Business Leadership Excellence Institute

Leadership Strategist

Performance Protocol 

Leadership Coach

KAVEO Leadership

Served as an intern and Chief of Marketing for a leadership coaching startup. Helped KAVEO develop and codify their company vision and lay the foundation of strategic plans.

SkillBridge Fellow

Renovium Leadership Coaching

Founder/Leadership Coach

Special Operators Transition Foundation

Fellow

US Army

Information Warfare Director- U.S. Army Special Operations Command.

Director of Information Warfare (Division Director) ♦ Capability Integration ♦ Team Development

I was selected to attend the U.S. Army War College (AWC) as the Latin American Studies Fellow at the University of Texas at Austin. My Fellows Strategy Research Paper (FSRP; essentially a thesis) examined “Re-emerging Russian Influence in Latin America and U.S. Foreign Policy Response.”

My main responsibilities as a Fellow were twofold: Act as an ambassador for the U.S. Army to the University and local community while learning and incorporating different student and faculty viewpoints into my research. I attended class and worked with students from McCombs Business School and LBJ School for Public Policy advising predominantly in security matters.

Select accomplishments include:

► FSRP awarded 3rd place in the Secretary of Defense National Security Essay Competition.

► FSRP earned the U.S. Army War College Commandant’s Award for Distinction in Research.

► Created Venezuela research database indicators as part of a collaboration with LBJ graduate students on a Latin American Civilian-Military oversight database.

If you’d like to learn more about my experience at the University of Texas as an Army Fellow, please feel free to connect with me on LinkedIn.


https://intelligencestudies.utexas.edu/news/item/802-u-s-army-war-college-fellow-earns-research-awards


https://www.armywarcollege.edu/news/Archives/13580.pdf

U.S. Army War College Fellow at the University of Texas at Austin (Student) ♦ Researcher ♦ Writer

During this time, I was responsible for managing the commander’s strategy sessions, which included capturing elements of the commander’s vision and distilling it into actionable tasks for the staff and subordinate units.

Select accomplishments include:

► Setting the foundation for the Command’s re-design of the U.S. Army’s Special Operations Command Information Warfare capability.

The Commander’s Initiatives Group is a select group of individuals from throughout the U.S. Army Special Operations Command’s units hand-picked to carry out the commander’s vision.

If you’d like to learn more about my experience at the Commander’s Initiatives Group please feel free to connect with me on LinkedIn.

Commander's Initiatives Group Officer (Strategic Planner) ♦ Concept Development

I am proud to have led, trained, resourced and cared for the Soldiers and families of a Special Operations Battalion, ensuring the mission readiness of 24 Psychological Operations (PSYOP) teams, all of which deployed to Europe.

While commanding 6th Psychological Operations Battalion (Airborne) I was responsible for 8 direct reports (seven Soldiers and one Civilian), 265 Soldiers and an operating budget of $800,000.

While in this position, it was my goal to make training as realistic as possible for the Soldiers deploying to Europe. To do this I implemented an aggressive partnership program with our European allies and U.S. interagency partners, making these partnerships the focus of our training and operations.

Select accomplishments include:

► Being named top Psychological Operations Commander in U.S. Army 1st Special Forces Command.

► Setting the stage for the first ever international PSYOP training exercise in the U.S. for a PSYOP Battalion staff and PSYOP students.

The teams we deployed to Europe were responsible for protecting and advancing U.S. interests through media and by working with our European military partners to influence target audience thought and ultimately change behavior.

If you are interested in learning more about my time with 6th Psychological Operations Battalion (A), please feel free to connect with me on LinkedIn.

Battalion Commander (Division Director - Europe) ♦ Training ♦ Resourcing ♦ Project Management

As the Psychological Operations (PSYOP) Division Chief, I was responsible for strategic PSYOP planning and budget execution for PSYOP operations throughout Latin America. I also found myself in an education role, making sure that senior leaders understood the value PSYOP provided to their objectives.

In this position, I was responsible for a $2 million-dollar budget, which I was able to expand by $1.5 million dollars to augment our ability to assess the effectiveness of our PSYOP activity. 

Select accomplishments include:

► Served as the team lead for the 15-member Southern Command (SOUTHCOM) crisis action team. The team was responsible for providing options to the U.S. Ambassador in Brazil in the event of a terrorist attack or other crisis during the Rio de Janeiro Paralympic Games.

