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Corporate
Corporate personal branding is a program that builds several of your executives' personal profiles on LinkedIn at once, so that each one has a distinct voice and all of them argue one company narrative. We run the positioning, the ghostwriting and the approvals for every leader, and report the program as one thing.
Every executive approves their own posts. Nobody is published without their consent. If we're not a fit, we'll say so on the call.
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Priced per executive, with a programme fee. Quoted after the audit call.
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What buyers say · market research
Corporate branding is the company’s identity: the name, the logo, the promise, the company page. Corporate personal branding is the deliberate development of named individuals inside that company as credible public voices, so that buyers, candidates and partners encounter people rather than a brand account.
The two do different jobs. A corporate brand establishes that the company is real, consistent and safe to buy from. A personal brand establishes that a specific human knows what they’re talking about, which is the thing that actually moves a B2B buyer who’s deciding whether to take a meeting. Buyers follow people, forward people, and screenshot people. They rarely do any of that with a logo.
Done well, the two reinforce each other: the company page proves the organisation exists at scale, and the executives prove there’s judgement inside it. Done badly, personal branding becomes nine executives posting the company’s press releases in nine slightly different registers, which is worse than silence.
Four failure modes, and we've seen all of them.
Everyone says the same thing. Marketing hands out a content calendar, nine leaders post the same three themes, and the feed looks coordinated in the worst way. Buyers read it as a campaign, because it is one.
Only one executive actually does it. The enthusiastic one posts, the other eight don’t, and the program quietly becomes one person’s personal brand with a budget attached.
Approvals kill it. Comms needs to review, legal needs to review, the executive is travelling, and a post written on Tuesday goes out three weeks later with the timely part removed.
It’s run as training. A workshop, a template pack, and good intentions. Six weeks later nobody has posted, because the thing stopping a COO from posting was never knowledge.
Our version addresses each one directly: distinct lanes per leader, a cadence per leader that matches what they’ll realistically sustain, an approval route agreed with comms and legal in week one, and ghostwriting rather than coaching.
This is the structural problem the program solves, and the reason it isn't just several individual retainers bought together.
Step 1: the company narrative. One session with your leadership and marketing: what the company argues about its market, in one sentence. Not the positioning statement from the deck. The argument your CEO would make if challenged at a dinner.
Step 2: lanes. The narrative is divided so that each executive owns a distinct part of it, matched to what they genuinely know. A typical split across a leadership team:
Lanes overlap at the edges on purpose, so the team reads as one company rather than nine separate consultants. They never duplicate.
Step 3: a voice guide per leader. Each executive gets their own recorded interview and their own guide, built the way described on our LinkedIn ghostwriting page: their verbatim sentences, their sentence lengths, their words, their banned words, their boundaries. A quiet CFO and an argumentative CRO should not sound like the same writer, and with a shared template they always do.
Step 4: a cadence per leader. Set by what each person will actually sustain, not by fairness. A CEO posting twice a week and a CFO posting twice a month is a working program. Everyone on an identical schedule is a program that fails in month three.
Step 5: one editorial calendar. So the team doesn’t publish three posts on the same theme in one week, and so the narrative builds in a deliberate order across the quarter.
The reason enterprise programs stall is almost never content quality. It's process. We design the process in week one, before anything is written.
Beyond the leadership team, there are usually 20 to 200 employees who could be credible in public and currently aren't. Employee advocacy is the layer that enables them without pretending they're all executives.
What it isn’t. A tool that pushes approved company posts to staff accounts for one-click resharing. Those produce measurable activity and almost no credibility, because everyone can see what’s happening.
The honest framing: leadership content is the program, and employee advocacy is the amplifier. Don’t buy the amplifier first.
A program is reported as one thing, with per-executive detail underneath.
Flat quarters are reported as flat quarters, including when the cause is that an executive stopped showing up to their calls.
Leadership team, payments fintech, Dubai
“Compliance signs off faster because the boundaries were agreed on day one.”
FintechPersonal Branding for Corporates
Items marked Sample are anonymised, illustrative examples written to typical industry ranges. They are not client results.
