The time dilemma
Nobody gives up on publishing. Their calendar gives up for them.
Every executive content programme starts with a yes. The executive agrees in the meeting, the calendar goes up, and two weeks later the first topic has expired unanswered. Willingness was never the problem. The opportunity cost of that hour was, and it is the highest in the company.
The size of the calendar
A CEO's week is full before you ask for anything.
Porter and Nohria measured it with unusual precision: the executive assistants of 27 CEOs logged their time in fifteen-minute blocks, day and night, for thirteen weeks. More than sixty thousand hours of it.
of a CEO's working time happens inside meetings
37 meetings in a typical week.
of work a week, on average
9.7 hours a weekday, plus 3.9 hours across Saturday and Sunday.
of that time is reactive
Answering what turns up, rather than what was planned.
Michael E. Porter e Nitin Nohria, “How CEOs Manage Time”, Harvard Business Review 96, n. 4 (julho–agosto de 2018): 42–51. The figures are from 2018: they size the calendar, not digital behaviour.
The executive's hour is the cheap part.
In the programmes that work, the executive appears briefly: Brunswick Insight found an average of 30 to 60 minutes a week, across thinking the strategy through, recording what is needed and reading the results. The bill nobody adds up is the one behind it.
a week from the executive themselves
The average across programmes selected as exemplary.
full-time people per executive, holding the programme up behind them
That is the team your company would hire to run this in-house, for every executive put on air.
Brunswick Insight, “Connected Leadership”, Brunswick Group, edição de 2022. The two figures above come from 16 in-depth interviews with programmes selected as exemplary, not from the sample of 3,600 respondents: it is a ceiling observed among those who do it well.
What that produces
Whole leadership teams in silence, without anyone having decided it.
We analysed the profiles of executives at companies that were not yet our clients. The pattern repeats in almost all of them: the account is there, the network is there, and the publishing does not happen.
publish less than once a month
Across 79 profiles of executives at large companies, before working with us.
authored posts across the entire year, at the median
Not per quarter. Per year.
published nothing at all
Not one authored piece in the window analysed.
How we remove it
Ten minutes a week, and none of them is a meeting.
The design starts from one premise: the executive only appears where they are irreplaceable. Everything else leaves their calendar, and it is our team that carries it, not yours.
Five minutes of voice note
On WhatsApp, whenever it fits. It is the only part only the executive can do, because the story is theirs.
An approval that need not be theirs
A trusted colleague works the panel on their behalf: reviews the idea, chooses the angle, schedules it. Granting and revoking that access belongs to your company admin, and every action is recorded under the name of whoever took it.
Half an hour a month
One conversation to calibrate what is coming. The rest of the month runs without them opening anything.
The proof that it is structural
Bigger programmes survive longer. That is not a coincidence.
If the problem were motivation, the size of the programme would change nothing. It changes it. In programmes of three executives or more, 68% are still publishing at six months and 50% at twelve. Below three, the same numbers fall to 46% and 34%. One executive alone carries the programme in their own calendar; a group shares the weight, and the operation stops depending on a single person opening the panel.
Base: 80 and 44 executives in programmes of three or more, 91 and 65 below three. These are two different groups, not the same ones measured twice, and larger programmes also carry more internal sponsorship, which the curve does not separate.
What the hour buys
The people who decide the purchase read this, and talk to sales very little.
Edelman and LinkedIn asked 1,934 executives how they judge suppliers. Among the decision-makers a sales team almost never reaches, 71% report little or no interaction with sales, and 64% trust a company's authored content over its marketing material when judging competence. Publishing every week is how you reach those people.
Edelman e LinkedIn, “2025 B2B Thought Leadership Impact Report”, Sétima edição anual. Fieldwork ran from 17 March to 3 April 2025, in a single market: the United States.
See how much of your leadership team's time is sitting idle.
Thirty minutes with our team, and you leave with a read on your executives' presence.