For marketing and communications
You own the programme. The trouble is that its failure is a quiet one.
An executive content programme is rarely cancelled. It stops. The posts thin out, nobody raises it, and three months later somebody asks what happened to that initiative — and the question arrives at your desk.
Why these programmes die
Almost always down the same road.
It is not reluctance. It is time.
The executive agrees in public and never opens the document. Two weeks later the angle has expired, and nobody wants to chase a director.
You find out late.
Without a panel, the signal that a programme stopped is the absence of posts — and an absence is hard to notice before the quarter closes.
By the time you notice, it is awkward.
Restarting takes a conversation nobody wants to have. Letting it die quietly is easier than admitting it died.
The size of the programme is what moves that outcome most. In programmes of three executives or more, 68% are still publishing at six months and 50% at twelve — against 46% and 34% below three. That is why there is a minimum, and two things in the system exist precisely to fight that curve.
Executives still publishing, by programme size
At twelve months, half the executives in programmes of three or more are still publishing — against a third below that.
The first: your team can drive
Delegation — the programme stops depending on one person’s calendar.
A colleague can be given access to work in an executive's panel: review the content ideas, choose the angle and schedule the posts on his behalf. Granting and revoking it belongs to the company admin — you — and every action is recorded under the name of whoever took it.
In practice that is what separates a programme that survives from one that dies. The executive who never opens the panel does not have to: someone on your team carries the operation, and he steps in only where he is irreplaceable — the five-minute voice note and the final approval. Nothing goes out without his approval.
The second: you see it coming
Coverage per executive, weeks before it becomes a hole.
Every executive shows up in the panel as on track, due soon or needs work, calculated on what is already scheduled. You do not discover that someone stopped by scrolling the feed — you watch the calendar emptying with enough notice to act.
What you take to the board
The panel answers during the month. The report answers at the end of it.
In the panel, at any moment: coverage per executive, decisions waiting on someone, and the month’s use of the plan — active spokespeople and content cycles consumed against what was contracted. At the end of the month, the consolidated leadership report, which is the document you take into the meeting where they ask what the programme produced.
authored posts a month, per executive
Median on the two-a-week plan, across executives present in all five months of Jan–May 2026. N = 16 executives, 80 executive-months. The contracted cadence is the plan's; this is the observed number.
authored posts a year, before any programme
Median across 79 executives at target companies analysed by our sales team in 2025 — none of them our clients. It is a comparison between two groups, not a before and after of the same people.
The rules
The rules being checked are yours: voice, positioning and what the company does not talk about. Every piece is scored against them before it reaches the executive, and below the agreed threshold it does not move on. Publication runs through the official LinkedIn API — nobody asks anyone for a password — and every piece keeps the history of its angle, its approval, the check result and the time.
The compliance page goes to your legal team unedited, and the documentation (DPA, data-protection annex, security questionnaire) arrives by e-mail within one business day.
Start by seeing where your leadership team stands today.
Thirty minutes with our team, on your own executives: who is visible, who is not, and what a programme would have to move in the next two quarters for it to be worth running.