Read the LinkedIn personal branding case studies for the full write-ups.
| Factor | Our program | Separate retainers per executive | Training or workshops | In-house content team |
|---|---|---|---|---|
| Narrative alignment | Designed centrally, lanes assigned | None. Overlap is likely. | Depends on who attends | Possible, if someone owns it |
| Distinct voices | A voice guide per leader | Yes, by accident | Yes, and often no posts | Often a single house style |
| Approvals | Mapped in week one with comms and legal | Each one negotiates separately | Not addressed | Internal, usually faster |
| Cost | — | Highest. You pay full price × n. | Cheapest, lowest completion | Salary plus the executives' time |
| Fails when | Executives stop attending their calls | Two leaders accidentally own the same topic | Immediately, in most cases | Writers are pulled onto launches |
| Best when | 3+ leaders and one story to tell | One standout executive | You need baseline literacy | Content is a permanent function |
Turning engineering depth into buyer trust.
Visible leadership that attracts partners and talent.
Programs built around compliance review.
All ten on the industries hub. UAE companies and family businesses: see our LinkedIn agency in Dubai.
Priced per executive, with a programme fee. Quoted after the audit call.
A program is scoped on the call: how many executives, what cadence each one can sustain, and what your approval chain requires. Our individual packages give you a sense of the per-leader range, and a program is deliberately not the sum of them. Contact us to scope one.
Corporate branding builds the company's identity: name, promise, company page. Corporate personal branding builds named individuals inside the company as credible public voices. The first proves the organisation is real and consistent; the second proves there's judgement inside it, which is what makes a buyer take a meeting. They work best together and are commonly confused.
Priced per executive, with a programme fee. Quoted after the audit call. It isn’t the sum of individual retainers: the narrative work, the editorial calendar and the governance are shared across the team. Our individual packages start at $1,500 a month if you want a reference point.
What matters more than our ceiling is yours. Beyond roughly eight leaders, lanes get hard to keep distinct and approval routing gets heavy, so we'd usually recommend phasing: start with three or four, prove the model, then extend.
The company narrative and lane map in month one, then per executive: a recorded interview, a voice guide, posts on their own cadence, engagement, and profile work. Program level: one editorial calendar, the approval map, and one report covering the program with per-leader detail.
About 20 to 30 minutes a week each: a recorded interview and approving drafts. The program owner on your side should budget about an hour a month. Onboarding is heavier, with a positioning session and a voice interview per leader in the first three weeks.
Each executive gets their own recorded interview and their own voice guide, and we deliberately don't share a house style across the team. The test we apply at the editorial stage: if two leaders' posts could be swapped without anyone noticing, both are wrong.
Yes, always. No post is published without the named individual's approval, regardless of what marketing or the CEO wants. It's their profile and their reputation.
We map it in week one: who reviews, in what order, within how many hours, and what happens on silence. Most posts need only the executive. We agree in advance which categories need a second reviewer, usually financial performance, named customers, legal matters, unannounced people decisions and regulated topics, plus an escalation route that returns a decision inside one working day.
Per executive, the same curve as any individual program: reach in the first month, the right people engaging by month three, pipeline effects from month four to six. At program level, share of voice against competitors takes two to three quarters to move. Plan in quarters and expect the first one to be mostly setup.
Transcription, research and reporting. Not for drafting, and not for the narrative or lane decisions, which are judgement calls made in a room with your leadership.
They keep their profile and their followers, because that's what a personal brand is. The narrative and the lane stay with you, and we redistribute the lane across the remaining leaders or onto their successor. We recommend agreeing this openly before the program starts rather than discovering it during a resignation.
No. Employee advocacy enables a wide group of staff to speak credibly in their own words, and it's a layer we add once leadership content is running. One-click resharing of company posts is the version we don't build, because everyone can see what it is.
Yes. 3-month minimum, then month to month with 30 days' notice. And a program needs at least two quarters before it tells you anything, because the first one is narrative, governance and onboarding.
We read your leadership team's profiles before the call. You'll hear which of them already has an audience, where two of them are accidentally occupying the same territory, and what the first quarter would look like.
Your headline, your About section and your last twenty posts, before we speak. You don't need to prepare anything.
What you sell, who you need in the room, what you've already tried and why it stopped.
If we're not the right fit, we'll tell you on the call and point you somewhere better. We'd rather lose the retainer than take an account we can't make work.
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Every executive approves their own posts. If we're not the right fit, we'll tell you on the call.