Erik Jacobson is a B2B content strategist and the public voice behind Hatch, a video production agency for marketing teams. He writes about building buyer trust through useful content, expert voices and video.
monday.com splits content between ready and not-yet-ready buyers.
Clari equipped employees to post with ready-to-post copy and prompts.
Kandji used a podcast to supply material for other channels.
Check first: Confirm price, minimum engagement, turnaround time, and correct inquiry route before contacting them.
Main ideas
Build trust with buyers before they are shopping · Put practitioners’ knowledge in front of buyers · Make the product part of a story, not the whole pitch
Video Agency of Record engagement · Individual video types: podcasts, product videos, customer testimonials, event videos, animated explainers, YouTube · Adding a new video type mid-engagement
Erik Jacobson writes about B2B content and built Hatch, a video production agency for marketing teams.
Their posts argue that companies should earn attention before buyers are ready to purchase by sharing practical knowledge from people who do the work.
They often explain that approach through interviews with marketing leaders, including examples of newsletters, employee advocacy, podcasts and video.
Follow their work for concrete accounts of how teams put those ideas into practice, alongside their views on where B2B content is heading.
Jacobson turns conversations with practitioners into operational examples: how monday.com balances content for ready and not-yet-ready buyers, how Clari equipped employees to post, and how Kandji used a podcast to supply material for other channels.
The value is in the details—such as giving executives different levels of ghostwriting support or offering employees ready-to-post copy, prompts and first-person story ideas—not just broad advice to “build trust.”
His own posts also connect those examples to a consistent point of view: generic, easily replicated content is a weak bet; specific expertise, useful stories and sustained distribution matter more.
Some posts make forecasts or strategic claims briefly, without explaining their basis, so readers should distinguish those opinions from the reported examples.
Erik Jacobson’s posts make a clear case for B2B content: earn attention before buyers are ready, use people with firsthand knowledge, and make work that offers more than generic advice or a product pitch.
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They develop these ideas through short arguments and interviews with named marketing leaders; the leaders’ reported practices are their views, not Jacobson’s own operating results.
Build trust with buyers before they are shopping
Jacobson argues that brands overfocus on the small share of buyers already looking for a solution.
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Useful content for everyone else may not produce an immediate lead, but it can make a brand memorable when a need arises. They also use buyer saturation as a practical signal: when more bottom-of-funnel spending stops producing incremental returns, it may be time to invest earlier in the buying journey.
In a post about Yael Miller at monday.com, Jacobson reports that the company allocates roughly half its content effort to people actively searching and half to people not yet ready to buy. In a separate post, they recall Dave Gerhardt saying a HubSpot article helped him make his first marketing plan, though he did not become a customer for ten years.
Jacobson says buyers need specific guidance from people who have done the work, not generic articles assembled from existing search results.
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That means finding useful expertise inside a company and helping its people share it. They argue that technical or routine work is not inherently boring: detail that feels ordinary to an expert can answer a buyer’s real question.
Jacobson contrasts an engineering director learning from someone who has architected systems at scale with reading generic best-practice copy. In their account of Nehal Tenany Mewani’s work at Clari, an internal program grew from 30–40 interested employees to 7–8 regular posters, supported by prompts and ready-to-post options.
Make the product part of a story, not the whole pitch
Jacobson’s preferred alternative to interruption or an endorsement that feels like an ad is to let a product appear naturally within a useful story.
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They also argue that AI makes generic, high-volume material easier to copy, increasing the value of original stories and firsthand information. Ask for evidence of results before treating this forecast as proven.
Jacobson contrasts “Here’s our CRM software” with a story about how a team fixed its sales-pipeline problems, with the CRM appearing as one tool in the solution. In another short post, they recommend premium content built from information a language model cannot readily reproduce over a temporary advantage from mass-produced AI content.
Jacobson’s interview posts show how one substantial format can support a wider content program.
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They highlight podcasts as a source for newsletters, articles, clips, and sales materials, while treating audience signals and buyer references as useful measures beyond direct lead attribution. The specific programs and results belong to the interviewed leaders.
In Jacobson’s account of Sylvia LePoidevin’s work at Kandji, a podcast serves as an anchor for newsletters, blog posts, social clips, and sales enablement. They also report LePoidevin’s team’s sequence of measuring impressions first, then looking for content mentions in sales calls and asking prospects how they heard about the company.
