Which of your executives should be posting?

The short answer: three to five people, led from the top. The CEO or founder, plus the leaders your buyers would actually deal with, a practice lead, a delivery lead, whoever runs the part of the business customers care about. Not the whole company, and not just the marketing account.

The reason is how your buyers decide. Committees evaluating enterprise software read for months before they contact anyone. When three credible people at the same firm keep talking about the same things, each from their own seat, the firm reads as one that knows what it stands for. One voice is an opinion. Three voices agreeing is a company.

The CEO goes first. Buyers spending six or seven figures want to know who is behind the firm, and vendor partner teams pass deals to people they recognise, not to logos. If the CEO will not post at all, the program can still work, but it starts slower and someone senior has to carry the weight instead.

Then the people buyers meet. The practice lead who scopes the work. The delivery person who has seen a hundred implementations. Their posts answer the question every committee is quietly asking: do these people know our world?

Who sits out: anyone who does not want to do it. A reluctant executive produces reluctant content, and readers can tell. Two consistent voices beat five silent ones. It is also fine to start with one person and add seats once the first is working.

The same themes, in the same weeks, each through their own lens. The CEO talks about where the industry is going. The practice lead talks about why projects succeed and fail. The delivery lead tells the stories from the floor. A buyer following two of them hears one story from two directions, and that is what recognition is made of.

None of them writes a word themselves. Each gives one recorded hour a month, and that hour becomes the month's posts and videos in their own voice, approved by them before anything goes out.