► Working with the unit that provided our PSYOP teams, we were able to restructure team deployments to achieve the same effects, with less people deployed.

► Structured a PSYOP assessment model which was used in other parts of the world via U.S. Special Operations Command.

If you’d like to learn more about my experience at Special Operations Command - South, please feel free to connect with me on LinkedIn.

Psychological Operations Division Chief (Program Manager) ♦ Strategic Planning ♦ Crisis Planning

For this position, I was selected by the U.S. Army Special Operations Command (USASOC) Commanding General along with 6 other Soldiers from a 27,000 Soldier organization to serve on the Commander’s Initiatives Group.

During this time, I was responsible for developing concepts and proposed solutions to complex challenges involving USASOC forces. This included daily interaction and managing projects with executive level decision makers and leaders from inside and outside the Department of Defense.

Select accomplishments include:

► Developed and managed the first ever initiative between U.S. Army Special Operations Forces (SOF) and academia (The University of Notre Dame) to experiment with SOF’s role in conflict prevention using economic methods.

► Contributed to the concept development of “ARSOF NEXT” USASOC’s examination of core values and organizational purpose.

► Planned and organized the USASOC Commander’s Conference, bringing in over 200 leaders, speakers and attendees from around the globe to educate and foster collaboration on complex issues facing USASOC.

If you’d like to learn more about my experience at the Commander’s Initiatives Group, please feel free to connect with me on LinkedIn.

Commander's Initiatives Group Officer (Executive Project Manager) ♦ Partnerships ♦ Collaboration

During my tenure as an operations officer, I ensured our Psychological Operations (PSYOP) teams were ready to deploy to Europe and Africa in support of U.S. objectives in the area.

Along with the day to day operations of our 250 Soldier unit, I was entrusted with the readiness by planning exercise management, training, concept development, special projects and creating opportunities to partner with NATO allies.

Select accomplishments include:

► Created the first ever training simulation at the Joint Readiness Training Center for a PSYOP battalion as a rotational unit in its entirety (approximately 250 Soldiers).

► Led the deployment of a PSYOP Group staff to the Joint Readiness Training Center validating new concept for scalable PSYOP headquarters to be ready for any size and type of operational deployment.

► Preparing 23 PSYOP teams for successful deployment to Europe and Africa.

If you’d like to learn more about my experience as an operations officer, please feel free to connect with me on LinkedIn.

Operations Officer ♦ Deployment Readiness ♦ Exercise Management ♦ Training

During this time, I was a student at the Command and General Staff College (CGSC) where I studied leadership, operations, logistics and military history to become a more effective staff officer at higher levels of the U.S. Army Enterprise.

I was frequently called upon to serve as the Psychological Operations subject matter expert to help educate my classmates. I also served as the Special Operations Interagency Studies Program class leader coordinating professors and resources between University of Kansas and the CGSC.

Select accomplishments include: 

► Earning a MS from the University of Kansas in addition to the CGSC curriculum.

If you’d like to learn more about my experience as a student at CGSC, please feel free to connect with me on LinkedIn.

Command and General Staff College (Student) ♦ Planning ♦ Operations ♦ Logistics

I was handpicked for this position by the Deputy Commanding General (DCG) of the U.S. Army Special Operations Command (USASOC) who saw my team’s work firsthand in my previous position. In this eye-opening role, I had the opportunity to observe how a 27,000-person organization functioned and the decision-making process it required.

In this position I was responsible for ensuring the DCG was prepared for his engagements to included speaking, decision making meetings and collaboration on behalf of USASOC. I assisted with managing his priorities so that his travel and engagements were as efficient as possible.

Select accomplishments include:

► Planning and carrying out 34 separate travel itineraries totaling 80 days of travel over the course of a year, travelling with the DCG and successfully conducting all scheduled engagements.

If you’d like to learn more about my experience as a General’s Aide, please feel free to connect with me on LinkedIn.

General's Aide (Executive Assistant) ♦ Information Management ♦ Priority Management

I was assigned to this position to lead, train and deploy a nine Soldier Psychological Operations (PSYOP) team to the U.S. Embassy in Bogota, Colombia. We were initially brought in to carry out strategic messaging, but quickly found ourselves in support of a tactical hostage rescue operation with other U.S. agencies and respective Colombia counterparts.

