Will Bachman: Hello Ray, welcome to the show.
Ray Carbonell: Thank you so much. Pleasure to be here.
Will Bachman: So Ray, what I understand is that, if we see some top executive posting on LinkedIn, or even replying to our comments on their post, it might not be, actually, that executive posting it. It might be your firm, Qnary. Tell us a little bit about what your firm does.
Ray Carbonell: Yeah, absolutely. Thank you so much, Will. You’re absolutely right. What Qnary does is, we call ourselves an executive reputation growth management company. We work with executives, with professionals, with entrepreneurs, and we manage the day-to-day social media TVP, on the digital platforms.
What we do on behalf of the executive is, we build, and optimize, rephrase their profiles, making sure that their messaging is right. They are able to tell their story the right way, and the profiles are optimized from an SEO perspective.
We create short form content, meaning, the blogs, LinkedIn posts, the visual. Ourselves, we also create blogs, and we also manage interactions. If somebody comments on your LinkedIn post, or on your tweets, we go ahead, and we track it, and we adjust a response.
The reality is, Will, is that executives, professionals, they are very busy doing what they do best, whether it’s to run businesses, or do financial modeling, or do human resources, but they also understand that what they say in social media matters, for a variety of reasons, and we developed a process, a technology, and a content network, that allows us to do it on their behalf, and that’s what we do.
Will Bachman: Great. At what level are we typically talking about? Is this a mid-level investment banker, attorney? Is this only the CEO? What level people start engaging your services?
Ray Carbonell: That’s a great question. So, we identify like a few different levels of professionals. Firstly, I would say, Fortune 2000 senior executives. We usually start working with either SVPs, or above. This is one group of executives that we work with.
Also, within large companies, we, also, work with business leaders of specific business units, right? Who would be more like brand ambassadors of the company, or the face of that company to a specific set of stakeholders.So, we work with these types of executives within Fortune 2000 companies.
We also work entrepreneurs, small, medium-sized businesses, where the CEO, the C-suite of the company, the owner, is as important, if not more, than the actual name of the company.
And, we also work with consultants as well, where they sell their knowledge, they sell their expertise on specific verticals, and you want to make sure that you are able to develop relationships that, often, either start, or get curated, online. So, we also work with professionals and consultants that they sell their own expertise. And, that’s how they develop relationships.
Will Bachman: Okay. I’m curious to hear about the part that you do on the profiles, in terms of what that is, but let’s jump first to the posting. So, it sounds like there’s three parts. We just go to the profile, there’s posting content, and there’s also, then, the engagement part.
I want to hear about all three. Let’s just start with the posting. So, how will you work with a client to, probably, up front, you, probably, think through what’s their content strategy, and what topics they want to be posting on, and how often, and what platforms.
Tell us a little bit about that process, of how you figure out what’s the whole content strategy for an executive.
Ray Carbonell: Yeah, absolutely. So, every time that we start working with an executive, with a professional, it all starts with what we call the content style session.
It is an hour session in which we have one-on-one interview with the executive. The goal is to be able to identify, we usually say, up to three content pillars, that we know that that specific executive wants to be known for. If it’s an executive in the marketing and advertising space, it can be ad tech. It’s transformational advertising, the future of marketing, right? AI. Blockchain, et cetera.
So, we identify three pillars that hit the core of what this executive’s expertise is, and what the executive is, basically, doing on their day-to-day job, right? We want to make sure that, with the content that is being created is, intentionally produced, in order to achieve expertise, knowledge, in specific verticals.
The idea of Jack of all trades, master of none. We want to make sure that we focus on three areas that are important for the executive, and, based on that, we understand what their tone of voice is, what the publications that they usually read, on a daily, weekly, monthly, quarterly basis, are. And, we also watch what the other executives out there, that they look up to as well. Right?
Based on that, we’re able to create a very robust content strategy, for each one of our executive clients, and then, is when we start producing content on behalf of the executives, right? We have a network of social media content creators that are industry-agnostic, and, based on that content strategy, we start to create very, especially LinkedIn posts and tweets, on a weekly basis.
Our standard, the rule of thumb is we do five tweets per day. I know, sorry, five tweets per week, and three LinkedIn posts per week.
We find that this is the very minimum that is required in order to leverage on the reward of LinkedIn and Twitter, is algorithms, and that’s something that, it also allows us to be able to create enough of a consistency of content that will help our executives develop thought leadership, in each one of the three pillars that we have identified for each one of them.
