Most corporate teams in Turkey start in one of two places when they look for LinkedIn support: an agency running the company page, or an agency running LinkedIn ads. Personal brand work for founders, sales leaders and subject matter experts usually comes later, and it is handled by a different vendor or a different set of people. The problem starts with exactly that split.

Corporate and individual LinkedIn management really are separate lines of work. The company page carries brand voice, the content plan and page-level visibility metrics; profiles carry a person’s headline, keyword work, profile settings and visual setup. These are connected but separate jobs, and companies can also take LinkedIn training alongside employee profile preparation.

Treated as unrelated assets, the two drift apart. Executive profiles tell a positioning the company page contradicts. Approvals stall, because nobody knows whether communications, HR or the executive assistant signs off. Nobody owns the consistency between the CV and the profile that both recruiters and buyers check.

What follows is not a vendor shortlist but an operating model: who manages what, how the brief is structured across roles, how personal data and privacy obligations are met, and which measurements show that the system is working. For HR, communications, sales and management together.

When a corporate buyer wants the company and personal presence handled together, the scope should arrive as two connected lines of work, not as a single bundled contract.

The company page layer covers brand voice, a content plan tied to the business calendar, visibility work and the settings that determine how the page is found and followed. These are separate but connected tracks; before signing, it is worth asking any provider to reproduce that distinction in writing.

The personal layer is where scope stays vaguest. Ask specifically for: executive profiles, expert employee profiles, keyword work applied to headlines and about sections, profile settings, and the visual setup of the cover image and featured section. A sales director’s profile and a founder’s profile need different keyword sets; a single template applied across ten accounts is a warning sign.

Training can sit inside the delivery too. Companies can take LinkedIn training alongside employee profile preparation, and this matters when the communications team will eventually run the publishing itself.

Some providers frame LinkedIn mainly as a B2B demand system; they combine company page work with ad management and form-based lead capture. If paid acquisition is your main goal, that is a stronger match.

The aim is coordination, not uniformity: shared positioning and a single approval path; separate voices per account.

Governance is what keeps LinkedIn work fast without turning it into a brand risk. Before the first post is written, put in writing who approves what: company page content, executive posts, and every change to an employee’s personal profile.

A split that works looks like this: communications approves page content, the executive or an assigned reviewer approves posts published under their own name, and the employee gives explicit consent to every edit on their profile. Nothing on a personal profile should move without that consent, because the account belongs to the person, not the company.

Role-based ownership prevents bottlenecks. HR usually owns the employer brand message and employee onboarding to LinkedIn; sales owns outreach language and lead follow-up; founders own point-of-view content; subject matter experts own technical depth and fact-checking claims. Communications keeps the final consistency check.

That consistency check is where corporate and individual work meet. Titles, company descriptions, industry wording and visual language have to match between the company page and employee profiles; otherwise search and recruiter results show a fragmented picture of the same organisation.

Privacy deserves its own clause. Employee profile data is personal data under Turkish data protection law (KVKK), so a corporate programme needs a named data controller, a written record of consent, a privacy notice covering what agencies can access, and a defined process for revoking profile access when someone leaves.

A written brief is the fastest way to test whether a provider can run corporate and individual LinkedIn management as one operation rather than two disconnected services.

Open with the commercial context: what does the company expect from LinkedIn (hiring, B2B pipeline, investor or analyst visibility), which audiences matter most, and how will results be reviewed on day 90?

Then clarify ownership before scope: who holds company page admin rights, who owns each executive profile, who approves content, and how long does approval realistically take? A provider that cannot map the workflow to named approvers will stall in week two.

Ask for scope deliverable by deliverable:

• Keyword work: which role, industry and solution terms will go into headlines, about sections and experience entries, and who reviews the wording.
• Profile settings: visibility, contact information, public profile URL and recruiter-facing options; account by account.
• Content planning: posting frequency and the split between company page posts and executive posts.
• Visual setup: cover images, the featured section and presentation-ready assets.
• Executive positioning and employee profile preparation, if experts, founders or sales teams are in scope.

Separate the type of engagement too: advisory input, hands-on management with account access, or training that hands the work over to an in-house team. This is worth pricing explicitly rather than assuming.

Close the brief with data governance: employee profiles contain personal data, and KVKK obligations should be documented rather than implied.

Discovery almost always starts with a city. Marketplace directories list LinkedIn agencies by location, and searches from different cities follow the same pattern. Proximity is a reasonable filter for meetings and invoicing, but it says nothing about how a provider handles an executive profile that needs internal approval before publishing.

Compare depth across four separate capabilities: company page management, personal brand support for founders and expert employees, paid media knowledge inside the ad platform, and reporting that ties activity to outcomes. Providers are rarely strong in all four at once.

Some providers frame LinkedIn as a B2B trust and demand system; they pair company page work with form-based lead capture and reporting. If pipeline generation is the primary goal, that is a real strength. Paid media guides, meanwhile, look for measurable results within the first 90 days and real depth in B2B targeting; that is a fair test to put to any paid media partner. Service marketplaces sit at the accessible end and work well for finding individual profile editing quickly; they are not built for governed corporate programmes.

Review counts and directory presence help you build a shortlist. They do not replace reading the process.

Evaluate the operating model across three layers, not against a single dashboard.

Visibility is tracked per account: profile views and search appearances for each executive and expert profile, plus company page follower growth and post reach. These should be reported separately; otherwise one active founder masks a dormant sales team.

Profile quality is an audit, not a metric: how well the headline and summary align with brand voice, keyword coverage for the roles you actually hire and sell for, correct profile settings (public visibility, custom URL, contact fields), and whether the visuals are current.

Content consistency measures whether the published plan matches reality: adherence to posting frequency and the share of posts that pass through internal review before going live.

For B2B teams, add demand contribution: connection requests from target accounts, meetings sourced from personal accounts and from the company page, and form or landing page conversions attributed to LinkedIn. Providers that set LinkedIn up as a paid demand channel are usually stronger at campaign-level lead capture measurement; if paid media is in your scope, confirm who owns that reporting.

The first 90-day measurement window is a reasonable tool for setting expectations; execution quality shows up early. Use that window to separate vanity numbers (impressions, raw follower count) from operational indicators: approval turnaround time, the share of employee profiles meeting the agreed standard, and content produced without escalation.

Whichever partner you choose, write the model down before the first post goes out: roles, approvals, metrics. To set up corporate and individual LinkedIn management as a single operation, you can move forward with Suit Your Job.