Category: Marketing Automation

It all started with a mission. Julian Hearn wanted to create a business he was proud of — a business that was about more than profit; that did the right thing for the planet, for its staff, and its customers.
That mission led to the launch of Huel.
Huel offers nutritionally complete food, delivered to your door. Its flagship powder product is made from plant-based sustainable ingredients like oats, flaxseed, and coconut, and offers consumers a convenient and affordable alternative to traditional meals and snacks.
Since its launch in 2015, Huel has sold over 100 million meals and built up a passionate audience of over 400,000 followers across social media channels.
How Buffer helps Huel to connect with customers across platforms
Finding the right software is a challenge for marketers. It’s especially difficult in the social media space. Platforms like Instagram and Facebook are constantly evolving, and as a result, the needs of marketers are always changing.
“It’s difficult to find something that does it all,” explains Tim Urch, Social Media Manager at Huel.
Tim Urch, Social Media Manager at HuelBut working with Buffer has enabled Huel to connect with its audience — and grow its presence — across platforms. “I’ve used Buffer since I started at Huel in 2016,” Urch explained, and Buffer has helped Huel to navigate the waves of organic reach and maximize every opportunity to reach its most passionate advocates in their social feeds.
“Because the reach of organic content on social media is limited, getting those messages in front of as many people as you can is essential,” according to Urch. To achieve this he uses a multi-platform approach. This ensures Huel is connecting with and building lasting relationships with its key target customer groups where they naturally choose to engage with content.
I’ve found that the type of follower across social media platforms is different. People have their go-to social media, so if we have a key message we want to get out, it’s important to share it cross platform
Huel uses Buffer to manage its global social media presence made up of 10 profiles across Facebook, Instagram, Twitter, and LinkedIn.
Huel uses Buffer to plan and share social content across their channels“It’s great for managing our social publishing schedule. We can easily tailor our messages to each social platform and review everything in one place.” says Urch
Keeping feeds filled with valuable content
When it comes to keeping Huel’s social media feed filled, Urch focuses on creating content that has a purpose beyond simply generating ‘Likes’. “[We] create content that first and foremost is useful or adds value for our audience,” he explains.
“Whenever we think about content we’ve got to consider how it can be useful to our Hueligans [an affectionate term for Huel customers], why would someone want to subscribe to our content and have it appear in their newsfeed?”
For Huel, that content might be tips for product success, nutrition advice from its world class nutrition team, business advice from its founder, or simply fun, relatable content which makes the audience feel part of its unique tribe.
But there’s a balance that Urch aims for. “As a brand we also need to talk about our products, a bit,” he explains.
Creating a sweet spot between what we want to say and what our audience wants to hear is tough – when those two things are the same, we’ve struck gold

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2 ways to reuse your Ready-to-drink bottles! If you’re getting in the garden this weekend we found that our bottles can make great planters or watering cans 😂 (you can always paint them!)⠀ ⠀ Enjoy the bank holiday sun!⠀ ⠀ #Huel A post shared by Huel (@huel) on May 25, 2020 at 3:19am PDT

Tying entertaining content with the product is Huel’s sweet spotGenerating original content ideas
Anyone who has worked in social media will understand the challenge of keeping your content calendar brimming with ideas. It’s no small task, especially when you’re managing multiple profiles across platforms.
But over time, the Huel team has built up strong instincts about what will work on its social channels, and when planning content, Huel aims to challenge the norms.
“A lot of our most successful content has been instinctive, stuff that just came to me or someone in the team,” says Urch. “It might feel a bit left of field, a bit wacky, like a meme or a bold statement that might ruffle some feathers.”

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That escalated quickly… Who’s writing our Tinder bio? 👇🌶️ . #Huel | #dollypartonchallenge A post shared by Huel (@huel) on Jan 24, 2020 at 7:36am PST

Huel’s take on the #dollypartonchallengeIt takes time to build this type of understanding with your audience where you know something will just click — remember Urch has been with the brand for over four years — and as a brand learns more about its audience, its team can begin to lean on intuition a little more. “Something I’ve learned is to trust those gut feelings,” he says. “Part of Huel’s DNA is about thinking a little different.”
Managing social media as part of a team
Content ideas are just one side of the coin for brands. The other is collaboration.
Content ideas can come from anywhere. Everyone uses social media and therefore, unlike in other more technical disciplines, everyone knows what could work
So as a Social Media Manager, Urch believes an important skill is to let go of the reins and utilise the team around you. “We have a team of marketing rock stars,” he says. “We brainstorm ideas together all the time, but what about the rest of the business?”
To aid collaboration across the team, Urch recently was set up a Slack channel called #social-hit-squad. In this channel a group of about 15 teammates from all areas of the business come together to share ideas and inspiration. But Urch also uses it as a testing ground for his own strategies and content. “We share ideas and I temperature check my own ideas with them too. This has meant our content is more reactive, varied and successful.”
From ‘check out’ to checkout
While striking the balance between keeping fans entertained and selling products is a challenge, Huel use Shop Grid to help their Instagram audience navigate their way from their Instagram page to their online store.
Shop Grid helps Huel connect their Instagram account to their website“If our Instagram content triggers something in our audience that makes them want to learn more, or buy one of our products, then we want to help facilitate that. Shop Grid is a really simple way for our customers to tap through from a post to our website. It’s qualified traffic with purchase intent,” explains Tim.

Managing a multi-channel strategy in the fast-moving world of social media is a huge challenge for any team. Buffer is proud to play a part in supporting Huel as it builds its brand and audience across social media channels. We hope you can find some inspiration from their approach!
Have a question? Let’s chat in the Tweet’s comments section below.

How does a growing direct-to-consumer brand keep their social media audience satisfied? Learn how @gethuel uses original content and Buffer to build up a passionate audience of over 400k followers across social media channels. https://t.co/402286p5G1— Buffer (@buffer) August 13, 2020

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Last Updated on July 30, 2020 by Rakesh Gupta Like many Salesforce stakeholders, you might assume that your SaaS data is protected because it’s in the cloud. The truth is, though, most SaaS apps like Salesforce require shared responsibility for … Continue reading →

