A sample month
We never publish client work: every campaign stays confidential. So this sample is built from a fictional firm and speaker. The files are exactly what our production system made from the recording, with the same format, design and checks a client receives.
The source
The guide
Typography and colour are taken from the client’s website. Every quote and figure is checked against the recording and marked with the time it was said. Open the full PDF →
Built around one argument
The webinar kept returning to one idea: rate changes fail in the handover from partners to account teams, not in the spreadsheet. The guide argues that point, using the speaker’s own examples as evidence.
The LinkedIn carousel
Uploaded to LinkedIn as a document post, so readers swipe through it in the feed. Open the carousel PDF →
The LinkedIn posts
Written in the speaker’s first person. Each post works on its own and points back to the guide. Two of them are shown in full below.
Last year, we reviewed 40 pricing changes at services firms. Partners unanimously approved 31 of them. Yet 19 of those 31 had quietly reverted within 90 days. A partner vote settles an internal decision. It does not tell me what an account lead will say when a client asks for the old rate, or what that client will be invoiced. I would make the handover part of the rate decision: prepare the explanation, set the boundary for the first refusal and assign an owner to check the invoices.
I decide what a first no may change before a client says it. An account lead should not have to settle the firm’s position during a difficult call. Before announcing a rate change, I would agree the boundary with everyone who will speak to clients. Scope or payment terms may flex. The rate does not move in the first conversation.
Motion clips
The key figure and the strongest line, animated in 4:5 for LinkedIn. When the client sends the video file, we also cut captioned clips of the speaker.
The brief and the plan
An editorial brief shows the strongest ideas in the recording, the angle we chose and what we left out. The 30-day plan schedules every piece, with a calendar file that adds it all in one click. Open the PDF →
The emails
Email one delivers the guide. Email two develops the sharpest idea. Email three opens the commercial conversation. This is email two.
When a client asks for the old rate, I do not want the account lead deciding the firm’s position for the first time.
Before the announcement, I would agree what can move. Scope or payment terms may flex. The rate does not move in that first conversation.
Write that boundary beside the client explanation, then practise the first objection aloud. The boundary is useful only if the person on the call can apply it.
Maya
The landing-page copy
Delivered with each block labelled, so whoever runs the website can place it without a briefing.
Guide for managing partners
The rate the partners approved is not necessarily the rate clients pay
How to prepare the client conversation, decide what the first no may change and check what was invoiced ninety days later.
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