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When sales and marketing operate in silos, small cracks quickly widen. Your content performance dips, your customers receive disjointed experiences, and your revenue takes a hit.

If marketing teams don’t collaborate with sales, they’ll keep producing content they think is useful, but that might not actually address the things customers care about. On average, B2B buyers are 61% of the way through their journey by the time they first talk to sales. And 79% of B2B buyers initiate first contact.[1] Without appropriate and relevant marketing content, you risk sending these prospects to your competitors before sales teams even have the chance to learn their names.

Meanwhile, if sales teams don’t talk to marketing, they won’t have the right proof or messaging to support their arguments and convert conversations into new business.

If sales and marketing give prospects different messages, you risk breaking their trust and losing their business to competitors.

Alignment isn’t nice to have; it’s fundamental

Aligning sales and marketing makes the entire buying journey smoother and more consistent. Prospects hear one coherent story, from the first piece of content they see to their final call. With no friction or mixed messages, momentum builds instead of stalling. This creates:

• Higher quality leads: Sales feeds back objections and buying triggers, so marketing can ensure their messaging is saying the right things.
• Content that inspires action: Marketing creates content around real customer language and pain points – and prospects respond.
• Stronger customer journeys: Buyers no longer feel like they’re engaging with two different companies. Each touchpoint reinforces the same messaging and values, building trust and keeping it intact.

Great marketing teams trust sales as their most valuable research partners

Sales is a goldmine of customer insight, the kind you can’t get from keyword tools or market reports. It’s real feedback, from real prospects in conversation with a team that’s actively trying to solve their problem. This includes:

A reality check on your target audience

Marketing teams build personas based on who they want to reach in an ideal world. Sales teams know who actually buys. By getting feedback on budget owners, industries, champions, blockers, and buying triggers, you can target content at the people who will actually convert, not just browse.

Language that resonates

Sales hears the exact words prospects use to describe their challenges, frustrations, and desired outcomes. And this can become the raw material for messaging frameworks, value propositions, and copy. If marketing can mirror the customer’s own vocabulary, everything will feel more relevant and appealing.

Reasons why deals are won (or lost)

Sales can often tell the moment a prospect decides ‘yes’. It might be because of a specific case study or proof point, a demo that clicks with them, or a conversation that alleviates any last concerns. These moments can inform further content, such as webinars, demos, and testimonials, and create a larger bank of resources based on proven ways to turn interest into intent.

Sales teams also know the patterns behind stalled deals, whether that’s missing features, unanswered objections, or internal blockers. This insight should shape FAQs, objection-handling content, nurture sequences, and sales enablement assets, addressing potential reasons for prospects to waver earlier in the cycle.

Great sales teams have the backing of genuinely useful content

Great sales performance isn’t just about skill; it’s about having the right content and communications exactly when they’re needed. That’s where marketing comes in.

Before a prospect ever speaks to sales, they’ve absorbed your web copy, social content, emails, and larger content pieces. This context needs to be present in their first sales interaction, so messaging frameworks are vital to keep everyone on the same page. A strong messaging framework means salespeople are telling the same story, each claim aligns with what marketing has already communicated, and each conversation reinforces the same value proposition.

Sales teams also need a library of relevant content and proof points they can dip into to move prospects along their journey. Content needs to meet prospects where they are, so product walkthroughs and industry-specific proof will be vital. To make proof points as useful as possible, organise case studies, testimonials, and metrics by industry, use case, persona, and challenge. That way, sales can quickly find compelling proof at the perfect moment.

Collateral that supports productive conversations also includes:

One-pagers: A scannable summary of your product or service that clearly outlines its benefits and differentiators. These are perfect for sharing in early-stage conversations.

Battlecards: By the time prospects talk to sales, they already know a lot about your offering. Sales teams need fast access to accurate messaging so they can respond to objections and competitor comparisons instantly.

Pitch decks: When multiple stakeholders are involved in deals, pitch decks keep everyone aligned to the same narrative.

Email nurture sequences: Pre-built outreach flows save time and make sure prospects get thoughtful, consistent follow-up. The best nurture campaigns will also leave a little room for salespeople to customise them based on their conversations with a prospect.

So how do you know you’re set up for success?

True sales and marketing alignment isn’t abstract, it shows up in the day-to-day actions of your teams. Some hallmarks of sales and marketing teams that are giving each other exactly what they need might be:

• Sales and marketing meet regularly to share insight
• Both teams agree on what a qualified lead looks like
• Content is tagged by buying stage, persona, industry, pain point, and use case
• A shared content library exists that’s easy for sales to use
• Case studies are prioritised based on sales feedback, not just marketing preference
• Nurture campaigns include content sales teams would genuinely recommend
• Win/loss data feeds back into messaging and content strategy

Keep your message intact from first touch to final call

When marketing copywriters are involved in creating sales enablement collateral, messages stay consistent. Your sales teams get clear, persuasive materials that build reassuringly on everything prospects have heard so far. And the bond between marketing and sales grows a little deeper.

If you want our help to create high-impact sales enablement content and communications that keep your voice and messaging consistent, talk to us today.

[1] https://6sense.com/science-of-b2b/buyer-experience-report-2025/

Document summary and synthesis, bouncing ideas around, integration tests and other operational testing code; generative AI has strong use cases across the enterprise. But do you know what large language models aren’t particularly good at? Generating engaging, successful marketing content from scratch.

And yet, the promise of automated, AI-first content generation means many leaders are mandating the use of AI in marketing. It’s an unfortunate evolution of that age-old challenge of non-marketing leadership underestimating the value of content. Only now, they have tools that can automate away the costs and pressures of creating videos, blogs, white papers, and infographics.

The humble marketing manager is caught smack bang in the middle of all of this. They’re now equipped with powerful tools, but ones that don’t quite meet their content needs – all while their budgets are moved elsewhere due to the increased AI productivity at their fingertips.

So, what can you do to have a productive conversation with leadership and make the case for a blend of AI and human-driven marketing? Read on for four talking points, backed up by the latest content performance data.

Focus on the four points that matter most

When I first started drafting this piece, I spoke to other writers to get their perspectives on AI in content creation. I heard the usual, but important, arguments about the moral, human impacts of overusing AI in content; the battle between the human soul and an algorithmic approach to creativity.

But let’s be frank for a moment. Does the average C-suite leader really care about that? Are they even allowed to care? They have to make a decision based on costs, efficiency, and output. AI can deliver content that’s ‘good enough’ quickly, and often at a low cost. This makes it a tool executives simply can’t ignore, no matter how much they value the human spirit in creative works.