Making and communicating decisions across an organization can be a challenge anytime. Making decisions during a pandemic is a whole new level of challenge.When the impact of COVID-19 started to grow, we at Buffer, like many others, needed to move as quickly as possible, gather a lot of information, and make big decisions that would ultimately impact our team, our customers, and our business.This presented a unique challenge. A lot of the decisions spanned the entire company and needed to be discussed at the leadership level, but we didn’t need every member of our leadership team to be involved in every decision.We decided to combine two frameworks that have worked for us in the past – task forces and the Decision Maker model – to create a setup that would allow us to respond quickly and efficiently. Here’s more about how we used task forces to respond to COVID-19 within our team, and how we plan to continue to use them as necessary.
Buffer’s unique history with task forces
We first introduced the concept of task forces within Buffer at the same time that we began experimenting with how we structured our team. In 2015, we wrote this in one of our investor updates:Perhaps one of the biggest changes that we have made in the last month is moving away from having long-term, static teams within the company. Instead we have shorter-term, more fluid task forces which are formed for a specific purpose and then disband once that task is completed.At the time, task forces were fluid and democratic. Anyone could propose one, and teammates chose the task forces they joined. Instead of teams working together forever,  groups worked together until they completed the project and then disbanded.It was an interesting model and fun experiment, but ultimately this version of task forces didn’t feel as efficient as having longer-term teams work together consistently. When teams work together long-term, they develop their own habits, shorthand, and friendships that facilitate efficient work. So we moved away from the task forces model.
The Decision Maker model
Based on the book The Decision Maker by Dennis Bakke, the decision-maker framework helps teams get more decisions right through leaning on the collective knowledge, experience, and wisdom of a variety of teammates.In a decision-maker culture:

The leader chooses someone to make a key decision
The decision-maker seeks advice (often, including from the leader) to gather information
The final decision is made not by the leader, but by the chosen decision-maker.

In practice, the decision-maker model looks like:

Being explicit by asking “Who is the decision-maker?” or declaring “I’m owning this” with projects or responsibilities; or
Explicitly designating a decision-maker within an area or on cross-functional projects.

We’ve used the decision-maker model both formally and informally at Buffer over the years and have been happy with the results. This model helps us clarify and communicate about how decisions happen.
Grappling with COVID-19 through task forces
When COVID-19 began impacting our team and company, a lot of the work related to reacting to the pandemic initially fell to our People team. The first big question was whether we would move forward with our annual company retreat.We ended up postponing our scheduled retreat four months before we were expected to hold it, which was a big decision that involved multiple conversations between our people team, our CEO, and the rest of our leadership team. As the COVID-19 impact continued to grow, we realized we would have many more moments where we needed to move quickly and make big decisions. Some of our customers weren’t going to be able to pay their bills, and teammates would understandably feel distracted and anxious. This was the moment when we decided to reinstate the task forces model. We’re a nine-person leadership team, and it didn’t make sense to have the whole leadership team and the entire People team in every conversation. We decided to form temporary task forces which looked like this:Business and finance task forceThis task force watched accounting and finance metrics to make sure that there were no surprises, and weighed in on every significant decision that could impact Buffer financially.Members:

Senior Director of Finance, Caryn Hubbard

CTO, Dan Farrelly

CEO, Joel Gascoigne

Customer task forceThis task force focused on supporting our customers through the pandemic.Members:

VP of Customer Advocacy, Åsa Nyström

VP of Marketing, Kevan Lee

Interim VP of Product, Tyler Wanlass

CEO, Joel Gascoigne

Teammates task forceThis task force centered around how best to support our Buffer teammates.Members:

VP of Engineering, Katie Womersley

Director of People, Courtney Seiter

Chief of Special Projects, Carolyn Kopprasch

CEO, Joel Gascoigne

Our CEO was a member of all three task forces, which was helpful for unblocking the task forces and making quick decisions – though adding that many additional meetings a week to his calendar wasn’t like a sustainable model for the long term! The whole leadership team also held twice weekly stand-ups. These provided a space for each task force to report its work to the rest of the team and an opportunity to collaborate or discuss.
The results of our first task forces
The results of this framework were largely positive, with a few successes we’re particularly proud of:

The customer task force released our customer relief fund when many customers weren’t able to pay their bills.
The teammate task force kicked off the 4-day work week experiment; and
The business task force developed a new dashboard of leading and lagging indicators to keep an eye on all things finance.

These task forces ran from mid-March to mid-June, after which we decided to pause the twice weekly stand-ups while we discuss next steps. As the pandemic response has evolved, we no longer need to react quite as quickly, and we’re currently disbanding or adapting each of the task forces.
What we’ll do differently next time
The task force framework and decision-maker model allowed us to spin up teams quickly to respond to rapidly-changing world events. It’s a model we’d like to keep using as needed. We plan on using this specific task force model in the future for any major crisis, event, or other moment that deeply impacts our customers, the team, and/or the business.Next time, we might also not necessarily keep our task forces exclusive to leadership; crisis response often requires collaboration across the whole team!Overall, this is a relatively simple and easy-to-replicate model that has helped us move through an unprecedented time. If you want to read more about our COVID-19 response, all of the team communication that we sent is listed here.

