Positioning the Exceptional. Build your post-exit venture in public ✍🏼 Ghostwriter + Strategist.

If you want to :

- Sell your B2B services through Linkedin that CFOs beg to buy
- Close $1M in deals (minimum) without building a personal brand
- Cash in on sales through LinkedIn everytime you post  
- Outsmart every competitor in your market

DM me "window" for early access to my private program



Stéphanie Lauer

I hate sales calls, so I stopped doing them. And it’s how I’m going to make 7 figures. 

Instead, I mastered inbound, writing with enough sauce that buyers show up ready to buy, and I close deals in messages without having to persuade them.

I’ve noticed most of my sales come through emails anyway.

Mostly because I usually already know why someone is here before they even open their mouth.

Like, you come in and tell me you crossed $10M. I believe that.

What I’m actually listening for is:

The demand you’re currently generating through ads is slowly eating at you, micromanaging your team, you’re clearly fed up managing shitty buyers and spending way too much time dealing with people who question everything in your process.  

Because that’s the problem.

UR GETTING DEMAND BUT IT SUCKS.

And you don’t fix that on sales calls.

You don’t fix that by explaining more.

You fix it by writing to people who are already in crisis, loaded pockets who already know something’s off and are actively looking for someone who can handle it for them. 

Those people want your rules.

They want someone to say:

this is how it works

this is the plan

this is the price

And they relax when they hear that.

They bend because they’re relieved someone finally has structure.

This is why vague content kills sales.

You can shock people with your hooks and have DMs full of “this is so true.”

And still sell nothing.

Because none of that answers the only thing that matters at this level:

Can you actually deal with my problem?

Your writing has to do one thing.

It has to make it obvious that you know exactly what’s happening in their business - and that you know what to do about it.

When that’s clear, you assume the money is already in your account. That’s it.

That’s how inbound works.

A lot of people don’t have their best year yet because they keep doing shit they hate. 

People say “just do it consistently.”

But if you hate it - like really hate it - you’re already losing.

And that’s why you continue to attract buyers you hate -  and continue to choose them.

A lot of ceos tell me they hate them too, but its whats “required of them“ - thats to vet their buyers. My thought is this: You have sales people to take care of it. If you‘re still doing them U NEED TO UNDERSTAND your buyers better. And to climb to $30M you need to attract better buyers. 

I‘ll leave you with that.

I partner with founders (at $5M–$30M) so their buyers say yes to 1M+ deals. Subscribe below:

No alternative text description for this image

I’m going to tell you a slightly evil plan for getting a manufacturing group $1M+ clients/ per quarter on LinkedIn. An honest breakdown:

In the beginning, we pulled in the WRONG clients. Pre-seed inventors with no VC money. We were talking about products and it attracted people who had no funding behind their name.

So we stopped talking about products and started talking about the moment where everything can go wrong in hardware.
Pre-production. The moment of hell.

The moment where money has already been committed, timelines are fragile, one mistake can cost six figures, and nobody inside the company wants to be the person responsible if it fails.

Almost no business actually knows their buyer’s crisis moment.

They’ll say shit like:
“We help companies build products”
“We do end-to-end manufacturing”
“We scale businesses”

That’s really useless.

This is the question I use to vet every inbound in 2025:

“What is the exact moment your buyer panics internally?”

Why i’m punitively precise on that angle:

Every deal has multiple trust battles:

- Do they trust you
- Do they trust your mechanism / method
- Do they believe the mechanism works for their situation
- Do they trust you to execute it 
- Do they believe it delivers the result

We rode that angle relentlessly. Even if it got boring.

Now that manufacturer is closing $1.2M clients/ per quarter on Linkedin. 

This is where a real positioning strategist matters.
Someone who understands LinkedIn well enough to wear the angle out properly.

And moving into 2026 I’m adding a new layer to our strategy:

We’re launching our own products as a group and showing every real manufacturing decision in public, so when buyers hit the moment they’re scared to decide, the trust is already pre-sold.

That is doing two things:

1. Pulling in bigger buyers
2. It opens doors to media that has nothing to do with LinkedIn.

You could absolutely run this yourself if you’re a manufacturer.

Or you partner with someone who’s already burned the cycles figuring it out.

