; many years of corporate experience in complex governance structures, always at C-level; business and journalistic backgrounds
• Limits: superconsult is not a full-service marketing agency, but a strategic communications consultancy with execution strength

The 7-step model is the method superconsult uses to develop communication strategies – for companies as well as individuals. Julia Kroeber-Riel described it in full in "Richtig ankommen" (2024). The seven steps are grouped into three phases. Sounds complex, but it isn't: derived from practice and proven in practice.

Phase I – Information phase

• Step 1: Collect & sort. Gather all relevant information: framework conditions, state of knowledge, industry and technology trends. The frame of reference is the status quo.
• Step 2: Aggregate & discuss. Condense the inputs and prepare them clearly – the bridge between information and analysis.

Phase II – Analysis phase

• Step 3: Analyze & conclude. Identify challenges, opportunities and patterns, and define the target state.
• Step 4: Synthesis & decision. Define strategic goals, core topics and target groups – the team agrees on one path.

Phase III – Strategy phase

• Step 5: Formulate & sharpen. Articulate positioning and key messages with linguistic precision – critical for everything that follows.
• Step 6: Prepare & align. Test and align the strategy with all internal stakeholders.
• Step 7: Finalize & make accessible. Make the strategy understandable, actionable and accessible to everyone – only then can it work.

superconsult delivers products for everyday practice: a solid, strategically designed communication system that CEOs and communications leaders can work with day to day.

Typical deliverables:

• Messaging architecture: narrative, key messages, proof points, Q&A, headlines, claims
• Topic and format strategy for all relevant channels: leading and trade media, LinkedIn – external and internal
• Interview planning, initiation, preparation and support; background talks
• Planning and organization of podcasts, keynotes, bylined articles
• Editorial plan for thought leadership: recurring key statements, argumentations, guidelines – complementary planning for different executives
• Stakeholder map, issue map and KPI set for impact measurement
• Crisis manual (guideline, roles, processes) and prepared Q&As
• If required: media monitoring and communications controlling

In principle, all projects run in four phases, though partial projects are possible as well:

• Analysis: communication environment, goals, review of existing communications, risks and opportunities
• Strategy: positioning, narrative, messaging, priorities
• Planning: formats, processes, roles, responsibilities
• Execution: editorial work, playing out topics on the relevant channels, sparring, ongoing optimization

The exact duration depends on the individual scope. Strategy review: typically 2 weeks. Full strategy development including messaging: 3 weeks. Execution: continuous, via monthly retainers.

German and English. superconsult offers strategy work, positioning, editorial work and media training in both languages.

It depends on the scope. superconsult works with fixed prices for strategy projects and monthly retainers for execution – defined after a short scoping session. Predictability for everyone involved.

What determines the scope:

• The task: strategy development, execution or both?
• Speed and urgency
• Number of people involved and approval levels
• Depth and duration of execution: sparring or extended workbench?

Orders of magnitude:

• Strategy development: fixed price after scoping, from €25,000
• Execution: monthly retainer from €10,000, usually with an annual term
• Crisis: separate arrangement, daily rate and ad-hoc availability – including weekends

The initial consultation is free of charge.

Both – depending on task and goal. On a project basis for clearly defined, time-limited assignments. On a retainer for continuous corporate communications and ongoing execution or execution support.

Typical models:

• Project: crisis, strategy review, interim
• Retainer: continuous support for CEOs and heads of communications, extended workbench, external press office, sparring, ghostwriting, monitoring
• Hybrid: start on a project basis, transition into a retainer – often the most effective variant

Usually very quickly: an initial meeting at short notice, kick-off within a few days – depending on urgency and scope. In acute crisis situations, on the same day.

The process:

• 30–45 minutes to get to know each other: clarify task and goal
• Short scoping: scope, roles, deliverables, timing
• Proposal and engagement, NDA on request
• Kick-off as soon as approvals and access are in place

At the start of a project, superconsult defines a KPI set with the client and measures against the baseline. The basic approach: impact over reach. The depth of measurement also depends on the client's budget.