So, you’ll have a better discussion with leadership if you can interrogate the benefits of AI more closely and showcase other hidden costs and risks of overusing generative AI tools.

That’s why you should focus on these four talking points:

1: AI content can reduce marketing impact and results

While AI can produce content quickly, the jury is still out on whether that content can deliver meaningful marketing results.

Research from Semrush found that content classified as purely AI-generated appeared in the top search result just 9% of the time. By comparison, content classified as human-written saw strong search results 80% of the time.

The choice between AI- and human-generated content also affects overall impact and brand differentiation. HubSpot’s 2026 State of Marketing report found that 52% of marketers believe AI makes content creation so easy that it has less overall impact. Meanwhile, 53% of marketers struggle to differentiate their content in an AI-saturated market.

2: AI use undermines ESG initiatives and brand image

Almost all (90%) S&P 500 companies release ESG reports, and many more organisations have other sustainability and social impact initiatives in place. There are often significant resources poured into these initiatives to do right by the environment and local communities, and – if we’re being totally honest – boost brand reputation among socially conscious consumers.

As they are today, AI technologies can seriously undermine these efforts.

For one, heavy AI use is often associated with replacing people and eliminating jobs, potentially undermining efforts for social good and community enrichment.

And considering AI technology consumes 6x more water than Denmark, 35% of Ireland’s total energy use, and as much energy as 200,000 American homes, it also contradicts sustainability efforts.

This is a problem for any business. But it’s particularly problematic for sustainability-focused brands.

And make no mistake, readers can spot AI-generated content fairly easily. The Drum puts it at a clean 50/50 rate, and while that might seem low, losing potentially half your audience to AI content is not something any marketing leader should entertain.

The half of your audience that spots AI-generated content will think poorly of your brand if it’s delivering green messages with one hand, while using energy-guzzling technologies with the other.

3: AI introduces process issues around feedback, amends, and templates

As black-box systems, AI tools can throw spanners in the works of key parts of the content creation process that demand transparency and dialogue.

With most AI tools, you can’t directly trace the decisions they make, so it’s impossible to understand where a specific idea comes from, why a piece is structured in a certain way, or why the story takes one angle rather than another.

Some LLMs also struggle to make specific edits and amends without rewriting entire pieces. Their probabilistic nature means they can’t always respond to feedback accurately or make specific changes without losing what worked in the initial drafts.

And as LLMs look at words as tokens rather than a combination of letters and syllables, they can be bad at following style guides and templates – especially those with strict character or word limits.

4: AI can harm content accuracy and audience trust

All AI tools struggle with hallucinations that can lead to inaccuracies and damage audience trust. Yes, you can avoid this with judicious editing, but that breaks the promise of autonomous, efficient content creation and leaves you needing human experts (and the budget to hire them).

And, unless you’re using finely-tuned or local models, these tools are trained on general datasets. That means they lack a nuanced understanding of the specific markets or technical topics you want to cover, leading to further inaccuracies or reductive content.

And this can have a pretty hefty impact on audience perception, with 55% of people saying they’re uncomfortable reading AI-generated content.

AI has a role, but marketers must be smart about how they use it

My aim here isn’t to suggest that AI has no place in marketing. There are plenty of uses for the technology: AI can help workshop ideas, summarise complex research, and draft more formulaic content, such as press releases.

But when you’re working with complex ideas or human stories in case studies, white papers, ebooks, and blogs, the risks to accuracy, reputation, and quality may outweigh the potential cost and efficiency benefits of using AI.

These talking points might not necessarily make senior leadership understand and appreciate the value of good content – that’s a discussion you’ve likely been having for decades. However, they might at least give leaders pause before they set an AI-first or AI-only approach and help them see a middle way that delivers better results, while letting you keep a bit more of your budget.

Making the messaging is an article series exploring how Radix turns B2B marketing complexities into compelling, readable content that engages audiences of all levels and gets results. We’re lifting the veil on some of the key practices and thought processes we use to craft copy that helps technical and business decision-makers see the many benefits of different services and solutions.

Before I begin in earnest, I want to address why cybersecurity and governance solutions have been bundled together in this article. Because the answer is the first – and possibly biggest – clue to how we make content about them engaging.

Cybersecurity, governance, and compliance solutions help businesses avoid disaster, rather than achieve anything particularly aspirational. In terms of how we talk about them in marketing content, they’re very similar.

These are solutions that help a business meet a basic operational need. Without them, chaos can ensue. With them, it’s business as usual. Naturally, that leads many marketers to lean into the one obvious lever available to build interest in these solutions – great and looming FUD (Fear, Uncertainty, and Doubt).

Fear is cheap. It takes real skill to build excitement.

If a solution primarily helps a business avoid disaster, you’d expect the marketing messaging around to focus on the scale and severity of those disasters, building a ‘What if it happened to you?’”-type fear. There’s logic to that, but the approach has one major flaw: it doesn’t respect how much your audience already understands the cost of inaction.

Cybersecurity, governance, and compliance decision-makers fully understand the risks their organisations are exposed to. That’s why they’re researching solutions like these. Mitigating those risks and helping them uphold their compliance responsibilities are table stakes. It’s a basic expectation for people whose entire working lives revolve around managing and minimising risk. So if that’s all your messaging focuses on, it will be tough to convince them yours is the right solution for their organisation.

Instead, think carefully about the mindset your audience is in when they’re searching for these kinds of solutions. They’re solving a problem, taking care of something that might not be the most exciting tech investment ever, but absolutely can’t be ignored. Lean into that, and show them just how many of their problems you can make go away.

Don’t stop once you’ve told them how you’re going to safeguard their business or streamline governance and compliance. Emphasize ease of deployment, ease of use, breadth of support, and any other USPs that will make their lives easier. Do it right, and you might just get them excited about investing in disaster avoidance.

In fields like these, trust is everything

When a buyer chooses your organisation as their cybersecurity or governance solution provider, they aren’t just buying technology – they’re placing a great deal of trust in you.  The stakes of a security or compliance breach are very high, so the faster you can begin building that trust, the better.

As writers and content creators we can help achieve that in a few ways. First, when the stakes surrounding a solution choice are high, prospects tend to favour certainty, and proof that you can deliver what you promise. That makes key proof points from customer case studies invaluable. Every point we make needs to be supported by some kind of evidence backing up our claims. If you’ve helped clients recover from DDoS attacks in minutes, or achieve >99.9% uptime, show that off and explain exactly how you did it.

