You mapped the category properly. Four pillars, sixty supporting pages, a comparison set against every competitor with a G2 listing. Then you divided it by the two writers you have, the SME reviews that take nine days, and the freelancer who ghosted in April, and the plan quietly became a two-year plan.
What is galling is that you can see the ceiling and you can see the cause, and neither is a skill issue. Nobody on your team is bad at this. You are simply trying to run a publishing operation with the headcount of a small newsletter, and every quarter the backlog gets longer while your board deck asks why organic is flat.
So the channel keeps looking underperforming, which makes it harder to get headcount for it, which keeps it underperforming. Meanwhile the competitor who decided to prioritise volume over polish two years ago has 1,400 indexed pages and takes the long tail of your category by default.
And the pages you did ship — the good ones, the ones with real research in them — are sitting on page three, unsupported, because there was never a cluster underneath them.