We’ve been building Buffer for coming up to ten years now. We’re currently a 90-person fully remote team with over 70,000 paying customers and $20M in annual revenue. We’re proud to be a leader in the space of social media management, and to operate long-term as an independent and profitable business.As a company, we’ve rallied around serving small businesses. We’re also passionate about challenging suboptimal approaches to how work happens and how employees are treated. Our current 4-day workweek experiment is an example of that.An important philosophy of our journey has been having the freedom to build our product and workplace the way we’d like to. In 2018, we took an important action to maintain this freedom by spending $3.3 million buying out our main VC investors.After a great decade with many accomplishments and interesting challenges, we’re looking for an experienced and driven product executive to partner with me as CEO to shape the future of Buffer.
Apply for the VP of Product role →
Before I get into why we’re hiring a VP of Product, I want to share a history of product at Buffer, how our team is set up, and our most recent revenue metrics as these are all aspects of Buffer that I know a product leader will have questions around.
A history of product at Buffer
I launched the first (truly an MVP) version of Buffer in late 2010. In the beginning, Buffer started as a solution to my own problem around consistently sharing content on social media. I then put the idea through a customer discovery and validation process to ensure it was a problem others had, too. We launched with a freemium model and were fortunate to welcome the first paying customer on day three. We then added some focused marketing, and over the course of the first year gained thousands of active users of the product. Initially a lot of our product direction came from those customers, listening to their problems and devising unique solutions.In 2012, it was time to focus slightly more. We narrowed in on bloggers, individuals, and small business owners. We set down our first true product vision, which was to be the sharing standard for the web. We made big progress on this vision, becoming the first social media management solution to create a sharing button and completing integrations with countless news reading apps.During this time, our acquisition and growth strategy was our freemium model. Ultimately we started to realize that this strategy would only truly work if we became a mainstream product used by millions. As we integrated more widely, the signups we gained from those partnerships led to much lower freemium conversion rates. As a result, by 2014, our growth started to plateau and we felt we reached the upper limits of how successful Buffer could become with this approach.Since our product was most valued by and most active among small business customers, we leaned into that and launched Buffer for Business with new pricing plans tiered up to $500/mo. We succeeded in finding a new wave of growth, and the journey cemented our intuition that Buffer wouldn’t find success as a consumer product. This brought a level of focus that was refreshing, and pushed us to add more power to the product. We aimed to do this while still maintaining the simplicity our customers had grown to love Buffer for.In 2015, we explored  a team structure with no managers, and this played directly into our approach to product. With more autonomy on our team, we let our product strategy take a truly organic direction.  During our period of no managers, we launched several new products. This included a “Buffer labs” exploration where we produced Pablo, our image creation product, as well as Daily, a swipe left or right approach to adding suggested content to your social media queue. Finally, the Pablo team shifted to launch Rocket, our first foray into the ads space. Daily and Rocket were ultimately sunset, and we learned a lot from each of them.In early 2016, we acquired Respondly, a social customer service and engagement product which we relaunched as Buffer Reply. This was our most significant bet and investment to date and took us into the customer service industry for the first time. Customer service had always been a large focus for us as a company, and we were excited to be able to offer a product to help others in this space, too. At the time, the networks were making a big bet on social media becoming a significant channel for customer service. Customer service ultimately did not grow along the path we predicted, and the need for a fully fledged product here was mostly limited to Enterprise scale, which was too mismatched with our existing customer-base and knowledge in the team. We grew Reply from $4k to $70k in MRR, and chose to sunset the product earlier this year.In the process of becoming a two product organization, we saw an opportunity to separate out social analytics from our main product focused on social media publishing and content planning. We leaned into this multi-product strategy and built our third product, Analyze. This separation gave us a better focus on the separate customer jobs and we have been able to grow this into a very successful product. Analyze currently generates over $1.5m in ARR.By the second half of 2018, we had grown to $18m in ARR and over 75,000 paying customers. Still being a small team, we started to feel stretched thin, and we increasingly found product prioritization and pace to be challenges. I partnered with our head of research to run a process to determine a singular type of customer for us to focus our efforts around. We arrived at Direct to Consumer (DTC) brands as a type of customer who has built their business on top of social media and has innovated the most with social media marketing and customer engagement. This newly defined Target Customer for Buffer brought us a lot of focus, but at times felt like an over correction and came at a cost to product improvements for our existing customers, who are small businesses of all types.Something that became clear over a few years, and during our customer research process to arrive at DTC brands as a customer persona to focus on, was that the the world of social media had become increasing visual. To address this shift, we spent most of 2018 and 2019 building out new functionality focused on Instagram. In addition to this work to expand our product offerings, we underwent a significant rebuild project for our main product, Publish. Rebuilds are never fun, but with this now complete we are able to move significantly faster and deliver a much improved user experience.That brings us to 2020. Our current focus is to become a brand-building platform for small businesses, with DTC brands as one of our primary customer personas. This year, it became clear that the multi-product approach was creating friction for customers, so we are working to adjust our pricing and overall experience towards a single solution. We’re in the midst of launching Engage, a social engagement product for small businesses that came out of our experiences growing Reply. Engage will be bundled as part of existing pricing tiers, at various levels of functionality.I’m looking forward to this next chapter of Buffer, and to a future where we can become a comprehensive toolkit for small businesses to build their brand, grow, and create great relationships with their customers. We see a path to 100,000 paying customers and beyond, with many opportunities to solve more problems for that audience.
How our product team is set up
We’re primarily structured around the customer jobs we are focused on: Publish, Analyze and Engage. We also have two “shared services” teams focused on authentication, billing and onboarding (Core) and our iOS and Android apps (Mobile). Most teams have a Product Manager, Product Designer and somewhere between two and seven engineers depending on the needs of that product area.The VP of Product we bring on board will manage Product and Design, and initially have six direct reports (four PMs, Head of Design and Partnerships Manager).
Our current financial metrics
We’ve been profitable since 2016 and in 2018 we chose to leverage that profitability to buy out a portion of our investors in order to retain control over Buffer’s path. We reached $10 million in ARR in May 2016, and $20 million ARR in March 2019.Here are our most recent revenue and product metrics from June 2020: MRR: $1,704,768ARR: $20,457,216Customers: 69,596ARPU: $24.50 Customer Churn: 4.76%Net MRR Churn: 3.95%LTV: $515Revenue: $1,679,591Operating Income: $235,375EBITDA margin: 14.01%We have a dedicated revenue dashboard (a work in progress!) where you can see revenue over time. Here’s what that looks like:
The COVID-19 impact Many businesses have been impacted by COVID-19, including us. Buffer is in a strong financial position, we’ve thankfully had no impact on jobs and have remained solidly profitable. The shareholder update we sent in April shares a complete picture of our approach in the midst of the pandemic.One thing I talked about in that update is that sometimes the best thing we can do for our small business customers isn’t immediately profitable for Buffer – including our COVID-19 support programs for customers with financial challenges. I have no doubt that we’re doing the right thing by focusing on people first. One of my business philosophies is that if we take care of our teammates and our customers as best we possibly can now, we will succeed in the long term.This graph of our MRR in 2020 shows the impact we’ve seen on revenue:
Though we have experienced some anticipated decline, we are happy to see that it has started to climb again and as I mentioned, Buffer has pulled through in a strong financial position. We’ve spent the last few years building up to our current financial security, which means we can weather extreme levels of uncertainty. We’re fortunate and grateful to be in this position, and are proud of our financial diligence.
We’re hiring a VP of Product
At this point in the journey of Buffer, I’m excited to bring on board a VP of Product.Before I share more of the reasons we came to this decision, I want to share a key area of weakness up front. While we’ve made great strides over the past few years, and we have a majority female leadership team, our current leadership team lacks diversity. There’s no doubt that as a result we lack key perspectives and have unconscious biases as a company. It’s a priority for us to change this dynamic and include within our leadership team backgrounds that have been typically underrepresented in tech. This will serve our customers and our team more fully than we have been able to so far.Since we don’t grow our leadership team often, this is a rare opportunity for us. In addition to looking for a talented product leader, we also want this teammate to bring a new perspective to our leadership team and culture. Making sure we speak to a slate of diverse candidates is critical as we look for our VP of Product.Below are a few reasons I came to the decision to look for a product leader:Being a product-minded CEO can become a weaknessAs a product-minded CEO, my journey has followed from my innate energy and passion for product development. An engineer by background, I shifted to product development early in our journey, and found a lot of enjoyment in crafting the experience for customers, which I believe has played a large role in where we are today.Unfortunately, what can happen with a product-CEO, is that product can go from being the strongest area of the company to one of the weakest. At a certain point, product must scale up and become operationalized, and those strengths must become part of how the overall team functions. I believe in recent years we’ve seen some deterioration of product where other areas such as engineering have grown stronger, due to my desire to hold on and shape product more than is appropriate for the size have grown to.I’ve recognized that I need to take a different approach to fulfill the vision and goals I have, in order to keep the product as a core strength of ours. It needs to happen through someone else, rather than through me alone.I’m looking to bring more balance to all areas of BufferI believe for a company to thrive, all areas in a company need to work in harmony and that my role as CEO is set down vision and support all areas. Over the past few years, I’ve been very focused on product, which has caused an imbalance in how much I’ve been involved in other areas of the company. This is to the detriment of our customers, team, and all stakeholders. By inviting this functional leader to our leadership team, it will mean I can be more equally balanced across all areas of Buffer. We will be able to push forward, and I can work more closely with leaders to set vision and strategy, across all areas in tandem.Therefore, bringing on an experienced VP of Product will help us level up as a product organization. We will be able to introduce more streamlined processes, and by having a person dedicated to this area solely, we will improve the way product interacts with other related and interdependent areas, such as engineering, marketing, and advocacy.We’re looking for outside perspective For this role, I am making the choice to bring in someone from the outside instead of considering someone growing from within the company. This is new for us, and I’m excited for the opportunity for growth we have with a fresh perspective on the executive team.In our journey so far, we have overwhelmingly had leaders grow from individual contributor roles into senior leaders. I believe that it’s beneficial to have a majority of leaders grow from within the company as there is a clear alignment of our values, empathy towards team members, and a sense of loyalty towards our mission. With that said, having 100% of leaders grow from within creates a lack of diversity in our mindset and approach. Without outside experience, we will have knowledge gaps as a leadership team, and can become set in our ways. The VP of Product role is an excellent opportunity for us to find someone with some extensive outside experience.A key thing we will be focused on in our hiring process is that a person’s external experience is compatible and additive to Buffer’s approach and values.
More about this role
For this role, I’m seeking a partner in product strategy and execution. Since product is at the heart of Buffer, this is one of the most important roles and one which will make decisions impacting all other areas.We’re looking for a product leader with deep product management and design fundamentals and expertise, as well as strong people management experience and stakeholder collaboration. I’m aiming to find someone that can both tap into the insights that I have to offer and stand strong and push back when they believe I shouldn’t be involved.It will be helpful for a potential VP of Product to have experience in a smaller company environment, and ideally has led a product team through significant growth, for example growing a SaaS product from $10m to $50m or more.The other key difference with Buffer is that we’re focused on SMB, with a large number of paying customers and free users, and we have no sales team. This changes the type of work involved at the product leadership level, and this will be something the right person is energized by.The new VP of Product will have the opportunity to craft a unique strategy to help us serve customers, differentiate Buffer, and see great growth over the next 5 to 10 years.Joining Buffer at the leadership level is a rare opportunity. We’re a highly customer-focused team and are squarely on a path of long-term sustainability. This is an opportunity for a great product leader to play a key role in creating much more value for customers and building something special that endures.I’m looking forward to meeting people who are up for this challenge.
Apply for the VP of Product role →
Please reach out through this job posting to apply and someone from our hiring team will be in touch with next steps.
If you want to recommend someone who you think would be great for this role, please fill out this form.
More about Buffer’s journey
If you’d like to learn more about Buffer’s journey over the years, here are a few podcast episodes where I’ve talked about starting Buffer, fundraising, transparency, and profitability.