Second, we need to make information transparent and easy to discover. Prospects will need to scrutinise your solution in detail before they choose it, so bottom-of-funnel product marketing content needs to be just as transparent as your eye-catching top-of-funnel content.

If you can substantiate your claims, demonstrate that this isn’t your first rodeo, and proactively anticipate and answer as many common prospect questions as possible, you’re well on your way to showing that yours is a solution they can trust.

Don’t spare the technical details

With some technology solutions, it’s more important to focus on covering the outcomes they enable. That’s where the real magic and the ‘art of the possible’ often exist. That’s still important here, but once you’ve covered how you’ll positively impact key security and resilience metrics like Mean Time to Restore (MTTR) and average downtime following a breach, there isn’t too much more to say.

Because the desired outcomes are so straightforward – robust security, low downtime, and continuous compliance – it’s worth spending a bit more time on the how to make it clear exactly what your solutions offer from a technical perspective.

Talk your audience through the structure of your Zero Trust architecture, explore the intricacies of your approach to endpoint detection and response (EDR), or lift the veil on exactly how you use AI and machine learning to automate threat response. These are the things CISOs really want to know.

The outcomes enabled by these solutions will likely be strikingly similar to the outcomes your competitors claim to deliver. These are solution markets where a small difference in capability and underlying technology can be your biggest competitive differentiator. If you’ve managed to develop unique tools or functionality, put that front and centre in your messaging, and show your audience exactly how it all works.

That’s where your SMEs become so critical. A lot of this insight often exist only in their heads. You can find some helpful tips to help you extract and amplify their expertise here.

Empathy, trust, and detail

Cybersecurity and governance tools can be tricky solutions to write about. But it becomes quite simple when you do three key things:

• Understand your audience’s mindset and needs, and how these buying journeys differ from most other enterprise technology investments
• Build trust by backing up your claims and showcasing your expertise and track record in the field
• Focus on the how and don’t shy away from the underlying technical details that separate your solutions from your competitors’

Keep an eye out for the next article in this series soon. And if you’d like to discuss the best ways to create great content that makes your tech understandable and appealing to as many people as possible, talk to us today.

Making the messaging is an article series exploring how Radix turns B2B marketing complexities into compelling, readable content that engages audiences of all levels and gets results. We’re lifting the veil on some of the key practices and thought processes we use to craft copy that helps technical and business decision-makers see the many benefits of different services and solutions.

Customers operating in high-risk environments such as construction areas, transport hubs, and utility sites – where even the smallest mistake can have serious consequences – must see that the solutions you offer them put safety front and centre. But decision-making involves numerous roles, and key personas need to see strategic, operational, and social value, too… No pressure.

The real challenge isn’t knowing these priorities; it’s finding a way to address them all in your content. And communicating your message in a way that resonates with every audience at the same time, without sounding like you’re having three separate conversations at once.

Operational teams want clear information about safety and practicality. Sustainability teams want to see genuine, unexaggerated ESG impact. Leadership wants to understand the impact on performance, efficiency, and ROI.

Unless you’re creating separate content for each, your messaging needs to hit all three perspectives. A smart way to do that is to tie safety and sustainability into tangible business value – so every audience can see their priorities are being reflected.

Safety is your founding principle

Everyone knows safety comes first. But the way you talk about safety can shift depending on the audience. It doesn’t have to sound like a warning label. Instead, safety can be a powerful way to show value by framing it as something that:

• Protects people and the environment
• Reduces downtime and incident‑related costs
• Lowers the risk of regulatory or reputational damage

This way, you’re not talking about meeting regulations, but showing how compliance creates operational resilience, cost avoidance, and brand protection. You’re acknowledging what operational teams already prioritise, while also signalling to leadership and sustainability teams that safety is more than a requirement; it’s a value driver.

Sustainability must have tangible business value

Sustainability isn’t an abstract idea; it has very real operational, financial, and strategic implications. When you strip away the buzzwords, it’s really about making smarter use of resources, avoiding unnecessary waste, staying on the right side of regulators, and doing what’s best for the next generation. Instead of talking broadly about sustainability, translate it into outcomes people can actually see, such as:

• Reduced waste
• Lower energy consumption and costs
• Extended asset life
• No fines or compliance issues

Then sustainability sounds less like a moral obligation and more like a smart operational strategy. Sustainability teams see their priorities are being taken seriously, operational teams understand the day-to-day impact, and leadership gets a clear view of ROI.

Leadership needs to see the ROI behind every message

When targeting content to leadership teams, you need to connect what they already care about – performance, efficiency, costs, profit, growth – to everything your solution delivers. And make that connection unavoidable.

Framing your messaging through a commercial lens helps leadership see that safety and sustainability are important contributors to business outcomes such as:

• Improved operational efficiency
• Reduced unplanned downtime
• Lower maintenance and energy costs
• Extended asset life
• More predictable performance
• Fewer costly disruptions

This gives leadership a clear, confident line of sight between safe, sustainable, and useful products and services and the ROI they’ll deliver.

Matching your message and medium

Exactly how you balance each priority will depend on the format and focus of your content piece.

Whitepapers will likely appeal most to operational and technical audiences. Although that doesn’t mean you should leave other audiences out.

Lead with the nuts and bolts about how your solution works – with all the safety, reliability, and technical detail operational teams want to see. Then weave in sustainability messaging using clear metrics and proof points on things like energy use, waste reduction, and compliance. Finally, focus on the big strategic benefits in scannable areas like your introduction, boxouts, and conclusion.

With this approach, technical audiences can appreciate the depth and detail that whitepapers offer. Sustainability audiences can see the evidence‑based ESG detail. And leadership can easily scan for the strategic benefits they need.

Videos lend themselves to sustainability messaging, as they enable you to create an emotive narrative that highlights the real-world impact beyond an individual business. Here, you can lead with environmental and social outcomes and show how people, communities, and the environment benefit. Then you can anchor the message in operational and commercial value, with subtle cues about the efficiency, cost savings, or reduced downtime that come from those sustainable practices.

Leadership tends to gravitate towards content that gets straight to the point. Whether that’s a one-pager, a short thought leadership piece, or an executive brief, lead with the headline message and the strategic impact your solution will deliver. Then, weave in safety and sustainability as proof points to show exactly how you’ll help them reduce risk, cost, and waste, while improving efficiency, compliance, and long-term profitability.

