Head Strategic Communications

RODIC CONSULTANTS | RECRUITMENT BRIEF

Head - Strategic Communications
A central leadership role to position Rodic as an infrastructure knowledge leader and make communications an active business-development capability.

1. Role purpose
Rodic does not require a conventional social-media manager. This role will own how Rodic is understood by clients, government stakeholders, DFIs, partners, employees, prospective talent, media and the wider infrastructure ecosystem.
The incumbent will convert Rodic's technical work, field experience and leadership perspective into credible industry insight, institutional visibility and business-development support. The role combines editorial judgement, corporate communications, thought leadership, stakeholder engagement and team leadership.
2. Core mandate

1. Position Rodic as a domain leader: establish a clear, differentiated narrative across infrastructure sectors rather than presenting Rodic merely as another consultancy.
2. Build an editorial engine: systematically identify insights from projects, experts, bids, conferences and market developments and convert them into high-quality content.
3. Support business development: equip CBD/IBD and business units with sector narratives, credentials, case studies, capability material and stakeholder-specific communication.
4. Own corporate reputation: improve consistency, credibility and reach across media, conferences, industry platforms and leadership communication.
5. Strengthen internal alignment: ensure employees and project teams understand Rodic's direction, achievements, standards and opportunities.

3. Key responsibilities
A. Brand strategy and institutional positioning
B. Thought leadership and editorial ownership

1. Interview technical leaders and convert specialist knowledge into accurate, readable and authoritative content.
2. Capture conferences, site visits and technical discussions into reusable insight-led content.

C. Business-development enablement

1. Work with CBD/IBD and business units to identify target audiences, accounts, geographies and themes requiring communication support.
2. Strengthen corporate profiles, capability decks, credentials, project sheets and executive briefing material.
3. Create stakeholder-specific material for government clients, PSUs, DFIs, partners, OEMs and international consultants.
4. Support pre-positioning for priority opportunities without turning public content into direct sales advertising.

D. External, media and leadership communications

1. Build relationships with relevant infrastructure, business and policy media.
2. Identify speaking, panel, award, publication and association opportunities for Rodic and its leaders.
3. Draft leadership articles, speeches, interviews, talking points, quotes and opinion pieces.
4. Manage announcements and reputation-sensitive communication with appropriate review and approval controls.

E. Internal communications and employer brand

1. Create a structured internal communications calendar for employees, project teams and, where relevant, employee families.
2. Communicate strategy, milestones, people stories, learning initiatives and project impact in a consistent voice.
3. Partner with HR on employer branding, leadership communication and talent-attraction content.

F. Team, governance and execution

1. Lead and quality-control content, design, digital/social and internal-communications resources.
2. Build intake, editorial review, technical validation, approval and publishing workflows.
3. Manage external PR, design, production or research agencies where required.
4. Track content quality, stakeholder reach, media share of voice, engagement quality, BD usage and reputation outcomes.

Confidential - For recruitment use only