In this chapter, the authors describe how communication professionals can contribute to value creation by working as internal consultants and communications directors. In line with industrialization in the late 1800s and early 1900s, organizations began to increasingly use formal internal communication. Communicators have traditionally had an important role as information producers and specialists in communications channels, characterized by the general view of the role and purpose of communication. Even in the 1990s, the work of communication professionals internally was dominated by technical, journalistic skills such as producing newsletters, instead of trying to create good relationships with and between coworkers. Communicators have long argued that it is important for the Communications Manager to have a seat at the management table. Communication professionals who are responsible for or work with internal communication need to have a lot of experience – and relevant experience. As coworkers have an important communicative function, they should also have some communicative competence and also receive communicative support.