Use language that speaks to every audience

One of the most important aspects of getting your message heard by the people you need to hear it is the language you use. While engineers will understand technical complexity, decision-makers don’t always need – or want – to wade through it all. Explain technical ideas in a way that’s accurate and accessible. Use the correct terminology, but surround any complex terminology with simple language that clearly connects what your solution does to what it actually means for your customers.

When you’re crafting your key messages, the easiest way to make them land is to step into the shoes of each persona you’re targeting – and check there’s something there that reflects their priorities and everyday realities. You don’t need to write different versions of everything for each audience; you just need clear messaging with enough entry points to let everyone in.

Keep an eye out for the next article in this series soon. And if you’d like to discuss the best ways to create great content that makes your tech understandable and appealing to as many people as possible, talk to us today.

Customer advocacy is one of the most powerful assets in a marketer’s toolbox. After all, it’s always better to have someone else sing your praises than to do it yourself. But finding the right customer and crafting a story that properly portrays the value of your product or service requires careful planning and forethought.

At Radix, we spend a lot of time interviewing customers for our clients and bringing their stories to life. But we don’t always see what else goes on behind the scenes. Jana Newman is a Senior Customer Advocacy Marketing Manager at world-renowned skills acceleration platform, Udemy. We asked her to talk us through the most important aspects of creating effective case studies.

Radix: I think everyone knows how powerful customer advocacy can be. But what do you think makes a really great customer success story?

Jana: There are a few things. The power of these stories is that customers want to hear how their peers have done things, not just what tools they’ve used. Stories that explicitly share the approach customers have taken and what it’s led to are really helpful for readers from an educational point of view.

In general, I think the most powerful customer stories are the ones where the customer is the hero. It’s already implied that the customer succeeded by using a platform if it’s hosted on the platform’s website. Focusing on what the customer has done and their individual success is essential.

That’s one thing I really enjoy about my job; I get to be the advocate for those customers. They’ve solved problems and seen success, but they might not think that what they’re doing is that exceptional, because it’s their job. It’s nice to take a step back and remind them that what they’ve done is impressive, and also really useful to other people.

These stories can also be a boost to someone’s career. If we can provide them with a narrative sharing the great results they’ve achieved, it helps them shine internally. But also, if they pursue a different career or job they get a snapshot in time of this transformative thing they did that’s independently validated.

Radix: With that in mind then, how do you choose the right customers for advocacy pieces? What considerations go into that?

Jana: There are a few things to bear in mind. At the most basic level, they need to have purchased our platform and seen results. In a perfect world, all customer stories would have amazing metrics to back up their success, because they can be great for helping others understand the kind of ROI they can achieve. So you need to leave enough time for the benefits to have surfaced.

Over the years, I’ve tried lots of different software solutions for customer advocacy, including tools to track your advocates and automate customer selection. But honestly, I find the best candidates are surfaced from working closely with account teams.

They talk to the customers day in, day out. They know what they’ve achieved, but they also know them as people: Will they be interested? Are they the kind of advocate you might also put on stage, for instance? Will they be able to get internal approval to participate? There’s a whole world of nuance there that software can’t see, so a lot of my day is spent connecting with account teams and getting a pulse from them.

Radix: Once it’s clear which stories you want to tell, how do you persuade those customers to take part? Do you have to incentivise participation in any way?

Jana: Different companies approach this in different ways. Sometimes, a case study or some sort of advocacy will be included as part of a contract renewal. But in my experience, the stories that stand out typically are surfaced through strong account relationships.

A lot of willingness to participate comes down to the quality of your product. If a customer is delighted with the service you’re providing and sees results, they’re usually willing to get involved, as it’s good exposure for both parties.

One thing I do is make it as clear as possible what customers are signing up for, so any concerns are addressed upfront, and it’s easy for them to agree to participate. I’ll explain that they’ll join one interview call and provide time slots they can choose from. I’ll reassure them that they’ll see all the drafts and can approve the final copy before the story goes live.

Also, if at any point they want the story taken down, they can tell us and we’ll take it down.

Part of this is just being considerate, because customers are busy, so I don’t want them to have to guess what the process involves. I want them to know exactly what’s expected and see that we’re organised and professional in our approach.

In terms of an incentive, what they get is this asset that tells the story of their success and promotes their brand, as well as them as individuals.

Radix: So, once the customer is on board, it’s time to produce the story. Are there any things that are particularly important when it comes to that part of the process?

Jana: Having the right copywriting partnership is really important for us. Working with Radix gives me peace of mind. I know that I can prep with you before the customer interview and that you’ll have done your research. And I know that you’re experts in your craft and professional interviewers.

That bit’s important. Ultimately, we’re trusting you with our customers, so knowing you’ll ask the right questions and bring an outside perspective is great. It’s perhaps easy to get tunnel vision when you’re working internally, so there’s a real benefit to the fact that you don’t work here. You can approach the story from the angle of what matters to the reader. And you’re bringing the perspective of all the other companies you work with, and what’s currently happening in the world of content.

Radix: That’s lovely to hear. Once the case study’s been produced, it’s time to get it out into the world. How do you work with customers to get stories signed off? Are there any potential pitfalls there?

A lot of this comes down to the writing as well. If the story is well written and complimentary about what the customer has done and what they’ve achieved, there’s not a lot of room for things to go awry.

Flexibility is also really important on our end. Yes, we need approvals, but we also need to make sure the customer really likes what we’re publishing. So you have to be ready to meet them where they are.

One approach that helps expedite the process is encouraging customers to be really clear on edits. Having a communal document with tracked changes and asking for specific feedback directly in the document helps a lot. If there’s a phrasing the customer isn’t comfortable with, for instance, knowing that is one thing. But knowing what they’d like to see instead removes guesswork and gets the story over the line more quickly.

Reviews from PR teams can sometimes slow approvals down. I find that having those conversations over the phone at the outset can be really beneficial to address any questions. It’s often about simple things. Sometimes people might not know how the story will be used, for example. So walking them through these details and making them comfortable can be much quicker over a phone call than through an email chain.

Get even more insights in our B2B Content Marketer’s Handbook

If you’d like to learn more about driving marketing success, get your copy of our handbook, featuring contributions from a dream team of B2B marketing experts.

Producing marketing that stands out in a crowded market is perhaps the biggest challenge creative teams face. And it’s one that’s likely to get harder as homogenised, AI-generated content overwhelms the internet. It’s maybe never been more important to be adventurous and unique – but how can you teach yourself to think outside the box? Where do the sparks of inspiration that really resonate come from?