Will Bachman: Who, typically, is paying for this? I’m curious. Is it? And on whose behalf? So, is it, often, the executive, herself or himself, or doing it for their own visibility, or is it the company that they work for would be paying for this, because it’s helping the company’s brand?
Ray Carbonell: So, it’s a mix of both. Well, I would say, when we work with Fortune 2000 companies, it’s often, I would say, 90% of executives that are part of a Fortune 2000 company, it’s the company pays that for it, and, it’s usually we see an executive, this is the executive thought leadership program that they have developed, and Qnary is their partner.
When we work with startups, as well. In that case, it’s always the company of pays for it. When we work with, more independent professionals, and we work with consultants, it’s usually the person who pays out of pocket, as part of their business expense.
Will Bachman: So, when you’re working with an executive at a Fortune 2000 company, it’s not to just build their profile as an independent person. It’s more about, in alignment with the company’s strategy. So, it’s part of a broader strategy by companies to get all of their executives to be more visible.
Ray Carbonell: Yes. I would say this is the case that… What we believe now, Will, is that there is no difference. Your personal brand and your professional brand, what do you do personally, and what you stand for professionally, and what you do for the company, is so closely aligned that we don’t see both tiers to be different, but for us it’s the same.
We know that by positioning an executive as an industry expert, we see that… If we do that, in an authentic manner, we know that there is going to be a very positive halo effect, from a reputation perspective to the company. And this is something that we’ve been able to prove.
So, we don’t see that being a difference between for the company one versus one what the executive wants. We always find that there’s very strong correlation, and that works very well to the advantage of the company.
Will Bachman: Yeah. Now, a lot of posts on LinkedIn are really boring. You get stuff like. “So humbled to be receiving this award.” Or, “So excited about the launch of our new product line.” Or, “It’s so great to be here at this convention, on the floor.” or, just posting, “Here’s a link to a new HBR article.”
Ray Carbonell: Mm-hmm (affirmative).
Will Bachman: There’s a lot of stuff that’s just so bad. You talked about how you’ll pick out some pillars, but within those content pillars, what do you find are the most effective type of posts?
Mark Williams, who, on LinkedInformed, has a list of post types that he thinks work well, like informational posts, or this is useful posts, or debatable posts, like, what do you think? Yes or no. But, you guys have probably studied this in a lot of depth. Give me a sense of the types of posts that you would be writing for the executives.
Ray Carbonell: Yeah, so that’s a great question. So most of the posts that we write, to what the article you referred to from Mark Williams are mainly, informational posts. They are posts that are meant to add value to your audience, where the actual post already conveys a point of view. Our assumption is, if you’re a LinkedIn user, you’re going to go on your phone, on the desktop, and then, you’re going to start scrolling down your feed, right?
We want to make sure that that post captures your imagination, and makes you want to click on the article. So, for us, it’s less about the article, because we do find that HBR articles, there are some articles there, Forbes articles are extremely valuable. But, what is very important is to make sure that the actual capture of that post actually captivates the imagination of the audience, and won them. You’re trying to get them to interact with you.
But, what we find is that this is the key. Informational posts work very well, very important in the post. Always trying to make them as engaging as possible. And that is the key. You want to make sure that you either tag people on your audience. Either, is this a tweet, a Twitter account, or on LinkedIn, you tag people from your network, to make sure that they are already aware of the post, and you start interaction already, because that’s going to help you generate more impressions, and that’s going to start a side conversation, that very valuable for your audience.
This is a type of post that works very well. If you are a leader of a company, one type of post that works, also, extremely well, are posts where you celebrate your team, and you celebrate the wins from your business unit, or from your organization.
Not only share that win, but do it in authentic way. And, always tag those who are, either on your team that you are celebrating, or those on your team that were key leaders in order to achieve specific milestones.
We find, always do it in an authentic way. One thing that we will never do is write content where the executive is not so comfortable sharing it, because it does not represent, or it doesn’t sound like it comes from them. So, it’s a mix of informational and celebratory content. But, also ensuring that it fits the voice of the executive.
Will Bachman: Yeah. Just make up an example for me of a celebratory post that would be engaging, and that would get comments, and so forth. What would an example be?
Ray Carbonell: Yeah, so for instance, so, let’s say, on my case for instance. Qnary gets listed as Inc. 5000 fastest growing company in the U.S. So, I would create a post saying, “Hey, I’m proud or honored to be inducted in the Inc. 5000 fastest growing companies in the U.S. Thank you very much to team that has made that happen.”
