Robbie Simpson

Professional, reflective, and insight-driven with a distinctly “LinkedIn thought-leader” feel.

Conversational but not casual to the point of slangy; it balances accessibility with authority.

Strongly informative and analytical, often with a subtle persuasive edge (“we need to stop…”, “should we really be…”).

Tone is direct but not aggressive; critiques systems and habits rather than attacking people.

Feels like a senior operator/leader talking to peers and other leaders, not to beginners.

Medium, steady energy: calm, grounded, and serious but not dry.

Often starts with a sharp observation or concern (“Honestly? This is super concerning.”) but then moves into calm reasoning.

Emotion is more intellectual than performative; frustration or urgency is implied through logic rather than dramatics.

Uses concern, curiosity, and challenge as emotional drivers rather than inspiration or hype.

As opening hooks.

As pivots in the middle.

As closing reflection/CTAs.

Uses analogies and hypotheticals to reframe (e.g., comparing TA metrics to a Marketing Director’s lead-to-sales problem).

High volume with low conversion isn't a success story. It means your targeting is off.

People respect reality infinitely more than perfection.

Prefers concrete, real-world examples (COO conversation, Harry Stebbings’ routine, hiring manager tactic) over abstract theory.

Often builds to a subtle challenge or “ask” directed at leaders (“If we want leaders to act like Founders, should ‘Network Growth’ be a KPI we actually track?”).

Could you put on a calendar exactly what your team spends their time on…?

If you mapped your team’s week today, what hidden work would you find?

Own opinions and practices (“I’ve tried to fight this instinct…”, “I make a point of…”).

Create a sense of shared responsibility (“We need to stop incentivizing…”, “If we are building TA organisations…”).

Softer suggestions: “Consider…” is not explicit, but used via structures like “So, as we kick off 2026, don't just set OKRs. Re-write your manual.”

Commands are framed as challenges or recommendations rather than orders (“Be radically transparent about:”, “Training on the job, is still the best way to learn. But it only works if…”).