SaaStock: Building a remote, profitable, transparent and sustainable company with Joel Gascoigne, CEO of Buffer

20VC: Buffer’s Joel Gascoigne on The Moment The Founder Is No Longer The Boss, The Questions Founders Must Ask Their VCs and Why We Need A Spectrum of Different Financing Mechanisms Other Than VC

Product Hunt: Distributed teams, extreme transparency and buying out your investors

Remarkable brands are more than a logo.
They are a collection of images and feelings and connections. (Often experienced through social media.)
Take Nike for instance. When you think of Nike, you likely see movement, you feel momentum. You associate Nike with getting things done. This feeling is reinforced by all their imagery and of course by the iconic swoosh logo.
With Skittles, you likely see rainbows, bright colors, and excitement. These are hallmarks of their commercials and their ads.
We associate brands with images and feelings because – as neuroscience researchers have found – our brains love to stitch thoughts together. One thought always brings other thoughts, especially if those thoughts are recalled at the same time over and over. That’s why seeing a brand in a certain context, again and again, trains our minds to think of that brand whenever we randomly see those things in real life.
Our perception of any brand is constantly being reinforced by the images we see … which is why visual marketing is one of the most powerful marketing tools out there.
And it’s why Unsplash is fast becoming a go-to place for brands to be.
In this article, we’ll dive into the Unsplash strategies working today and how you can make the most of this “blue ocean” channel. Keep reading to find out how to build and shift brand perception using visual marketing and Unsplash.
Let’s dive in.

The Real Power of Visual Marketing
There have been numerous studies showing the power of visual marketing for building brand recognition and awareness. We know that content with images is generally more engaging, gets shared more on social media and attracts more attention.
The visual component of most marketing strategies is usually aimed at commanding attention, stimulating curiosity, and prompting immediate action.
Yet, this visual marketing strategy that focuses on immediate gains is very limited. The real power of visual marketing is in creating branded associations and controlling customers’ perceptions of the brand.
As we know, human beings are highly visual, as multiple studies confirm. Consider these two numbers showing how much our brain relies on visualizations:

90% of the information that is transmitted to the brain is visual
The brain was found to process images 60,000 times faster than any type other information

When we think, most of us picture things. We remember colors, shapes, and symbols. This is where the real power of visual marketing lies – building connections between what you think and feel and what you experience with a brand on social, web, etc.

