About 800 pieces of advocacy content since 2022, built on one storytelling framework.

The company had marketers in every region and every product line, and all of them were creating content. The problem wasn't effort. It was that every team was telling its own story.

Each team posted on its own channels, in its own way, mostly about its own products. Nobody had agreed on who the content was for, what it should say or which accounts should say it.

To buyers, it didn't look like one company. They saw product specs from one team and announcements from another, and almost nothing about the problems they were trying to solve.

Inside, the same questions came up again and again. Which channels should a region use? Who is allowed to run an official account? What does our voice sound like? Every team answered them differently.

The central marketing team owned the brand, but it couldn't write for everyone. It spent its time reviewing and correcting work instead of helping teams do better work in the first place.

So the question they brought us was simple: how do we align a global marketing team around content, without losing the speed and local knowledge that made each team good?

We didn't start by writing posts. We started by deciding who the content was for, what story it should tell and who was allowed to tell it where.

First came the customer personas. We worked with the central team to define the buyers the company was really talking to, what each one cared about and what they needed to hear before they'd trust a building technology partner.

Next, we built a storytelling framework: one simple way to turn any product, service or project into a customer story. A marketer in any region could start from the buyer's problem and work back to the product, instead of the other way around.

Then we tackled governance. We mapped every channel, decided which official accounts should exist, set out who runs them and wrote down what each one is for. The rules were clear enough to follow and flexible enough for regional teams to stay local.

Finally, we turned all of it into content and advocacy playbooks, plus a LinkedIn design system, so every team could publish with confidence and every post looked like it came from the same company.

The goal was tools a marketer in any region could pick up and use on a normal workday, without waiting for the central team to approve every step.

Then the framework went to work. Every week, we pitched ideas on Monday and delivered four to eight finished pieces by Friday, each written for one of five customer personas and posted into topics every connected employee could share. One recent year alone called for 153 posts.

Since 2022, we have built about 800 pieces of employee advocacy content on this foundation, delivered every week to employees across the company. The company pays to create the content, not to promote it: its own people share customer stories with their networks.

The same storytelling framework sits behind posts, campaigns and sales content in every region. Marketers stopped leading with specs and started leading with the customer’s problem. For buyers, the company finally looked like one company, and the story always started in the same place: their problem, not ours.

For marketers, the work got easier. A new campaign no longer started with a blank page and a debate about tone. It started with a persona, a framework and a playbook that already answered the questions every team used to argue about.

The central team’s role changed too. Instead of policing what went out, it became the team that made everyone else better at it, and regional teams brought ideas to the center earlier.