Every brand is judged on three levels, and we cross-reference them systematically: what it shows, what it actually is internally, and what its market values. The gap between those three readings is the diagnosis. We document it through an audit of existing materials, immersion sessions with leadership and then with the teams, and a benchmark that compares postures rather than aesthetics. The output is not a report but a reference framework: positioning, audiences, promise, tone.

At BCV, a comparative review of five benchmark employers on the Swiss market showed they were promising almost identical things: training, work-life balance, atmosphere, career prospects. Attributes of parity, not of difference.

An employer brand cannot be written from head office. Nobody applies what they had no hand in writing. We build it in workshops, with the HR functions and then with the business lines, until we reach wording that employees repeat of their own accord. Positioning, promise, pillars: every statement is tested against a single criterion, can someone say it out loud without feeling they are reciting a script.

At BCV, the work ran close to a year, internal workshops followed by executive board approval of the positioning before any deployment.

A positioning is only worth what survives the move into execution. So we write the resulting content ourselves rather than leaving others to interpret it. Every page, every message, every asset has to trace back to a line of the positioning. Without that discipline, a foundation dilutes within months.

At BCV, the positioning was translated into content across the bank's entire careers section, then carried into film on its physical and digital channels.