How brands are using Unsplash as a new visual marketing channel
Unsplash is one of the best places to find free images … and one of the largest: it is used more than Getty, Shutterstock, and Adobe Stock combined.
Social media and marketing teams around the world use Unsplash for beautiful, free imagery.
But brands are finding a home – and real traction – through Unsplash also.
This has happened through organic posting and through paid advertising with Unsplash for Brands. Let’s talk about more about how organic and paid work with Unsplash.
Organic posting on Unsplash
As you might have seen, many brands are uploading their own curated photos to Unsplash, contributing great, free photography to the Unsplash system.
These photos, for instance, are by Sticker Mule.
It’s completely free to upload these photos. The greatest part is that you’re giving back to the community and delivering value to photo-seekers. For your brand, you’re also reaping huuuuge benefits.
This photo from Sticker Mule …
It’s been viewed more than 13 million times!
Overall, the Sticker Mule account has 74 million views on just 15 total photos.
Sticker Mule is just one of many examples of brands doing unique, creative work on Unsplash and seeing huge results.
The furniture company Inside Weather has a very on-brand collection of images, featuring furniture pics that line up beautifully with the brand style on their website.
Brands like Sticker Mule and Inside Weather have a concise collection of photos to choose from (25 or fewer). And then there are brands like Morning Brew (a business newsletter) and The New York Public Library that have hundreds of photos on Unsplash.
For additional inspiration, here’s a list of some brands and institutions doing great things on Unsplash:

S’well
STIL
Supply
Goby
Candid
Visit Greenland
Lumin
Curology
Hubble
Tim Tebow Foundation
Soundtrap by Spotify
Library of Congress
United Nations

Paid advertising on Unsplash
Unlike numerous other advertising solutions out there, Unsplash offers a non-interruptive, unintrusive experience: Customers who are seeing branded images don’t have to interrupt their current browsing journeys, while publishers don’t have to compromise on their content quality.
Unsplash Advertising works in three steps:

Upload and publish your branded images to Unsplash
Align photos with important and relevant search terms
Syndicate the images to publishers and creators who use Unsplash to find creative photos that can be used for free in their content and social media channels

Sponsored images appear in the top-left of the homepage and search results. The photographer’s name and avatar show up by default (rather than showing up when you hover over the picture). When you do hover, a small “sponsored” label appears on the image.

Does Unsplash advertising work?
Unsplash advertising program is currently by invite only (you can apply here) but earlier case studies have shown tremendous success, so there’s definitely a huge potential here:
Case studies from Square, Google Chromebook and Boxed Water. See their examples below.Aggregate results across these early advertiser case studies show Unsplash to be more effective at elevating how people feel about a brand – more effective than even digital, TV, and Instagram campaigns.

Create Visual Content that Captures Your Brand Goals without Being Promotional
This is a fundamental step to creating an effective visual marketing:

Your images need to feature your product the way you want it to be perceived
At the same time, make sure your images are non-promotional and creative enough for publishers and social media users to want to use them on their sites and social media feeds

In other words, when crafting your visual marketing strategy, ask yourself the following questions:

Do my images capture my brand’s goals?
Are they good enough for people to want to use them?

The key focus here is in building organic imagery around the brand through providing branded visual content that is worth using.
To create high-quality branded photography, brands can choose to

Upload their own pictures
Work with creative photographers from the Unsplash community

A Few Examples of Unsplash-Hosted Campaigns
Boxed Water was interested in promoting the awareness of plastic bottle alternatives. It is know that plastic is the major pollutant of the environment, Boxed Water has focused on how sustainable their product is, as opposed to commonly used plastic bottles.
In order to build the perception of that contrast, most of their branded photography is outdoors featuring people in a perfect harmony with nature:
Through branded photography Boxed Water showcases what plastic bottles lack: Sustainability, forest- and ocean-friendliness, pollution-freeAnother Unsplash advertiser – Google Chromebook – was willing to become known as a creativity- and travel-friendly solution that is being used by younger generations, so they worked with Unsplash photographers to create pictures reflecting that perception:
Chromebooks featured here are shown as creativity- and travel-related options for younger users. Another example is Square employing visual marketing to shift the audience perception from a very narrow concept of a mobile credit card reader to a broader one of a full-stack financial and merchant service provider.
The goal behind their campaign was to broaden the perception of the brand and capture the attention of small business owners who were not aware of the various business management and growth tools Square had.
Unsplash photographers were tasked to create pictures which would associate Square with business, entrepreneurs, payments, and stores:
Square’s Unsplash photos feature the product in the wild, being used by small business owners and patronsNotice how subtle the brand’s presence is in all the pictures, yet how hard it is to miss.
Tips for Creating Powerful Branded Photography on Unsplash
Unsplash has a detailed guide on how to create photography that gets noticed and used through the Unsplash platform, and all of those tips apply for brands, too:

Avoid being promotional or self-centered (don’t just post product pictures or selfies)
Pictures should be of high resolution with the minimum size requirement of 5 megapixels and 2500 by 2000 pixels (for a landscape picture)
Photos should be clear, creative, and original
Don’t use watermarks. Your brand identity needs to be a natural and subtle part of the context of the photo, not overlaid on it.

Tip #1: Post your photos around upcoming dates
When creating your branded photography, it is always a good idea to think of upcoming holidays, seasons, or notable dates. Timing your content strategy right is always effective (here’s a quick guide on doing that right).
Note: When planning a seasonal campaign on Unsplash, time everything carefully to upload photos at least one month prior to the holiday or the start of the season, as this when content creators start planning their articles too.
Tip #2: Align photos with important and relevant search terms
While the quality of the actual photography is fundamental to success, you also want those pictures to be discoverable.
Don’t forget that the real beauty of using the Unsplash platform is that it is used by content creators and social media influencers, and you want your branded photos to be found by them.
Unlike other visual advertising solutions (Instagram, for example), with Unsplash you won’t have to set your audience targeting: Your visual content and relevance settings define its visibility in a most organic way.
In other words, this step is where you are able to define who is able to discover your branded images and how wide your audience is going to be.
Tip #3: Use a lot of tags to get your pictures discovered by users & publishers
Unsplash does use automated tagging to help photos  be discovered but you need to also manually tag your images to ensure multi-purpose discoverability of your branded photos.
Here are some tips for properly tagging your branded photos:

List the objects within your photo (for example, “snow”, “water”, etc.)
Add symbolic and metaphorical tags that reflect what the photo is evoking. These should describe the mood and the atmosphere behind the picture (for example, “motivation”, “nature”, “solitude”)
Include tags for content creators to be able to find and use your pictures within their articles (for example, “work at home”, “hobby”, “marketing”, “sustainability”, etc.)
When possible, list trending hashtags. Unsplash helpfully offers a “trending search” section that shows which words have been typed into the Unsplash search box recently. It is also a good idea to keep an eye on that section and add tags to older photos when they are relevant to a current hot trend.