The team was responsible for national marketing campaigns in Colombia. To do this we collaborated with local media vendors and other U.S. agencies in the U.S. Embassy to analyze audiences and disseminate media on various platforms.

After returning from Colombia, I served as an assistant operations officer for a nearly 300 Soldier PSYOP Battalion responsible for providing PSYOP forces to Latin America. My responsibilities included coordinating and carrying out training for deploying teams. By collaborating with U.S. interagency organizations, I was able to incorporate them into training providing realism to the exercises.

Select accomplishments include:

► Leading a small team to support the Colombian led rescue of 11 Colombian, 3 American and 1 French hostage from the Revolutionary Armed Forces of Colombia (FARC).

► As a junior Captain, selected to brief the Chief of Staff of the Army on the results of the hostage rescue operation.

► From scratch, created a training regimen for deploying teams using Central Intelligence Agency, Department of State and the Joint Chiefs of Staff resources to train and deploy 8 PSYOP teams.

If you’d like to learn more about my experience as a PSYOP team leader and assistant operations officer, please feel free to connect with me on LinkedIn.

Psychological Operations Officer (Team Leader) ♦ Operations ♦ Planning ♦ Marketing

I started the Army leading small teams where I realized my personal fulfillment comes from Soldier leadership, project collaboration and adapting to the needs of the situation.

I served one tour of duty in active combat as a Field Artillery Officer during Operation Iraqi Freedom I, being named the humanitarian aid coordinator later in the tour.

For my second combat tour in Iraq I had to adapt to U.S. Army helicopter operations as I planned and oversaw helicopter missions in Operation Iraqi Freedom V-VII.

Select accomplishment include:

► Earned two Bronze Star Medals for performance in combat.

► Working with Iraqi counterparts, completed 15 humanitarian aid projects including village electricity restoration and local employment initiatives.

► Supervised the execution of over 1,000 helicopter missions, successfully coordinating multiple downed aircraft and personnel recovery events.

If you’d like to learn more about my experience as a Field Artillery Officer please feel free to connect with me on LinkedIn.

Field Artillery Officer (Team Leader) ♦ Combat Leadership ♦ Training ♦ Operations

Eric Kreitz

SchneiderB Media Inc.

SchneiderB Media helps schools get more inquiries. We accomplish that goal through our SEO consulting, Inbound Marketing consulting, Fractional Digital Marketing program, and our SchoolMakretingCRM school marketing software.

Founder and CEO

MarCom Society

The MarCom Society is a community created expressly for marketing and communications professionals as schools.

Founder

ChalkBooks

Advisor

ByDesign

Advisory Board Member

Teachers College, Columbia University

Guest Lecturer, Marketing Class

Sewickley Academy

Oversight for all external functions of the school including admission, alumni, development, marketing, and communications.

Director of Advancement

Director of Admission & Financial Aid

Assistant Boys' Varsity Lacrosse Coach

edsocialmedia

Contributing Blogger for edSocialMedia which explores the role of social media in education.

Contributor

AISAP: The Association of Independent School Admission Professionals

Board of Directors, Secretary

Hootsuite

- Advocate on behalf of the Hootsuite brand
- Amplify Hootsuite messages to their existing networks
- Provide feedback on the Hootsuite dashboard and regional insight
- Create a stronger presence for Hootsuite regionally through participation in events and online advocacy

Hootsuite Ambassador (Volunteer)

Western Reserve Academy

Director of Enrollment and Financial Aid

Head Boys Basketball Coach

Assistant Varsity Boys' Lacrosse Coach

Dean of Students

Director of Technology

Web Publishing

Faculty Member

Founder and CEO @ SchneiderB Media Inc. | K12 Digital Marketing Consultant

👋 Hi, I'm Brendan. 

A decade ago, I was immersed in traditional K12 school marketing, following the conventional playbook that everyone else used. After years of expensive advertising campaigns and diminishing returns, I discovered something transformative: inbound marketing—a methodology that would revolutionize how schools attract and enroll new families.

That revelation led me to pioneer a new approach to education marketing, helping schools move beyond outdated tactics to build sustainable enrollment systems.

In 2025, I captured these insights in my new book "School Marketing The Right Way," which became an instant Amazon bestseller in Education Marketing. The book reveals the system I've used to help schools transform their enrollment outcomes.

