Crisis Communications
for Complex Risks
From AGMs and shareholder activism to regulation, supply chains, and digital misinformation.
We structure issues into a manageable FACT‑LINE, then execute stakeholder persuasion under disclosure‑, legal‑, and data‑consistent messaging.
T+60 Initial Response Set
Holding statement · internal notice · one‑sentence responses per stakeholder
AGM Back‑Planning Roadmap
Shareholder data prep · rehearsals · day‑of control rules (incl. e‑voting)
Build‑out Baseline Roadmap
FACT‑LINE · Q&A · escalation · audit‑ready records
Our standard is simple: protect the client, persuade stakeholders, and execute professionally to the end. To achieve this, we continuously maintain and manage media contact points.
Risk Management
Integrated Response Map
One message · multi‑stakeholder execution.
We start by building a FACT‑LINE that does not conflict with disclosures, law, or data—then execute simultaneously across legal, market/IR, media, digital, stakeholders, and operations.
Operating Pillars
- Operations — execution
- Legal — risk & evidence
- Market/IR — investor readiness
- Media — timing & framing
- Stakeholders — alignment
- Digital — monitoring
FACT‑LINE · Message Control · Audit‑Ready Records
Key Metrics (examples)
Time from rumor to FACT‑LINE
Spokesperson/executive Q&A consistency
Audit‑ready records (evidence/decisions/versions)
WHY NOW (Why risk operations matter)
Issues don’t spread in a single channel—they erupt across multiple fronts at once. The essence of response is not a single sentence, but running FACT‑LINE, consistency, and execution as an operating system. (Board‑Ready)
When you get the call (Triggers)
- Shareholder letters/proposals; early signs of campaign‑style pressure
- Rumors, misinformation, deepfakes, and rapid digital spread
- Value‑up / IR issues requiring disclosure‑grade wording and numeric verification
- Global customer/buyer inquiries: supply‑chain and ESG risk
- Legal events such as injunctions, litigation, or investigations
The outcome we create (Outcome)
- One FACT‑LINE (internal & external consistency)
- Contain spread and correct misunderstandings within the golden hour
- AGMs / briefings / town halls that finish cleanly
- Board, IR, and comms persuading in the same language
- Post‑mortem review and recurrence prevention
- Maintain and manage media contact points
The standard is simple: protect the client, persuade stakeholders, and execute professionally to the end.
Three Core Values
Operating principles: value protection · consistency · execution. (From a board/institutional perspective, consistency and evidence are the foundation of trust.)
Protection
Value Protection
We build defenses with facts and process so a crisis does not damage trust, value, or people.
Communication
Stakeholder Persuasion
Different stakeholders ask different questions—our job is to answer them with one consistent FACT‑LINE.
Expertise
Audit‑Ready
We prevent legal, IR, policy, and digital from colliding by running an executable operating model.
FACT‑LINE · Consistency · Execution
Five Fronts
Crisis, AGM, and activism issues are not a single incident—they spread into legal, market, governance, supply chain, and digital. We separate the fronts, but keep one command structure. (One Command · Multi‑Front Execution)
- Front 1 | Legal & Regulation (LEGAL)
Unify legal and communications so injunctions, lawsuits, investigations, and other legal events don’t spill into public opinion. - Front 2 | Market & IR
Design disclosure, IR, and press‑release numbers/wording for consistency—then answer investor questions with “verifiable sentences.” - Front 3 | Governance (GOV)
Following the February 2026 passage of the 3rd Commercial Act amendments (including mandatory treasury share cancellation and a ban on issuing exchangeable bonds backed by treasury shares or pledging them), we organize board/audit/shareholder‑return issues and treasury‑share acquisition/holding/disposal/cancellation communications into policies, processes, and evidence. We unify disclosure, IR, and AGM messages into a single FACT‑LINE and shift the narrative toward “responsible management.” - Front 4 | Supply Chain & ESG (SCM/ESG)
Prepare for global regulation and buyer inquiries by structuring due‑diligence data and verification systems into communication fact sheets. - Front 5 | Digital & E‑Voting (DIGITAL)
Assuming community/SNS/YouTube amplification and e‑voting dynamics, we run monitoring, targeted messaging, and content operations.