Here’s what was trending in July:
To add tags to your photos:

Upload your picture and publish it
Go to your profile and hover over the picture
Select “Edit” and click to the “Tags” tab
Add your tags one by one:

When I am stuck and cannot come up with more tags, I use semantic analysis to identify related concepts, brands and places. Here are semantically-related results for [skyscraper], for example:
Additionally, here’s the list of popular topics and keywords that are searched on Unsplash, so pick those that make the most sense:
Tip #4: Don’t forget to add captions
While tags drive visibility inside the Unsplash platform, captions will help expand your content reach even further.
Unsplash images are very well indexed in Google, and rank well in Google Images which is an important visual discoverability tool used by many content creators.
Thanks to its domain authority and high-quality of photographic content, Unsplash ranks incredibly well in Google, so hosting your branded visual content on the platform will also improve your brand’s organic visibility in both Google Images and generic Google search:
Unsplash can bring your branded photos on top of Google for more exposureUnsplash uses machine learning and image recognition technologies to handle much of its content search engine friendliness. For example, when you upload a photo of a seagull to the platform, it will automatically be named “Free Bird Image”.
So whether you apply any additional efforts or not, once you upload your branded photos to Unsplash, they will start ranking in Google quite well.
Yet, adding more text around the picture will be helpful in generating even more organic presence for your branded pictures. That being said, always add a descriptive 1-3-sentence caption to increase its odds of getting found in both Unsplash and Google.
Tip #5: Add the location information
Finally, if your picture features a certain location, do add it. Location settings make your photos discoverable for location-based search queries. For example, when someone is searching for “NYC”, your picture labeled there will show up in search results.
Tip #6: Syndicate the branded images to publishers
Once your branded pictures are uploaded and tagged, they will now be findable through Unsplash search results, just as regular pictures would, but labeled as “sponsored”:
Unsplash has a huge community of photographers and content creators utilizing the platform to find free images for their articles, videos, and infographics.
But the platform reach doesn’t stop there. By offering the free API for developers to use, Unsplash allows its users’ photos to be integrated into a variety of content management platforms and graphic design solutions, including:

Numerous design platforms including Sketch and Adobe Spark

Major website builders including Squarespace

Various WordPress plugins including CSS Hero and Instant Images

Lots of website templates and popular WordPress themes, including Illdy and Imahe

Various presentation and productivity apps including Trello and Google Slides

Imagine your visual message to be integrated into all or any of those platforms.
The potential reach includes some best-known publications and media outlets including Buzzfeed and Medium, to name the few.
This means your branded creative photography will be unstoppable bringing your products in front of audiences across the web. Here are just a few headlines organically placing Unsplash advertisers in a highly relevant context on incredibly popular publications:
(Notice the relevant context here: It is all about starting a new business angle that puts the brand’s product in front of the target audience, i.e. those that are looking to start a new business.)

Conclusion
Visual marketing plays a major role in influencing and swaying customers’ perceptions of the brand, and I find it pretty exciting that we finally get a visual marketing solution allowing brands to impact buyers’ buying decisions without forcing their branded imaginary on either customers or publishers.
It’s one of those innovations that promotes creativity and offers something for everyone. As Luke Chesser, Cofounder of Unsplash, put it:
Brands get impact, contributors get paid opportunities, and creators get more images to create openly with. It’s a win-win-win.

Launched in April 2020, Jot Coffee, a newly launched DTC (direct-to-consumer) coffee brand, has quickly picked up steam as the new at-home coffee brand that delivers an exceptionally delicious experience, both in-person and digitally. But how did they manage to generate so much interest and excitement for their launch?
Read on for a behind-the-scenes look at how Jot built excitement for its launch on Instagram and how to create a community from day one. You’ll hear directly from Jackie Modena, Director of Community at Jot, and you’ll learn:

Where to find inspiration for creating on-brand social media content
How to plan for a successful new brand or product launch on Instagram
How to generate pre-launch interest, UGC (user-generated content), and followers
How to engage with your brand’s community in a timely manner
How to stay up to date on social media trends and updates

This post is part of the #BufferBrandSpotlight, a Buffer Social Media series that shines a spotlight on the people that are helping build remarkable brands through social media, community building, content creation, and brand storytelling.
This series was born on Instagram Stories, which means you also have the ability to watch the original interview in our Highlights found on our @buffer Instagram profile.

Who are you?
Hi, I’m Jackie Modena! I’m with Jot, a newly launched DTC company that makes a first-of-its-kind 20x concentrated Ultra Coffee from fair trade, organic beans. All it takes is one tablespoon of our Ultra Coffee to create delicious, café-quality drinks at home, like iced lattes, americanos, and cappuccinos. We have a small but mighty (and highly caffeinated) team based out of Boulder, CO.
I’m Jot’s Director of Community, where I oversee the strategic direction of our social media, develop content, engage with and grow our community, manage influencer partnerships, and work closely with PR, performance marketing and customer service.
I’ve previously held in-house marketing and social media roles at other national CPG companies like Ripple Foods and ICONIC Protein, and prior to that, worked for a boutique PR agency that specialized in servicing natural & organic CPG food, beverage and lifestyle brands.
Where do you find inspiration for Jot’s social media content?
When we first started out with our social channels, we developed a set of creative guidelines to help inform the types of content, visual direction and aesthetic that we wanted to create.

View this post on Instagram

We developed a way to extract the best of every coffee bean into a liquid 20x more concentrated than traditional coffee. The result, Ultra Coffee, is pure coffee that transforms into anything you desire— espresso, americano, cappuccino, you name it— in seconds. Get ready to experience coffee for the first time, again. Available only at jot.co A post shared by Jot (@jot) on Apr 23, 2020 at 8:05am PDT

We were also fortunate to launch with some amazing GIF, video and still content from an early creative shoot organized by our branding agency, Red Antler. Those assets really helped to set the foundation for the tone and visual direction of our social media. From there, it was easy to find content partners and curated content that fit our aesthetic. For inspiration, I follow relevant Instagram hashtags that either tie directly to our brand or to an aesthetic (ex. #coffeephotography, #coffeevibes, #morninglight, #lightsandshadows, etc.), look to other brand accounts (both competitors and other categories), and follow my favorite creator accounts for inspiration.
How does managing Jot’s social media account look like on a day-to-day basis?
I try to consolidate things as much as possible, so that I’m not bouncing around from platform to platform all day. That’s what makes Buffer such a great tool—I’m able to manage our Facebook, Instagram, Twitter and LinkedIn all in one place.
While we typically have ‘themes’ or overarching content initiatives that we plan six months to a year in advance, I only look to schedule content a few weeks out—and even then, I consider it a rough plan. Things can change so quickly, and it’s important to be able to pivot quickly and adapt to the landscape.
While we typically have ‘themes’ or overarching content initiatives that we plan six months to a year in advance, I only look to schedule content a few weeks out
From there, as it relates to Instagram, my day-to-day looks like the following:

I’m checking in on UGC via our tagged posts and hashtags, and engaging with members of community who share their Ultra Coffee photos and recipes. We try to encourage customers to use #jotcoffee and #justonetablespoon, and we’re currently running a #summerofjot campaign.
I’m checking in on stories and DMs throughout the day, to engage with our customers, re-share stories to our own story, and field any customer service-related questions that might come in.
I like to keep an eye on the engagement on Facebook and Instagram ads, both to moderate any comments that violate our community guidelines and to answer questions from consumers who might be curious about our product.

