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Nick Maschari

Global Corporate Affairs and Corporate Communications Leader

Nicholas Maschari is the Senior Vice President and Corporate Practice Lead at Mission North, a strategic communications agency. In his role, he is responsible for overseeing corporate communications strategies and initiatives for the firm. His expertise lies in managing complex communications challenges and driving impactful narratives for clients.

Maschari has a background in business development and communications, which he leverages to enhance client engagement and deliver effective messaging. His professional experience includes significant roles where he has honed his skills in strategic planning and execution within the corporate sector.

For more details on his professional journey, you can view his profile on LinkedIn or Mission North's official website.

Highlights

Jul 19 · linkedin

Just watched CrowdStrike CEO George Kurtz interview with Jim Cramer on CNBC where Kurtz spoke to the outage caused by a content update.

Being thoughtful about CEO deployment in a crisis is critical. Some quick reflections and considerations for companies being impacted today, or facing a similar incident in the future:

  1. Lead from the front: Kurtz stated and restated he came on CNBC to speak directly to their audience, which is customer and investor-oriented, to apologize for the disruptions caused and communicate transparently with viewers. He was not on to make excuses or hide.

  2. Communicate context: Given CrowdStrike's business is security, Kurtz made clear this was not a security incident -- an essential piece of context the company has to make unmissable. That doesn't lessen the impact the disruption, but customers are still being protected from threat actors as they reboot and fix the bug from the content update.

  3. Point to process and early progress: This is some of the trickier calculus to do before going on broadcast or doing interviews so quickly. CEOs and company spox need to be able to speak with some specificity around what's happening, what they are doing to solve the problem and make it right. Kurtz did a nice job not boxing himself or the company in a hard and fast timelines they may not hit; at the same time, viewers may have found the lack of specifics beyond reboots and simply working with customers on their unique needs to satisfy their curiosity or feel commensurate to the disruption.

  4. Understand your interconnected ecosystem: This incident, while not security related, lays bare and reminds us of just how interconnected systems are around the world. Partner risk is something we help clients contemplate and scenario plan around all the time at Mission North . A crisis being a terrible thing to waste, companies should take the lesson from this outage and revisit their own protocols and plans to ensure they're ready to handle this or a similar incident in the future.

What are your best practices around CEO deployment in the early innings of a developing incident like this?

May 9 · linkedin

I was reading reporting today in the Financial Times about "pandemic-era" companies that have struggled to maintain valuations and market caps that ballooned during lockdowns and pulled forward demand (and in turn elevated stock price) in what I think many would describe as an idiosyncratic boom cycle. While the numbers don't lie, they also don't tell the full truth.

It's easy to understand how unique levels of demand, accelerated under unique circumstances, would be difficult (bordering on impossible) to maintain. Less easily understood is if a company's underlying commitment to innovation and performance can renew its standing with investors and other stakeholders as playing an indispensable role for customers and society.

Renewal is hard work, but its also deeply rewarding.

While there's no single playbook for every comeback, the companies that do this well -- or want to do it better -- tend to:

Dedicate focus on a corporate narrative that accounts for the past, contextualizes the present and signals the direction they are heading in the future; Educate/re-educate investors and analysts about the underlying drivers of performance and what helps the company create a more durable competitive advantage, and that the company continues to focus on long-term value creation; Commit to innovation that creates real business and customer impact, amplifying stories that demonstrate momentum as its being achieved; and, Elevate the executive leaders who can bring the company's strategy to life in ways that connect with audiences eager to understand the path forward.

While its true that not every "pandemic darling" will see their business valued the same as it was in 2020-2021, its also true that many can re-establish what makes them unique and uniquely valuable today and into the future.

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Nick Maschari
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Location

Washington, District of Columbia, United States