How Clay Got 6 Million LinkedIn Impressions in One Quarter From Employee-Led Content

In May 2026, Clay's Head of Marketing, Bruno Estrella, shared that the company's executive LinkedIn content had generated about six million impressions in one quarter. The executives writing those posts had also added about 80,000 new followers.

Clay didn't get there by asking employees to share marketing's posts. It matched each executive with a specific buyer group, and each executive wrote their own posts.

In this article, you'll see why Clay built the program, who runs it, how it works step by step, and how you can run a smaller version at your company.

Why Did Clay Build an Executive Content Program?

Clay sells software that helps go-to-market teams find data, run AI-powered workflows, and launch sales and marketing campaigns. Its marketing team supports two sales motions, a self-serve product and a sales-led process.

Those two motions bring in three kinds of buyers:

• GTM engineers, operations teams, and growth practitioners, who use Clay every day

• Marketing and revenue leaders, who are the executive buyers in every deal

• Founders

Estrella noted that all three groups spend their time on LinkedIn. Clay needed to reach each of them there, with content about the work they actually do.

A shared company caption couldn't do that. When every employee posts the same caption, a buyer who follows three of them sees the same post three times and learns nothing new. A post written for founders also won't help a GTM engineer build a workflow. LinkedIn itself said in March 2026 that it would show fewer repetitive, low-substance posts in the feed.

Estrella's hypothesis was that people want to learn from the people who do the work. So instead of writing one caption for everyone, Clay gave each buyer group its own executive voice.

Who Runs Clay's Program?

Several people share the work, and each one owns a clear part of it.

Sarah's role is the one that keeps everything moving. Estrella says getting executives to write will always be the bottleneck, so Clay hired someone whose job is to push past it. In his words, "You need to have someone who's borderline annoying to ensure this moves forward."

How Clay Runs the Program: Step by Step

Clay built their program in a set order. Each step below covers what the team did and why it mattered.

Step 1: Build the Company Page First

Kang grew the company page before executives started posting at scale. In his October 2025 post, he shared that he had published 961 posts in 69 weeks, about two a day. Over that period, the page grew from about 14,000 followers to more than 100,000.

A December 2025 interview on the Executive Brand Podcast says he did it with no paid ads and as a team of one. The Clay LinkedIn page now has more than 190,000 followers as of September 2026.

Kang treats the page as the company's source of truth, but he also says a company page isn't the best tool for reach or trust. Video worked best for him, because it shows the people behind the brand.

Building the page first helped the executives. The page already covered launches, product updates, and customer stories. Executives didn't need to announce any of that, so they could write about their own work.

Step 2: Match Each Buyer Group With an Executive

Estrella started with the three buyer groups, not with a list of employees who were willing to post. Then he picked the people each group would most want to hear from.

A head of growth hears from Clay's head of growth, and a CRO hears from a co-founder. Because each executive writes for one audience, they can go deep on that audience's work instead of trying to interest everyone.

The roster also grew over time. Todd joined the program after he joined Clay, and in May 2026 Estrella said Becca would start posting soon.

Step 3: Set Content Pillars for Each Voice

Each executive has their own mix of topics. How often they mention the product depends on who they're writing for.

Everett Berry teaches through the product. In July 2026, he posted a demo of the new Clay API, building a contact-sequencing workflow from Claude Code. GTM engineers want to see how these systems work, so the product becomes the lesson rather than an ad.

Davide Grieco stays away from product posts. In a May 2026 post, he argued that a company's tech stack doesn't matter and said his team never posts about features or launches. The post received 4,254 reactions and 337 comments.

His feed follows a set mix:

• 20% promotional posts with a clear call to action

• 25% to 40% personal updates

• About 40% thought leadership

• Up to 15% humorous posts that break the pattern

Todd Busler writes about sales craft, such as call preparation and generating pipeline.

Sarah Khasrovi posts about culture and humor, like the short video she shared when she joined Clay in December 2025.

The company page wouldn't publish Todd's or Sarah's kind of post, and that's part of why their accounts are worth following.

Two rules apply to everyone. First, executives write their own posts, sometimes with a teammate sharpening the hook, and none of it is AI-generated. Kang, by contrast, uses a Claude Project to write first drafts for the company page. Second, every post has to pass Estrella's test, which is whether a reader will learn something from it. If the answer is no, the post doesn't go out.

Step 4: Run a Weekly Publishing Schedule

A buyer map doesn't get posts published. Estrella said the hard part is getting executives to post at all.

Clay solves this with a weekly rhythm. Sarah runs weekly meetings with the executives and follows up on Slack between them. Contractors pick up extra writing when the team needs more capacity. Executive content is also a core awareness metric, so the marketing team is accountable for keeping it going.