At Radix, we’re often asked to come up with creative concepts for clients. And we also spend time finding original, creative angles for our own content, so new clients can find us. We actually have our own internal guide – a sort of creativity companion – full of exercises and techniques for shaking ideas free and approaching things in different ways.

So, we thought it might be useful to share some of the key takeaways from our guide that could help you unlock new ways of creative thinking.

Here are five simple rules for doing just that. (And a free, printable poster)

1. Embrace ‘bad’ ideas

There’s a lot of truth to the old expression “perfect is the enemy of done”.

Sometimes the desire to get something just so is a hinderance to doing anything at all. And when you’re stuck in the starting blocks because your idea isn’t absolutely perfect, it can spell trouble.

The truth is that getting started is sometimes the only thing that will bring clarity. It might be producing a first draft that unlocks the insight needed to improve it. Or it might be workshopping those ideas that almost work instead of discarding them because they’re not quite right. Either way, this is about removing barriers and actually getting things done – because perfect will probably never arrive.

Remember, bad ideas can lead to good ideas, and failed attempts plant the seeds for future best practice. You don’t want the public or your clients to see the things that don’t work, but, especially during ideation, don’t be afraid to experiment with new things. You’ll learn as much from what doesn’t work as what does, so encourage free thinking and an ‘anything goes’ mindset.

2. Put a different hat on it

The way you deliver information is just as important as the information itself. If everyone is talking about the same topic, is there a way you can stand out by choosing a different medium? Could a video series drive more engagement than a white paper for a busy CEO? Would a physical mailer set your offering apart? Or is there an emerging content type that could capture the imagination of your target audience?

A good marketing campaign requires a mix of content formats. But there’s no reason a generic ebook can’t be reimagined as a something more dynamic, interactive, and interesting that generates word of mouth.

3. Adopt a new identity

When we’re trying to come up with a fresh angle on a popular topic, one thing we do to  approach things differently is adopt different personas. There are a couple of ways we deploy this idea.

With our own content, decisions are often made based on our level of expertise on a topic. For instance, if it’s something we know well, we’ll adopt the persona of an expert. On the other hand, if it’s an emerging topic, we adopt the persona of a curator or interviewer and explore the subject through the eyes of those who do know (while educating ourselves and our audience in the process).

Here are some personas to try out:

The Expert

The expert is extremely knowledgeable in their field. They’ve seen it all play out before and are in a perfect position to provide advice or explain what something really means.

The Curator

On the other end of the spectrum is the curator; a watchful, thoughtful persona that scours and compiles different opinions. By exploring and comparing different takes on topics, you can become really useful to readers who want to gain a quick but thorough understanding of the subject.

The Trend Spotter

Predictions are risky, but there’s something intrinsic to human nature about wanting to know how the future will play out. By speculating (in an educated way) about the potential impact of emerging trends, you can create content that people really engage with – especially as this kind of content leaves lots of room for differing opinions.

The Interviewer

If there’s an interesting new topic that you don’t feel you have the authority to speak about, it can be useful to find an expert in the field (or more than one) and explore the topic in an interview. This is where your SMEs will come in handy. The added benefit of this is that your interviewees are likely to share the piece through their own channels, which will result in more engagement and traffic coming your way.

Another way to find a fresh angle is something we call the adjective game. We use this to find our voice or stance on a topic, writing a variety of headlines based on different adjectives. For instance, one that’s controversial, speculative, dismissive, amusing, or philosophical. These ideas don’t have to be immediately suitable, and it’s fine to be completely over the top. A slightly softer incarnation of an extreme headline can provide a good starting point to delve into a topic. It’s also a great way to come up with different subject lines for email campaigns.

4. Open up the floor

Within your teams, you’ll have lots of personality types, each with their own ways of tackling issues or generating ideas. Only you can think like you, but that also means you can only think like you. So, use the ideation stage of a campaign to field ideas from a broad range of people. You’ll be amazed at how differently they’ll tackle a challenge or topic, and you’ll find yourself with a wider range of perspectives and possibilities.

5. Get out of your head

As a writer, I never sit and stare at a blank page, because that’s when my brain says, “Nope.” There’s nothing less inspiring than a flashing cursor on an empty Word document.  In fact, I don’t even open a Word doc until I know what my first sentence is.

Trying to force ideas isn’t something that ever works. In fact, sometimes taking time away from that thinking allows those ideas to form properly in the back of your mind. Try stepping away; get your body moving, take a shower, walk the dog. Give your brain room to breathe and see what happens.  You can also try using different tools to force your brain into new ways of thinking. For instance, a pencil and paper might seem archaic, but they change the pace you work at, and this slightly more meditative and distraction-free state of mind might be exactly what you need.

Here, have a thing we made

There’s no single solution to creative thinking. Different things work for different people – but often the key is tricking yourself into thinking differently.

If you found these tips useful, you might like the printable poster we designed as a little reminder.

 

**When looking for inspiration for our internal creativity guide, I adapted some ideas from my friend Dion’s book, Creativity Begins With You. If you’d like to explore the topic in more detail, I highly recommend it.

 

Behind every successful B2B organisation, there’s an elite marketing team dedicated to building the brand and driving revenue. And behind every elite marketing team, there’s an inspirational leader.

Andrew Soane has decades of marketing leadership experience, and he knows what it takes to lead and scale high-performing marketing teams. We sat down with him to get to the heart of what great marketing leadership looks like.

Radix: What are the hallmarks of a successful marketing team? What are they doing that other teams aren’t?

Andrew: The strongest marketing teams are commercially obsessed. They operate as true revenue partners to the sales team, not as an internal service function. And that means having shared accountability (with sales) for pipeline quality, deal progression, and growth – and a relentless focus on building a repeatable revenue engine, not just running campaigns.

High-performing teams are also cross-functional by design. And the best marketers act as connectors, bringing together sales, product, partnerships, and delivery to create alignment around customers, value propositions, and go-to-market execution.

They’re also systems-driven, not hero-driven. Exceptional individuals matter, but it’s not scalable. The most effective teams embed marketing into the organisation’s operating model through clear business processes, shared data, and repeatable programmes, so impact isn’t reliant on a handful of people

Part of this systems-driven approach is having a programmatic balance of brand and performance marketing. Clearly, you’re not going to succeed if you’re over-indexing on brand and under-investing in performance, or vice versa. It’s left- and right-brain thinking; successful teams invest in long-term brand and trust while building demand engines that convert attention into measurable revenue.

