Michael Hartmann

I am a passionate and focused leader who loves to build and has the ability to bring order and clarity to situations where there is ambiguity or chaos. I am a creative problem solver, and a bit of a geek. 

I believe:
- Being a leader means leading the “whole” person - mentoring young talent is something I get much satisfaction from
- The Pareto Principle (the 80/20 rule) - Progress is better than perfection...every time
- Occam’s Razor - the simplest solution to a problem is usually the best
- Consensus is important - but that doesn’t mean 100% agreement, it means we can all support a decision 100%

I get sh*t done by:
- Getting support and alignment across diverse stakeholders trying to achieve Big Hairy Audacious Goals (BHAG) through consensus building
- Balancing the healthy tension between strategic initiatives and tactical priorities
- Keep my eyes on the future rather than looking back
- Cutting through the noise and focusing on outcomes

Coming out of college with an engineering degree, then into management consulting and eventually into marketing / operations has exposed me to many types of companies and industries. 

If your organization needs some strategic guidance for your operations functions, let’s talk. I can help with advisory services, fractional leadership, or projects to optimize your processes and resources.

Co Host, Ops Cast podcast

Ops Cast is the podcast for Marketing Ops professionals from MO Pros. Tune in and register to be notified of new episodes at www.themopros.com/opscast.

Five years ago, we hit "record" on the first Ops Cast episode...and honestly, we weren't sure how long this thing would last.

This Thursday, we are hosting a short live stream to celebrate five years of Ops Cast - and more importantly, the people who made it possible.

I’ll be joined by Naomi Liu and Mike Rizzo for a 30–45 minute conversation at approximately 1:30pm PT / 4:30pm ET on Thursday, January 15 where we will:

✔️ Reflect on how Marketing Ops has evolved over the last five years
✔️ Share a few behind-the-scenes stories (some planned, some not 😅)
✔️ Talk about what we're seeing heading into 2026
✔️ Say a genuine thank you to the guests, listeners, and community who kept showing up

We almost missed the anniversary (it snuck up on us during the holidays), but we didn't want to let it pass without pausing and acknowledging how meaningful this journey has been.

If Ops Cast has ever helped you:
➡️ feel less alone in the work
➡️ see your role differently
➡️ or put words to things you were already sensing

we would love to have you join us.

🎉 Live stream details will be in the first comment.

And if you can’t make it live - no pressure. This is about connection, not attendance.

What is one thing that's changed the most in Marketing Ops since 2021, in your experience?

#OpsCast #MarketingOps #MOPros #Community #Leadership #RevOps #FiveYears #Grateful #2026

Marketing Ops Community

Business Operations Executive | Marketing/Revenue Ops Advisor and Leadership Coach | Podcaster

🎧 Is it too late for a #Wrapped post?

Probably.
 Did we make one anyway? Of course we did. 😄

This is not exactly an Ops Cast Wrapped.
 It’s more like a 5-year rewind ⏪ with some fun facts you might not know.

Over the last five years, Ops Cast has:
 ✨ Hit 63,000+ downloads
 📈 Had surprise breakout years and episodes
 🤯 Covered everything from "WTF is Marketing Ops?" to agentic AI
 🤝 Grown into a community of MOps & RevOps folks who care about how work actually gets done

We pulled together a few highlights from the past five years - the episodes, moments, and stats that tell the story.

Swipe through 👇

Then tell me 👇
 Which Ops Cast #episode do you still send to people when they ask, "Where should I start?"

#OpsCast #MarketingOps #RevOps #Podcast #B2BMarketing

Ops Cast Five Year Facts

New Ops Cast episode 🎙️

This week, I sat down with Josh McClanahan to talk about a problem I see all the time in RevOps and GTM teams:
We have lots of data...but very little of it actually changes executive decisions.

In this conversation, we dig into what the phrase "metrics that matter" really means when you’re talking to leadership - not dashboards for dashboards' sake.

A few takeaways from the episode 👇
 ✅ Why execs care less about volume metrics and more about how the business makes money
 ✅ How to think about LTV, CAC, and unit economics at different stages of company maturity
 ✅ The difference between reporting and decision-support
 ✅ Why RevOps leaders need to translate data into tradeoffs, not just insights

Josh brings a Biz Ops lens that is refreshingly practical and grounded in how companies actually operate.

I'm curious how others think about this 👇
 What is one metric you have seen consistently resonate with executives?

Link to the episode is in the first comment. 🎧

#OpsCast #RevOps #MarketingOperations #GTMOperations #BusinessOperations #B2B #Leadership

★ Human-Centered Operations Leader, Instructional Design, Instructor, Author, Speaker, Education and Lifelong Learning Advocate. Dedicated to Advancing Women in Leadership ★

Short summary:
My work involves creating and delivering educational experiences to help people grow their careers and businesses using the lessons I learned from building an agency from the ground up as employee #1. I also create plans, processes, and programs such as a knowledge management program, an award-winning comprehensive employee onboarding program, and an award-winning referral partner program that generated 45% of company revenue. I am currently creating courses for Maven, Teachable, and HubSpot Academy. I am also writing a book on RevOps to combine a love of research, writing, and lifelong learning.