And then, I would go ahead, I would tag every single one of my team members, either on the actual LinkedIn post, or in the comments section, to make sure that everyone is rewarded and everyone is aware that I shared this post.
And then, I would take a photo with my own phone. It needs to look handmade, not professionally done. So, it looks more authentic. And then, I would add that photo on the post.
So, I would do that. And that would ensure that, not only my teammates are aware that I’ve shared this post, so they would engage. It’s also going to tap into every single person that I tagged. So, I will tap into their audience as well.
So, let’s say, my president’s LinkedIn connections will see that I tagged her on the post, therefore, they will engage with me, because I’m celebrating her. So, all of the sudden, you start hacking the system in an authentic way, you’re going to get a lot of interaction, a lot of impressions, and it’s going to make you look good as a leader. But, also will represent the company, because you know that you’re celebrating that victory.
Will Bachman: All right. And what would, maybe, a couple of examples be? Let’s say that one of your clients is, oh, I don’t know, maybe, head of supply chain for a big consumer products company. VP of supply chain.
Ray Carbonell: Mm-hmm (affirmative).
Will Bachman: So, what would some examples of more content-related posts be? More interesting industry news, and, let’s say, one of their content pillars was around, I don’t know, global supply chains, or artificial intelligence-enabled supply chains, if such a thing exists. What would an example post look like for that person?
Ray Carbonell: Yeah, that’s a good point. And so, when looking at an executives like this, the first thing that we understand is who their audience would be, right? And, we’re talking to a various specific set of stakeholders, who are executives within that vertical. So, that we know the content, in this case, it might not be a very colorful piece of content. It’s going to be, very much, expert, or niche, in that space.
So, what I would say is, probably, we would find an article around a new technology that helps streamline a global supply process, or we will look into a case study of a company in a different vertical that has improved the process, and that has led to a much more efficient supply chain process, and stuff like that.
So, the article, and I’m not an expert in that field, but the article would be, very much, informational. It would highlight the benefits of that case study, or of that technology would bring something… you would add something that you’ve done for, [inaudible 00:16:40] using for your company. If it’s a technology, you’d say, “Hey, at [inaudible 00:16:44] we’re testing XYZ, and we’re seeing, already, early results.” Right?
You also want to make it personal about you as well. And then, we find that these types of articles where it’s informational, but also you’re adding part of your personal and professional experience in the post. We find that that’s going to spark a lot of people wanting to share their own experience, and that’s when you start a conversation very successfully.
Will Bachman: What do you do to help grow their network? So, part of it is reputation growth. So, in addition to posting, are you also on LinkedIn, let’s say, doing a lot of connection requests for the person, and if so, how do you do those, and who would you invite?
Ray Carbonell: So, that’s a great question. Yes, we do that. We do that at a small scale, meaning we don’t go into an executive’s LinkedIn profile and start requesting 200 connections, on a every week, or every month. It is very curated. And, it also depends on the executive.
So, a C-suite or a Fortune 100 company is not one to do that, because they’ve already carving out jobs trying to handle their thousand pending connections that they have any given day.
But, for more traditional, senior executives, entrepreneurs, and professionals who are using LinkedIn to expand their network and connect with potential customers, potential partners. What we find is, we agree with the client specific profiles, based on LinkedIn filters. Right?. So, we look at, are we looking for senior executives, on specific companies, that have gone to specific universities, for instance.
So, we try to find executives that we know you’re going to have different level of connections, whether you are alumni at New York University, right? Or, that you guys have worked together at Accenture. And then, we create a very curated post. Say, “Hey, it looks like we went to X university together. We worked in this company. I would love to find some time to get a coffee.” And, we find that this type of more personal introductions, where you look at things that you have in common, actually, works very well.
Another type of connections that we make is, if you go to a conference and you get business cards, or you know somebody who attended in the conference, and spoke, and you really would like to be in touch. We also find these people, and then we will connect with them. We’d have it with that touch point being, “Hey, we both attended the conference. Very interesting. Let’s get a coffee. I think we’d have things that we can… to talk about.” So, we always find touch points that are the gates to starting a conversation.
Will Bachman: Running a firm like yours, can you tell when you look at a professional’s profile, if it’s, probably, being managed by a firm like yours?
Ray Carbonell: Not necessarily. Not really. If you look at a senior executive, there would, most likely, be somebody managing that profile, regardless if it’s a firm like ours, an actual PR agency, or a communications team within that company. That, I can tell from my own experience.
I wouldn’t necessarily say that you can see that, especially if you’re able to do a good job and capture the voice of the executive the right way, it’s hard to be able to tell.