This is the clearest statement of what Jacobson's business does and why they say it exists.
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Newcomers seeking to understand the commercial offer, not just their opinions about content, should start here.
Jacobson frames the announcement around a problem they say they kept hearing on client calls: marketing teams have plenty of ideas but not enough production capacity.
They list the specific situations they saw — hours of customer interviews with no clips cut, webinars with no social excerpts, a tutorial video that never got made because one marketer would lose a weekend to it, a YouTube channel that had been "launching next quarter" for a year.
They call that gap "the Video Void" and position Hatch to fill it by combining an in-house-style team with freelance flexibility: taking footage, recordings or just an idea and returning finished video.
The proof they offer is scale and named clients: 10,000+ videos delivered for 100+ marketing teams, including TikTok, LG, Kraken, GumGum and Exit Five.
For brands planning a campaign
For a brand assessing Hatch as a production partner, this post sets out the working model (send footage, recording or a brief; receive publish-ready video) and the client roster to check against. It anchors any video-production conversation.
It explains how a large software company allocates content investment between buyers already shopping and the much larger group that is not, making it one of the most concrete pieces here for anyone building a 95% content engine.
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Jacobson reports a conversation with Yael Miller, Director of Content at monday.com, and structures it as six numbered lessons. The specifics are the substance: roughly 50% of monday.com's content effort goes to people actively searching and 50% to the 95% who are not ready to buy; the Monday Insights newsletter has 3 million-plus subscribers and 70–80% open rates, with no links, no CTAs and no nurture flows; a plain-text newsletter Miller's CEO showed her became the design model; a top-performing issue was "How to admit mistakes as a manager"; the team trains internal experts and matches writers to executives by how much editorial control each wants; Miller built credibility through SEO, product marketing and the business section of the company's IPO before earning room for experimental work; and the video series "The Bottom Line" was built as a TV-style roundtable, with the first episode open and the rest gated.
For brands planning a campaign
For a brief calling for a 95% content engine plus an executive ghostwriting program, this piece lays out the split, newsletter format, writer-to-executive matching rule and podcast-style video format to copy or adapt.
It explains the operational trigger for investing in non-buying audiences — when paid bottom-of-funnel stops returning — often the missing justification in a budget conversation.
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Jacobson relays Kandji CMO Sylvia LePoidevin's playbook in six parts.
The argument is that 95% of buyers are not in market, but most budget goes to the 5% who are.
LePoidevin started with LinkedIn and Google ads against that 5%; it worked at first, then "didn't scale, and didn't keep delivering at an efficient level."
Jacobson describes the saturation signal — raising bottom-of-funnel budget without incremental return — and the response: build relationships 6–18 months before purchase.
Other specifics: Kandji builds employee LinkedIn voices rather than leaning on the corporate account, on the reasoning that the algorithm favours people over company pages; the team asked product leaders "What do you believe about the industry that's completely wrong?", surfacing an anti-complexity position; research showed LinkedIn, YouTube and Reddit as the top channels for their IT audience; and the podcast is the "anchor" that feeds newsletter, blog, social clips and sales enablement.
LePoidevin also describes measuring impressions first and adding sales-call tracking later.
For brands planning a campaign
For brands deciding how to phase measurement or build a podcast-powered content flywheel, this piece names the saturation signal, identifies the anchor format and stages measurement from impressions toward sales-call mentions.
It shows how an employee advocacy and executive-content program runs — recruitment, templates, cadence, staffing and metrics — rather than describing it in the abstract.
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Jacobson summarises how Nehal Tenany Mewani ran content at Clari.
The post gives numbers and mechanics: an open invitation drew 30–40 volunteers, sessions drew 15–20 consistently, and 7–8 became regular posters; "activation docs" were prepared for big moments with three options — ready-to-post copy, thought starters and first-person story prompts; when Forrester named Clari a leader, 20% of the company posted and the coordinated moment produced 3 million impressions; the operation ran on 3–4 people across executive, corporate and employee pillars, with three corporate posts a day covering different funnel stages.
Mewani's predictions are also quoted: content marketers will need on-camera presence and domain expertise, and B2B buyers are using TikTok for one-minute tutorials.