Channel design: separate media, online, and employee comms—while keeping statements, materials, and tone consistent.
War Room
A war room is not a “messaging meeting”—it’s an operating system.
Triggers are defined by facts + speed of spread + legal risk.
Staffing (example) | STAFFING
- Lead: CEO/CFO (client) + Headline PM
- Legal response: Legal team + outside counsel
- Market comms: IR + financial advisors
- Media response: PR team + Headline
- Digital response: IT/data + monitoring
Escalation Levels | LEVELS
- Green — weekly monitoring
- Yellow — daily check‑in cadence
- Orange — war room activated
- Red — 24/7 response mode
Core Operations
- T+60 initial set
We assemble a holding statement, an internal notice, and one‑sentence stakeholder responses—immediately. - Top Q&A master | CONSISTENCY
We align questions from shareholders, media, regulators, and partners under one FACT‑LINE to raise spokesperson consistency. - FACT‑to‑disclosure rules | AUDIT‑READY
We standardize “disclosure‑ready language” including banned terms, caution terms, and must‑verify items.
FACT‑LINE · MESSAGE CONTROL · AUDIT‑READY RECORDS
AGM Readiness
An AGM is not just a “procedural event”—it’s a content event.
Assume every statement can become a clip. We design pre‑day‑post operations with a backward schedule.
D‑180 Back‑Planning | ROADMAP
| D‑180 | Build & test the operating system |
|---|---|
| D‑90 | Clean up shareholder data & contact lists |
| D‑60 | Outreach campaign & FAQ distribution |
| D‑30 | Mock voting & Q&A rehearsals |
| D‑7 | Final mobilization & on‑site scripts |
| D‑DAY | Day‑of control rules & amplification response |
Core Deliverables | DELIVERABLES
- Top 50 anticipated shareholder Q&A
- Chair/CEO/IR speech rehearsals & message house
- Rules for surprise questions, filming, and amplification
- Post‑AGM briefing (decisions, numbers, next steps) and misconception correction
- Reflecting the 3rd Commercial Act amendment (mandatory treasury share cancellation, etc.): explainers for treasury share holding/disposal/cancellation plans (FAQ · shareholder letter · chair/IR scripts)
- E‑voting operations: turnout/issue analysis → targeted messaging (daily cadence)
- Format‑ready content: CEO letter, infographics, video, webinars, and more
- English minimum kit for foreign shareholders
Services
We support both project engagements and retainers, including AGM and global services (outbound/inbound PR).
Every service runs on FACT‑LINE, consistency, and execution. (Modular · Board‑Ready)
AGM & Shareholder Communications (AGM)
End‑to‑end support for pre‑day‑post operations, Q&A/speeches/on‑site rules, and e‑voting campaigns.
Treasury Shares & Shareholder Return Communications (GOV/IR)
Based on the February 2026 passage of the 3rd Commercial Act amendment (mandatory treasury share cancellation, etc.), we translate treasury‑share acquisition/holding/disposal/cancellation issues into disclosure, IR, and AGM communications. We unify disclosure‑IR‑AGM messaging into a single FACT‑LINE and proactively control market Q&A.
Crisis Communications (CRISIS)
Issue diagnosis, FACT‑LINE build‑out, media/digital containment, and post‑mortem review.
Dispute Communications (DISPUTE)
At the intersection of legal dispute and public narrative, we design both “legal logic” and “public legitimacy” frames.
Global Communications (GLOBAL)
Based on overseas media networks, we run outbound PR for Korean companies and inbound PR for global firms in Korea.
IPO / Special Projects (SPECIAL)
Project‑based packages for listings, M&A, and major events—PR, public affairs, and content.
