This is a banger and you should definitely follow this guy if you're interested in building distribution One thing I'd add, especially for people building organic distribution around high ticket B2B businesses, is that the people who help distribute your content and the people who eventually make you money aren't necessarily the same people This distinction has a direct impact on how you should structure your content strategy, particularly when your buyers represent a very small percentage of the audience you can reach organically Let's say you're selling 30K-70K+ advisory mandates to established founders You know exactly who your ICP is, what problems they face, what triggers them to buy, how they talk about those problems and what kind of information they find valuable So naturally, you start producing content that speaks directly to them You publish detailed breakdowns of acquisition financing, exit multiples, capital structures, operational improvements and whatever else is relevant to the services you're selling The challenge is getting that content to circulate beyond the relatively small group of people who already understand and care about those subjects A founder running a $30M business can find your analysis of acquisition financing extremely valuable Reaching that founder organically is a separate problem, especially when you're starting from zero This is particularly relevant on algorithm driven platforms like Instagram, where you don't get to decide exactly who sees your content Creating content that speaks directly to your ICP doesn't necessarily mean it'll reach them The audience responsible for distributing your content doesn't have to be the same audience responsible for generating your revenue When you're operating in markets where a single commercial relationship can be worth six or seven figures, those two audiences can be almost entirely different You have people who consume content because they find it entertaining, educational or aspirational They engage with it, share it, discuss it and contribute to its distribution Then you have people who operate closer to the markets you're targeting Founders, executives, investors, advisors, industry professionals and people who have direct access to the buyers you want to reach And finally, you have the actual economic buyers The people with the problems, resources and authority to enter into the transactions you're trying to originate These groups aren't completely separate, but they don't perform the same function A younger entrepreneur who can't afford a $50K consulting mandate can still help distribute content that eventually reaches established founders An advisor who has no intention of buying your services can become an important source of introductions And a founder who never engages with your posts can consume your content for months before eventually contacting you about a transaction So when I build a content strategy, I'm not exclusively thinking about how to make every publication appealing to the final buyer I'm thinking about how to create enough circulation around a particular set of subjects that the right people repeatedly encounter the business, while making sure there's enough depth behind the content for those people to take us seriously once they do That requires different types of content doing different jobs For example, an advisory firm can publish a breakdown of how an entrepreneur built a billion dollar business through acquisitions That's a subject with broad appeal You can make it interesting to people who have never acquired a company, never raised capital and have no intention of hiring an investment bank Then you can publish a much more technical analysis of how the acquisitions were financed, why the capital structure worked and what made the economics attractive A much smaller audience will care about that second piece But among the people who do, you'll find a greater concentration of mfs who actually understand the subject and have some commercial proximity to it And you can go even deeper by addressing the specific situations that lead someone to hire an advisor in the first place A founder preparing an exit has very specific questions about what buyers will scrutinize during diligence, how different deal structures affect his proceeds and what he can do to improve the terms of the transaction The content addressing those questions can generate a fraction of the impressions and still bring in more valuable business opportunities We applied a version of this with a client operating across high-ticket consulting and institutional advisory We were building organic distribution around an offer targeting established founders and investors, with consulting mandates ranging from $30K to $70K+ We could have built the entire content strategy around highly technical subjects directly related to the firm's services Instead, we deliberately used broader entrepreneurial content to generate discovery, while using more specialized material to establish the kind of authority required to originate expensive mandates A lot of the material came directly from the client's existing expertise and conversations, but we were intentional about which subjects we extracted, how we framed them and which audience each piece was supposed to reach Some of the content was designed to circulate well beyond our immediate ICP Other pieces were much narrower and spoke to problems that only established business owners would recognize The highest performing content in terms of impressions and the content originating the strongest commercial opportunities were often different pieces entirely Some relatively modest performers in terms of views were attracting precisely the kind of founders we wanted Within the first 30 days, we generated over 800K organic views, booked 48 qualified calls and collected $300K+ in front-end cash, without spending a dollar on advertising The founders entering the pipeline also represented approximately $125M in combined net worth That figure refers to the cumulative net worth of the founders we originated relationships with, which is relevant because the firm could serve them through several different types of mandates beyond the initial consulting engagement The immediate consulting mandates were one way to monetize those relationships, but the firm also had the capabilities to serve those founders through financing, capital raising, acquisitions, M&A and other advisory mandates The consulting business gave us a reason to establish commercial relationships with founders who had problems worth solving today, rather than waiting until they needed to sell a company or raise capital And once you're working with someone on growing or improving his business, you naturally develop a much deeper understanding of his operations, ambitions and potential future needs A $50K consulting client who eventually needs help financing an acquisition or selling his company can represent an entirely different level of economic opportunity Those future transactions aren't guaranteed, of course, but the commercial relationship has value beyond the initial mandate because the firm has several ways to serve those clients over time Our distribution was therefore feeding an advisory business where the same founder could generate revenue across multiple mandates, with the initial consulting engagement creating opportunities for a much longer commercial relationship That same logic also influenced how we evaluated content performance One thing mentioned in the original article is doubling down on content outliers, which makes sense But you have to be careful about what you're actually optimizing for If you publish a video that generates 300K views and another that generates 4K, your instinct is naturally going to be to reproduce the first one Except the first video could have attracted hundreds of thousands of viewers who will never have a reason to buy your services, while the second brought you two conversations with founders operating eight figure companies That doesn't automatically make the first video useless It could have introduced thousands of people to your brand, expanded your distribution and contributed to the discovery of other content that eventually generates business And the second video could have generated more commercial value with a fraction of the reach, despite looking like a much weaker performer in your analytics You're evaluating two pieces of content designed to perform different functions using the same metric And if you keep optimizing exclusively for whatever gets the highest reach, you can gradually end up with an audience that's increasingly disconnected from the economics of the business you're trying to build That's why I think content performance has to be evaluated at the level of the entire distribution system You need to understand which subjects generate discovery, which ones attract relevant operators, which ones create qualified conversations and how those different interactions contribute to actual transactions You also need to account for the fact that buyers rarely consume one piece of content and immediately purchase a $40K service A prospect can discover your business through a broadly appealing video, follow the account, consume several more specialized pieces over the following weeks and eventually reach out when a particular problem becomes relevant Looking exclusively at the last piece of content they engaged with would give you a distorted picture of which parts of your distribution actually contributed to the sale And if you eliminate the broader content because it doesn't directly produce sales, you can end up destroying the distribution mechanism that was introducing those buyers to your business in the first place So before producing content, I'd work backwards from the relationships I want the business to originate Who are the actual economic buyers, what situations make them need your services, who influences their decisions and which people and networks surround them? Then I'd look at the subjects connected to our expertise that can attract attention beyond those immediate buyers, without turning the account into something completely unrelated to what we're selling The broader content still needs to create a logical connection to the more specialized material and the commercial audience you're ultimately trying to reach Once you've figured that out, the storytelling, packaging and channel selection principles in the original article become much easier to apply intelligently You know what subjects need broad distribution, where technical depth matters, which channels give you access to relevant networks and what commercial outcomes you're actually trying to produce