Tracked metrics were follower growth (20% quarter-over-quarter target), engagement rate and 80% share of voice against competitors, with prospects referencing Clari content unprompted on sales calls the strongest signal.
For brands planning a campaign
For a brief involving ghostwritten executive content or an internal amplification program, this offers a template (ready-to-post copy, thought starters, first-person prompts) and a realistic team size to plan around.
It gives a compact way to categorise the sponsored and founder-led content a brand is already seeing, and explains where Jacobson thinks the durable value lies.
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Jacobson proposes a simple three-stage framework they say they observed over six months.
Era 1 is interruption marketing — "Let me interrupt your scroll to pitch my product."
Era 2 is an influencer talking about how good a product is: "an ad pretending not to be an ad."
Era 3, which they call the biggest opportunity, makes the product part of the story, so a CRM appears inside a narrative about fixing a sales pipeline.
They note that Era 2 is already fading in B2C and predict declining trust in influencer recommendations in B2B too.
The post also rebuts a common assumption: technical topics are not boring to a target audience, and humour is not required to avoid being boring.
For brands planning a campaign
For brands choosing a creative treatment, this piece argues for placing a product inside a genuine story rather than attaching it to an influencer recommendation, and predicts that straightforward endorsement posts will lose effectiveness.
It compresses a widely referenced B2B marketer's views into a checklist with real examples, giving newcomers a quick guide to recurring arguments.
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Jacobson distils a conversation with Dave Gerhardt into ten points, with concrete examples attached to each.
Knowing the customer better than anyone means describing their problem so precisely that no pitch is needed.
Drift's product and marketing strategy reduced to two words: "No Forms."
Gerhardt read a HubSpot post that helped him build his first marketing plan and did not become a customer for ten years — Jacobson uses that as a 95% content example.
Mailchimp's knitted hats for customers' cats and handwritten notes are offered as unscalable gestures whose word of mouth does scale.
Gerhardt posted on LinkedIn daily and shipped a weekly podcast for years; Jacobson argues that the top 20% on any channel started years ago and did not stop.
The remaining points cover choosing one channel, treating audience signals as product and messaging input, judging follower counts by audience relevance, and a quoted CMO saying content-influenced deals close faster and spend more even without direct attribution.
For brands planning a campaign
For a content plan, this piece offers decision rules: focus on a single channel, use specific problem language and track content-influenced deals rather than lead counts alone.
The shortest route to Jacobson's core editorial position: AI makes generic content cheap and therefore less valuable.
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Readers who want the thesis in under a minute should start here.
A short post predicting a split: one camp will use high-volume AI content to chase a short-term arbitrage before competitors copy the approach; the other will build premium content from stories and information an LLM cannot source. Jacobson recommends the second path, arguing that the first camp's advantage is temporary because its process is easy to replicate.
For brands planning a campaign
Makes the case for paying for original reporting, interviews and firsthand detail rather than volume. Use it when a brief needs a clear reason to fund differentiation over throughput.
It explains the channel-shift argument behind Hatch's business and includes the numbers.
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Readers wondering why a B2B video agency is pitching long-form should read this first.
Jacobson reports Nielsen data showing YouTube at 12.8% of all US TV viewing time, ahead of Disney at 10% and Netflix at 8.3%.
They note that the figure covers cable, broadcast and streaming combined.
YouTube held first place for three straight months, grew from 9.6% to 12.8% share in a year, and televisions are now the primary device for US YouTube viewing.
Their B2B takeaway: prospects are watching on living-room screens, connected-TV ads reach more viewers than traditional TV buys, and long-form video is now essential rather than optional.
For brands planning a campaign
Useful for justifying video budget to a sceptical stakeholder and framing YouTube as a television-scale channel rather than a secondary social platform.
Content aimed at the 95% of buyers who are not in market yet4
Interview-driven posts built around named practitioners4
Practitioner and employee voices instead of brand-account content3
Measuring early-stage content before attribution exists3
The split between volume AI content and premium content, and the limits of endorsement-style creator posts3
Video capacity as the constraint, and YouTube as a mainstream channel2
Content aimed at the 95% of buyers who are not in market yet
A recurring argument across Jacobson's interview posts is that B2B marketing over-funds the small share of buyers actively shopping and under-serves everyone else.
