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What’s up everyone, today we have the pleasure of sitting down with Ashley Langford, Marketing Ops and Revenue Ops Leader.
Ashley is a 2-time Marketo Champion and at the time of recording she was in the early stages of a job hunt having recently been laid off from LastPass where she was Head of Marketing Technology.
Summary: Ashley has every credential the MOps job search advice says you’re supposed to have but she’s still getting auto-rejected within minutes and ghosted by companies she was genuinely excited about. In this episode, she breaks down what the MOps job search actually looks like in 2026 from the inside, including how she uses Claude to build an interview packet before every meeting, why she has a hard line against unpaid take-home projects, and how the director-level search carries friction points that most job search content ignores entirely.
In this Episode…
- Why a Layoff Changes How You Show Up in Job Interviews
- Where the MOps Job Search Actually Happens in 2026
- What Hiring Managers Actually Look For in a MOps Resume
- How to Use AI to Prepare for Every Job Interview
- How Senior MOps Practitioners Evaluate Remote and Hybrid Job Offers
- How to Translate MOps Work for Anyone in the Room
- How to Recognize When a Take-Home Project Is Free Consulting
- What Director-Level MOps Job Searches Actually Look Like in 2026
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About Ashley
Ashley Langford is a Director of Marketing Operations and 2-time Marketo Champion who has built and led MOps functions from scratch across B2B SaaS companies including LastPass, Integrate, HackerRank, GreenSky, and Waystar. Her work spans fintech, insurance, biotech, and HR technology, with deep expertise in Marketo, Salesforce, 6sense, and Looker. Adobe’s Marketo Champion program selects around 40 practitioners globally each year; Ashley has earned the designation twice, in 2020 and 2023, and is also a Marketo Revvie Award Finalist.
Why a Layoff Changes How You Show Up in Job Interviews
The shame of a layoff hits in a way that almost nobody includes in the public job search convos. It doesn’t stop you from applying, updating the resume, or showing up to the networking calls. It just tilts you. You overexplain the layoff in interviews. You hedge when confidence is what the moment requires. You walk in grateful to be considered instead of knowing you’re damn worth.
Ashley is a few months into a search that should, by any rational measure, be going better. She has 2 Marketo Champion designations, a decade of track record across multiple industries, and genuine community presence. Her time at LastPass ended in a layoff that was clearly business-driven following the company’s public turbulence. None of that insulated her from the quiet voice that sneaks up anyway.
“There’s still a quiet voice in your head that says that you’ve lost, that you weren’t good enough to keep. And that voice is sneaky because it doesn’t stop you from applying or networking or showing up. It just slightly changes how you show up.”
It took her a few conversations before she saw what was happening. “I was performing confidence instead of actually having it,” she says. For someone whose professional identity is built on expertise and results, that admission is uncomfortable. But putting some kinda label on it is where you start. You can’t correct what you haven’t acknowledged.
The market doesn’t help. Ashley has the credentials, the community ties, and the network. She’s done what the standard job search advice prescribes. She’s still getting auto-rejected within minutes and ghosted by companies she was genuinely excited about. She jokes that “I haven’t been ghosted this much since I was on Tinder like 12 years ago… At least then I knew why.”
Being well-credentialed matters inside the MOps community, where a Marketo Champion designation opens doors with people who know what it means. Outside that community, there are plenty of doors where it doesn’t register, especially today when more innovative platforms are taking center stage and eating pieces of a pie that used to be all legacy platforms. And the external recruiter pipeline, which used to generate steady inbound interest for practitioners at her level, has gone almost completely quiet. Not sure what a recruiter does these days… The drought is a real signal about what’s happening in this market. The job posting numbers don’t capture it.
Key takeaway: Figure out a way to name the performance gap before your search does it for you. After your next interview, write down 1 moment where you hedged, over-explained, or undersold your work. Identify the specific claim you avoided making. Draft the version with a number attached, and practice saying it without softening it until it sounds like your default. Shut that imposter syndrome down.
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Where the MOps Job Search Actually Happens in 2026
The job search advice is consistent about channels. LinkedIn, niche job boards, the hidden market through direct outreach and community presence, networking as a KPI. What’s harder to find is how it actually plays out for a practitioner with a specific profile in a specific market.
Ashley’s day starts on LinkedIn. New postings first, then the feed, because hiring managers sometimes announce open roles informally before they list them. From there: VC-backed job boards, which surface companies building fast. She’s tried the Ashby job board search technique that we cover in our job hunt survival guide, and found listings that hadn’t appeared anywhere else. Greenhouse, the ATS platform, now has a cross-company search function that most people haven’t found yet.
“Three or four or five years ago, my inbox was full of recruiters. Now it’s quiet. The pipeline has almost dried up completely, and I think that’s a real signal about what’s happening in this market that the job posting numbers just don’t quite capture.”
After all of it, actual responses are coming from LinkedIn. The hidden job market is real and worth working. But it’s also producing less than good ol’ visible LinkedIn. Anyone spending most of their search trying to unlock doors not listed on job boards while ignoring the platform still generating replies is optimizing against their own results.
