Ashley Faus

Director of Integrated Product Marketing, Atlassian

Marketer, writer, speaker by day... singer, actor, fitness fiend by night!

I've handled all aspects of marketing strategy and execution, from product marketing, to demand-gen, to content and events. I love telling the high-level stories that resonate with an audience and connecting the dots between types of assets and distribution channels.

My writing has been published on TIME, Forbes, The Journal of Brand Strategy, and The Muse, and I've spoken on various marketing topics for INBOUND, Harvard Business Review, and MarketingProfs.

Visit https://ashleyfaus.com/ for more information about my book, "Human-Centered Marketing: How to Connect with Audiences in the Age of AI".

(Views are my own)

Head of Lifecycle Marketing, Portfolio

Tim Herbig

Product Management Coach & Consultant | I help Product Teams connect the Dots of Strategy, OKRs, and Discovery through better practices.

As a Product Management Coach and Consultant, I enable product teams to make real progress by connecting the dots of Product Strategy, Product OKRs, and Product Discovery.

I have helped companies like StepStone, Chrono24, Deutsche Telekom, and Specsavers turn product theory into pragmatic and practical application. Before going independent, I held multiple Product roles at companies like Gruner+Jahr and XING and multiple b2c and b2b startups for 10 years.

I now help product teams develop and implement better practices that help them progress in their context instead of chasing artificially created "best practices." I achieve that through hands-on training, coaching offerings, in-depth courses, and intriguing content.

Product Management Coach & Consultant, Speaker

As a Product Management Coach, I work with product managers and teams around the globe to connect the dots through empathy and structure.

By introducting confidence and skills to their way of working, I ensure that they can and want to own their Product Strategy, Goals, and Product Discovery.

Thereby, they don’t pick techniques and techniques for the sake of it, but to actually make progress. And they don‘t just progress for the sake of it, but in order to achieve meaningful goals through self-determined learning.

Metrics frameworks don't matter. What matters is knowing how the metrics relate to one another.

I'm a fan of going back to the basics: ​Any metrics framework​ should help you measure value delivered to or changes created for whomever your audience is. And guess what? ​Even internal product teams have an audience: The fellow product, marketing, or sales teams their products serve.

Once that fundamental truth has sunk in, teams can also more easily understand that concepts like ​North Star Metrics​ or ​Lagging and Leading Indicators​ are contextual, not definitive. The Input Metric for one product's NSM could also be the (smaller-scale) NSM for another team. ​What's a leading indicator for one team can also be a lagging indicator for another team.

When I coach teams, we don't start with "let's set OKRs" or "what's our North Star Metric?"
 
We start by mapping how value flows through their product. In something as simple as a metrics tree. Everything else falls out from there. Which makes this a universal practice whether you work in b2b, b2c, or serve external or internal customers.
 
𝗪𝗮𝗻𝘁 𝘁𝗼 𝘀𝗲𝗲 𝗵𝗼𝘄 𝘁𝗵𝗶𝘀 𝘄𝗼𝗿𝗸𝘀 𝗶𝗻 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲?
 
I'm running a free 60-minute metrics masterclass on March 4th: "𝗨𝘀𝗲 𝗥𝗲𝗮𝗹-𝗟𝗶𝗳𝗲 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 𝗧𝗿𝗲𝗲𝘀 𝘁𝗼 𝗗𝗲𝗳𝗶𝗻𝗲 𝗡𝗦𝗠𝘀, 𝗢𝗞𝗥𝘀, 𝗮𝗻𝗱 𝗞𝗣𝗜𝘀"
 
You'll learn: 
→ How to define metrics trees that reveal actionable metrics
→ How to choose which parts become KPIs or North Star Metrics
→ How to connect your metrics tree to product strategy and discovery
 
𝗦𝗲𝗰𝘂𝗿𝗲 𝘆𝗼𝘂𝗿 𝘀𝗽𝗼𝘁:
https://herbig.link/eHNipN

Product Management Coach, Author, and Speaker | I help Product Teams connect the Dots of Strategy, OKRs, and Discovery.

A metrics tree isn't an organizational tool.
It's a decision map.
 
That's why just listing metrics in dashboards, strategy jogs, or your OKRs doesn't help with decision-making. They ignore the relationship between them. 
 
A metrics tree fixes that. Not because it gives you more metrics, but because it shows you how they relate to one another.
 
Business Goals like net revenue sit at the top. They tell you the state of company-level success and health. It doesn't tell you what to do next.
 
One level down, you start to see the strategic choices. Which levers matter most? Checkout conversion? Return rates? Shipping time? These are the metrics that reflect whether your strategy is working — but they still move too slowly to steer your weekly work.
 
Go further down the tree, and you find the metrics your team can actually influence. 
Started checkouts on Mobile. Completed purchases for return customers. No. of carts with the wrong-size item. # of Electronics products compared before a purchase is made. 

These are the metrics worth putting in your OKR. Not because they sound impressive, but because you can move them, and you can see whether they're moving fast enough to matter.
 
The tree doesn't just organize your metrics. It tells you what each one is for. That's what I'm helping you do yourself every day this Wednesday in a free 60-minute live session.
 
𝗨𝘀𝗲 𝗥𝗲𝗮𝗹-𝗟𝗶𝗳𝗲 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 𝗧𝗿𝗲𝗲𝘀 𝘁𝗼 𝗗𝗲𝗳𝗶𝗻𝗲 𝗡𝗦𝗠𝘀, 𝗢𝗞𝗥𝘀, 𝗮𝗻𝗱 𝗞𝗣𝗜𝘀 March 4 | 5:00 PM CET | 11:00 AM EST | Live only, no recording.