The only moments in which you can see it, is when an executive starts from having a shell of a profile, and barely being active, to, all of a sudden, starting to be active a weekly basis. And, it’s, “Oh, you’ve been on my LinkedIn feed consistently over the last two months. What happened here?”
That kind of awakening to social media, sometimes, is a sign that somebody has hired a company like ours, but in terms of the quality of the content or the voice, that’s something that, not necessarily.
Will Bachman: Okay, so most senior executives then, SVP or above at a Fortune 500 company, we can assume that there’s either the internal PR team, or communications team, or an external agency is, probably, involved in managing their posts.
Ray Carbonell: Yes, I would say, yes. Not evolved entirely, but they will have some things to add.
Will Bachman: What would you consider as successful for a typical post in terms of the number of likes, or the number of comments, if it’s on LinkedIn? What would you say is pretty decent, and what are you shooting for? How much does that depend on the number of connections the person has?
Curious to hear sort of what you think of as a good outcome.
Ray Carbonell: So, that’s a great question. So, when we assess the success of our posts, we usually look at engagement rates, meaning, how many people have interacted with that post, based on how many impressions you have generated.
Usually, the lower the impressions and the lower the connections, the higher the engagement rate, just because one like over 50 impressions, is… Or, one interaction over 50 impressions is, that percentage will be significantly higher than over a hundred thousand impressions.
But, what we often find is that… We usually try to keep that engagement rate to be at least one and a half to 2%, across the board. We find that this is the benchmark that we’ve seen out there be best practices, and we always try to beat that with one of our executives.
Will Bachman: So, if you get a thousand views of your post, a good would be 15 to 20 likes or comments?
Ray Carbonell: Exactly.
Will Bachman: Mm-hmm (affirmative). Okay.
Ray Carbonell: On LinkedIn. And then, on Twitter, when you measure that, the level of interaction, the only caveat is when Twitter provides their own data, they usually include number of clicks on the post.
These early impressions on Twitter is significantly higher, just because it’s a much more open platform and you can leverage specific keywords and hashtags to tap into somebody, a broader audience.
But, the only caveat between Twitter, and LinkedIn, is Twitter also includes how many clicks the tweet has received, or how may clicks the article has received, versus LinkedIn, is what you see from an interaction perspective, meaning, comments, shares, and likes. The interactions that are being measured for each one of the posts.
Will Bachman: Have you worked out what’s the best time of day to post in order to maximize the chance of getting interaction?
Ray Carbonell: Yes, and the answer is, it depends on your audience. It really depends on your audience. We analyze your audience, and we analyze what are the times in which your audience is more active. And then, we try to post, for each one of our executives, accordingly. So, but it really depends.
Will Bachman: So let’s say, so, give me some examples of different types of audiences, and when might be the best to reach them.
Ray Carbonell: Yeah. So we often find that if you are a U.S. executive, and your audience is very much U.S.-focused, we find that, at times where your audience is more active, and there’s also common sense. Commuting times, either before work, before 8:30 or nine a.m., and after five p.m. are usually the times where your audiences are going to be more active, because you can catch them, especially at night, I mean, the evening where you can generate a lot of engagement.
Also, we find that Thursdays and Fridays are two really good days to boost that engagement, as well, compared to Monday, Tuesday, and Wednesday. This is one. For instance, in my case, I’m from Barcelona. So, I often find that if I share something, at around nine, 10 p.m., I can capture audience that are here in New York, Chicago, and the West Coast still.
But then, when I wake up in the morning, that’s when I’ve been able to get my European connections, people that I went to business school with. That’s when they wake up, and then, usually, when I wake up in the morning, that’s when I see the [inaudible 00:25:48] of my engagement coming from.
And then, when I do that, then what happens is, because that’s when the interaction happened, then still LinkedIn algorithm makes my post be more relevant, so then, when those connections who are in New York wake up, that post is still going to be relevant, and then I’ll be able to capitalize on that engagement, and then, I’ll get other people from New York to engage, as well.
Will Bachman: Do you find that posting too much? Is there a too often that you can post where the LinkedIn algorithm starts working against you and says, “Enough from you?”
Ray Carbonell: So, we don’t like to post more than once a day on LinkedIn. Not only because of the LinkedIn algorithm, but also, you don’t want to overwhelm your audience.
On Twitter, there’s just so much content. There’s so many people that you can follow, that once a day is the bare minimum in order to be relevant. On LinkedIn, it can get overwhelming. So, we say three times, that’s enough to make the most out of the platform, without overwhelming your audience.