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In the Kandji interview, CMO Sylvia LePoidevin describes starting with LinkedIn and Google ads aimed at the in-market 5%, watching that channel stop scaling efficiently, and concluding that the 5% audience saturates.
Yael Miller, director of content at monday.com, describes splitting content effort roughly in half between people searching for a solution and the much larger group who are not ready to buy, on the logic that useful material now makes a brand the remembered option later.
A Dave Gerhardt takeaway makes the same point with a concrete example: a HubSpot blog post helped him build his first marketing plan, and he did not become a customer for ten years.
Practitioner interviews published as numbered takeaways, with the full recorded episode linked at the end.
For brands planning a campaign
A brand commissioning a 95% content engine should expect this framing to shape the plan: an explicit split between in-market and future-buyer work, content judged on usefulness rather than immediate conversion, and a future-buyer program that starts before reporting shows returns.
Interview-driven posts built around named practitioners
The dominant format across Jacobson's posts is a LinkedIn post that condenses one recorded conversation with a named content or marketing leader into a numbered list of operational takeaways.
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Sylvia LePoidevin at Kandji, Yael Miller at monday.com, Nehal Tenany Mewani on her time running content at Clari, and Dave Gerhardt each appear this way.
The posts share specific numbers and internal practices rather than general advice: a newsletter with 70 to 80% open rates and more than 3 million subscribers, a 50/50 split of content effort, a video series released like a television season with one free episode and the rest behind an opt-in, and an activation document that got 20% of a company posting and produced 3 million impressions in one coordinated moment.
Each post closes with a pointer to the full episode of the 95% Content podcast.
Two posts break the pattern: Hatch's service announcement and commentary on third-party viewing data. Neither is built from an interview.
For brands planning a campaign
This is a repeatable production method a brand can buy directly: select a practitioner with a real operating story, record one conversation, and publish a numbered takeaway post alongside the longer episode. Each point names a source and includes a testable specific, such as a metric, format decision, or process step.
Practitioner and employee voices instead of brand-account content
Jacobson argues that buyers want practical guidance from people who do the work, not keyword content.
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For example, an engineering director wants to hear from someone who has architected systems at scale, and a procurement manager from someone who has negotiated hundreds of vendor contracts.
The interview posts show two operating versions of that idea.
Nehal Tenany Mewani ran open sessions on personal brand building at Clari, starting with 30 to 40 volunteers, settling around 15 to 20 regulars, and producing seven or eight consistent posters; her posts describe activation documents with ready-to-post options, thought starters, and first-person prompts.
Sylvia LePoidevin describes building LinkedIn influencers internally rather than prioritising the corporate page, noting that the same post performs better from a person's account than a company's.
For brands planning a campaign
This maps onto executive ghostwriting work and employee advocacy programs. A brand can evaluate Jacobson on whether the plan identifies the right internal experts, matches writers to each executive's level of involvement, and produces repeatable activation material for launches and milestones rather than one-off posts.
Measuring early-stage content before attribution exists
The posts treat measurement as a staged problem rather than a single number.
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Nehal Tenany Mewani tracked follower growth against a 20% quarter-over-quarter target, rising engagement, and share of voice against competitors, and called the strongest signal the moment a prospect references the content unprompted on a sales call.
Kandji's sequence starts with impressions to get distribution moving, adds sales call recordings to catch mentions, and then moves to how-did-you-hear-about-us questions.
Dave Gerhardt's takeaway is that follower counts are a vanity metric only when the audience is wrong, and that a CMO described content-influenced deals closing faster and spending more even when the content did not originate the lead.
For brands planning a campaign
A brand should expect a measurement plan with named stages and explicit leading indicators, while recognizing that the first stage will not prove pipeline. This is testable in a proposal: a candidate who promises early attribution on future-buyer content contradicts this work's account of how those programs mature.
Video capacity as the constraint, and YouTube as a mainstream channel
Two posts take a video-industry position rather than an interview format.
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Hatch's announcement describes the gap between the video a marketing team plans and what it can actually ship, and frames the offer as a single agency-of-record team covering podcasts, product videos, testimonials, event videos, explainers, and YouTube.
