The brand INHAUSE reflects how we work — as an in-house communications function, made fractional. You get the commitment of a senior communications partner integrated into your team, without the expense of hiring a full-time Chief Communications Officer, or the pressure of leaving your current PR agency immediately.

Strategically set in Limassol and Oxford, INHAUSE is a natural entry point for Russian-speaking founders and teams from Eastern Europe, West and Central Asia, including but not limited to Russia, Ukraine, Belarus, Georgia, Armenia, and Kazakhstan, those who grow internationally and need to be understood by global investors, media, and partners.

INHAUSE is designed as the most convenient entry point for Russian-speaking founders and teams from Eastern Europe, West and Central Asia, including but not limited to Russia, Ukraine, Belarus, Georgia, Armenia, and Kazakhstan, those who build internationally and need to be understood by global investors, media, and partners.

We work with growth-stage companies at moments of major communications significance, such as raising capital, entering new markets, leadership changes, strategy shifts, or reputational exposure.

Companies come to us when they need to be heard by their target audience — they need the right tools, timing, language, and tone. Our clients have strong products and leadership; they generally need a professional who understands the complexities and requirements of a specific investment or media market and gets things done.

There is always a moment when founders and senior executives of relocated or internationally growing businesses realise that the story that worked for one market — built on relationships, track record, and sector reputation — does not travel.

It could be during fundraising conversations that stall despite strong metrics, or when investors leave meetings without a clear understanding of what the company does, or when the growing team perceives and communicates the strategy differently, or when long-awaited media coverage misses the point.

Different investors ask different questions; a new environment requires the narrative to be rebuilt and reframed. When the stakes are high, and generics are ineffective.

Execution is senior-led. No juniors, no intermediate layers, no account manager between you and the people actually doing the job.

Of course, we use AI when we need it. We just do not delegate to it human judgement, fact-checking, conclusions, wording and tone, negotiations, relations with partners and media, or anything else that constitutes the genuine value of expertise and professional maturity.

Our services include: narrative development, investor communications and deck copy writing, media relationships with UK and European technology and financial press, thought leadership and founder LinkedIn positioning, crisis preparedness for companies in exposed sectors.

The work is scoped to what is needed — not packaged in advance.

For other services, please check What we build.

For more details about AI tools in our work, please refer to Section 4 of our Privacy Notice.

Investors will Google you. Journalists will Google you. Potential partners will Google you. Besides, as you might already know, AI-generated search results vastly consist of PR materials, including earned media publications, owned media and LinkedIn posts.

So before bringing metrics, you need to have your story ready, outspoken in your words.

Stakeholders will evaluate whether messaging is clear, leadership sounds aligned, and the strategy holds up under questioning.

For Eastern European founders, there might be an additional layer: investors may be unfamiliar with the market you come from, unsure how to read your track record, or holding assumptions about the region.

Structured, consistent communications provide the context and transparency, and accelerate investor conversations.

There are certain interconnected risks a growing company should be aware of:

Communication misalignment: founders, leadership, and boards tend to describe the company differently, without even realising it. The story, priorities, and perspective may come fragmented or vague.

Narrative Risk: ambiguous content and inconsistent messaging erode investor confidence.

Investor Perception: investors usually familiarise themselves with the company before numbers appear on the table.

Governance Communications: the tools, timing, and tone of voice matter as much as the decision itself.

These communications risks accumulate quietly, slowing conversations.

The fractional model works well when a company needs senior guidance but is not ready for a full-time hire.

In terms of communications there are many reasons why companies choose a fractional partner, such as when they need both strategy and execution, and prefer them coming seamlessly; or when they are expanding across markets and cannot afford to manage another agency; or when they have robust marketing but still need to build a reputation.

The fractional partner works within your team. We are in the meetings that matter, included in the decisions, shaping the narrative, and handling the execution. You are not briefing an external consultant, but working with someone who is accountable for the result.

Typically, the shift happens somewhere between seed stage and Series A: when the team is growing, external scrutiny and pressure are increasing, and it is getting more and more difficult for a founder to keep everything under personal control.

When the cost of being misunderstood starts to show, and a single misinterpreted message may set the company back, negating months of work.

At that point, companies start to realise that communications cannot be handled as a tactical function, done on the spot without relevant planning and consideration, but as a legitimate part of strategy and leadership.

In our experience, this alliance brings the best results.

Quite often, companies going into a raise prepare the financial model and the communications strategy separately. Different vendors are responsible, coordination requires effort, and reaching consensus takes time.

Together, INHAUSE and FITS Capital cover both sides of investor perception:

FITS Capital handles the numbers — the financial model, the assumptions, the logic that will survive investor scrutiny.

INHAUSE handles the narrative — how leadership communicates it, how media and investors receive it, and whether the two layers fully agree with each other.

Working with both functions simultaneously means the investor narrative and the financial model are built in the same direction, tested against each other, and held consistent through the raise. This take is more effective, sustainable, and less costly.

If you are approaching a fundraise, an M&A process, or a board conversation that requires both financial and communications preparation, we can structure engagement across both practices.

Avant-garde companies from rapidly evolving sectors such as deep tech, edtech, and medtech are building their core businesses with the ambition to drive change and a commitment to the greater social good.

Representing our clients, we proudly undertake impactful, mission-driven projects related to public safety, health and wellbeing, equal rights and inclusion, sustainable development, education, and culture.

Communication connects businesses with the communities they are working for.