How do you plan for a successful new brand or product launch?
As a marketer, brand and product launches are some of my favorite initiatives to plan, strategize and execute.
With Jot, when it came to Instagram specifically, we were careful to start curating our feed with on-brand, aesthetic content (and I think this can be a great time to utilize more ambitious grid-style posts that span 3-, 6- or 9-feed posts in size) leading up to our launch, without showing the actual product.
Jot’s pre-launch grid-style post that spanned 6-feed posts.While we planned to have a presence on all the major social media platforms, we knew that Instagram was going to be a main priority for us and where we’d be dedicating a majority of our resources when it came to content, influencer and community.
To help generate pre-launch interest, followers and UGC, we launched a friends & family program in the weeks before our official launch, and encouraged participants to share their Ultra Coffee experience with us. This allowed us to start gathering early customer feedback and troubleshooting possible customer service and community questions.
To help generate pre-launch interest, followers and UGC, we launched a friends & family program in the weeks before our official launch, and encouraged participants to share their Ultra Coffee experience with us.
We also received a lot of great unboxing and other UGC content for social, which we started gathering and saving to ensure we’d have enough content on our launch day to really make a splash. Again, a tool like Buffer can be really helpful in this regard, because you can start to build up your content database and schedule out your launch day posts and stories (knowing how hectic launch days usually are, this can be a huge time-saver!).

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We’re cheers-ing to Thursday with a glass of @patricio.ap’s refreshing Coffee Cola. It combines one tablespoon of Ultra Coffee with half of a Mexican Coke + ice for a delightfully fizzy afternoon pick-me-up⚡️ #summerofjot #jotcoffee A post shared by Jot (@jot) on Jun 25, 2020 at 11:02am PDT

In terms of other product launches I’ve worked on in the past for more established companies with an existing community, I think it’s fun to build anticipation with teaser posts leading up to the official launch. It gets the community engaged and involved and almost makes the launch into a game (you could even tie in a giveaway if someone guesses the correct new flavor/product).
What marketing/social media advice do you have for brands that are pre-launch?
I’d establish yourself on all the main social channels (and try to keep a consistent handle across all platforms) but figure out which channels are going to be your main focus.
For us as a DTC consumer product, it made sense that Instagram, and to an extent Facebook, would be an important part of our marketing strategy, so it was really essential that we nailed it on those platforms. We have more flexibility when it comes to posting cadence and strategy for our other platforms like LinkedIn, Pinterest, Twitter and TikTok, which allows us to be a little more experimental in our content.
When you’re a small startup, you’re only going to have so many resources—time, budget, manpower—to devote to your social channels, so invest wisely in your primary channels while maintaining relevant content on your secondary channels.
What’s your number one tip for engaging with your brand’s community?
Time is of the essence, so check in with your platforms of highest engagement frequently. If your priority platform is Instagram and that’s where you’re seeing the most engagement, you don’t need to necessarily be glued to Instagram all day but consider designating a few 15-minute chunks of time throughout the day as Instagram check-in time and even blocking your calendar as such.
Time is of the essence, so check in with your platforms of highest engagement frequently.
I do think it’s important to try and engage in a timely manner, whether it’s through DMs, a comment on a piece of UGC, or a comment on a post, because your followers are more likely to still be active on the platform and see your engagement.
I’ve also seen instances where follower conversations or questions can snowball in an unintended direction, or misinformation can be spread, if the brand doesn’t engage quickly enough with the community, so try to monitor and stay on top of conversations as they happen rather than being days behind and trying to do damage control later.
How do you stay up to date on social media trends?
I find that many of the social media scheduling and influencer platforms I utilize have fantastic blogs and email newsletters (including Buffer!) so make sure you’re signed up to receive their communications—they often have all the latest news & updates on the major social media platforms and trends in the space.
I have a few newsletters I’m subscribed to as well—The Hustle, Lean Luxe, and Morning Brew’s new marketing-centric newsletter, for a quick take on trends in retail, marketing and DTC businesses.
Finally, I’d recommend seeking out a few networking groups specific to your position or industry. I really like the Create & Cultivate and Women in Influencer Marketing Facebook groups—they’re a great way to share resources, ask questions, discuss ideas/approaches and meet others in the industry. Since conferences and trade shows are off the table at the moment, these kinds of groups can be a great stand-in for in-person networking opportunities and can lead to collaborating, brainstorming and sharing.
How do you take your Ultra Coffee?
My favorite everyday way to take my Ultra Coffee is in an iced latte—it’s as simple as 8 oz milk (I prefer Oatly Barista Style), ice, and a tablespoon of Ultra Coffee.
When I want to switch things up, I go for one of our new #summerofjot recipes: one tablespoon of Ultra Coffee, 6 oz water, one tablespoon fresh squeezed lemon juice, 1.5 tbsp maple, and ice – for a refreshing and unique Cold Brew Lemonade.

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Iced coffee season has officially returned. To celebrate, we’re hosting our first Ultra Coffee recipe contest. It’s as simple as whipping up your favorite iced or cold Ultra Coffee beverage, snapping a photo or video, and sharing it using #summerofjot. ⁣ ⁣ We’ll be selecting three winners by 7/3 to receive a three-month Ultra Coffee subscription (3x bottles, every 4 weeks). ⁣ ⁣ In addition, as part of our ongoing efforts to support the Black Lives Matter movement, for every entry received we’ll be making a $10 donation to @thelovelandfoundation, an organization that brings opportunity and healing to communities of color, and especially to Black women and girls.⁣ ⁣ We’ll be sharing some of our favorite iced and cold summer-ready recipes over the coming weeks, so keep an eye out if you need some inspiration. ⁣ ⁣ For more details, check out our #summerofjot stories highlight. A post shared by Jot (@jot) on Jun 15, 2020 at 12:34pm PDT

We hope this interview with Jackie helps you get started with or double down on your social media efforts. You can follow her journey on Instagram here!
Have any questions for Jackie? Feel free to reply with your questions to the Twitter post below and Jackie, or someone from the Buffer team, will get to them as soon as possible.