It claims more than 10,000 videos delivered for over 100 marketing teams, including TikTok, LG, Kraken, GumGum, and Exit Five.
The second post uses Nielsen viewing data to argue that YouTube now takes 12.8% of all US television viewing time, ahead of Disney and Netflix, making long-form video and connected-TV reach a core B2B channel rather than an optional one.
Neither post is interview-based, so neither carries the independent practitioner detail found elsewhere in the material.
For brands planning a campaign
For a brand weighing a video retainer, this is the vendor's own positioning: the pitch is capacity and consistency, not ideas. The YouTube argument is useful for channel planning, but the viewing figures are third-party data and the delivery totals are self-reported in a service announcement; verify them before reusing them in a client-facing plan.
The split between volume AI content and premium content, and the limits of endorsement-style creator posts
Jacobson predicts the content marketing field will divide between large volumes of AI-generated material chasing a short-term advantage and harder-to-produce premium content made of stories and information that cannot be pulled from a language model; they recommend the second.
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They frame the shift as three eras of B2B social: interruption marketing, then a trusted influencer endorsing a product, then the product appearing inside a story the brand is telling.
They note that the endorsement era is already weakening in consumer work and expect trust in influencer recommendations to decline in B2B as well.
A separate post makes the practical case for expert voices by contrasting AI-rewritten SEO posts with what buyers actually read on a commute, in a podcast, or over lunch.
These short opinion posts state a position and a prediction, not tested results. Use them to assess approach, not as evidence.
For brands planning a campaign
This is the most directly relevant position for a brand evaluating paid creator partnerships.
Jacobson says straightforward endorsement placements are losing effectiveness, so a sponsored endorsement may not match their recommended approach.
A product integration inside a real operating story is closer to what they advocate.
Erik Jacobson owns Hatch, the video production agency they say they started in 2020.
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A Hatch post states the agency has delivered more than 10,000 videos for over 100 marketing teams and names TikTok, LG, Kraken, GumGum, and Exit Five among those teams. Jacobson also interviews marketing leaders from monday.com, Kandji, and Clari on their podcast 95% Content.
Hatch
Owned business
Jacobson says they started Hatch in 2020 and describes it as a video production agency for marketing teams.
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The post announces Hatch as a “Video Agency of Record” and says it has delivered 10,000+ videos for 100+ marketing teams.
Jacobson interviewed Yael Miller, Director of Content at monday.com, about how the company uses content to build trust with buyers before they are ready to buy.
Erik Jacobson’s work is easiest to explore through their interview posts.
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They often condense conversations with content and marketing leaders into numbered takeaways and link the full 95% Content episode, so readers can start with a short post and go deeper into the original conversation.
Their recurring subjects are B2B content that reaches buyers before they are ready to buy, practitioner and employee voices over brand-account copy, and why premium, firsthand content matters more as AI makes generic material easier to produce.
They also write about video capacity and YouTube as a mainstream B2B channel.
Follow them for practical interviews about content operations, employee advocacy, executive ghostwriting, and early-stage measurement.
For adjacent reading, Olga Bondareva covers trust-building mechanics, Courtney Damji curates B2B content voices and cross-functional input, and Michelle J Raymond focuses on LinkedIn team execution and employee activation.
Both interview or spotlight B2B practitioners and argue for trust and practical content over volume.
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Bondareva’s post on trust-building mechanics lists relationship-building, authority, and borrowed authority, and her practitioner roundup asks what makes content actually work. That overlaps with Jacobson’s interview takeaways and their argument for content that reaches buyers before they are ready.
Bondareva frames the problem around B2B marketing and sales trust mechanics, including community, events, and analyst relations. Jacobson stays closer to content and video production, future-buyer content strategy, executive ghostwriting, and the agency’s video capacity offer.
Damji writes about B2B content, curates people she follows, and highlights cross-functional lessons from sales and customer success.
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She cites Dave Gerhardt of Exit Five, also a recurring name in Jacobson’s interview posts, and both treat practitioner conversations as source material.
Damji’s posts are closer to a reading list and a cross-functional content collaboration argument; Jacobson’s are numbered interview takeaways with a future-buyer and video-production lens. Damji emphasizes learning from others in the field; Jacobson emphasizes turning interviews into repeatable content and video assets.