The schedule matters because executives can support the program and still let it stall. A customer call takes priority, a draft waits for review, and the publishing date slips. A weekly check-in catches that before it becomes a habit.

Estrella also noted that executives see the value once results start to show, and the work gets easier after that.

Step 5: Give Readers a Next Step

Awareness wasn't the only goal. The growth team used promotional posts, like the 20% share in Davide's feed, to send readers to webinars.

The main offer is the How Clay Uses Clay webinar series, and it teaches the same way the posts do. Each episode covers one use case. The first half explains why the problem matters to senior buyers, and the second half shows an operator building the solution live.

Davide credits the series' success to its focus on outcomes, such as picking Tier 1 accounts and running ABM campaigns, instead of product features. The posts build trust, and the webinar gives readers who want more a useful place to go next.

Step 6: Extend Reach Through Partners

Clay's reach also comes from people outside the company. In a January 2026 company update, it reported 150 partner agencies and 90 Clay Clubs around the world.

The agencies build Clay systems for their clients, and many are listed in the company's Solutions Partner Directory. Their business depends on Clay expertise, so they have their own reason to post about it. Clay Clubs are local user groups that host meetups and events through the company's community hub.

Neither group is part of the executive program. Still, both give buyers more people to learn the product from.

What Results Did Clay Get?

The program produced results at each stage, from reach to signups:

• Reach: About 6 million impressions from executive posts in one quarter

• Audience: About 80,000 new followers across the executives and more than 190,000 followers on the company page

• Engagement: 4,254 reactions and 337 comments on Davide's post about tech stacks

• Webinar signups: More than 4,500 from one of Davide's promotional posts. Clay estimates that getting the same signups through paid ads, at $50 to $100 per lead, would have cost $300,000 to $400,000.

• Cost per lead: About 19,000 registrants for How Clay Uses Clay are under $12 per lead, with more than a third coming through social

Clay hasn't shared how many of those registrants became customers, so the link to revenue isn't public. For your own program, track what happens after the impression, such as registrations, replies from target accounts, and meetings booked.

How You Can Implement an Employee Advocacy Program Like Clay

Clay's setup works partly because of its conditions. Its buyers already use LinkedIn to learn from peers, and its executives do the jobs those buyers care about. The co-founders also naturally attract other founders.

You don't need ten executives or a company page that posts twice a day. You need one buyer group that no one is writing for, one employee who knows that group's work, and one person who keeps the schedule moving.

Here's how to set it up over 90 days:

• Keep your company page active so it handles launches and company news.

• List the people who discover, evaluate, approve, and use your product, then pick one group that no one on your team writes for.

• Assign that group to the employee with the most hands-on knowledge of its work, whatever their title.

• Name one person who owns publishing and follows up with that employee every week.

• Agree on how often the employee mentions the product. Technical roles can mention it often, while sales and leadership roles need more distance.

• Block one weekly slot to take a post from idea to review to publishing.

• Let the employee supply the thinking, and have an editor tighten the structure.

• For a small share of posts, send readers to a next step that teaches, such as a webinar.

• After 90 days, review which buyers you reached, how consistently you published, which conversations started, and how much of your reach came from one person.

Add a second employee only when another buyer group still has no credible voice. More people writing for the same audience adds activity, but it doesn't reach new buyers.

Watch how much of your reach depends on one person. If a single employee drives most of the engagement and then leaves, the program loses most of its reach at once.

Later, look for partners or customers who earn money or credibility by using your product well, and give them reasons to post about it.

How Supergrow Supports This Workflow

LinkedIn gives each employee a profile, a place to publish, and post analytics. The harder work happens before a post goes live. The program owner has to collect ideas from busy people, keep each person's voice intact, get drafts reviewed, and see where work has stalled.

PostCast handles the first step. It's a guided interview where an AI interviewer asks follow-up questions to draw out the examples, opinions, and decisions behind a post, so employees don't start from a blank page. Content DNA stores each person's role, audience, topics, positioning, and voice. The LinkedIn post generator uses that context to turn interview material into drafts. The employee stays the author, since they review, edit, and approve each draft before it goes out.

For the program owner, Supergrow's employee advocacy workspace keeps drafts, reviews, approvals, and schedules in one place. Team analytics then shows posting activity and results for each member. That makes it easier to spot when too much of your reach depends on one person.

Conclusion

Clay's results came from a clear setup. The company page handled announcements, and each executive wrote for one buyer group. One owner kept a weekly schedule, and promotional posts sent readers to webinars that taught something useful.

You don't need Clay's scale to start. Begin with one buyer group, one employee who understands its work, and one owner who keeps the schedule moving.

Start your free Supergrow trial to run your first buyer-focused advocacy program.