That’s what we do here.

I control demand for a few manufactuers and across all of them, I’ve noticed the same thing: TAKE NOTES. 

The moment they own a mechanism - and we push that mechanism everywhere - buyers handle their own objections at every stage of the sale.

We’ve done this through lead magnets and through long-form breakdowns.

But the real shift happened when we pushed the mechanism hard on LinkedIn and made all of their marketing about how the work actually gets done.

There’s this idea floating around that “buyers don’t care about your method.”

That’s bullshit - at least for this class of buyer.

There is a massive difference between:

- someone buying a $3K SaaS tool
- and a buyer about to risk six or seven figures on a manufacturing decision

Those buyers want to see how the machine works.

Here’s what’s actually happening under the hood with every serious prospect:

You have multiple battles to win - in order.

1. Do they trust you?
2. Do they trust your mechanism?
3. Do they believe the mechanism works for their situation?
4. Do they trust you to execute it under pressure?
5. Do they believe it reliably delivers the result?

We let assets do the heavy lifting before the conversation even starts.

This is how.

We take their real process and put it under a microscope.

1. We break the process into distinct stages
2. We give each stage a specific name
3. We wrap it in technology or systems that are built in-house 
4. We explain exactly how each stage works
5. We show how each stage connects to the next
6. We lead everything to a clear end result

Now something important happens.

Instead of being skeptical of the entire process, prospects can be skeptical about one stage at a time.

That’s good.

Because each stage now has its own focused asset that goes deep on that specific risk, that specific decision, that specific concern.

So objections stop being emotional and vague:

“I’m not sure this will work…”

And become precise and solvable:

“What happens at Stage 3 when copycat manufacturers in China replicate your design at half the price - and how do you prevent it?"

That’s when deals move.

Prospects want to see the machinery exposed.

Prospects want to see you naked - operationally.

And 2026 is going to reward exactly that.

Hyper-specific mechanisms.

Because it removes uncertainty before they ever have to ask for reassurance.

CLOCKED IT????

That’s how manufacturers sell faster, with less convincing, and bigger mandates.

Niall Cleaver

Documenting the journey of crafting a timeless coffee cup brand | CEO & Founder of Cupsly

My story isn’t about a polished entrepreneur. My journey hasn’t been traditional. I left school without an English qualification, uncertain of what the future held. 

That failure shaped me, it forced me to think differently, fall into business, and ultimately embrace creativity, resilience, and the belief that change is possible, even when doubted. Fast forward to today, I’m growing and scaling businesses while sharing the real lessons that come from it.

Founder

Are you struggling to grow an engaging community for your business or personal brand.

Stop right there, I think I have you covered ⬇️

This is me (Niall), I'm a 22-year-old who is fascinated by growing communities in the online space. Actual communities that have meaning and purpose. 

The services we provide at Social Library 

➡️ Personal Branding (LinkedIn)

➡️ Guidance & support consulting


Drop me a message to discuss your social media strategy, review how well your current socials/posts are doing, and research how we can build your community and gain you more followers and leads.

or you can email us @

hello@sociallibrary.co.uk

For years... I thought starting small wasn’t even an option.

This year, I want to start small. You need to read this.

Everyone is so scared to start small and I was one of those people. I used to overthink about creating something big instead of worrying about starting small.

Turns out, starting small is how you build big.

It’s how you take the first step forward.
It’s how you stop overanalysing.
It’s how you actually start.

It almost feels wrong when you say it out loud.

But every successful founder and business you see today didn’t get where they are by massive moves. They got there by starting small and then scaling.

So if you’re starting a business, building a hobby, or whatever it may be… stop worrying about “scaling big” and focus on the small step that gets you going.

Growing @thistlescientific and sharing the lessons while I do

Building vs scaling a business. What's the difference?

A few years ago, I learned one of the most valuable lesson in business. I left school with qualifications that made it hard for me to get any sort of job.

Luckily, my family ran a business. I jumped in and started learning. And here’s what I learned: There’s a huge difference between building and scaling.

Building a business:

Proving the idea
Short-term survival
Doing everything yourself
Energy, speed & scrappiness

Scaling a business:

Letting go of control
Long-term decisions
Patience, systems & people
Making sure it works without you.
Alignment throughout the whole company.