Raymond argues that B2B brands should show personality, use employee voices, and treat LinkedIn as a team sport.
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Jacobson makes a similar case for practitioner voices over brand-account content and for making the product part of a story rather than an interruption.
Raymond’s focus is LinkedIn strategy, employee activation, and brand campaign creative; Jacobson’s is content strategy, interview-based publishing, future-buyer programs, and video production through Hatch. Raymond’s examples are LinkedIn and team execution; Jacobson’s are interview takeaways and a video agency-of-record offer.
Erik Jacobson’s LinkedIn content is aimed at people working in B2B marketing and content, with a focus on building buyer trust through practitioner expertise, useful content for buyers who are not yet ready to purchase, and video.
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Their posts draw on interviews with content leaders at monday.com, Clari and Kandji, alongside their own arguments for making expert knowledge more visible and creating content people genuinely want to consume. The available audience measure is a LinkedIn follower count; ask for follower demographics and job-title data to assess fit with a campaign’s target audience.
Erik Jacobson's partnership-facing offer in these posts is Hatch's video production service, not a personal sponsorship package.
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In the one post that describes it directly, Hatch positions itself as a "Video Agency of Record" for B2B marketing teams: one team covering podcasts, product videos, customer testimonials, event videos, animated explainers and YouTube instead of a patchwork of hires and freelancers.
The post outlines the working terms: a client sends footage, a recording, or just an idea, and Hatch returns finished video ready to publish; clients can add video types by describing the production need instead of hiring.
It cites 10,000+ videos delivered for 100+ marketing teams and names TikTok, LG, Kraken, GumGum and Exit Five as clients.
The posts give no rate card, package pricing, sponsorship deliverables, audience guarantees, or contact route for inquiries.
Ask directly about rates, sponsorship terms, audience guarantees, and how to get in touch.
Video Agency of Record engagement
Buyer requirement
An ongoing, program-level engagement rather than a single deliverable.
The client sends footage, a recording, or just an idea; Hatch produces finished video ready to publish on any platform.
The pitch is continuity and institutional knowledge closer to an in-house team, with the flexibility of a freelancer network, without the hiring, ramp-up, headcount, or vendor management.
No minimum commitment, scope, or price is stated; agree on those terms directly.
A specific production need can be handled on its own — for example, a tutorial the customer success team keeps explaining by hand, social clips cut from existing webinars or customer interviews, or a product video that would otherwise consume a marketer's weekend.
The buyer supplies the raw material or describes the production need, and Hatch returns the finished cut.
This format lets a brand test the relationship before committing to a broader program.
Adding a new video type mid-engagement
Buyer requirement
When a marketing team wants to add a format to hit next quarter's goals, it can send Hatch a brief rather than bring on a new hire or vendor.
This suits teams whose video plans expand faster than their headcount.
Good fit for the strategy, ghostwriting, and production layers, with one commercial qualification: the posts here do not include a rate card, minimum engagement, or inquiry route, so terms would need to be agreed directly.
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Brief
Brief A: A B2B SaaS marketing agency needs a content strategist to build a 95% content engine aimed at future buyers, run an executive ghostwriting program, and base a podcast-powered content flywheel on that work.
Reasons
The future-buyer problem is Jacobson's repeated subject, not an adjacent interest. Their interview posts cover monday.com splitting content effort roughly half to active searchers and half to the much larger not-ready-to-buy group; Kandji's CMO describing bottom-of-funnel paid spend saturating and the move to build relationships 6 to 18 months before purchase; and Dave Gerhardt's HubSpot example, where a useful post preceded a customer relationship by ten years.
Jacobson has published the operating mechanics, not just the thesis. Their posts include writer-to-executive matching by editorial control, activation documents with ready-to-post copy, thought starters and first-person prompts, a plain-text newsletter with no links or CTAs, and a podcast described as the anchor that feeds the newsletter, blog, social clips, and sales enablement.
The commercial format can carry the production load. Hatch is presented as a video agency of record covering podcasts, product videos, customer testimonials, event videos, animated explainers, and YouTube. The working model is to send footage, a recording, or just an idea and receive finished video.
The combination covers strategy, executive voice, and video production in one place, which matches a brief that needs an engine built and then fed, not just a plan on paper.