And lastly, these days, truly effective teams are using AI and automation to build their insights, inform their planning, and handle repeatable tasks.

Radix: How do you define ‘success’ for a marketing team – and how do you measure it?

Andrew: For me, success comes down to revenue impact, and there are three outcome areas every marketing leader should track.

The first is about marketing’s contribution to growth. If marketing is truly a revenue partner to the business, then success is measured by growth contribution. Pipeline creation, win rate, and revenue influenced. These are the metrics that matter most at board and executive level.

The second is brand strength. That’s about indicators such as share of voice, inbound lead quality, brand searches, and so on. Signals that tell you whether the market understands who you are and why you matter.

And the third is execution health. Metrics like web traffic and engagement, MQLs, event performance, and conversion rates. The specific KPIs will vary by organisation, tactics, and channels, but the underlying principle remains the same. They should be seen as performance indicators, not end goals.

The mistake I see too often is marketing teams over-indexing on execution metrics when talking to the board. The C-suite cares less about MQL volume or funnel size, and far more about how marketing is accelerating pipeline and driving revenue growth.

Strong marketing leaders translate performance into a language their CRO, CEO, and other executive leaders understand. Today’s technology has given us is the ability to do this through shared dashboards and aligned reporting across marketing and sales. Investing in that transparency is critical to building trust and credibility at the top table.

Radix: As a leader, how do you nurture motivation and engagement across the team?

Andrew: Motivation starts with clarity of mission. Teams need to understand where the business is going, what it’s trying to achieve, and how each individual contributes to that journey.

People are far more engaged when they feel part of the plan, not just recipients of it. As leaders, it’s our responsibility to share wins, celebrate successes, and ensure teams get visibility with senior leadership so their impact is recognised.

Clear career pathways and opportunities to learn and develop are also critical. But perhaps the most important leadership skill is creating a culture of honesty and openness.

Truly effective leaders build 360° feedback into their teams. If I’m doing something that frustrates or slows you down, I want to hear about it so I can change my behaviour. Ultimately, I try to treat people the way I’d want to be treated myself. If you get that right, you can’t go far wrong.

I learned this early in my leadership career – sometimes the hard way. In my first big role as Managing Director, I was responsible for multiple UK teams, and I had to oversee a significant downsizing, visiting each office to make the announcement.

At the first office, I moved too quickly through the context and focused on the outcomes. I thought they would be more interested in the impact of what I was announcing – the planned redundancies themselves.

That evening, the local manager called to tell me the team were upset because they didn’t understand the reasoning behind the decision. So that night, I prepared like crazy, so I could answer every possible question anyone could have.

The next day, I returned to the same office, apologised and explained the full context, and answered each and every question openly. While people were still understandably unhappy about the redundancies, they felt respected, informed and able to participate in the consultation process in an informed way.

I learned a big lesson that day: in any change, transparency matters more than comfort. When people understand the why, they’re far more likely to take ownership, contribute constructively, and stay engaged even in difficult moments.

Radix: What are the building blocks of an effective marketing strategy?

Andrew: There’s a famous quote from Michael Porter, a professor at Harvard Business School: “The essence of strategy is choosing what not to do.”

I love that idea. For me, strategy starts with absolute clarity on what the business is trying to achieve. That usually means beginning with revenue goals, then layering in ICPs, buyer personas, customer journeys, competitor gaps, market dynamics, and so on.

Very often, the hard work is going back to basics, with clearly defined offerings, sharp propositions, and a coherent product or services strategy. Without that foundation, it’s almost impossible to build an effective marketing strategy; you’re simply amplifying ambiguity.

Once you have that clear, customer-centric proposition and narrative in place, building the strategy becomes a collaborative exercise. The strongest strategies are built in partnership with sales, product, and partner teams, tailored to how the organisation actually goes to market.

When marketing plays that connective role, aligning stakeholders around clear choices and priorities, marketing and GTM strategy stops being a document and becomes a shared operating model for growth.

Radix: One final question – if you could give a marketer stepping into a leadership role just one piece of advice, what would it be?

Andrew: I’d encourage leaders to stop thinking about campaigns and start thinking like a CRO. The real job of marketing leadership is to build marketing systems that drive sustainable growth, not just run activities.

That mindset shift is already changing the shape of senior marketing roles. I’m seeing more CMOs step into broader roles spanning strategy, growth, and commercial execution, in some cases evolving into Chief Strategy Officer or Chief Growth Officer roles. That’s a healthy and important development, because it positions marketing where it belongs, at the centre of business decision-making, with a clear line of sight to growth

Get even more insights in our B2B Content Marketer’s Handbook

If you’d like to learn more about driving marketing success, get your copy of our handbook, featuring contributions from a dream team of B2B marketing experts.

As I enter my fourteenth year as a B2B content writer, I’ve been reflecting on the various trends I’ve seen that were supposed to completely transform the content marketing world.

First came the great SEO panic. Then the regulation-driven tracking crash. And most recently, total AI Armageddon.

Each had a significant and lasting impact on how content is produced and campaigns are structured. But in hindsight, they didn’t really bring about the kind of fundamental change in our industry that many prophesied. The world kept turning, and the fundamentals of great content writing (largely) remained unchanged.

Today, we find ourselves face-to-face with a so-called traffic apocalypse. If we’re to learn from the past, we should respond in a proactive, yet measured, way – adapting quickly, without throwing the baby out with the bathwater.

But this time things feel different.

What is the ‘traffic apocalypse’?

The AI-powered results you see on Google today have created ‘zero-click’ searches. You search for something, AI provides you with an answer in Google, and you move on with your life.

As the name suggests, those searches involve zero clicks. If you’ve mastered GEO, AI might pull answers from your content. But the searcher never clicks through to your website.

That means no tracking, no ongoing content journey, and no opportunity to introduce the searcher to the offering you’re trying to sell to them.

It is, in many ways, apocalyptic. Content marketing as a concept is built on the idea that good content gets found through search, and that gets people onto your website and ultimately into your sales pipeline. This threatens to fundamentally undermine that model.

How worried should B2B marketers be about zero-click search?

While there’s no doubt that millions of zero-click searches are happening today, analysts seem divided on just how big their impact is. Estimates range from a 15% to around a 55% projected decrease in overall clickthroughs from organic search this year [i].

