Five minutes with… Mark Stephenson

Tell us a little about Stephenson-Mohl Group and its overarching mission.

We exist to give businesses a voice, not just so they are heard, but so they are genuinely listened to.

Too often, decisions are made about businesses without them ever being part of the conversation, and our job is to change that.

We help clients influence the political, policy and regulatory processes that shape the markets in which they operate.

We sit in the space between business and government, helping organisations get clarity, influence and the chance to shape decisions that matter to them.

Strong public consultation is a crucial component in shaping successful projects.

How does Stephenson-Mohl Group ensure engagement is positive and productive?

We draw on experience you don’t often find gathered in one place.

Between us, we have spent decades inside politics, policy and public bodies, and we understand how communities think, react and respond to change.

Our approach is very collaborative.

We work closely with local leaders, community groups and stakeholders, which helps us spot challenges early, shape conversations constructively and make sure engagement is meaningful, rather than a formality.

Good consultation comes down to listening properly and being open with people, and that is how we work.

From wind farms to solar projects and beyond, the green energy sector is expanding at pace.

As firms race to meet sustainability goals, how is Stephenson-Mohl Group helping clients seize opportunities in the transition to a low-carbon future?

Energy is central to what we do.

Collectively, we have supported around 4.5GW of renewable and low-carbon projects, and we run the All-Party Parliamentary Group on Grid Networks, so we understand both the policy detail and the politics around it.

The North East is one of the most energy-intensive regions in the UK on a per capita basis, but that also means it has huge potential.

Our role is to help clients understand that landscape clearly, spotting opportunities, engaging decision-makers, guiding projects through planning and bringing communities with them.

It is not just a growth area for our business, it is a real chance for the region to lead the country.

Achieving commercial ambitions while meeting social and environmental responsibilities represents a fine balancing act.

How is Stephenson-Mohl Group helping clients deliver projects that are economically viable and ethically and environmentally sound?

We help clients build that balance from the start.

That means understanding the policy backdrop, anticipating issues, explaining long-term value clearly and making sure benefits are visible.

Because we understand how decisions are made in boardrooms, in council chambers and in Westminster, we can guide clients through the whole journey.

The result is stronger projects, fewer surprises and outcomes that feel fair for everyone involved.

The North East’s two headline devolution deals are continuing to reshape local decision-making, with greater powers transferring from Westminster to regional leaders.

How can businesses make the most of the watershed governance change, and where do you see the most exciting opportunities?

We are still at the beginning of this new phase.

Spatial plans, long-term investment priorities and new powers are only just emerging, but the scale of the opportunity is clear.

Simon Henig, our head of government affairs, leads this area for us.

Simon has chaired a combined authority and been deeply involved in constitutional change to enable devolution.

This means we are in a strong position to help businesses understand how devolution will work in practice, what will change, where influence sits and how to engage well.

The biggest opportunities lie in transport, energy, skills and place-making.

With the right engagement, businesses can help shape investment priorities and unlock development potential.

We see devolution as a platform for long-term confidence, but it depends on businesses being active in the conversation.

Stephenson-Mohl Group combines a Newcastle office with a Westminster base.

What influence is the capital site having on operations?

We see our London office as an extension of the work we already do in the regions.

For us, the capital site works a little like an embassy for northern businesses.

It allows us to champion their priorities clearly, meet policymakers at short notice and keep pace with what is changing in real-time.

By having a foot in both places, we can bridge the gap between the regions and Westminster, so national decisions better reflect the needs and ambitions of the businesses we represent.

Your CV includes time at the North East Chamber of Commerce.

How are those experiences informing your approach at Stephenson-Mohl Group?

My time at the Chamber gave me a clear sense of what matters to the region.

Fifteen years ago, we were talking about Seaton Burn, Dogger Bank and East Coast Main Line improvements, and those issues continue to shape our economic future.

That understanding helps enormously in working out where the region is heading and what businesses need.

It also taught me that no sector works alone.

Our manufacturers rely on our energy sector, which relies on our infrastructure, which relies on our developers.

When sectors align, the region’s voice is stronger.

That mindset of collaboration, rather than silos, is central to how we work at Stephenson-Mohl Group.

What are your ambitions for Stephenson-Mohl Group across the coming years?

We want to become one of the UK’s leading strategic communications agencies, not just in size but in reputation and impact too.

We are growing quickly, but with a strong focus on quality, regional roots and real value for clients.

We are a team that understands policy, understands people and gives businesses a genuine voice in the decisions that matter most.