On conversations as the primary KPI, Ashley’s take is more nuanced than the standard advice. She’s gotten jobs through her network before. The approach works. But it requires having the kind of network that actually moves for you: people who will pick up the phone and make a call, not just say they’ll keep an eye out. “The ratio depends on your network that you’ve actually built, not the one that you wish you have,” she says.
There’s a structural wrinkle for MOps practitioners specifically. MOps people tend to be industry-agnostic, which is part of what makes the role valuable. Ashley has worked in fintech, insurance, biotech, and HR tech. That breadth is an asset in the market. It’s also why her first-degree connections aren’t concentrated in any one industry or company cluster. The broader the career path, the more spread out the network, and the harder it is to find someone who happens to know someone at the specific company hiring right now.
Key takeaway: For 2 weeks, track which channel produces each actual response, not each application sent. If LinkedIn is generating replies and Ashby isn’t, redistribute your time accordingly. Add the Greenhouse cross-company search to your daily routine and check it alongside LinkedIn. Both tools are free and most people haven’t found the second 1.
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What Hiring Managers Actually Look For in a MOps Resume
Most job seekers are guessing at what the other side of the table actually looks for. The tactical advice is everywhere: tailor your resume, use keywords from the JD, follow up with the recruiter. What’s far less available is the hiring manager’s actual perspective from someone who’s done both in the same search.
Ashley has built MOps teams. She’s reviewed application stacks. She knows exactly what she skims past and what makes her stop. Now she’s running that same lens on her own materials, which is a sharper feedback loop than most candidates ever get.
The difference she draws between entry-level and senior is specific. For an entry-level MOps role, Marketo experience is nearly beside the point; it can be taught. What she can’t teach, what she’s actually screening for in an interview, is curiosity: whether a candidate can see a data discrepancy, dig into why it exists, and find it interesting enough to pursue.
“For a senior level person, I wanna see the numbers. I wanna see the data, not just manage an email program or own the tech stack. I wanna see what happened because of you. What did you improve, and by how much? Over what timeframe?”
Knowing that standard, Ashley runs it against her own resume without giving herself an out. Every result is attached to a number. She highlights those numbers visually so they’re easy to catch in a skim. She doesn’t let herself off the hook with vague language, because she knows how she skims when she’s reviewing: fast, looking for something concrete to stop on.
On tailoring: she doesn’t. Spending 30 to 40 minutes customizing per application, at the volume a competitive search requires, is a poor investment. If the company can’t even send an automatic rejection, the return on that time investment looks worse. Her resume is results-focused and numerically anchored. It doesn’t need a rewrite for every posting.
Cover letters are their own story. She thinks they’re a dead format, backed up by her experience on the hiring side. Even before AI, she had a template and swapped the company name. Now that every application produces the same GPT-polished letter, the signal value is 0. Some ATS systems don’t even accept them.
There’s a counterargument worth knowing: some hiring managers still read them, and they’re specifically looking for the candidate who writes something that doesn’t look like every other submission. Writing a cover letter that’s clearly not AI-generated, and leading with that directly in the first line, is a real differentiation play right now. Worth testing if you have the time.
The broader advantage Ashley has is that knowing how the other side operates changes how you present yourself. Most candidates learn what works through trial and error across dozens of applications. She started with the mental model already loaded.
Key takeaway: Audit your resume against the standard a senior MOps hiring manager applies: every bullet should answer “what happened because of me, and by how much.” Take your 3 most important bullets and attach a number to each, even if it requires estimating. Then add visual highlighting to those numbers so a skimming reader stops on them before they stop on anything else.
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How to Use AI to Prepare for Every Job Interview
Most of the conversation about AI in the job search focuses on the application side: resume optimization, cover letter generation, keyword matching. The more interesting use is earlier in the pipeline, on the preparation side, before the candidate walks into the conversation.
Ashley’s approach is specific and repeatable. Before every interview, she builds what she calls an interview packet in Claude. She feeds it the job description, the LinkedIn profile of whoever she’s meeting, and any context from prior conversations in the process. The output is a structured breakdown: the person’s background, what they’ve posted and commented on publicly, their career arc, suggested questions for the interview, and things to probe about the role itself.
“Before every interview, I build what I call an interview packet. I put in the job description, and then I put in the LinkedIn profile of who I’m meeting with. It gives me a breakdown of their background, their career, what they’re interested in based on their posts, and specific questions I should ask them.”
The caveat is standard but worth stating: always verify. AI will occasionally fabricate a post, a quote, or a career detail that sounds plausible. She’s caught it mid-packet. The packet is a research scaffold, not a source of record.
The story that lands differently is what she did for her daughter. At 16, her daughter wanted to work at Chick-fil-A, which apparently runs notably hard interviews. Her daughter had no interest in her mother’s job advice. So Ashley gave her an iPad with ChatGPT set up and let it run a mock interview in the voice of a Chick-fil-A manager. Her daughter ran through it several times, went in prepared, and got the job. A year later she wanted to work at Starbucks, ran the same process, and got that one too.
