Company page or personal profile: where should logistics content live?

The page looks like the safe answer. It is also the one nobody follows. How to use both without doubling the work.

Every logistics business I work with asks this at some point, usually phrased as a worry: if our sales manager builds the following and then leaves, have we just paid to grow his profile?

It is a fair question with an uncomfortable answer. Personal profiles work better, by a distance, and the way to manage the risk is not to avoid using them.

Why the page underperforms

LinkedIn is built around people connecting to people. Content from a person appears in the feeds of their connections and their connections’ networks. Content from a company page reaches followers, and followers of a logistics page are mostly suppliers, competitors and recruiters.

The gap is large. In practice I see the same post do several times better from a director’s profile than from the company page, sometimes an order of magnitude better.

There is also the human factor. A shipper trusts a name and a face more than a logo, and freight is bought from people.

Same content. Same expertise. The only difference is whose name is on it, and that difference decides who reads it.

So what is the page for

It still matters, just not as a broadcast channel. The page is:

• A credibility check. Buyers click it to confirm you are real, current and the size they thought.
• Your careers front door. Job posts, life pages and applicant traffic all run through it.
• The employer of record. Every employee’s profile links to it, so an empty page undermines twenty profiles at once.
• An ads account. Paid activity requires a page.
• The archive. If the sales manager leaves, the page still holds the content history.

A page that posts twice a week and gets no engagement is not a failure. It is a shop window that needs to look open.

Running both without doubling the work

The arrangement that works:

1. Two to three posts a week from named people. Split by role, so the airfreight manager talks airfreight and the MD talks commentary.
2. The page posts two of those a week, either resharing with a line of context or publishing the more corporate items: accreditations, new sites, hires, awards.
3. Everyone else in the business is asked to engage, not to originate. A comment from six colleagues does more than six separate posts.
4. All artwork uses the same templates, so it reads as one business regardless of whose name is on it.

That is one production line feeding several outlets, which is roughly the same workload as running the page alone was supposed to be.

Handling the leaver problem properly

You cannot own an employee’s profile or their connections, and you should not pretend otherwise. What you can do:

• Spread the content across three or four people rather than one, so no single departure empties the feed.
• Keep the content itself in your own library. The posts, artwork and articles are your assets even though they were published under a name.
• Write it into the employment contract in plain terms: content produced for the business belongs to the business, and the page and its followers stay.
• Keep the page active so there is always a house identity behind the individuals.

In eight years I have never seen the leaver risk cost a business more than the invisibility of only ever posting from the page.