VOISO · HEAD OF CONTENT · 2024–26
Building a content function from the ground up
Building a content function from the ground up
Building a content function from the ground up
Voiso hired me to build its content function from zero and develop it into a measurable pipeline channel. I created the strategy, standards, team, and operating system behind a disciplined, scalable program.
Voiso hired me to build its content function from zero and develop it into a measurable pipeline channel. I created the strategy, standards, team, and operating system behind a disciplined, scalable program.
PROJECT OVERVIEW
ROLE
Head of Content
TIMEFRAME
January 2024 to April 2026
SCOPE
Strategy, editorial, SEO, competitive intelligence, social, and team leadership
Results at a glance
23x
Article organic traffic growth in 2025, from 360 to 8,420 monthly sessions
10x
Non-branded organic traffic growth, from 467 to 4,740
1,800+
Content-attributed inbound leads per quarter
20,000+
LinkedIn followers, up from 5,500
Context
When I joined Voiso in January 2024, the company was competing in the CCaaS market against well-funded incumbents, and I was its first content marketing hire. The mandate joined two priorities from the outset: establish the function and create a measurable contribution to pipeline.
When I joined Voiso in January 2024, the company was competing in the CCaaS market against well-funded incumbents, and I was its first content marketing hire. The mandate joined two priorities from the outset: establish the function and create a measurable contribution to pipeline.
The Strategy
Build the infrastructure before the volume
My first deliverable was a strategy document that established editorial standards, article structures, and quarterly OKRs before any scaling began. Over the following two years, those standards matured into a formal content governance charter and a cross-team collaboration playbook.
My first deliverable was a strategy document that established editorial standards, article structures, and quarterly OKRs before any scaling began. Over the following two years, those standards matured into a formal content governance charter and a cross-team collaboration playbook.
Make pipeline contribution the measure
Lead generation was written into the program’s objectives from the first week. Pipeline contribution became the program’s primary measure of performance.
Lead generation was written into the program’s objectives from the first week. Pipeline contribution became the program’s primary measure of performance.
Move deliberately through the funnel
The early program built awareness and topical authority through a pillar-and-spoke architecture at the widest part of the funnel. As that authority compounded, I shifted investment toward comparison and solution content for buyers in active evaluation. Those assets produced the strongest pipeline results.
The early program built awareness and topical authority through a pillar-and-spoke architecture at the widest part of the funnel. As that authority compounded, I shifted investment toward comparison and solution content for buyers in active evaluation. Those assets produced the strongest pipeline results.
The function was built in stages: standards first, scale second, and formal governance once it had earned its place.
Execution
A repeatable production model
I built the editorial calendar and publishing operation in WordPress, hired and led the content team, and gave every asset a standard path from brief to publication.
Each brief defined the objective, audience, primary message, and acceptance criteria. Briefs were locked at least two weeks before publication. A missed deadline moved the asset to the next available publication slot.
I built the editorial calendar and publishing operation in WordPress, hired and led the content team, and gave every asset a standard path from brief to publication.
Each brief defined the objective, audience, primary message, and acceptance criteria. Briefs were locked at least two weeks before publication. A missed deadline moved the asset to the next available publication slot.
Every asset started here: one owner, one message, and acceptance criteria agreed before drafting.
Governance as infrastructure
The governance layer did the quiet work. Every asset had one accountable owner, and every product claim had to trace to an approved source. That requirement led me to build a single, sourced, and dated statistics library used across marketing, sales, and partnerships.
When stakeholders disagreed, factual accuracy set the direction. Quality was scored at publication against a documented standard, separately from performance. Published content also carried refresh cadences and archive triggers, keeping each page actively managed throughout its lifecycle.
The governance layer did the quiet work. Every asset had one accountable owner, and every product claim had to trace to an approved source. That requirement led me to build a single, sourced, and dated statistics library used across marketing, sales, and partnerships.
When stakeholders disagreed, factual accuracy set the direction. Quality was scored at publication against a documented standard, separately from performance. Published content also carried refresh cadences and archive triggers, keeping each page actively managed throughout its lifecycle.
Quarterly planning across teams
Planning ran on a quarterly rhythm with SEO and Product Marketing. We worked from a shared roadmap, a backlog scored on strategic alignment, audience impact, SEO opportunity, urgency, and effort, and a decision log that recorded changes in priority.
That system produced the competitive intelligence program, more than 15 comparison landing pages targeting Aircall, Talkdesk, and a dozen other competitors, and all landing-page copy through two complete platform rebrands. The work was built alongside Design, Product, and Engineering.
Planning ran on a quarterly rhythm with SEO and Product Marketing. We worked from a shared roadmap, a backlog scored on strategic alignment, audience impact, SEO opportunity, urgency, and effort, and a decision log that recorded changes in priority.
That system produced the competitive intelligence program, more than 15 comparison landing pages targeting Aircall, Talkdesk, and a dozen other competitors, and all landing-page copy through two complete platform rebrands. The work was built alongside Design, Product, and Engineering.
Results
The function exceeded its targets in every quarter of 2025. The gains extended across search visibility, pipeline contribution, and audience growth.
The function exceeded its targets in every quarter of 2025. The gains extended across search visibility, pipeline contribution, and audience growth.
Article organic traffic, monthly sessions, January to December 2025.
What I’d Do Differently
I would move down the funnel sooner. My original plan used broad-funnel content to build awareness, and it worked. The comparison and solution pages later delivered the heaviest pipeline contribution. Today, I would stand up evaluation-stage content in the first quarter while awareness content compounded alongside it.
I would also formalize governance earlier. The charter and collaboration playbook I wrote in year two solved coordination problems I could have prevented in year one.
I would move down the funnel sooner. My original plan used broad-funnel content to build awareness, and it worked. The comparison and solution pages later delivered the heaviest pipeline contribution. Today, I would stand up evaluation-stage content in the first quarter while awareness content compounded alongside it.
I would also formalize governance earlier. The charter and collaboration playbook I wrote in year two solved coordination problems I could have prevented in year one.