Wherever the number actually falls, clearly it’s not great news. But the amount it impacts you will really depend on the kind of marketer you are. If ad revenue generated through web traffic is one of your main revenue sources, this shift certainly could qualify as being apocalyptic.

But, if you’re in B2B, it might not actually change that much. AI summaries provide fast answers to simple questions. In B2B, we’ve always accepted that most customers do some amount of self-driven research on a topic before they make their way to your content and website.

In our field, we specialise in answering more complex questions. Nobody is making a million-dollar buying decision off a single AI summary to a basic question. Their journey may start there, but invariably it will still involve seeking more detailed answers to more complex questions down the line. That’s when they’ll come to you. Just as they always have.

How should B2B marketers be thinking about zero-click search?

With that said, it’s still not something we can afford to ignore. Zero-click search marks a shift in buyer behaviour and buying journeys. So, there are a few things we should keep in mind when planning and creating content:

#1) Make sure your content is included in AI summaries

Your buyers might not rely on AI summaries for answers to complex questions, but they certainly might use them to do something like gather a shortlist of vendors capable of meeting their needs. So, it’s important to take every measure possible to ensure your name and content shows up in those summaries.

My colleague George recently published a brilliant overview of how to do that.

#2) Get more specific with the questions your content answers

Space in AI summaries is limited. So, if you want to maximise your chances of showing up there, you’ll need to be very specific with the questions your content answers. Think of this in the same way you think about SEO. It’s tough to go after the most popular search terms, so refocus on answering questions that are tightly linked to your offering and likely to be asked by high-intent prospects.

#3) Provide deep content that meets B2B buyer needs

B2B buyers still need detailed answers to specific technical questions. Once they’ve found you from an AI summary, they’re still going to explore your content directly to assess whether your solutions are the right choice for them.

One mistake some brands are making today is leaning too heavily into answering basic high-level questions to help them compete for position in LLM-generated answers and summaries. It’s okay to do that, but it shouldn’t come at the expense of deeper, more detailed content that pushes prospects through that consideration stage and turns them into customers.

Maintain your commitment to creating quality content for humans

One of the good things about search LLMs like Google’s is that they look for high-quality, trusted content with a high degree of domain authority. So, in that sense, appealing to those LLMs is just business as usual for content marketers.

This isn’t the time to lean into tricks and contort your content to try to ensure you appear in as many zero-click search results as possible. Instead, stay the course, continue to focus on creating readable, authoritative, valuable, and genuinely insightful content that humans love.

Because after all, search LLMs aren’t out to undermine what you do. They just want to provide human searchers with the best information and content. Continue producing that, and you’ll be well on your way to mastering this brave new world.

I’m not saying don’t be scared. Just channel your concern into the fundamentals you already rely on. Because once again, we’re looking at a major shift that’s going to shake things up, but is unlikely to destroy everything.

[i] https://www.bain.com/insights/goodbye-clicks-hello-ai-zero-click-search-redefines-marketing/

https://www.seo.com/blog/zero-click-searches/

https://www.jellyfish.com/en-gb/training/blog/how-zero-click-searches-are-changing-seo-in-2025

Alex Bacon is the Founder of BrightKeel.AI and an AI and marketing advisor who helps business leaders use AI and automation in targeted ways to support growth. We sat down with him to learn what it takes to use AI effectively and responsibly in B2B marketing.

Radix: What’s the biggest pitfall marketers should be aware of when they’re using AI?

Alex: The key thing to avoid is taking an extreme, all-or-nothing approach to AI.

At one end of the scale, you have marketers who dabble with AI and then abandon it. So for example. They might tell it to write a press release and then get something back in five seconds that looks great on the surface, but on closer inspection is garbage, so they just stop using AI. At the other extreme, you have people who see all the AI headlines and think they can just automate everything and get rid of the marketing team.

The reality is somewhere in the middle. It’s about understanding that the task of creating a piece of content is actually many different steps and you can map AI tools and assistants to the steps where it makes sense to use them. That could be doing the research, coming up with a suggested structure, or assessing whether the content will appeal to your ideal customer profile. But if you think you can just flip a switch and AI will do all of it, you’re probably going to fail.

Radix: So how can marketers be sure they’re making the most effective use of AI?

Alex: The first thing is to have the fundamentals in place before you start. That includes having a clear overarching strategy and value proposition, along with a messaging framework, a well-defined ICP, and persona-specific messaging. Without these fundamentals, AI usage will be directionless, and you’ll have conflicting and confusing messages out in the market. But if you’ve done this groundwork, you can feed, instruct, and use AI with the right context consistently, so you get results that are aligned to your strategy.

You also need a strategy outlining what you’re comfortable letting AI do and where human skills and expertise will still be required. You can’t just jump in and create loads of AI agents to do X, Y, and Z; it needs to be done in a deliberate, controlled way.

Whatever AI strategy you decide on, its success will be based on three pillars: education, culture, and leadership.

AI is like any other tool; people need to understand how to use it to get the most out of it. They need to feel confident in their ability to use the tool to get the right outcome, which requires education. Knowing how to prompt properly, build an assistant, train it, and so on is one element of it. But there’s also knowing your craft; even if I use AI, an experienced writer will produce something far better than I ever could, because that’s their job.

Culture is also very important. People need to feel they have permission to try new things – in a controlled, safe way – so they can find new efficiencies. There needs to be a culture of experimentation, where people accept that things aren’t going to be right first time and might even be less efficient to begin with as they’re learning.

Fostering that culture depends on strong leadership. There needs to be transparent, two-way communication between leaders and teams about fundamentals like AI strategies and responsible usage, as well as more experimental initiatives that might uncover new opportunities.

Radix: What kinds of things should marketers be looking out for to ensure they’re using AI responsibly and safely?

Alex: Historically, marketing teams didn’t create much risk in terms of data governance and compliance, but with AI potentially accessing all sorts of data sources, marketing needs to be part of that data stewardship conversation.

It’s not marketing’s call, of course, but the business needs to agree on what it’s comfortable exposing to public and in-house AI tools. You’re applying AI to amplify your capabilities and accelerate workflows. But if you don’t have the governance structures in place, you can easily amplify and accelerate the wrong things.

Once you’ve got a clear strategy and governance framework, it’s back to that education, culture, and leadership – making sure people understand what the guidelines and guardrails are and that they’re staying within them.

Radix: There’s also the potential risk of damaging the brand by publishing low-quality AI-generated content. How can marketers get value from AI while protecting their brand?