More context:
I spent several years learning executive leadership skills in my operations career at Remotish, a RevOps agency serving B2B SaaS companies using HubSpot, which also aligned with my purpose of advancing women in leadership (Remotish is women-owned-and-led).

I have very diverse career experience, which helps me see the big picture, quickly thinking many steps and scenarios ahead, while being detail-oriented. Creative problem-solving and clarity are my superpowers – I can generate surprising ideas with an unconventional perspective, and clearly explain the steps to make those ideas into reality. 

Career Journey: 
1. Graphic designer / art director, mostly magazines, with an art & journalism degree 
2. Photography piqued my interest while directing photoshoots, which led back to school 
3. Career 2 was a photographer and entrepreneur  
4. My favorite part of running the business was marketing, inspiring a career change
5. MBA in digital marketing to help my career move further and faster
6. Starting at Chief Martech Officer (Remotish) in a client-facing role that led to the fast track to management
7. Discovering part of what I was doing my whole career was Operations 
8. Creating educational content to help others learn these operations & career lessons faster than I did (internal training programs, on-demand and live cohort courses, templates, workbooks, and more)


Resources for finding your superpowers and purpose: 
1. howtofascinate.com (My advantages: prestige, innovation, and passion) 
2. 16personalities.com has an eerily accurate personality test (INTJ Architect) 
3. startwithwhy.com first helped me find “what” I enjoy: creating, improving, or discovering/exploring

Jen Bergren, MBA

This week's newsletter of learning resources is ready for you! 📨

Featuring content from:
Team Lab Podcast
Rachel Squire
Kathleen Booth
Jacki Leahy 🪄
Rosalyn Santa Elena
Mike Rizzo
Amy McClain
Chris Willis, MBA
Tom McDowall
Al Dea
Jeff Ignacio
Steph Reck
Genevieve Michaels
Lora Kratchounova
Akande Davis
Melissa Moody
Jen Allen-Knuth and ☁️ Cliff Simon
and more!

Read and subscribe here: https://lnkd.in/gxUAUd_p

#operations #ops #learning #learninganddevelopment #revops #strategy #communication #leadership #insights #crossfunctional #generalist

Jen Bergren, MBA, M.Ed.

Open article: Weekly newsletter #157 by jenbergren.substack.com

I began watching #MOpsApalooza recordings, starting with: Taking Mops to the Moon: A C-Suite Perspective, with Terri Avnaim, Carla Fitzgerald, Amy Holtzman, and moderated by Grant Johnson. 

Linkedin limits character count, so I’ll choose just a few questions.

How should CMOs coach marketing ops pros who want to take on more strategic roles?

Terri said to expose yourself as much as possible to the other areas of marketing. And always be asking the why behind the projects you're working on so you get more of the business-centric context.

Carla said to focus on ‘what problem are we trying to solve today?’ so leadership sees you as someone who helps get to the goal. Marketing ops has a tendency to think all problems are solved by technology. But consider a number of different capabilities as solutions, and the way all the components fit together cross functionally.

Amy said to think beyond marketing. Earlier in a career, we think about the impact we have ON marketing. But marketing fits into the much bigger picture of business strategy. Think about who is benefiting from this project? Why is the company doing this and how does my part fit in?


What’s the right balance between speed and structure in operations?

Amy said it depends on what the project and the ask is. Underlying infrastructure that deeply impacts the business has to be incredibly well thought out, and integrated with the bigger picture, and those things take time. Other projects we just need to get out the door, perfect isn’t required, it won’t have a bigger impact, so speed is more important.

Carla said it depends on the maturity and size of the organization, Early stage companies rely on speed because they are trying to establish themselves in the market. The larger and more mature orgs can’t scale, are spinning wheels if they don't focus on structure.

Terri said it depends on if it needs to be repeatable. Marketing ops rarely works on a one-and-done project, almost everything is a repeatable process, where structure needs to come before speed.


What challenges have you faced when trying to align marketing ops across departments?

Carla said what’s harder is getting what they do elevated at a strategic level so people can appreciate and understand how valuable that work is and not take it for granted.

Terri said a common tension point is with finance. Finance thinks if you can make it work in a spreadsheet, why can’t marketing make it work in the real world? She’s spending time educating finance about the length of the sales cycle because they think she’s spending this money in March and getting the opportunities in March.

Amy said it depends where marketing ops sits. Sometimes there is a need to align with marketing. Sometimes there is a greater need to align with other ops teams. Collaboration & sharing DOCUMENTATION 🎉 become really important. Legal can be hard to align with, since our industry and tools move faster than legal may understand.

Thank you all! #MOPZA25

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