Personal vs Corporate Branding. Live Adobe MAX 2024 Miami
Chris Do explains why you must separate your personal and corporate brand strategy and provides a playbook for selling recurring revenue.
Chris Do
Founder, The Futur™ · October 15, 2024
Your Personal Brand Is Not a Corporation
Most creatives make a fundamental mistake: they build their personal brand like a Fortune 500 company. They post with the sterile professionalism of a corporate marketing department and get the exact same results. Nobody cares.
This is the paradox of modern branding, a problem Chris Do dismantles with surgical precision. “If you post on the corporate brand to get engagement,” he asks, “who gets more engagement, the personal brand or the corporate brand? The personal brand. By a wide margin.”
The numbers do not lie. Look at Elon Musk versus Tesla. Richard Branson versus Virgin. Tim Cook, who isn’t even Apple’s founder, has vastly more followers than the corporate Apple account. This isn't an anomaly. It's a rule.
Yet professionals everywhere wake up and decide to act like a corporation. They adopt the voice, the strategy, and the content of a faceless entity, then wonder why their engagement flatlines.
The problem is simple. You are copying a failed model.
The Corporate Content Graveyard
A corporate social media account serves a specific, limited purpose. Its feed is a predictable mix of approved messaging:
- Recruitment: Announcing job openings.
- Public Relations: Product launches and damage control.
- Mission Statements: Vague declarations of purpose.
- Team Photos: Staged pictures of the company picnic.
This content is not designed to connect. It is designed to be safe. “It usually is like a team has a strategy,” Do explains. “Marketing department, there's copywriters, there's HR, there's legal. That's where everything goes to die in terms of creativity.”
Send an idea to a committee, and it will be watered down until it offends no one and inspires no one. It has too many masters to please. Do references the old adage: “A good compromise is when no one's happy.” That is the essence of most corporate content.
There are rare exceptions. Wendy’s famously built a fiery, responsive persona by trolling competitors like McDonald's. When McDonald's challenged their square patties, Wendy's social media team shot back, “cuz we don’t cut corners.” But this took hiring a sharp, witty agency. They had to intentionally break the corporate mold.
Most brands do not. Their voice is the voice of many, which means it is the voice of no one. It lacks a point of view, a history, and a soul. “The problem here,” Do warns, “is if we start behaving like a corporate brand, we will get the engagement of corporate brands. That’s the problem.”
Meanwhile, those same corporations spend millions trying to appear more human. The good news? You are already human.
The Human Protocol: Your Story Is Your Strategy
Your personal brand has a different job. It is not a vehicle for press releases. Its purpose is to connect, to teach, and to build trust. Its strategy is rooted in being the voice of one: you.
This is where your stories become your most valuable assets. Do challenges the audience to think about the personal brands they follow. What do these people actually post about?
- They Teach: They demonstrate their mastery by sharing their process, educating their audience on how they do what they do.
- They Share Values: They take a stand on what they believe in, attracting those who share their worldview.
- They Encourage: They offer positive, uplifting messages that inspire their followers.
- They Tell Stories: Specifically, stories of challenges, struggles, and successes.
The most powerful tool in your arsenal is your origin story. Where you are from, Do explains, is a form of cultural currency. At Adobe MAX, Do pointed to a speaker named Devon, who shared his story of growing up in the South Bronx, getting arrested, and feeling the need to escape the hood. “You see how you remember that,” Do asks the audience. “Where you're from is a shorthand for you to connect with people.” Your language, your food, your customs—these details build an immediate bond.
Devon's story wasn't just a biography. It was a structured narrative with clear turning points. To build a powerful personal brand, Do suggests focusing on three key story archetypes:
- The Inciting Incident: The moment your world changed. The discovery, the rejection, the fork in the road that set you on a new path. For Devon, it was being rejected from art high school because he “sucked.”
- The Defining Moment: The point where your new path solidifies and becomes real. Devon’s defining moment came when his second video went viral, proving his success wasn't a fluke. He knew he had a repeatable system.
- The Origin Story: The foundational narrative of where you began and how it shaped you. This is the story of your family, your upbringing, and the contrast between where you started and where you are now.
This vulnerability is your advantage. A corporation was not born; it was incorporated. It has no childhood, no failures, no abuelita to make proud. The closest it gets is the mythical Silicon Valley garage, like Steve Jobs and Steve Wozniak building the first Apple computer. This is a topic Do has explored in detail while coaching other creatives on how to build a successful personal brand.
By telling your story, you stop chasing clients and start inviting them in. Devon never had to say, “hire me.” His story did the selling for him. People in the audience were already thinking, “we need to hire this guy.”
Different strategy. Different outcome.
From One-Off Client to Recurring Revenue
Building a human brand solves the engagement problem. But for many service-based professionals, it doesn't solve the revenue problem: the feast-or-famine cycle of one-off projects.
An audience member, a wedding stationery designer, poses this exact challenge. His clients, by definition, only need his services once. He's trapped in a bespoke, project-based business and wants to move to a recurring revenue model. How do you turn a one-time purchase into a subscription?
This is where most creatives get stuck. The first instinct is to create what they believe is a subscription but is actually just a repackaged version of selling time.
Another audience member, Alex, shares her model: she charges clients $2,500 a month for 20 hours of design work. If the hours aren't used, they disappear. If a client needs more, she might do it for free or have a conversation about increasing the scope.
Do immediately identifies the issue. “Alex actually does not have a subscription model,” he clarifies. “She has a retainer model.”
