How I work, and why I swear by the process. 

I sit between clients and whoever they want to reach. From there, I interview directors, partners and heads-of; I unpack what they think and why it matters. Then, I write for them in ways that answer the questions on their readers’ minds.

Your senior people are experts in their markets; surely they should write your content. Or maybe not. Because knowing a lot about a subject makes it easy to forget not everyone else knows as much, especially the jargon.

Your people also have an insider’s view of your firm. Where it’s headed and how it’ll get there. Here, they often need to put out stories internally to support the firm’s plans and inspire behaviour.

It makes sense, then, that they should write. Yet, however much you coax them, few do if they can’t spare the time. Or, if storytelling isn’t their thing. Or, if… You get the idea.

One way around this is to outsource, though writing based on desk research alone doesn’t add anything new. And it’s easy to see why: without original ideas or a fresh angle, it reads like a rehash of someone else’s. Something everyone knows and has read before.

Missing are the invaluable bits of knowledge usually drawn out from interviews. Remember, your clients want your experts’ thoughts and insights. It’s why they turn to your firm in the first place.