But yes, we always say you need to be careful not to over-post, and dominate, and overcrowd somebody’s LinkedIn feed.
Will Bachman: Okay. So, I’m hearing, on LinkedIn minimum of three times a week, maximum of five times a week, or once a day-
Ray Carbonell: Yeah.
Will Bachman: … is about the right place to be. And on Twitter, it’s at least five times a week. And, more is fine.
Ray Carbonell: Exactly. Yes.
Will Bachman: Let’s talk a little about the engagement piece. It sounds like, on the posts, you get the executives to sign off and approve them.
Ray Carbonell: Mm-hmm (affirmative).
Will Bachman: Talk to us about how you work on the engagement side. When someone comments on a post, how do you figure out how to respond? I imagine that those aren’t all pre-approved by your clients, so, do you get some general types of replies that are approved?
Just talk to us about the engagement piece.
Ray Carbonell: Yeah, that’s a great point. So, we track comm engagement, meaning, people that have commented on your post, people that have shared your post, or have mentioned you on LinkedIn, and on Twitter.
And then, there’s the specific comments that we know, based on conversations with executives, that just grant a thank you, and we tag the person or, it grants just clicking like, and putting a thumbs up Emoji instead.
There are specific responses that we have already pre-agreed with our client, that we’re going to respond with standard, very plain, and… Right?
There are some others, especially, when they are being challenged with a question, or with more of a personal comment that only our executive client will know. Then what we do it, we create a suggested response. We send that to the client, and the client will approve, will edit. We’ll stand back, and then, once the client gives us the thumbs up and approves the response, we’re going to go ahead and post that on their behalf.
Will Bachman: Yeah. Now, one strategy that I’ve heard is this whole sales using LinkedIn. It’s social selling and so forth, is to, really, just start trying to engage in a conversation with your target person that you’re trying to sell to, of starting to comment on their posts and like their posts, and so forth.
It turns out that you’re actually engaging with a reputation firm who’s managing it for that person. If you’re engaging with someone who’s senior enough, it might actually be invisible to that person. You might be wasting your time. Which had never really occurred to me.
Do the executives still, even though you’re managing it, are they still checking LinkedIn, and seeing the activity, or checking Twitter, and seeing what’s being said on their behalf? Or, do they just completely ignore it?
Ray Carbonell: Absolutely. No, they do check it themselves. Often, when we, usually, start engagement with exec engagements with specific executives, even the ones that, initially, they don’t want anything to do with social media, or they start to get interactions, and they see that profile come to life, they start to feel like, “Oh, let me check in myself.”
Sometimes, you’ll start to see on LinkedIn post that we never wrote, and that’s because the executive felt like sharing something him or herself. So yeah, to these companies or these individuals doing social selling, what I say is, executives are aware of what’s happening on social media, either because they see it themselves, or because we share that with them.
Thing that, even if an executive receives that comment that says, “Thanks so much for sharing this, Will.” Right? And, we say, “Thank you @Tara.” Right? We will still report that that common has been made on their profile. We just have the ability to share their response on their behalf, to make that process much more agile.
Will Bachman: Interesting. Alright. Any tips that you have on the profile piece? You talked about optimizing the profile for search engine optimization. What are some of the, maybe, mistakes that you see people making on their profile, and what do you say would be a best practice profile?
Ray Carbonell: Yeah. So, a few tips that I find very useful that make a world of a difference. First of all, the visuals. Visuals matter, not only your profile photo, make sure that the profile photo is, it’s optimized, it’s professionally done, very important. That the first thing somebody, that anybody, would see on the profile. Never have a profile without a profile photo.
Also, the second one would be, the color photo. LinkedIn has its own template, blue background, with some connecting dots. Try to create your own cover photo. For the executives who have been interviewed by the media, or they’ve spoken in panels, I would always say, and what we do for them is, we create a collage of three or four photos of them being interviewed, or speaking a panel.
What we find is that, when somebody lands on a profile, and they see these type of color photos, that automatically establishes thought leadership.
Otherwise, what we recommend for executives is to create a design cover photo with the name of your company. So, it automatically leaves your presence, your thought leadership, with the business that you’ve worked with. And, that works very, very well. This is the first thing.
Second, I would say your LinkedIn headline. LinkedIn headlines are important, because, obviously, they establish your level of seniority, what you do. CEO at XYZ. Director of operations. Blockchain lead at that company. This is number one. That’s a very tactical profile that establishes seniority, and starts to categorize you in specific verticals. Right?