Building feels exciting. Scaling feels uncomfortable. Both are essential. I didn’t realise how different they both were until I lived them.

But the one thing that never changes between both? 
The hard work that comes with it.

I just spent 2 hours yesterday in one of the best meetings of my life!!!

What about? How do we build further on our foundation?

Yesterday was a special day, do you know where you get the team together and you leave feeling excited for what's to come? That's what happened.

It's been a pretty wild couple of months for Thistle, but it always comes back to the same thing. How can we deepen the connection we can have with researchers?

The personal touch.
The real support they deserve.
The professionalism and trust they have in us.

This year, we’re looking at how we double down on that.

We’ve set some big objectives, and the whole team is ready for them. If yesterday was anything to go by, this next phase is going to be an exciting one.

We can't wait to share more on this very soon.

We’re excited to announce our new collaboration.

I'm genuinely proud of the impact we're creating in research at Thistle Scientific. It started with one clear objective to make research the best it can be, not only to impact our lives, but also to impact the lives of generations to come.

Last week was a big reminder of this as we announced our collaboration with arcorisbio AG, which will help accelerate the industrialisation and commercialisation of their breakthrough MUSE® platform.

A collaboration that will help keep the world safe.

One of the best mistakes I learned pretty quickly in business.

Thinking strategy comes first in business. But it doesn’t… 

Understanding who you’re building for is.

I’m nowhere near successful yet. But I’ve been lucky to spend time around people who definitely are. And one topic comes up over and over again: 

Strategy.

How did you come up with your strategy?
Why has your strategy been effective?
When do you adapt your strategy?

The answer usually sounds complicated.
But, it keeps coming back to one word: audience.

Before you can plan anything, you have to understand them. What do they care about? When do they need to hear from you? How do they feel when they see you show up?

This is where a lot of founders go wrong. No strategy is 100% correct. It’s custom‑made based on how well you understand the information your audience is giving you.

So copying what works in another company or industry rarely works. You’re playing a different game, with different people, at a different stage.

Strategy is an understanding game.

I used to panic hearing the word strategy in business.

It sounded complicated... but it wasn’t.

I would hear the word and be like that sounds proper technical. I'd just nod like I understood exactly what it meant, when I didn't but now I get it and it's simple.

It's just a plan.

What are the objectives?
What action will you take to hit them?
Which data tells you it's working or it isn't?

We love to make words sound more complicated than they are. 

It's easy to overcomplicate things when you hear all of the advice online but it's simpler than you think. If something isn't working don't wait, go and find the reason why.

Try something. Learn. Adapt. Evolve. Repeat.
Just enjoy the process of figuring out.

That's what business is!

When I was younger, I hesitated on the idea of working for my family business.

Today, I’m 3 years in, working alongside nearly 50 incredible people.

It’s crazy how life works. Some days you’re completely against something before you’ve even tried it…then you try it and realise it was exactly what you were meant to do.

I always had this doubt in the back of my head:
That I had to prove myself somewhere else first.

That’s why:

- I started posting on LinkedIn.
- I kept looking for “my own thing”.
- I started learning more about business.

Now it feels like all of that happened so I could come back better and help continue to grow a business I genuinely care about. But this growth has hardly been me. It’s been the team I get to work with every single day.

A few things this has taught me:

- Don’t write something off until you’ve actually tried it.
- You can prove yourself elsewhere, but always bring the knowledge back

So don't resist an opportunity just because it didn't fit your picture in that specific moment of your life. It might be worth taking a closer look.

Stop listening to too much advice.

Read that again... throughout my journey, I've fallen for many distractions. Stuff that didn't feel right personally, and so many of us are going through this.

There's advice here, there and everywhere.

And it's very hard to know which is the right or wrong advice, and you know what you'll never really know. The only way to find out is to...

Listen to your gut and try.

In a world full of advice after advice, trust yourself first. 
There's no right or wrong way to do anything.

If it works, it works!

P.S. Have a little day in the life vid

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The Battle

Stéphanie Lauer

Niall Cleaver

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The Battle

Stéphanie Lauer

Niall Cleaver

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Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Stéphanie Lauer's LinkedIn Performance

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