Rebranding & Image Transformation (BRAND)
Including corporate name changes: narrative rebuild, reputation lift, and media/market persuasion strategy.
Engagement Models | ENGAGEMENT
- Project‑based: IPO, AGM, specific disputes, etc.
- Annual retainer: peacetime comms + war room switch during crises
- 3‑month pilot: for testing (terms negotiable)
Measurement (examples) | METRICS
- Time from rumor to official FACT‑LINE (TTR)
- Spokesperson/executive/IR Q&A consistency
- Share of negative tone; speed of misconception correction
About
Core team
Senior leaders stay hands-on — from strategy design to documentation and operations. Direct C-level communication secures both speed and quality.
Yongback Lee / Chief Executive Officer (CEO)
Turnaround at HMM · Senior government leadership experience
HMM turnaround — hands-on experience across the full crisis arc, from court receivership to trust recovery
Senior government experience — deep understanding of policy decision-making and public stakeholder dynamics
Board / market / media logic aligned — integrate HQ approval lines, market expectations, and media framing into one message architecture
[Turnaround· Public stakeholders ·Board & IR]
David Cho / Vice Chairman(Chief Consultant)
Former JoongAng Ilbo editorial writer ·
Former editorial writer — turns complex legal/financial issues into narratives investors and the public can understand
Governance & regulatory framing — designs explainable structures that investors, markets, and media accept
Translator of Sapiens — exceptional ability to make complex ideas intuitive, with a global knowledge network
[Governance·Narrative design·Media & sentiment]
Changho Lee / Head of International (CFAO)
Former Senior Reuters reporter · President, Seoul Foreign Correspondents’ Club
Reuters / SFCC — insider view of global media logic and gatekeeping structures
Investor community networks — Wall Street, London, Hong Kong: reads information flows and investor psychology in real time
Neutralizing hostile narratives — practical experience blocking and reversing cross-border dispute narratives at the source
[Global media·Investor comms·Cross-border disputes]
Taehong Jun /Chief Strategy Officer (CSO)
Former Head of PF / Chungcheong-Honam Division at KDB · MBA (Washington University in St. Louis)
KDB PF / MBA — experience in large projects, investment finance, deal structures, and financial risk
M&A, PF, PE finance — translates deal logic and financial risk into stakeholder-ready communications
Target sourcing · strategy · IR — builds investor narratives and IR communications grounded in financial context
[M&A & PF Investment finance·IR storytelling]
Kim Jeong-rae /Head of Research
Former Head of Research at Hi Investment & Securities, with prior experience at Citibank, Korea Investment & Securities, and Simplex Capital in Hong Kong. A recognized specialist in market trends and listed companies analysis, having structured Korea's first ESG fund and a global agricultural-equities fund. Holds a BBA and MBA from Korea University and completed doctoral coursework in Business Administration.
[Equity Research · Corporate Governance · M&A
Kim Seok-gyun/ Head of M&A
An M&A, acquisition-finance, and corporate-restructuring specialist with extensive transaction experience. Has led multiple cross-border transactions of KRW trillion-scale value. Previously held senior leadership roles in the M&A, Corporate Finance, and Corporate Restructuring divisions of the Korea Development Bank, and served as Head of Private Equity at Prest Partners.
[M&A · Cross-Border Investment Advisory]
Jang Hyeon-cheol / Head of External Affairs
An expert in government affairs and public policy, having served in communications and policy roles for the Presidential Secretariat (Kim Dae-jung & Roh Moo-hyun administrations) and the State Affairs Planning Advisory Committee. Directed key national initiatives, including the Southwest Coast Enterprise City, leveraging a broad network across government, parliament, and media to resolve complex regulatory and political issues. Former Visiting Professor at Eulji University.
