The most revealing number attached to !Communicate !Network !Consult is not a fee, a valuation or a headcount inflated by freelancers. It is the number on the company's LinkedIn page: one employee. One can read that as a warning or as the entire pitch. Michael Jensen, the senior communications adviser at the center of the business, is selling a scarce thing in consulting - the possibility that the person who frames the problem will still be there when the website copy is late, the stakeholder is unconvinced and the new software lands on everyone's desk.
The name, with three exclamation marks marching at the front, sounds louder than the organization. The work is quieter. Jensen's public record is a series of assignments inside organizations where communication cannot be separated neatly from operations: an IT reorganization at a banking group, an employer brand carried into recruiting and onboarding, the digital organization of staff across ten COVID test centres, a publishing app meant to match specialist workers with employers, and political communications for a member of the German Bundestag.
The work between the boxes
A large agency can assemble specialists for brand, media relations, social, internal communication and digital experience. An internal department can assign each stream to a different owner. Both models create handoffs. Handoffs are where the original idea begins to fray: a strategy is translated into a brief, the brief into assets, the assets into a launch, and the launch into puzzled questions from employees who were told last.
Jensen's offer is organized around that seam. His service list crosses corporate communications, public relations, marketing communications, brand management, public affairs, community building and change communication. The interesting part is not the length of the list. It is the insistence that these are parts of the same job. A new employer brand is not finished when the logo is approved. It has to survive job advertising, candidate conversations, assessment and onboarding. An IT transformation is not communicated because a memo went out. It is communicated when stakeholders understand what changes and can work accordingly.
The continuity advantage
The consultancy's practical bet: fewer translations between these stages means less meaning lost along the way.
German. English. Plain speaking.Jensen's three-language joke, and a compact positioning statement
A generalist with operator fingerprints
Jensen calls himself a communications generalist. The word can suggest someone who knows a little about everything. His résumé makes a more specific case: someone who has occupied enough sides of the table to know how each side mishears the others. He led corporate communications and served as spokesperson for the listed Altira Group and its subsidiaries. He later held management responsibilities in a digital startup venture, including commercial leadership, editorial direction, partnerships and team management. Since 2017, his independent work has moved between advisory and in-house roles.
That background explains why the portfolio repeatedly drifts beyond publicity. For the test-centre assignment, communication sat beside digital workforce scheduling and rollout of a cloud tool. For the publishing project, the brief involved the concept for a platform and app. For the banking employer brand, the work reached into active sourcing and the candidate journey. The consultant is not merely describing the machine. He is often standing close enough to see which gear is catching.
The customers, at least publicly, are described more often by sector than by name. That is normal for sensitive internal assignments, though it changes what a prospective buyer can inspect. The evidence comes through the specificity of the work and through three testimonials. A former dpa editor describes Jensen's contribution across projects. A former supervisory-board chair emphasizes his entrepreneurial thinking and digital expertise. A former Helaba executive praises his ability to bundle company, customer and employee interests into a brand message, then join the team without behaving like a stereotypical consultant.
What the buyer is really buying
The commercial model appears straightforward: project-based or embedded senior consulting. Prices are not published. There is no visible venture funding, packaged software subscription or junior delivery pyramid. The likely comparison is not simply another PR agency. It is the cost of an experienced interim communications leader, a boutique change consultancy, an employer-branding shop, or the internal time lost coordinating several of them.
That distinction matters because the one-person model has an obvious ceiling. It is well matched to ambiguous, senior-level assignments where judgment and proximity matter more than throughput. It is poorly matched to a global launch that needs round-the-clock press offices, dozens of creators, regional language teams and deep paid-media buying. A principal-led practice works when the client has capable people to collaborate with or when the deliverables remain narrow enough for one senior operator to own.
What can another business copy? First, connect communications to the moment of behavior change, not merely the moment of announcement. Second, give one person responsibility for the thread across audiences. Third, make the candidate, employee, customer or citizen journey a real sequence rather than a list of channels. None of this requires a particular agency. It requires resisting the organizational habit of slicing one human experience into departmental pieces.
Then the communicator took the microphone
In 2025, Jensen's work became more overtly political. He spent six months developing communications for a Bundestag member, handling social channels, website work, writing and press contact. He also published 2033 - Gedanken eines Bürgers, a political book that blends autobiography with his view of contemporary German politics. The content is separate from the consultancy's client work, but the move is revealing. After years of helping institutions locate a voice, the adviser put his own name on a sustained argument.
It also clarifies the firm's culture better than a wall of values could. The official profile prizes curiosity, unconventional approaches, interdisciplinary thought and what Jensen calls mutual value. His third listed language - after German and English - is Klartext, or plain speaking. That line is playful, but it carries a useful claim: the deliverable is not just communication material. It is a clearer account of what the organization is trying to do.
This is where !Communicate !Network !Consult fits in the market: smaller than a boutique, broader than a channel specialist, and closer to an interim leader than an outside supplier. Its best work begins when the org chart says a problem belongs to several departments and therefore, in practice, belongs to nobody. One person cannot do everything. One person can, sometimes, keep everyone from doing a different thing.