The distinction is critical. He credits author Ron Baker, who wrote Implementing Value Pricing, for showing him the difference. Understanding this is fundamental to escaping the trap of trading time for money, a core tenet Do teaches in his masterclass on price and value.
Stop Selling Time: The Difference Between a Retainer and a Subscription
A retainer and a subscription might look similar on an invoice, but their philosophies are worlds apart. The difference determines the nature of your client relationship and the value you provide.
A retainer is about selling time.
- You sell a pre-packaged block of hours, usually at a bulk discount.
- The client's focus is on using up those hours. They want to know how much time you spent.
- The relationship becomes transactional. Clients may hesitate to call, knowing the clock is running. “Every time you bill hourly or by the minute,” Do says, “I'm like, I gotta go, I gotta go, 'cause I know I'm getting a bill.”
- This is a passive model. You wait for the client to assign you work.
A subscription is about selling results.
- You never talk about hours. You talk about outcomes and metrics.
- You and the client agree on goals: more followers, higher conversion rates, increased watch time. You are responsible for hitting those targets, regardless of the hours it takes.
- The relationship becomes a partnership. Your job is to actively invest in the client’s success.
- This is an active model. You are expected to bring ideas, identify opportunities, and proactively manage the client's account toward the agreed-upon goals.
Do gives his own business as an example. He works with a team of writers, editors, and producers to create content. He doesn't buy 30 hours of their time. He pays them to achieve specific metrics: an increase in subscribers, watch time, and revenue. “I don't care how many videos it takes,” he states. “I do not care how many hours it takes. All I care about is this.”
If the team produces one video that hits all the goals, the job is done. Conversely, if they produce 100 videos that achieve nothing, they have failed. The focus shifts entirely from effort to results. This is how you escape being a commodity and become an invaluable partner, a concept essential for growing from a freelancer into an agency.
The Fractional Executive Playbook
The theory is powerful, but how do you sell it? Do shares a brilliant strategy from a friend who builds websites, a typically project-based service. Instead of pitching a one-time, $100,000 website build, he sells himself as a fractional creative director on a subscription.
He might charge $10,000 a month with a 12-month minimum commitment. This brings in $120,000 a year from one client, providing stable, predictable income and eliminating the need to constantly chase new leads.
Here is how he sells it. He doesn't talk about software, pages, or information architecture. He reframes the entire conversation around value and the client's true cost of achieving their goals.
He walks into the Chief Marketing Officer's office and asks them to list everyone on their internal team involved with the website. The list is long:
- Creative Director: $100,000/year
- Art Director: $75,000/year
- Visual Designer: $65,000/year
- Developer: $90,000/year
- Copywriter: $55,000/year
- QA Coordinator: $40,000/year
The base salary alone adds up to $425,000. But that's just the beginning. Then he adds the hidden costs of employment.
“There's benefits, there's vacation, there's onboarding and offboarding time,” Do lists. “There's recruitment fees that you have to pay... usually like 20% of the person's salary.” Then add equipment, liability insurance, 401k plans, and the ever-present risk of lawsuits.
Suddenly, that $425,000 team costs the company closer to $650,000 a year. And that's before accounting for the emotional toll and time spent managing people, especially creatives. “What tax would you put on managing people?” Do asks. The answer is, a lot.
The total cost easily soars past $750,000. The pitch becomes devastatingly simple.
“You hire me as a fractional creative director,” the friend proposes. “I have all these people working for me. You just pay me 10k a month. You fire me anytime you want after six months. So your risk is 60k versus 750k.”
The choice is obvious. This is no longer a conversation about buying a website. It is a strategic business decision about efficiency, risk mitigation, and achieving a goal at a fraction of the cost.
The Confidence to Name Your Price
This kind of value-based positioning requires immense confidence. An audience member asks Do where that confidence comes from, how he made the mindset shift to recognize the true value of his work.
Do's answer is a story of systematically testing boundaries. It began with early validation at an elite art school and a high-paying agency job he landed before he even graduated. He outworked everyone, sleeping under his desk, and was offered the corner office and a doubled salary within months. But he quit.
As a freelancer, he started playing a game. When clients asked for his day rate, he kept raising the price with every new inquiry, simply to see who would say no. He went from $300 a day to $400, then higher. A producer got upset when his rate jumped from $600 to $850 in a single week. Her boss, the legendary designer Kyle Cooper, told her, “Pay him whatever he wants.”
The game continues to this day. Recently offered $50,000 and a business-class flight to host a five-episode podcast, Do countered. “I want to fly first class, I don't want you to pay me 100k, and I'll do two posts,” he said, cutting their social media request by 80%. He was not being arrogant. He was probing for the ceiling.
They came back. The first-class flight alone was $24,000. They could not afford it. In that moment, Do found the boundary for that specific deal. The “no” was not a rejection; it was data. It informed his pricing for the next opportunity.
This is the final piece of the puzzle. Confidence is not a feeling. It’s a practice. It is built by pushing limits, by being willing to hear “no,” and by understanding that your value is not what you think you are worth. It is what the market is willing to pay.
For creatives to thrive, they must learn these rules. “It is the age of the creative person, the divergent thinker,” Do concludes. “But in order for you to reap the rewards of the 21st century, you have to learn a few of their skills. You have to learn how to talk to the machine.” You have to learn logic. You have to learn pricing. You have to learn business.
You have to become a day walker. All the strengths of the vampire, and none of the weaknesses. Right now, you burn in the sun.
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“If we start behaving like a corporate brand, we will get the engagement of corporate brands.”
— Chris Do
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- 1h 10m
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- PERSONAL BRANDING