Register here to join: https://lnkd.in/dCBTVqKH

Three things your next strategy document should include, whether wrote it or your AI agent.

The most effective strategy document I've seen doesn't worry about the looks or format. Whether it's a scrappy Google Doc or a fancy Miro template, what matters is the quality and cohesiveness of the information it contains.

Make sure what you cover aligns with your company's expected standards to ensure stakeholder understanding and, consequently, buy-in. But make sure you don't skip these parts:

#𝟭 𝗧𝗵𝗲 𝗕𝗮𝘀𝗶𝗰𝘀
You know the drill. Your Product Strategy has a problem to solve.

And, to do that, you need to answer a few key questions. There are a gazillion versions of these out there, but all mostly center around the same core:

• How does this connect to Company Strategy, Product Vision, and Business Goals?
• For which audience (and their adjacent roles) are we trying to solve a problem? What is the problem? What else is solving that problem?
• What will we provide as a solution? What makes our solution more likely to get chosen by the audience? How will we put it into people's hands?
• 
The answers to these questions need to reinforce each other. TikTok ads won't help you reach people aged 70+. You're not just competing against similar software or services, but also against Excel and ChatGPT.

#𝟮 𝗠𝗲𝗮𝘀𝘂𝗿𝗮𝗯𝗹𝗲 𝗗𝗲𝗳𝗶𝗻𝗶𝘁𝗶𝗼𝗻𝘀 𝗼𝗳 𝗦𝘂𝗰𝗰𝗲𝘀𝘀
Struggling to measure if the strategy is working?

Can you answer the simple question: "𝘞𝘩𝘪𝘤𝘩 𝘵𝘩𝘳𝘦𝘦 𝘮𝘦𝘵𝘳𝘪𝘤𝘴 𝘸𝘰𝘶𝘭𝘥 𝘴𝘩𝘰𝘸 𝘵𝘩𝘢𝘵 𝘵𝘩𝘪𝘴 𝘴𝘵𝘳𝘢𝘵𝘦𝘨𝘺 𝘤𝘩𝘰𝘪𝘤𝘦 𝘩𝘢𝘴 𝘸𝘰𝘳𝘬𝘦𝘥 𝘪𝘯 𝘵𝘩𝘦 𝘯𝘦𝘹𝘵 12 𝘮𝘰𝘯𝘵𝘩𝘴?" Make them specific. Not just "Revenue" but "Revenue from Industry xyz." Then, use these to create influenceable team goals.

#𝟯 "𝗦𝘁𝘂𝗽𝗶𝗱𝗶𝘁𝘆-𝗙𝗹𝗶𝗽𝗽𝗶𝗻𝗴" 𝗬𝗼𝘂𝗿 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗖𝗵𝗼𝗶𝗰𝗲
A real strategy choice should feel slightly uncomfortable. If the opposite of your choice would be plain stupid, it might not be a real choice at all (thank you, R͟o͟g͟e͟r͟ ͟M͟a͟r͟t͟i͟n͟). That's the stupidity flip. A simple way to pressure-test whether your strategy is actually saying something.

𝗕𝗼𝗻𝘂𝘀: "𝗪𝗵𝗮𝘁'𝘀 𝗮𝘁 𝗦𝘁𝗮𝗸𝗲?"
To point out the relevance of your choices and urgency to act, outline the consequences of your product not adapting to a changing landscape. Use a simple formula: If we don't act → [core risk] → which means → [downstream consequence that hits something people already care about].

𝘐𝘧 𝘸𝘦 𝘥𝘰𝘯'𝘵 𝘦𝘢𝘳𝘯 𝘳𝘦𝘱𝘦𝘢𝘵 𝘱𝘶𝘳𝘤𝘩𝘢𝘴𝘦 𝘣𝘦𝘩𝘢𝘷𝘪𝘰𝘳 𝘦𝘢𝘳𝘭𝘺 → 𝘵𝘩𝘦 𝘶𝘯𝘪𝘵 𝘦𝘤𝘰𝘯𝘰𝘮𝘪𝘤𝘴 𝘰𝘧 𝘢𝘤𝘲𝘶𝘪𝘴𝘪𝘵𝘪𝘰𝘯 𝘯𝘦𝘷𝘦𝘳 𝘤𝘭𝘰𝘴𝘦 → 𝘸𝘩𝘪𝘤𝘩 𝘮𝘦𝘢𝘯𝘴 𝘸𝘦'𝘳𝘦 𝘱𝘦𝘳𝘮𝘢𝘯𝘦𝘯𝘵𝘭𝘺 𝘥𝘦𝘱𝘦𝘯𝘥𝘦𝘯𝘵 𝘰𝘯 𝘱𝘢𝘪𝘥 𝘤𝘩𝘢𝘯𝘯𝘦𝘭𝘴 𝘵𝘰 𝘥𝘳𝘪𝘷𝘦 𝘳𝘦𝘷𝘦𝘯𝘶𝘦, 𝘢𝘯𝘥 𝘵𝘩𝘦 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘮𝘰𝘥𝘦𝘭 𝘰𝘯𝘭𝘺 𝘸𝘰𝘳𝘬𝘴 𝘪𝘧 𝘸𝘦 𝘬𝘦𝘦𝘱 𝘴𝘱𝘦𝘯𝘥𝘪𝘯𝘨.

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Ashley Faus

Tim Herbig

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The Battle

Ashley Faus

Tim Herbig

Followers

Posts

Engagements

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);}Tim Herbig's LinkedIn Performance

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