Marketing Ops Job Interview Cheat Sheet
Also - the number 1 mistake in GTM execution
In this edition:
Marketing Ops Job Interview Cheat Sheet
The Number 1 Mistake in GTM Execution
Deep Diving the AAARRR Growth Framework for Marketing
Exclusive For Paid Subscribers: The Biggest Lessons of My Marketing Ops Career and What You Can Learn From Them
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Telling the story after lead capture is one of the hardest things in ops.
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Final Take
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Marketing Ops Job Interview Cheat Sheet
The job market is tough right now. This cheat sheet can help.
It can be hard to know what to expect if you’re preparing for a Marketing Operations interview. That’s why I created this Marketing Ops Job Interview Cheat Sheet.
It includes 12 of the most common and important questions you might be asked, along with structured ways to answer and real examples to help you show impact.
Here are a few sections I want to highlight, especially for those building or growing in their ops career:
TELL ME ABOUT A SUCCESSFUL TECH IMPLEMENTATION
When answering this question, it helps to explain what tool you implemented, why it was needed, and how you evaluated and rolled it out. Be sure to include what changed after the implementation, such as time saved, data improvements, or adoption across teams.
WHAT'S YOUR APPROACH TO DATA HEALTH AND HYGIENE?
Data quality is foundational to all marketing operations. You should discuss how you ensure clean data inputs, monitor for issues, and collaborate with other teams like RevOps or Sales to maintain data integrity.
WALK ME THROUGH A CAMPAIGN YOU SUCCESSFULLY LAUNCHED
This is an opportunity to walk the interviewer through your campaign process from beginning to end. Start by explaining how the campaign was briefed and scoped, then move on to how you built and QA’d it, and finish with the results. It is also helpful to mention any tools you used, such as Marketo, Salesforce, or project management platforms.
HOW DO YOU PRIORITIZE WHEN RESOURCES ARE LIMITED?
Many ops teams face more requests than they can reasonably support. Interviewers want to hear how you use prioritization frameworks like RICE or MoSCoW, how you partner with stakeholders to align on what matters most, and how you create visibility into tradeoffs and timelines.
WHAT'S YOUR APPROACH TO LEAD SCORING AND ROUTING?
This is an important area where ops connects directly to revenue. Be ready to talk about aligning lead scoring with lifecycle stages and sales feedback, combining signals like firmographics and behavior, and how often you revisit and test the model.
HOW DO YOU ENABLE MARKETERS TO SELF-SERVE WITHOUT RISKING QUALITY?
This is a great way to show how you balance scale with consistency. Explain how you use modular templates, documentation, training resources, and role-based permissions to empower marketers while still maintaining high standards.
What other questions have you seen?
Feel free to save, share, or pass this along to anyone preparing for interviews. I hope it’s helpful.
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The Number 1 Mistake in GTM Execution
The number one mistake in GTM execution is “siloed planning.” This means marketing comes up with its own plans, products come up with their own plans, sales plans are made separately, etc.
It's way too easy to fall into siloed planning. And most of the time, it looks innocent.
A marketing leader and an ops leader get in a room. They define their goals. They sketch out a plan. Then they say, “We just need sales/rev ops/CS to do this one part…”
Boom. Siloed planning.
That’s not cross-functional strategy. That’s assigning someone work without their input or visibility. It’s not malicious, usually done with good intent, but it’s a sign of a bigger issue: thinking you know the whole picture when you don’t.
I’ve seen this play out so many times in big orgs:
Each GTM team builds their own plan in isolation
Then, weeks later, they try to reconcile those plans
By then, priorities have shifted, people have bandwidth constraints, or worse, they’re being held accountable for something they didn’t agree to
Here’s the fix:
✅ Get all the relevant experts in the room
✅ Review top-level goals as a group
✅ Talk openly about dependencies, trade-offs, and priorities
✅ Build the plan together, not just assign people to it after the fact
You can’t outsmart your way out of execution problems. No “hero strategy” will save a GTM plan built in silos. It’s always a team game.
I like to think of big GTM initiatives like a heist:
You need the strategist, the analyst, the tech expert, the ops lead. You build the plan together, then pull it off as a crew.
Deep Diving the AAARRR Growth Framework for Marketing
“How do you actually measure if your growth strategy is working?”
This is one of my favorite ways to answer that.
It’s called the AAARRR Framework (yes, like a pirate).
It stands for:
Awareness: People who discover you
Acquisition: People who sign up
Activation: People who start using the product
Revenue: People who pay
Retention: People who keep using it
Referral: People who tell others
It's similar to the bow tie funnel, but organized around user behavior and value creation.
I mapped out a high-value SAAS/app example here.
You can see how the value of a user increases as they move through the funnel, from just visiting the site to eventually referring others.
Note that in a growth strategy, the biggest value often comes from retention, expansion, and advocacy.
I first learned about this from The Customer Engagement Book by MoEngage.
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