I’ve had the same conversation six times in the last three months.

A CEO reaches out. They’ve been posting on LinkedIn for a while. Getting some traction.

Then they ask: “My co-founder wants to start posting too. What do we do?”

It’s a good problem to have. But how you handle it matters more than most founding teams realise.

The two mistakes I see most

The first: both founders post on the same topics.

Different wording, same ideas. Followers who follow both get a vague sense of déjà vu without knowing why, and engagement quietly drops.

The second: one founder posts, the other doesn’t.

The silent co-founder becomes invisible. Investors, potential hires, and customers who Google them find nothing. In 2025, that silence reads as a signal.

Both mistakes are fixable. But they require a conversation most co-founding teams never have.

How to divide it

The split comes naturally once you stop thinking about content strategy and start thinking about what each person actually does every day.

A CEO is usually vision-centric. Their content is about where the market is going, why this problem matters, and what the company is trying to become. That’s investor language. That’s customer language.

A CRO is in sales and operations constantly. Their content is grounded and tactical: it attracts leads and partnership conversations because it sounds like someone who’s been in a deal cycle, not someone who’s been on a stage.

A CTO posts about the technology. Not the pitch deck version, the actual version. The tradeoffs, the problems they hit, what they had to rebuild. That’s what draws engineers, researchers, and serious technical investors.

A Head of People posts about hiring and culture. What it actually takes to build a team in a hard-to-hire space. Completely different audience, completely different reach.

The point isn’t to assign everyone a role in a content strategy. The point is that everyone already has a natural lens, and audiences can feel the difference between someone writing from genuine experience and someone writing to fill a content calendar.

I had a client who is a solo founder: CEO, head of everything. We wrote content that spoke to investors and customers at the same time. At some point I also started writing for his head of marketing. Same company. Same topics. Same message underneath. But her positioning was entirely different: how they communicate technical information to prospects, and she reached other marketers in sustainability who would never read the CEO’s posts.

Same topics. Different people. Different reach.

On tagging each other

Tag each other in the posts sparingly.

When it’s natural, it’s powerful. When it’s forced, it reads like a PR exercise.

The strongest co-founder content treats the other person like a human being, not a brand asset.

“My co-founder said something last week that I haven’t been able to let go of.”

That’s a hook. That’s a story. That’s human.

But you could also absolutely engage in each other’s comments. I personally love seeing co-founders banter and tease each other. It’s super entertaining.

On posting frequency

You don’t need to match each other.

One posts three times a week. The other posts once. That’s fine.

A founder who posts once a week for 12 months will out-compound the one who posts daily for six weeks and burns out. Consistency matters more than volume.

When both founders are visible, even at low frequency, investors see consistency across the team.

Hires get a feel for the culture before they ever apply. Customers understand the humans behind the product.

The two audiences overlap, but they attract different people. One voice draws in the strategists. The other draws in the scientists. Together, you cover more of the room than either could alone.

Two authentic voices reach further than one shared strategy.