Today, I share what I've learned through:
→ My weekly newsletter read by 5,000+ education leaders
→ Speaking engagements at major education conferences
→ Consulting with K12 schools ready to use the Internet to drive inquiries
→ Training workshops and community through the MarCom Society
→ My Marketing automation software, School MarketingCRM

My mission is simple: help tuition-charging schools earn more inquiries and empower marketing, communication, and enrollment professionals with the tools and knowledge they need to thrive in the digital age.

Want to transform your school's marketing approach? 

→ Get my book: https://amzn.to/4hH0syP
→ Subscribe to my newsletter: https://schneiderb.com/subscribe-school-marketing-insider
→ Book a consultation: https://www.schneiderb.com/booking

The future of education marketing isn't about selling—it's about creating genuine connections through inbound strategies that showcase your school's true value and transform casual inquiries into lifelong community members.

Twitter: https://x.com/schneiderb
BlueSky: https://bsky.app/profile/schneiderb.com

Brendan Schneider

One of the biggest mistakes I see schools make? Using "marketing" and "communications" interchangeably.

It sounds like semantics, but this confusion creates real problems.

I've watched schools hire "Directors of Marketing" who spend 90% of their time on internal newsletters. I've seen "Communications Officers" get frustrated because they're measured on enrollment metrics they can't influence.

The result? Scattered efforts, unclear accountability, and underwhelming results on both fronts.

Here's the clarity that changed everything for me:
Marketing = Recruiting (attracting new families) 
Communications = Retaining (engaging current families)

Both are critical. Both require different skills, strategies, and measures of success. And both deserve dedicated focus and resources.

When schools understand this distinction, they can finally build the right team, set the right goals, and stop wondering why their "marketing person" isn't moving the enrollment needle.

What's your take? Does this distinction resonate with your experience?

#SchoolMarketing #EducationMarketing #SchoolLeadership #EnrollmentMarketing #MarketingStrategy

28 years inside K-12 schools taught me what actually fills seats. Now I help tuition-charging schools get more inquiries through SEO, Google Ads, Meta Ads, and marketing automation. Book a call to see if we’re a fit.

My wife and I visited our son this past weekend at Denison University to watch him perform in Macbeth.

In the theater building, I read this quote from Adam Weinberg, the president of Denison.

"I know of no society that remained open, free, and just without strength in the arts and humanities."

It's more true today than it was in 2019.

Thank you, President Weinberg.

When I was working as a Director of Admission, I ran into a parent at the grocery store who thanked me for my email.

The problem? I hadn't sent one.

It was automated. Part of our lead-nurturing sequence. And it was working better than I realized.

Most schools handle inquiries in one of two ways:

1. They respond once, then hope the family takes the next step
2. They manually follow up until they run out of time

Both approaches leave inquiries on the table.

Here's what actually works:

• Map out your prospective family journey from inquiry to enrollment.
• Identify every touchpoint where automated emails can provide value while your admission team focuses on personal conversations.

Our sequence looked like this:

Day 0: Acknowledge inquiry, send admission packet
Day 1: Thank them again, invite them to schedule a call
Day 3: Personal phone call from the admission director
Day 5: Follow-up email if no connection yet
Day 7: Drop into either "warm" or "cold" nurturing based on engagement

The key is mixing automation with personal touches. Automated emails should look like they came from a real person's inbox. Text-based. Actual email signature. Written in that person's voice.

And here's what most schools miss: these emails should educate and help, not just promote. Answer questions about your admission process. Share what makes your school different. Address parent concerns before they ask.

When that parent thanked me at the grocery store, she had no idea a system sent that email. It felt personal because it was helpful.

That's the goal.

Your school's website is for everyone.

That's the problem.

Most school websites try to serve prospective families, current parents, alumni, and donors all at once. The result? They serve none of them well.

As Andrew Davis says: "You can't be everything to everyone, but you can be something to someone."

If enrollment is your priority, your website has one primary audience: prospective parents. Full stop.

Here's the truth about your other audiences:

• Current parents belong in a parent portal
• Alumni are better served by LinkedIn or a dedicated alumni community
• Donors rarely visit your website and make a gift without a motivator like an email or personal ask

Yet schools keep cluttering their homepages trying to speak to all of them.