But, the reality is, that that headline allows you for more characters. So, try to find some PC keywords that you think are going to help you do two things. One, is expand who you are, from a background perspective, but also create additional keywords that will help you be more find-able on LinkedIn searches. Right?
So, that’s something that is very important. So, just be mindful of the additional characters, that would be there on LinkedIn headlines, in order to expand beyond title and company name. This is very important.
And, the last piece that I would say on the content side, is your summary. A lot of what I find, is a lot of executives either don’t have summary, or the summary is a list of bullet points with achievement.
What we recommend is, just because attention spans are so short, try to make a short bio, that tells, in a very easy to read manner, your professional story, and then, accompany that with articles about projects that you’ve been involved in the past, et cetera.
What we find is, by adding third-party, independent articles to your summary, it just gets you that much more credibility. Somebody else telling your own story. So, this is from an optimization, and content.
The other two things that I always recommend, one is from an SEO perspective, LinkedIn gives you the opportunity to customize your URL. Usually, if you don’t do that, you will find your name, surname, and then a random series of letters and numbers, and you have the ability to create your own LinkedIn URL. So, do that. That helps you, from an SEO perspective.
And finally, be aware of your privacy settings. Very important. Who can see your information? Who can see your content? What is being displayed publicly versus privately, and that, so just be aware of that. Because, we want to make sure that you’re not too private where people cannot find you, or, they cannot openly want to connect with you, but at the same time, just be mindful, in case you want to make sure you keep some of your stuff private.
Will Bachman: Me a little bit about the results that you achieve for your clients, in terms of the growth of their reputation, and how you measure that.
Ray Carbonell: Yeah, that’s a great question. So, when we look at results, we look at results both on a qualitative and quantitative perspective. Right? So, we look at audience growth across platforms, and we don’t only look at the absolute number of growth and how many more connections you’ve been able to achieve, either through us, or organically, people wanting to connect with you.
But, we also look at the breakdown on all your audience. Who has connected with you, right? Are they’re aligned with the type of people that you want to be connected with? Are your new connections within the industries that you want to be closely connected with, as well.
So, it’s always a mix of qualitative versus quantitative analysis. So, we look at audience growth. We also look at the impressions, not only per article, but in aggregate. Impressions for as a sign of awareness.
Are you generating… What awareness? Are people reading your posts? Meaning, are they connecting you with the specific pillars, or topics, that we had, initially, identified for yourself, but also, are they engaging with you?
So, we look lot of engagement rates, and we want to make sure that there is an alignment between audience impressions and interactions. And, we find that the combinations of the three of them, works and means that we’re, actually, building a very robust profile that generates activity, and those who are part of network are, actually, interested in what you have to say, on an ongoing basis. And, this is the basic KPIs that we track, and then, measure success.
Outside of that, companies hire us for a variety of reasons, not only for specific… Not only for to build specific set of thought leadership, but also, business development, employee engagement, hiring, recruitment, retention. So, based on specific business cases, then we track specific KPIs, as well.
Will Bachman: So, having a more visible executive might help the company hire employees or retain employees.
Ray Carbonell: Absolutely.
Will Bachman: Fantastic. Well, and can you just give us a sense, not necessarily your firm, but just in the industry, broadly. If someone wants to engage a firm to manage your profile-
Ray Carbonell: Mm-hmm (affirmative).
Will Bachman: … to do what you do, maybe, for a consultant, or an independent consultant who really wants to outsource that, and have a firm do the three to five posts a week, what’s the approximate cost of that service?
Ray Carbonell: Yeah. So, our cost structure is [inaudible 00:38:54] is a monthly retainer, or, and then monthly fee is $950 per month. And, that includes the five tweets, three LinkedIn posts. Building, refreshing, optimizing, your profile.
We also grow your audiences across platforms. We do two blogs a year. We do monthly [inaudible 00:39:19] thought leadership cards, and then, we also do engagement on social media and monitoring.
Will Bachman: Fantastic. Okay, well that’s helpful as a benchmark. Well, right. Thank you so much for joining us. It’s really cool. Where can folks go to learn more about your firm? You want to give a website?
Ray Carbonell: Yeah. So, Qnary.com. Q-N-A-R-Y. Or, you can always find via email at firstname.lastname@example.org.
Will Bachman: Fantastic. Ray, thank you so much for joining.
Ray Carbonell: Thank you, Will, it was great to be in your podcast, and to talk to you.