What is measured:

• Visibility: share of voice in defined media sets
• Reputation: tonality and resonance in the target media – quality over quantity
• Key messages: how much of the coverage contains the key messages?
• LinkedIn: quality of followers and comments from the target group
• Impact: stakeholder feedback, applicant numbers, analyst opinions, internal approval ratings, media resonance

The basis: a baseline measurement at the start, ongoing monitoring, reviews at the agreed cadence.

superconsult uses AI as an accelerator, always combined with human intuition and judgment. Differentiation happens before and after: through a well-founded positioning and excellent editing. The best AI is not worth much if the input isn't right.

How superconsult prevents generic "AI speak":

• Clearly formulated viewpoints based on a communication strategy: topics, wording, tonality
• Human input: real examples, personal decisions, substantiated opinions, own experiences
• Editorial process: shortening, sharpening – with an eye for rhythm and linguistic distinctiveness
• Quality assurance: fact check, consistency check, recognizability in line with the brand voice

Human in the loop. Always, and with great precision.

superconsult is a strategic communications consultancy, not a marketing agency. This distinction is deliberate: we concentrate on what we do really well – on our core competencies.

All mandates are strictly confidential. Non-disclosure agreements are standard, and references are named only with explicit approval.

"Richtig ankommen. In 7 Schritten zur Strategie in der Unternehmenskommunikation" is the book by Julia Kroeber-Riel, published in 2024. It is a practice-proven guide to developing communication strategies for companies as well as for individuals.

For us, "richtig ankommen" (getting through the right way) means: we make sure our clients are seen, heard and understood – with their individual topics, messages, identity and character.

The book is available wherever books are sold. ISBN 978-3-384-19083-3, e-book 978-3-384-19084-0.

By e-mail at info@superconsult.de or by phone at +49 89 2323816-0. superconsult GmbH is based at Viktoriastraße 7 in Munich-Schwabing. The initial consultation takes 30 to 45 minutes and takes place via video call, by phone or in person.

People follow people, and the CEO is the person who shapes a company's reputation the most. CEO positioning is considered the supreme discipline of strategic corporate communications.

Convincing CEO positioning answers three central questions: What does this person stand for? Why are they credible? How do they contribute to business success? At superconsult, we answer these questions along the criteria of relevance, character and performance – this is what creates differentiation and distinctiveness.

The starting point of CEO positioning is the individual personality ("personal identity") and the respective role – corporate strategy, industry, competitive position, corporate culture ("professional identity"). Positioning only emerges from the communicative interplay of personal and professional identity.

CEO positioning is not to be confused with self-promotion, collecting followers or ghostwriting without substance. And CEO positioning is not the same as personal branding.

Personal branding focuses on the personality and is based on their individual traits, skills and values. Personal branding is narrower than CEO positioning and works independently of the professional role.

Positioning is inseparable from the person's professional context: a CEO's actions contribute to the reputation of the company they lead. And the company's positioning transfers to how the CEO is perceived as a person.

With a clear positioning – before the first post. Anyone who starts without a strategic foundation produces arbitrariness, and on LinkedIn that becomes visible quickly.

The right sequence:

• Derived from corporate and communication strategy, define three to five topic areas on which the CEO has a substantiated view ("thought leadership") and which contribute to the company's goals
• Curate the profile carefully: profile photo, banner, headline, about section, work experience, focus areas – the profile must be congruent with the posts
• Serial logic instead of one-off posts: recurring key statements, recognizable argumentations and stances, clear topic focus
• Professional community management

One to two substantial posts per week, plus regular comments. Community management is just as important as your own posts. The algorithm rewards relevance, depth, dwell time and dialogue – and authenticity.

