# Toby LaVigne

Toby LaVigne writes about helping business owners clarify what makes their companies distinctive and align leadership, strategy, people, and operations to build trust and improve service.

- Profile: https://b2binfluencer.marketing/creators/toby-lavigne/
- LinkedIn: https://www.linkedin.com/in/tobylavigne
- LinkedIn followers: 17,398
- Topics: leadership, recruiting
- Based on 10 dated posts, latest 2026-09-20

## Summary

Toby LaVigne is most useful for long-form thought leadership on business clarity, alignment, trust, and workforce systems.

- Best for: A consulting, leadership, or advisory firm selling alignment or clarity to owner-led and mid-market companies.
- Not for: Brands needing short-form video, booked reach, engagement targets, or turnkey sponsored packages with published rates.
- Check first: Confirm whether Toby LaVigne accepts sponsorships and request terms, scope, and audience demographics.

### Takeaways

- Serving every kind of customer can make a company harder to explain and deliver.
- Organizational misalignment is linked to weaker trust, recruiting and retention challenges, and rework.
- Younger workers are reacting to a broken model, not to work itself.

## Main ideas

- **The advantage owners already have but can no longer see**: Owners underestimate what makes their company special because they have lived inside it too long. They copy competitors’ offers, pitches and hiring approaches, leaving a business that is harder to explain, distinguish and get a team to engage with. Toby LaVigne argues that simplicity lies on the other side of complexity: you have to sort what you know from what you have forgotten before you can see what an outsider sees. Treating symptoms creates side effects across the organisation, while trying to craft one offer for every kind of customer makes it hard to explain and even harder to deliver. The proposed fix is a single bold move, not endless tweaks: a clearer promise, tighter focus, better way to deliver the same thing, recruiting angle that attracts the right people, or story that makes the old marketing look boring.
- **Treat misalignment as the cause, not the symptom**: Rising customer acquisition cost, falling customer lifetime value, harder recruiting, weaker retention, rework and performance below potential are presented as symptoms of deeper misalignment among leadership, strategy, people and operations. Companies respond like sick care: treating the visible problem, deferring the real one and paying a tax in side effects. The argument is that the same effort spent on alignment addresses root causes and improves the outcomes symptom-chasing was meant to fix. Four business systems frame the discussion: marketing as attraction, sales as connection, operations as service and finance as learning. Trust is the visible signal running underneath everything. When people in a business are disconnected from what they do, how, why and for whom, trust and effort fall while stress and morale problems rise—inside the business and in how it treats customers. The stated priority is high-trust over high-tech: business ultimately comes down to people with needs serving other people’s needs.
- **Younger workers are reacting to a broken model, not to work itself**: Toby LaVigne concedes that entitlement, job-hopping and victimhood are too common, and that younger workers may not be prepared for what they encounter at work. But they are not wrong about the cause, they argue. Recruiting practices are called torturous and dumb; onboarding and internal support are described as close to nonexistent. The misalignment of people, processes and purpose, the post says, has been around so long that older workers stopped noticing it. The historical framing traces the current model to Winslow Taylor’s scientific management and Henry Ford’s assembly line, then argues that what built today’s businesses will not take them forward: modern work is too complex, fast and evolving to fit a white-collar assembly line of scripts and bureaucracy. The requirements for people who think and act like owners are a known and compelling purpose, a strategy suited to the market, available labour and company resources, a team that is bought in, and real systems improvement instead of talk and band-aids. The post addresses owners and young professionals as participants, not as one another’s problems.

## Work to read

- [Unmined Gold in your business…](https://www.linkedin.com/posts/tobylavigne_remarkable-leadership-marketing-activity-7417597038856548353-WjSB)
- [The future isn't high-tech. It's high-trust](https://www.linkedin.com/posts/tobylavigne_alignment-remarkable-oversubscribed-activity-7415412968399679488-B2CX)
- [Gen Z isn't all lazy. They're allergic to fake.](https://www.linkedin.com/posts/tobylavigne_nextgen-genz-remarkable-activity-7415111208229392384-87XI)

## Brand relationships

- **Maverickworks** (mention)

## Partnerships

The three posts reviewed for this profile show no sponsorship, paid-partnership, or brand-collaboration format, and list no rate card, media kit, deliverables, or partnership inquiry route. Buyers should ask whether Toby LaVigne accepts sponsorships and, if so, request terms and a proposed scope. The posts show the work a sponsor could attach to: long-form arguments about organizational clarity, alignment, and trust, written for owners and leaders. The recurring theme labels #Remarkable, #Alignment, and #Maverick are editorial tags, not disclosed commercial relationships. The only public channel in the material is the LinkedIn profile; it is not a verified partnership route.

## Alternatives

- Keith Fleming: Choose Keith Fleming when the article should start with a live sales or revenue execution problem, not a broad essay about clarity. The posts offer a practical diagnostic sequence: an owner says the company needs more leads, and Fleming examines lead handling, response speed, process consistency, CRM friction and whether managers inspect the work. The conclusion: many business problems stem from misalignment across sales, marketing, operations and leadership. This suits a thought-leadership piece that opens with a concrete operational symptom, shows what was happening and lands on alignment as the cause. Fleming is also the better choice for a sales-team-building angle: the second post lists clear roles, clean process, daily cadence, strong coaching, honest feedback, shared language, visible metrics and emotional discipline, framing the gap as strategy-to-execution rather than motivation.
- Chris Carmon: Choose Chris Carmon when the consulting firm's buyer sees talent and hiring costs as symptoms of a deeper organizational problem. The posts draw on a recruiter's perspective after more than 30 years helping companies hire. Carmon's argument: broken companies need outside recruiting help, open positions are often symptoms rather than the problem, and leaders are too close to the business to see the pattern clearly. This is a strong fit for an article arguing that repeated hiring spend signals growth has outpaced the way the business is organized, too much knowledge or too many decisions sit with a few people, leaders disagree about what they need, or the company waits until a role is urgent before planning for talent. It is a tighter, more provocative angle for leadership audiences that already accept the alignment premise and want the talent-cost argument.
- Michael North: Choose Michael North when the campaign needs a named recruiting founder, a case-study-style proof point and a clarity-first hiring message. The posts identify North as founder of Synchrony Talent Partners and as "The Talent Whisperer," describe listening for the answer underneath the first answer, and tell a client story: a 180-employee manufacturing and distribution company replaced a fractional sales leader with a full-time one, then saw increased sales and revenue, additional sales hires, stronger accountability and new product ideas. This is the better fit for a leadership-hiring narrative with a before-and-after example and a human-partnership tone, or an article that ends with a diagnostic conversation rather than a broad organisational model.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/