The HMG Pledge

Jens Heitland CEO Heitland Media Group (HMG) 20. November 2025

This document helps us stay on course and serves as a guide that shapes how we work and gives depth to the way I think. It is a living document, but time-stamped so we can see how we evolve from today and learn from it.

The language of business changes the world. 

The purpose of HMG is to generate impact. I believe that we, as "the world” can not wait until governments and public institutions do what is required to be done.

Example:

Climate change. Everyone, if we are honest with the data and science we know by know, understands that we are on a dead-end road (Sackgasse). But due to political structures, and economic incentives, we are not taking the required steps at scale.

Yes, many companies do great things, but if we look at scale, these are still outliers.  We need to find commercially viable solutions to solve this.

Important: Climate change is one of the many problems we, as "the world,” have to fix. It only serves as an example to us at HMG to understand how I think. There are many more to tackle.

I believe we as companies have to do what it takes, and with that, the leaders of organizations have to step up.

In the past, I have experimented in different ways. I built a consultancy, Heitland Innovation, that focused on helping organizations to innovate from the inside. I initiated XYZ-Playground, a reverse-mentorship approach, and I built SUCCEED, a leadership assessment tool to help organizations measure leadership. 

But I have failed. All these efforts did not go where I wanted them to go, financially viable solutions that generate the impact I desire. 

My insights from the experiments and years of learning: 

Organizations only innovate when leadership enables it. We can have the best processes, intentions, and teams. If the incentive model doesn't facilitate long-term innovation, it just won't happen.  Same with Leadership Assessment. If leadership assessments are used to push people rather than to help leaders learn from feedback and steer the company culture, it's a waste of resources.

HMG is my 4th try, where I tackle the same challenge.

At HMG, we position impact-driven CEOs as thought leaders in their industry. 

So that these CEO's will impact not just their company, but through their business the city, country, continent, and in the end the world. 

The keyword is impact-driven; we do not help people who do not care about the world and their people. We help people who genuinely want to do good and do that already without us. HMG is “just” the amplifier for their cause, so they can reach more people, inspire them to do good too, and with that create a snowball effect.

The HMG Snowball effect.

Right now, the snowball is small as we are still in the beginning.  Five years from now, we will have worked with hundreds, if not thousands, of CEOs. In my estimate, one CEO can impact 10.000 people (conservative estimate). With that, we would reach a critical mass in just 5 years. 

The trick, that's not a trick.

If an impact-driven CEO is “better” in communicating at scale with a strategic system that enables them to be positioned omnipresent, more people will understand what the CEOs are about, explore their stories, and in return will interact with their business. With that we create an economic cycle. The impact-driven CEO will keep on communicating at scale, the business will economically benefit from it, and do good with what they do. A win for the world, the organization, and the person. Win, Win, Win.

This is why HMG exists in the end we facilitate impact at scale.