Linkedin Marketing - Intern (Remote)

Looking for Marketing Maestro

Hey you, growth wizard! I’m cooking up something exciting — a stealth-mode product that’s all teched out and ready to roll. Now, I’m on the hunt for a Marketing Maestro to help bring this vision to the world. If you live and breathe CACs, ROAS, funnels, and data-driven magic, I’d love to connect. Slide into my DMs — let’s chat and see if we vibe. Let’s build something wild.

The Ultimate Guide to Product Metrics (free links)

1. Frameworks: - AARRR (Pirate) Metrics - North Star Framework 101 (12 pages, PDF) - Google HEART framework 2. Techniques: - Cohort Analysis - Funnel Analysis - Customer Segmentation 3. Types of metrics: - Vanity vs. actionable metrics - Qualitative vs. quantitative metrics - Exploratory vs. reporting metrics - Lagging vs. leading metrics 4. What makes a good metric? - A good metric is understandable - A good metric is comparative - A good metric is a ratio or rate - A good metric is behavior-changing 5. The Ultimate List of Product Metrics (7 pages, PDF): - Acquisition Metrics - Activation Metrics - Engagement Metrics - Retention Metrics - Revenue Metrics - Referral Metrics 6. Recommended books: - Lean Analytics by Alistair Croll and Ben Yoskovitz - Product Analytics by Joanne Rodrigues - Data Science for Business by Foster Provost and Tom Fawcett —— An interactive mind map with all links (free): xmind.ai/share/SdTRR4Wt —— Selected links: - North Star Framework 101 (12 pages, PDF): theproductcompass.tech/ns-101pdf - The Ultimate List of Product Metrics (7 pages, PDF): theproductcompass.tech/metrics

The way I see it - who's sitting on the interview panel is more important than the candidate sitting across from them.

And I am being explicit - not equally BUT MORE IMPORTANT But we pay the least attention to that part - by design or by choice. It’s okay if you don’t agree. But answer this: - Do you know why your panel is structured the way it is? Is it based on strategy or convenience? Is it intentional or arbitrary? - Who says they're competent interviewers? Just because your Tech Talent Leader or someone from Y department vouched for them doesn't mean they are good and know how to evaluate talent. - Are you sure you are not confusing availability with competence? Is the person who's always free to jump on interviews also the best person to interview for the role and represent your company? - Is someone's shortlist/rejection ratio biasing your opinion? "Oh, he rejects so many candidate - his bar is really high!" That’s flawed logic. Also, just because someone passes too many candidates to the next round doesn't mean they're bad. Maybe the pool presented to them was strong, or the criteria given were so basic that most candidates passed. - What are they even evaluating for and How? Are they asking the same generic questions over and over? Are they aligned on what success looks like? Or are they winging it? Facts as is.. - Average panels can’t recognize extraordinary talent - they reject it - Egos on your panel will sabotage brilliance to protect their own insecurities - Bias is born in panels, not pipelines (error are made in pipelines) - Panels sends a signal outs - Good or Bad - Unprepared interviewers are worse than unaccepted offers - Most panels don’t represent your culture - A panel that can't inspire confidence in candidates will never attract top-tier talent, no matter how good your brand is - You can't fix your hiring funnel if the panel is broken at the core The way you build and manage your interview panel is a direct reflection of the maturity of your TA philosophy. If you're not intentional about who's in the room, you're straight up gambling.