When Employees Become Influencers: Virgin’s Content Strategy Success

Insights From Lea Hawkins-Gaboc, Head of Employee Communications and Engagement at Virgin

At Engage Employee, one session on the Internal Comms & Connected Workplace stage challenged a long-standing assumption: that internal communications is a cost centre. Instead, it painted a compelling picture of what happens when employee comms is positioned as a genuine driver of commercial growth.

Lea Hawkins-Gaboc, Head of Employee Communications and Engagement at Virgin shared how Virgin Group has reimagined its internal communications function, transforming it into a revenue-generating powerhouse. At the heart of this shift is the Virgin Family Platform, a digital hub connecting around 65,000 employees across more than 50 companies. But this is far more than a traditional comms channel. It is a space where employees learn, connect, and crucially, engage with Virgin’s products and services in a way that directly supports the business.

What sets this approach apart is its foundation in something many organisations overlook: the power of employee voice. Rather than relying solely on polished corporate messaging, Virgin leans into employee-generated content. The reason is simple. It works. Content shared by employees is seen as more authentic, more trustworthy, and significantly more engaging than traditional top-down communications.

Lea explained how employees are encouraged to share their own experiences, from trying Virgin products to behind-the-scenes moments and personal recommendations. They are supported with suggested social media copy and campaign prompts, but importantly, they retain the freedom to tell stories in their own way. The result is content that feels real rather than rehearsed, and that authenticity is what drives impact.

The commercial results speak for themselves. Virgin Experience Days saw sales increase fourfold year-on-year. A targeted, employee-led campaign drove a 272% uplift in flights to South Africa. And a new Virgin Hotels B2B offering generated 31% of total sales following its launch. These are not marginal gains; they are clear indicators that internal communications, when done differently, can directly influence revenue.

A key enabler of this success is the “Content Circle”, Virgin’s internal network of employee influencers. Employees apply to take part in six-month cycles, contributing to content aligned with business priorities. There is no financial incentive. Instead, participants are motivated by access to unique experiences, opportunities to connect, and the chance to play a visible role in shaping the brand. The quality of their output has become so strong that external marketing teams now use this employee-generated content on public channels.

Beyond campaigns, the platform has evolved into a powerful testing and launch environment. Virgin has used it to introduce new ventures such as Virgin Adventures and to trial new technology with employees before rolling it out to customers. This positions the platform not just as a communications tool, but as a strategic business asset.

Financially, the impact is significant. The programme is now generating seven-figure annual revenue, with overall sales increasing by 23% following the shift in content strategy, and a further 18% uplift during Black Friday. Notably, investment has been focused internally, enhancing employee experiences rather than relying on external agencies.

Lea closed with a clear message for organisations looking to follow suit. Start small by identifying a group of enthusiastic content creators. Give them meaningful topics, provide guidance without over-controlling, and allow authenticity to lead. Most importantly, measure what matters to the business. When internal communications can demonstrate commercial impact, its role in the organisation fundamentally changes.

For employee engagement leaders, this session offered a powerful reframing. Internal comms is not just about informing or aligning employees. Done well, it can amplify brand reach, influence customer behaviour, and unlock entirely new sources of value.

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