• If you can't keep the pace, set it lower – and keep it
• Comments are the underrated lever: they cost minutes but achieve more than yet another post
• Style: approachable, personal, spontaneous – photos and selfies over polish, always in line with the positioning
• Real insights instead of perfect staging

When communication becomes business-critical and the organization cannot sufficiently solve the task internally. Usually one of three prerequisites is missing: capacity, distance or (specialist) competence.

• Capacity: interim, crisis, special situations such as a takeover or IPO, peak loads, vacancy in communications leadership
• Distance: those inside the system no longer see their own message from the outside
• Specialist competence: IPO, M&A, crisis, CEO positioning, keynotes – tasks that occur too rarely to maintain in-house

The three terms are almost always mixed up. The distinction is simple – and it determines whether communication has impact or merely keeps people busy.

• Strategy: what should be achieved in the long term?
• Plan: what exactly is the sequence over the coming weeks and months?
• Tactics: which measures are taken?

A tactic can only work if it is based on strategy and planning. Those who plan measures without clarifying the direction produce activity without impact. Described in detail in "Richtig ankommen" by Julia Kroeber-Riel, chapter 1.

A communication strategy answers what a company wants to achieve, with whom – and how. Without this clarity, content and activism emerge without direction: lots of effort, little impact. Ten building blocks belong in every communication strategy:

• Objectives: what should communication achieve?
• Opportunities and challenges: what framework conditions apply? Which crises can be anticipated?
• Target groups: who do we want to reach?
• Positioning: how do we want to be perceived?
• Key messages and narrative: which topics are set, and how?
• Distribution of core topics among communicators: who in the company can speak credibly on which topic?
• Dialogue channels: where do we communicate?
• Tonality: with what language?
• Appearance: how do we want to be perceived visually?
• No-gos: which messages do we not send?

Described in detail in "Richtig ankommen" by Julia Kroeber-Riel, chapter 4.

Because it creates company value: it builds trust and strengthens reputation – the most valuable asset, especially in times of crisis.

A communication strategy ensures:

• Consistency: all measures carry the same key messages – making a company understandable for stakeholders
• Efficiency: decisions are made in advance, not ad hoc
• Proactivity: setting topics instead of reacting to them
• Risk management: anticipating crises instead of improvising
• Measurability: clear goals make impact verifiable
• A unified appearance, regardless of who speaks

A communication strategy is only ever as good as its execution – and that depends on processes, structures and the people involved.

• Sub-strategies: the communication disciplines – corporate communications, financial communications, political communications, executive communications, sustainability, HR – derive their own (specialist) strategy from the overarching communication strategy
• Planning: who communicates what, when, where? Channels, target groups, topic and editorial plan, metrics – the plan is the roadmap
• Execution: consistently working through the roadmap, with in-year adjustments when something extraordinary happens or targets are missed
• Evaluation: several times a year, at different frequencies depending on the channel

Before the crisis. Those who only start in an emergency lose the first hours – and they decide how things unfold.

The preparation:

• Issue map: which topics could escalate, and how likely is it?
• Crisis manual: roles, availability, decision paths, approvals
• Prepared Q&As for the most likely scenarios
• Spokesperson training before the microphone is on
• Prepared channels: dark site, distribution lists, internal routes
• Practice: one scenario played through once is worth more than a manual on the shelf

With honesty and openness about what is not yet decided – and strategic clarity on decisions already made. Transformation is not linear. Communication that feigns certainty loses its credibility at the first change of course.

• Internal first, then external – not the other way around
• The why before the what
• Empower leaders: they are the most important channel, not the intranet
• Communicate bad news early and proactively yourself
• Keep the cadence: even "there is nothing new on this today" is a message

The clarification takes a few weeks; the effect takes months.

• Positioning and messaging: 2–3 weeks
• First visible resonance: after 3 months
• Measurable change in perception: 6–12 months
• Accelerating: a real occasion – new CEO, strategy change, IPO, takeover, product launch
• Slowing down: an irregular cadence and long approval loops