Every section you add for a secondary audience is attention pulled away from the family deciding whether your school is worth a closer look.

Streamline your website's purpose. Make it a tool that attracts and converts prospective families. Create separate, targeted spaces for everyone else.

One audience. One focus. Better enrollment results.

graphical user interface, text, application, chat or text message

A parent sits down on the couch after dinner. Instead of typing "private school Atlanta" into Google, they ask their phone a question.

"What is the best private school near me?"

And just like that, Google gives them an answer. Not a list of ten blue links. An answer.

This is what's happening right now. And most schools aren't ready for it.

The shift from Search Engine Optimization to Answer Engine Optimization (AEO) is real. Parents are asking full questions. AI tools like Google AI Overview, Bing Copilot, and ChatGPT are delivering direct answers before a parent ever clicks a website.

Here's what that means for your school:

If your content isn't structured to be the answer, you're invisible.

Not buried on page two. Invisible.

I put together a carousel that breaks down what AEO is, why it matters now, and five strategies your school can start using today.

The schools that figure this out early won't just rank higher. They'll be the ones families find first, trust first, and choose first.

What's your school doing to prepare for this shift? I'd genuinely like to know.

#SchoolMarketing #IndependentSchools #AEO #SEO #DigitalMarketing #EnrollmentManagement #SchoolMarketingTheRightWay

Answer Engine Optimization: The Future of School Marketing

Helping private & independent schools align message, mission, and community.

🎙️ Cutting the marketing budget to save money is usually the most expensive decision a school can make.

Why? Because when you pull back on your marketing initiatives (for any reason), you don't stay even ... you fall behind. And buying your way back into the market costs a lot more than staying present ever would have.

I recently joined Peter Baron on the MoonshotOS podcast to talk about the data schools actually need to advocate for their budgets (specifically Customer Acquisition Cost) and why your Marketing Director needs a seat at the leadership table.

If you’ve ever struggled to justify your marketing spend, this one's for you. ⤵️

Open article: Why Cutting Marketing Is the Most Expensive Decision a School Can Make by moonshotos.com

Why Cutting Marketing Is the Most Expensive Decision a School Can Make

More than half of independent school marketers rate their burnout between 7 and 10 out of 10.

That's not a wellness problem. That's a leadership problem.

The 2026 MarCom Society Salary Survey surveyed 358 professionals. Here's what the data shows:

• 53.2% rate burnout frequency between 7 and 10
• 61.7% report evening and weekend work sometimes or often
• 18% work more than 50 hours per week
• \~27% may leave their role within 1-3 years

The median salary sits at $85,000-$89,000. That's a reasonable number on paper.

But salary doesn't fix a role that bleeds into evenings, weekends, and every major school event on the calendar.

When burnout is this widespread, it's not a personal resilience issue. It's a structural one. It means the role has expanded faster than the resources, headcount, or boundaries around it.

And the retention signal is the part school leaders should pay closest attention to. Losing an experienced marketing director isn't just an HR inconvenience. It's months of lost momentum, institutional knowledge walking out the door, and a costly rehire.

The fix isn't a wellness stipend or a mental health app.

It's an honest look at what you're actually asking one person to carry.

Download Survey: https://lnkd.in/eaFu8Kdz

Most school marketing teams are a department of one or two people.

Expected to do the work of five.

AI won't solve every problem. But it will give you back time you didn't know you had.

Start using it. Today.

358 independent school marketing professionals shared their salary data this year.

That's the most we've ever had in four years of running the MarCom Society Salary Survey.

Here's what stood out.

The median salary rose to $85,000-$89,000, up from $80,000-$84,000 in 2025. About 35% of respondents now earn $100,000 or more.

But this year, we asked questions we've never asked before. And the answers were hard to ignore.

Over half of respondents rated their burnout at 7 or higher on a 10-point scale. Nearly 60% say their school has no clear career advancement path for marketing professionals. And about 27% indicated they may leave their current role within the next one to three years.

One respondent wrote that they had just taken off the school mascot costume. If that tells you anything about the gap between title and actual daily responsibilities.

This report is 67 pages of real data from the people doing this work every day. Salary breakdowns. Reporting structures. Team sizes. Budget ranges. Remote work. Professional development funding. Job satisfaction. Burnout. Career outlook.