In this post, we give you a behind-the-scenes look at how @jotcoffee, a newly launched DTC coffee brand, built excitement for its launch on Instagram and how to create a community from day one. https://t.co/1t5s5FjYhO— Buffer (@buffer) July 9, 2020

Last Updated on July 21, 2020 by Rakesh Gupta Manual data entry into Salesforce can cost your organization a ton of time, money, and resources. Tedious processes like this can drastically reduce your productivity, slowing you down in the pursuit … Continue reading →

When I joined Buffer and opened my new Buffer email account for the first time, the email count read 200.  I was momentarily stunned. That was way more emails than I’d ever had in one place before.Usually, when you set up an email account at a new workplace, your inbox is empty at first – people don’t yet have your email address and you aren’t on a bunch of email lists. I was planning on those few days or weeks of email bliss, where your inbox is nearly always zero. I had known about Buffer’s value of transparency at work and about our practice of email transparency, but what I hadn’t realized was that sometimes the benefit of transparency can become a burden. That’s what was happening with transparent email.Here’s why transparent email stopped working for us, and what we switched to instead.
Why transparent email wasn’t working for us anymore
Six years ago now, we shared a blog post detailing the exact workflows we used for transparent email. At the time, we wrote:
Our value of transparency extends all the way to the inbox. Every email is public within the team. Every bit of communication gets shared. Everyone knows everything. There are no secrets.
The idea is a sound one, and transparent email did solve a challenge for us. A lot of communication was happening via email, and we wanted everyone to be able to see emails transparently. Having specific email lists that we cc’ed or bcc’ed (click on that link above for more on that system) was a much more efficient way to work than to add each teammate individually.So what stopped working?We grew to a larger team size The purpose of transparent email was to see conversations happening across any team and have all of the context you needed. It worked well for us when Buffer was a team of fewer than 30 people, but around and past that time, it started to get a little bit out of control. By the time we reached a team of over 80, transparent email was no longer easy to keep up with purely because of the volume. If you look at it from a relationships standpoint, the formula for possible relationships means that at 80 people there were 3,160 possible relationships. Of course, every individual wasn’t always speaking with every other person at the company, but still, that’s a huge number of possible relationships to be communicating via email. It put the burden of staying informed on the individual Receiving several hundred emails in a week was a huge burden for teammates. They needed to leverage email to stay informed, maintain a system, and figuring out which conversations were relevant, and we placed that burden on individual teammates, rather than making a change at an organizational level. Teammates became responsible for keeping track of all internal conversations, while at the same time email was still a place for external conversations to come in as well and it was a lot to juggle. On top of that, the feeling that I had opening my Buffer email for the first time happened to a lot of new teammates, and that wasn’t a great experience. Filters didn’t always work The best solution to that level of email was to create lots of filters to sort and organize all internal conversations based on the internal email address that was being cc’ed. Having so many filters set up sometimes meant that people would miss out on emails that mentioned them, which isn’t a great result, but we spent a lot of time and energy trying to make these filters work with transparent email. We created several detailed internal best practices documents filled with different systems for setting up filters and managing email. Our CEO, Joel Gascoigne, even outlined a project for an internal email tool, he wrote:
Email at Buffer is a little like the Wild West. With transparent email, the number of emails we individually receive as a 30 person team could be 5 or 10x the amount someone in a normal 30 person team would receive.
So we built an internal tool for email called Buffmail. The result of all of this work was more work. Teammates needed to spend more time setting up filters and tweaking them when new teams were created or projects were kicked off. In the end, the issue wasn’t that we weren’t doing transparent email properly, it was that we had outgrown this system and needed to look for a new one.
Our new system for transparent internal communication
In the words of our Director of People, Courtney Seiter, we needed a tool to help us have “calm, deliberate and timezone-inclusive conversation and decision-making at Buffer.”In addition to decision making, we wanted a space for work-related announcements and discussion in the form of longer, asynchronous conversations. Our solution: ThreadsWe’ve mentioned Threads before as it’s a staple in our asynchronous communication. Threads makes it easy to have text-based conversations across the company and clearly mark decisions when they are made. It also works well with Slack; new Threads can be cross-posted to a linked Slack channel, which is a nice benefit. Why Threads works for us Threads is a much less overwhelming way for 90 people to communicate. It’s easy to skim a Space (that’s the Threads name for a specific area) to see if there’s any conversation you want to drop into, and there’s also a helpful button to mark something as follow up. It’s also less likely that someone will miss a Thread that mentions them because of Threads’ notification system. Threads helps take the burden of staying informed off of the individual. If someone needs to be looped in, it’s easy to tag them, and if someone wants to skim a space, they can do so without getting alerted to every conversation.
How we set Threads up
In Threads, there are different “Spaces,” and anyone in that Space will see all of the Threads (discussions) created there. We’ve set up Threads to have Spaces that everyone should be a part of, and other, optional Spaces depending on a teammate’s team and location. Here’s how we’ve set up our Spaces: Team SpacesAny space that starts with “Buffer-” is intended for all teammates to permanently join with notifications on. For us, these spaces are:

Announcements: For team-wide announcements
Inclusion: To discuss diversity, equity, and inclusion
Joel’s Memos: For thoughts from our CEO
Recognition & Praise: For celebrating and recognizing teammates
Retreat: For retreat info
Time-off: For vacation plans and time off
Town-Hall: An asynchronous space for town-hall questions for our CEO and leadership team
Updates: For area updates

Area Spaces
Each Area has its own Space with the naming convention Area-AreaName, e.g. Area-Marketing. These Spaces are intended only for those who work daily in that area to join. Teammates can view any Area Space anytime but we ask that they view only and not join any area they don’t work in directly. We do periodic cleanups to help stick to this guideline. Project SpacesWe have a small number of Project Spaces with the naming convention: Proj-ProjectName, e.g. Proj-Pricing. These are for projects that touch many different teams and have a finite end date. Geographic SpacesWe have several geography-related Spaces, e.g. Geo-UK and Geo-Canada, for discussion about the Buffer teammate experience specific to those countries. Help Spaces We have two help Spaces, Help-People and Help-Tools. Help-People is for questions or help around things like benefits, moving, and other life changes. Help-Tools is for when a teammate needs help with any of the tools we use at Buffer. When we make new SpacesTo avoid having too many Spaces, we currently default to trying to write a Thread in the best-fitting Space before creating a new Space. If after that is given a try it still feels like this topic needs a new Space, then we’ll create it. — We’ve been using Threads for over a year now and are still feeling like it was very much the right decision and choice to move away from transparent email. If you liked this blog post, check out this post where we talk about asynchronous communication and why it’s so important for remote work.

Here’s why transparent email stopped working for us, and what we switched to instead: https://t.co/aLoeKcW9t0— Buffer (@buffer) July 5, 2020