LinkedIn Thought Leadership Authority Framework

Example Input: Name: Ravi Sharma, VP of Engineering, Industry: Engineering leadership at software companies, Expertise: How engineering culture directly predicts product velocity — not just people processes, Outcome: Speaking invitations at engineering conferences, Audience: CTOs, VPs of Engineering, engineering managers, Contrarian belief: Most 'engineering culture' initiatives are actually HR initiatives in disguise and they rarely change how fast teams ship Example Output: **Thought Leadership Positioning:** Ravi Sharma is the engineering leader who names what everyone in the room thinks but won't say: that most 'culture' work in engineering organizations is performance theater that avoids the actual conversation about how teams are structured, how decisions get made, and why some codebases move fast while others rot. **Authority Thesis:** Engineering culture is a velocity strategy, not a wellbeing strategy — and conflating the two is why most eng culture initiatives produce better surveys, not better software. **Core POVs:** 1. "Engineering all-hands meetings are a tax on the people you can least afford to slow down — and most companies hold too many of them." 2. "The real cause of slow engineering orgs is unclear ownership, not low motivation." 3. "Psychological safety matters — but 80% of how it's discussed in engineering orgs is borrowed from HR frameworks that don't fit how engineers think." **Month 1: Establish the Problem** Week 1: Flagship post — the thesis stated clearly. The post that says what everyone thinks. Week 2: Data post — what does research actually say about engineering velocity? (And what does it miss?) Week 3: Story post — a real example of a team that moved fast and why Week 4: Poll — "What is the #1 thing that slows down your engineering team?" (Data-gathering for month 2 content)...