The posts do not specify pricing, package structure, minimum commitment, turnaround time, sponsorship terms, or how to start a conversation.
Commission checklist
Ask for a content map before committing to volume: subjects, buyer questions, format choices, and which internal experts can carry each topic.
Ask for the first podcast episode and its repurposing chain: a numbered LinkedIn takeaway post, two to four short clips, a newsletter section, and one sales-enablement asset.
Ask how writers will be matched to executives by editorial control, as described in the monday.com review.
Ask for one activation document for a launch or analyst moment, with ready-to-post copy, thought starters, and first-person prompts.
Ask for the first measurement plan to use leading indicators such as impressions, engagement, and share of voice before making any pipeline-attribution claim.
Gaps to resolve
Confirm the price, minimum engagement, turnaround time, and correct inquiry route.
Ask whether Jacobson leads the strategy personally or the work sits with the Hatch production team.
Ask whether Erik Jacobson offers personal sponsorship packages beyond what the posts describe; they document Hatch's service offer, not a creator ad package.
When to choose a specialist
Poor fit as described. The posts do not support buying a standard creator endorsement package with audience guarantees and direct-response performance promises.
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Brief
Brief B: A B2B software brand wants to buy a fixed sponsored-post package from a named creator, with guaranteed impressions, a set number of endorsement posts, a direct-response call to action, and a personal discount code.
Reasons
The posts about partnerships document Hatch's video production offer, not a personal sponsorship package. They provide no rate card, package pricing, sponsorship deliverables, audience guarantees, or official inquiry route.
Jacobson's stated position runs against endorsement-style placements. They describe an era of social content where a trusted influencer talks about how good a product is as an ad pretending not to be an ad, say that era is already fading in consumer work, and predict declining trust in influencer recommendations in B2B as well.
The measurement model does not match direct-response KPIs. The posts describe staged measurement: impressions first to get distribution moving, then sales-call mentions, then how-did-you-hear questions. The strongest cited signal is a prospect referencing the content unprompted on a sales call, not a discount-code conversion.
Audience match is not established. The available audience measure is a LinkedIn follower count of 11,555 observed on 8 October 2026. Ask for demographics, survey results, and post-level performance data.
A guaranteed-impressions or click-attributed endorsement campaign would require evidence beyond what the posts provide, and Jacobson's own arguments point away from that format.
What would change the assessment
A brief that places the product inside a real operating story, rather than an endorsement post, is closer to what Jacobson argues works.
A production brief for Hatch and its video agency model is a different question from a personal sponsored-post package.
Before treating Brief B as viable, confirm any personal brand-deal terms, audience guarantees, and pricing.
A worked campaign example
Approach
Actions
Interview product, customer success and sales leaders. Ask them Kandji’s question: What do you believe about the industry that is completely wrong? Survey or interview buyers about where they get content and whom they follow. Map buying triggers and the channels most likely to reach people before they’re in market.
Output
A content map, three to five named internal experts, a channel priority list, and an initial list of 10 to 15 future-buyer questions the engine will answer.
Phase
Weeks 1 to 3: research and positioning
Actions
Record one practitioner or internal-expert conversation each week. Turn each episode into a numbered LinkedIn takeaway post featuring specific numbers, process steps or examples. Cut two to four short clips for YouTube and social, and add a newsletter section. This follows the 95% Content interview format and Kandji’s model, where the podcast powers the wider content flywheel.
Output
One podcast episode per week, one numbered takeaway post, two to four clips, and a newsletter section from each recording.
Phase
Weeks 4 onward: podcast anchor
Actions
Match writers to executives based on how much editorial control each executive wants. Offer open training or office hours for employees who want to post. Prepare activation documents for launches, analyst recognition or funding moments, with ready-to-post copy, thought starters and first-person prompts. Use expert and employee LinkedIn accounts as the primary distribution channel, with the corporate page secondary.
Output
A ghostwritten post cadence for each executive, an internal poster group, and one activation document per major company moment.
Phase
Ghostwriting and employee voice
Actions
Use LinkedIn as the main social channel, YouTube for long-form video and clips, and a plain-text newsletter for the future-buyer audience. Keep the newsletter free of links, calls to action and nurture flows for the 95% audience, following the monday.com example.
