At the time, the largest cash transaction in history. Global scrutiny, multiple audiences, different levels of understanding, and very little room for error.

The work wasn’t just to make content. It was to shape how the decision was understood — from early thinking through to announcement and beyond — so it stayed clear, consistent, and credible at every stage.

That meant working at the decision-making layer. Understanding what could be said, what couldn’t, and how the same information would land differently depending on who was receiving it — employees, investors, regulators, press.

The same decision had to mean the same thing across all of them. Without sounding like it was written by a committee trying to offend no one.

It couldn’t feel like canned messaging. It had to feel like a company that knew what it was doing.

Most of this work never gets seen. That’s usually the point.