Alex: If you want to avoid putting out AI slop, it comes back to establishing in advance what you’re comfortable using AI for. You need to look at the steps in the content creation process and decide where you want a human to be in the loop. That will vary depending on your market and your risk tolerance.

For example, you might decide you want all your writing to be done by humans and AI will take care of the steps around that, like research, structure, and targeting. Or you might decide to have AI write your drafts and then you’ll review and edit them.

If you’re all-in on AI, that review and editing process is absolutely vital to avoid putting out content that’s too generalised or contains bias, inaccuracies, or fabrications. For example, I came across a blog post recently that had loads of really valuable stats in it, and I thought, “This is gold!” But I also thought, “This sounds too good to be true.” So I backtracked to try to find the sources, and the stats were completely made up – it was all just nonsense that someone had prompted AI to generate.

Problems like these arise when people outsource the thinking to AI, which is not really what it’s best at. That’s when you end up with the slop. Making something engaging and meaningful is really a human-to-human activity, so effective content depends on ensuring humans retain control of the critical thinking behind it.

Radix: Finally, if you could give a marketer just one piece of advice about using AI effectively, what would it be?

Alex: Identify where human input is really valued and work around that. Figure out how you can remove, improve, or automate the other parts of the process. So whether it’s defining strategy, writing content, or talking to customers, determine what you want to ringfence for human input and expertise before using AI to fill in any appropriate gaps.

Get more expert insights in our B2B Content Marketer’s Handbook

If you’re keen to learn more about how to get great content into the world – with or without an artificial helping hand – get your copy of our handbook , featuring contributions from experts across the B2B marketing landscape.

Just to be clear from the outset, I’m not here to tell you AI has no place in content creation. Every day, I work with smart marketers and technologists at companies that are expanding the boundaries of AI’s usefulness. But while they rightly evangelise about the amazing things AI can do, they’re very clear about what it can’t – or shouldn’t – do.

Generative AI, for example, is excellent at analysing large amounts of data, identifying patterns, and predicting what comes next in a sequence. That makes it great at holding natural-feeling conversations with human users, summarising unstructured data like writing, and producing credible-looking writing of its own. However, like so much in life, there’s a trade-off.

Productivity vs effectiveness

This year’s CMI B2B Content & Marketing Trends survey found that the vast majority (89%) of B2B marketers are using AI for some aspect of content creation. Of that group, 87% have seen productivity increase, which is great. But 12% say content quality has decreased as a result of using AI, which isn’t so great.

Interestingly, 40% of respondents say they still struggle with ‘Creating content that prompts desired action’. And when marketers focus on increasing outputs (making lots of content) rather than improving outcomes (making content that gets results), that challenge will remain, no matter how much AI they throw at it.

AI can be an important part of the solution to this problem, but it’s unlikely to move the content effectiveness needle on its own, for a few important reasons.

AI doesn’t laugh

AI knows the setup-punchline structure of a joke. It’s read every joke ever written, and it knows which words are most statistically likely to appear next in that structure. But it doesn’t understand why something is funny.

Humour is intrinsically tied to shared human experience and emotions. It’s the reason watching sitcoms alone is no fun, and why we can watch our favourites again and again and still laugh out loud.

Now obviously, humour isn’t especially relevant in a white paper about headless CMS integration challenges, but emotion is very relevant. Great writing, even on bland topics, creates some sort of emotional connection between the reader and the author. That requires empathy to show (even if it’s hiding in the subtext) you have a shared understanding of why the CMS integration challenge is so difficult and the emotions attached to that experience.

A statistical algorithm can’t empathise with the human experience, so it can’t form an empathetic connection with the reader. That might be fine for a run-of-the-mill SEO blog that just needs to exist to generate traffic, but it’s unlikely to be effective for thought leadership content that needs to get engagement.

AI doesn’t understand what it writes

The label ‘artificial intelligence’ is quite misleading, especially in the case of large language models (LLMs), as there’s no meaningful ‘intelligence’ at play at all. There’s a lot of data crunching and statistical modelling at orders of magnitude beyond what a human could do, but there’s no real thinking.

AI can make highly educated guesses that certain words should appear in a certain order in response to a prompt, but it doesn’t understand the words’ meaning. Because AI outputs are a string of ‘tokens’ – connected by their likelihood to appear together rather than their meaning, context or impact – LLMs tend to produce facsimiles of meaning. Facsimiles that get fainter each time they’re reproduced.

And so, there’s always a danger that AI-generated content will substitute familiar tropes, hackneyed phrasing, and superficial readability for real substance, critical analysis, and original thought. But these qualities are vital for creating credible, engaging and, most importantly, compelling content.

At a macro level, as AI-generated content proliferates, there’s also the danger of model collapse, where each generation of LLMs learns from the outputs of previous generations, so errors are amplified over time until the outputs are too unreliable to be useful.

This isn’t to say that AI can’t be a helpful writing companion for marketers. Many find it incredibly useful for proposing initial ideas or approaches and generating early drafts for more straightforward assets. It’s just worth keeping in mind that AI doesn’t understand what it’s saying, so it might not always say the things that will engage the right audience and compel them to take action.

AI has no skin in the game

If there’s nothing at stake, then there’s no incentive to produce accurate, authoritative content that generates meaningful engagement. For marketers, there’s plenty at stake: brand equity, product awareness, lead generation, ROI, personal reputation…

But AI has no horse in this race; its only ‘incentive’ is that individual users respond positively to its outputs. This is a particular issue for LLMs, which are mostly trained through reinforcement learning based on user feedback. And as researchers at Anthropic established a couple of years ago, this leads to a phenomenon called AI sycophancy, where models will produce outputs that users like, regardless of whether those outputs are factually correct or ethically sound.

With no consequences for its actions, AI doesn’t need to check its sources, or even have any sources in the first place. This was highlighted recently when Deloitte agreed to pay the Australian government a partial refund on a report that contained AI-generated errors, including references to non-existent research and a fabricated ‘quote’ from a court judgment.

As I said earlier, AI can be a very useful tool for marketers, helping accelerate various elements of the content creation process. But it’s important to use it for what it’s good at and not rely on it for things it struggles to comprehend.

Great content – the assets and campaigns that create connections and start valuable conversations – demands human empathy, critical thinking, and fresh perspectives. And the best way to get that is to fill your team with people who challenge assumptions based on their experiences and expertise.

Oh, and you should probably find a specialist copywriting partner who will do the same, and put their skin in the game alongside you.