[National Assembly Relations · Policy Advocacy · Public Affairs · National Projects]
Paul CJ Kim
Head of Business Planning
A veteran financial professional with an extensive career spanning J.P. Morgan Securities, NH Investment & Securities, and Woori Asset Management, including roles as Equity Analyst, Head of Research Center, Fund Manager, and Head of Asset Management. He also brings specialized expertise in power-sector project financing from his tenure at the Korea Rural Community Corporation, and played a key role in KB Kookmin Bank's 1996 IPO and the establishment of a Korea–Hong Kong joint venture.
[ Research | Financing | Business Planning ]
Hwang Dong-il / Senior Expert
A digital-media and strategic-business professional with experience at The Hankook Ilbo and The Chosun Ilbo. Has held executive roles in marketing and government affairs at multiple IT companies, overseeing public-sector projects. Previously served as Division Head at Yeo Si Jae and as a policy adviser to the Democratic Party of Korea's Digital New Deal initiative. Planner of the World Health City Forum.
[Government Affairs · Media Relations · National Assembly Relations · Legislative Strategy · Healthcare Business]
We collaborate as one team with legal & compliance partners.
For matters requiring legal review in regulatory, dispute, or transaction phases, we work with partner firms to clarify facts and risks, and connect them to consistent external communications and execution.
Dongin (LLC)
Regulatory/compliance review, transaction & contract advisory, dispute/litigation linkage
Cheongchul Law Firm
Corporate advisory, competition/regulatory issues, dispute response
Track Record
Due to confidentiality, some projects are introduced only at a high level. Detailed briefings are available under NDA. (Limited disclosure)
Dispute over Korea launch of a global life insurer
Industry: Finance/Asset Management · Issue: Global/Launch · KPI: Mediation/Negotiation · Status: Completed
Aligned and resolved issues with major Korean business media; successfully closed.
Shipping alliance communications issue
Industry: Shipping/Logistics · Issue: Governance/Alignment · KPI: Consistency · Status: Completed
Coordinated domestic/global stakeholders and unified external messaging; successfully closed.
Private university dispute mediation
Industry: Education · Issue: Dispute/Mediation · KPI: Mediation/Negotiation · Status: Completed
Managed media issues while aligning internal stakeholders in parallel; successfully closed.
Dispute communications for a foreign hedge fund
Industry: Finance/Asset Management · Issue: Dispute/Mediation · KPI: Reduced amplification · Status: Ongoing
Integrated management across legal, IR, and media operations (disclosed within confidentiality limits).
Note: Some cases cannot be disclosed due to confidentiality. Detailed briefings are available under NDA.
Contact
The moment a crisis signal appears is the cheapest and fastest time to reduce damage.
Anonymous consultations are welcome. Even a few facts (time, channel, key claim, speed of spread) are enough to start.
Emergency Contact (24/7)
Phone
02-747-1324
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Mobile
010-9061-1324
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yblee@headlincommunications.net
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LIVE: 24/7 · Anonymous or named inquiries welcome
Confidentiality — Before anything goes public, we prioritize internal decision‑making and fact verification.
Rapid response — We scale response levels to match amplification speed and assemble the first‑hour set.
Consistency — We unify legal, IR, and comms language into a single FACT‑LINE.
Service Brief (Summary)
Every Headline engagement is designed not as “PR” but as an operating system for risk.
We build the FACT‑LINE (disclosure · legal · data consistency) first—then persuade multiple stakeholders at once through a single narrative.
Core Operating Model
- FACT‑LINE first: build “verifiable sentences” that don’t conflict with disclosures, law, or data
- Single narrative: align executive, IR, legal, and comms statements
- Multi‑front execution: respond across legal/market/governance/supply chain/digital in parallel
- Audit‑ready records: reduce post‑event risk with decision/evidence/version logs
Fast Deliverables (examples)
- T+60: holding statement + internal notice + one‑sentence stakeholder responses
- 8–12 weeks: build FACT‑LINE, Q&A, escalation, and record system
- D‑180: AGM back‑planning ops + e‑voting campaign + rehearsal/day‑of control
Detailed briefs/case studies are available under NDA.
Contact Us
All inquiries are protected under strict confidentiality. Anonymous consultations welcome.