Whether you're a marketing director preparing for your next salary conversation, a Head of School trying to understand what your communications team is experiencing, or someone trying to figure out your next career move, this report was built for you.

Download the full 2026 MarCom Society Salary Survey. Link in the comments.

Thank you to every professional who participated. Your willingness to share openly is what makes this possible. And it's what makes our profession stronger.

If this data is useful to you, share it with someone who needs to see it.

Nobody warns you about the crash.

You spend months in survival mode. Inquiry season. Open houses. Application deadlines. Decision day. Running on coffee, adrenaline, and sheer will.

And then it stops.

The phone gets quieter. The inbox slows down. The urgency that defined your life for the last four months just lifts.

You should feel relieved. And you do, for about a day.

Then something strange happens. You feel flat. Tired in a way that sleep doesn't fix. A little lost. Like you've been sprinting toward a finish line for so long that you forgot what it feels like to just walk.

I've felt this. More than once.

For a long time, I thought something was wrong with me. Everyone around me seemed fine. And there I was, dragging myself through the day, wondering why I couldn't shake it off.

That crash is real. It happens to a lot of us in this work.

The 2025 MarCom Society Salary Survey found that a significant number of school marketing and communications professionals reported struggles with burnout and mental health. These are not people who don't care. These are people who care deeply, give everything they have, and have very little left over when the season finally ends.

If that's you right now, hear this.

You are not weak. You just ran a very long race, probably without enough support, and your mind and body are asking for something you haven't given them in months.

The work will be there when you're ready. Make sure you are there too.

If you are a school marketing or communications professional, I'd love to know: how do you recover after enrollment season ends? Share in the comments below.

Your school's website might be getting traffic.

But is it getting answers?

There's a difference, and it's costing schools inquiries.

Parents today don't type "private schools near me" into Google. They ask full questions to AI tools like ChatGPT, Google's AI Overview, and voice assistants.

"What's tuition at independent schools in Denver?"
"Which schools near me offer financial aid?"
"Is [School Name] a good fit for a twice-exceptional kid?"

AI tools answer these questions directly. No click required. If your site isn't structured to feed those answers, you don't exist in that conversation.

This is what Answer Engine Optimization (AEO) is about. It's not the same as SEO.

• SEO: rank higher in search results
• AEO: get cited in AI-generated answers

Both matter. But most schools are barely playing the SEO game.

Here's where to start with AEO:

1. Write content in the exact questions parents ask
2. Build FAQ pages around admissions, tuition, and curriculum
3. Add schema markup so AI can parse your content
4. Strengthen reviews and local presence for authority
5. Search your school in ChatGPT and see what comes up

That last one is eye-opening.

Zero-click searches are the norm now. AI is shaping enrollment decisions before families ever reach your site. The schools that structure their content for this shift will show up. The ones that don't will keep wondering why inquiries are down.

Every spring, it starts.

The request from the athletics director for a spring sports banquet highlight reel. The ask from the development office for a newsletter insert. The reminder from admissions that the website needs updating before summer.

All of them urgent. All of them landing on your desk at the same time.

And if you are like most school marketing professionals I know, you say yes to all of it.

I understand why. You care about your school. You don't want to let people down. But here's what I want you to consider.

Every time you say yes to a reactive internal request, you are saying no to something else. The strategic project you've been meaning to start. The enrollment marketing plan that needs attention before next fall sneaks up on you.

You are not a customer service department.

Your job is to market and communicate on behalf of your school in a way that supports enrollment, retention, and reputation. That requires time, focus, and strategic thinking. None of which you have when you are buried in spring banquet graphics.

Here's the language I'd encourage you to try. When a request comes in, say this: "I want to help with this. Can we talk about where it fits against what I'm already working on?"

That one sentence does two things. It signals that you are willing, and it makes the other person aware that your time is finite and already committed.

You are not saying no. You are saying let's figure this out together.

School marketing and communications professionals deserve to do their best work. That only happens when you protect the time to do it.

Are you a school marketer who struggles with internal requests pulling you away from strategic work? How do you handle it? I'd love to hear in the comments.

taplio

The Battle

Eric Kreitz

Brendan Schneider

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taplio

The Battle

Eric Kreitz

Brendan Schneider

Followers

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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);}Brendan Schneider's LinkedIn Performance

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