Output
A weekly publishing rhythm and a simple content calendar covering the podcast, expert posts, clips and newsletter.
Phase
Distribution
Actions
Months 1 to 3: track impressions, engagement and share of voice. Months 3 to 6: add sales-call recordings to capture content mentions and answers to “How did you hear about us?” Months 6 to 12: add content-influenced deal speed and deal size where sales can report them.
Output
A staged dashboard that avoids claiming early click attribution for future-buyer content.
Phase
Measurement
Brief
A workable angle: a 95% content engine anchored by a podcast and executive ghostwriting, run with Jacobson or a team following their published approach.
Cadence
One podcast episode per week, three to five expert or employee posts per week, one plain-text newsletter per week, and two to four short clips per week. Staffing assumption: one content lead, Hatch or equivalent video production support, and three to five internal experts. The Clari example shows a similar scope run by three to four people.
Gaps to resolve
Ask to review podcast and video samples; the posts include no transcripts or audio/video files.
Ask about pricing, minimum engagement, turnaround time and how to inquire; none appears in the posts.
The posts do not carry dates, so no claim is made here about how Jacobson's thinking has changed over time.
Objective
Build a future-buyer audience for a B2B SaaS product over 9 to 12 months, using a podcast as the anchor, internal experts as the voices, and a staged measurement plan that starts with distribution signals and adds pipeline influence later.
Why this draws on jacobson
Jacobson’s interviews supply the blueprint: monday.com on the 50/50 split and writer matching, Kandji on the podcast anchor and employee voices, Clari on activation documents and staged metrics, and Gerhardt on patience and channel focus.
Hatch’s video agency model supplies the production capacity to turn recordings into publish-ready video and clips.
Jacobson’s stated preference for product-in-story over endorsement ads shapes the creative treatment: the product appears inside real operating stories rather than as a straight recommendation.
Choose Bondareva when the priority is to shape a trust-building strategy and make content more useful to sales.
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She groups the work into building relationships, building a company’s own authority, and borrowing authority, with tactics ranging from social selling and community to employee advocacy, case studies, partnerships, and analyst relations.
In a practitioner conversation, she highlights three practical tests: put buyers, not brand jargon, at the center; create assets sales will use, such as value calculators; and adapt content to local audiences.
Erik Jacobson's examples are strongest on strategy and audience relevance.
Their posts do not show how to match executives with writers, distribute podcast content, or produce video—the workflows needed to turn an agreed strategy into regular publishing.
Choose Damji when the first challenge is finding sharper ideas and buyer language.
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She argues that sales and customer-success teams hear customer problems firsthand, and that reviewing calls can reveal the words that make content and ads resonate.
She illustrates the point with a Hightouch example: after a marketer used customer-call insights to reframe underperforming ads, performance rose by 500%.
Her reading list also names the newsletters, blogs, and podcasts she turns to for industry insight.
Erik Jacobson's examples support research and idea development. Ask for a recurring production system, executive ghostwriting program, and measurement plan if you need a future-buyer content engine.
Choose Raymond when the main obstacle is coordinating people across a complex B2B organisation.
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She describes a team without a shared LinkedIn plan: company content, employee activity, leadership voices, and sales efforts may all exist but remain unaligned.
She also gives a personal example of narrowing her profile, website, and channel descriptions to a specific audience, even though that could reduce broad engagement.
Her commentary on a software launch shows the creative standard she values: a two-minute mockumentary that works as entertainment, not just a feature pitch.
Erik Jacobson's nine LinkedIn posts cover interview write-ups with content and marketing leaders, the expansion of their agency Hatch into a video agency of record, YouTube viewing-data commentary, and short strategy posts on B2B content.
The interviews the posts describe—podcast episodes, videos, and newsletters—are not included in the posts; statements about those programs reflect what the posts themselves report, and reported practices and results belong to the named interviewees.
The posts do not carry publication dates, so this profile makes no claim about how Jacobson's views changed over time.
The posts name the brand and business relationships they describe.
No pricing, sponsorship terms, audience demographics, or official inquiry route are published in the posts here, and none are asserted.
Adjacent creators are compared using their own posts, dated from February 2024 to October 2026.