The mechanics translate directly. A voice-based mock interview with a system prompt mimicking your interviewer gives you practice talking out loud, handling unexpected questions, and building the kind of confidence that comes from repetition. Lower stakes than the real thing. You can run it as many times as you need.
The next experiment Ashley wants to run: recording an actual interview and feeding it to Claude for a critique, to find out whether she overexplained, where she hedged, and where she performed instead of just talked. The feedback loop on real interview performance is something most people don’t have. You walk out thinking you did well or badly, with no structured way to find out what actually happened.
Key takeaway: Before your next interview, build an interview packet in Claude or ChatGPT. Paste the job description, the LinkedIn profile of your interviewer, and any context from prior calls. Ask for a background summary, key topics from their recent posts, and 5 questions you should ask. Then run a 15-minute mock interview with the same tool and ask it to push back on your weakest answers before you walk in.
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How Senior MOps Practitioners Evaluate Remote and Hybrid Job Offers
The conventional advice to job seekers right now is to expand the search beyond remote-only. More applicants, fewer people competing for hybrid and local roles, better odds. The advice is tactically sound in aggregate. Aggregates miss the cases where the calculus is genuinely different.
Ashley has been remote since 2019. More to the point, her father worked remotely when she was growing up, in the ’80s, ’90s, and early 2000s, before anyone had a name for it. She grew up watching what genuine work autonomy looks like from the inside: how it affects concentration, time, and the quality of a day. Her husband is a CPA at a California-based firm, working remotely from Georgia for 4 years. Tax season for a CPA is brutal regardless. Without the commute, it’s manageable. When Ashley commuted into Atlanta herself, she was losing 3 hours a day to traffic, time that doesn’t come back.
“When you open a role to remote, you’re not just getting more applicants, you’re getting talent from places that nobody thinks to look. Some small town somewhere has an incredibly skilled MOps person who would never relocate but would actually really crush that job.”
She’s looked at some hybrid roles, closer ones that aren’t Atlanta. What she’s found is that “hybrid” doesn’t mean the same thing twice. 1 role she evaluated said hybrid, and the in-office requirement was every weekday except 1 Friday per month. That’s a full in-office role with 1 day off. The label is being used loosely, and candidates need to interrogate what it actually means before factoring it into a decision. Her threshold for a hybrid role: the salary has to be meaningfully higher, and the schedule has to be genuinely flexible. She’ll fly to an offsite. She won’t drive to the office every day.
When to Trust Your Gut in an Interview
The parallel question in this part of the search is whether to take something that isn’t quite right to end the bleeding. Ashley has been in interview processes where the energy felt off, the conversation felt scripted, 2 people reading lines at each other. In the past, she’d talk herself into the role anyway. The comp looked right. The job description was solid. Don’t be difficult. And then 6 months in, she’d remember exactly why something felt wrong.
“If the chemistry isn’t there in the interview when someone is on their best behavior, it’s definitely not gonna be there on a random Tuesday when things are getting hard.”
What she’s looking for now is harder to put on a checklist. It’s when a call hits 20 minutes and it feels like she’s known the person forever. Thoughts finishing each other. No performance on either side. She’s not willing to compromise on that feeling this time, because experience has shown her that the interview is the best version of the relationship she’s going to get.
Key takeaway: Before your next round of interviews, write down your actual non-negotiables: the things that have cost you something in past roles, not the ones from your LinkedIn bio. Remote arrangement, interview chemistry, realistic scope. When a role hits most of them but misses 1, decide before the offer comes whether that 1 is a deal-breaker. The time to decide is before you’re in the conversation, not during it.
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How to Translate MOps Work for Anyone in the Room
The technical communication problem in MOps is consistent and predictable. The work is genuinely complex. The systems, the integrations, the logic behind what makes them run, require fluency to understand. Most of the people making hiring decisions don’t have that fluency. The result is a gap that practitioners routinely make worse by trying to fill it with more technical detail.
Ashley’s frame is translation, and she’s specific about what she means. Translation and simplification are different. You’re not stripping the complexity away. You’re finding the version of the same thing that means something to the person you’re talking to.
The clearest example from her own work: she rearchitected a Marketo and Salesforce sync that went from taking days to run to taking minutes. In a technical conversation, that’s a story about sync backlogs, API rate limits, and field mapping logic. In an exec meeting, she said something different.
“I say, ‘We reduced lead response time from same day to near real time, which directly improves conversion and protects pipeline.’ Same work, completely different story.”
With sales leadership, the same work becomes: “Leads are getting to your reps faster and cleaner, so you’re not working stale records anymore.” 3 versions of the same outcome. The underlying work didn’t change. What changed is what she made it mean for the person sitting across from her.
Her term for it is being bilingual: technical fluency for people who live in the platform, business fluency for everyone else, and the awareness of which language you’re actually speaking at any given moment. The goal is never to prove how complex the work is. The goal is to make sure the work’s value is understood.
Building the Credential Pitch That Lands Outside the Community
The same logic applies to how Ashley opens conversations about her credentials. She used to lead with Marketo Champion. That title means something inside the MOps community, where people know the program and understand its selectivity. Outside that community, it often lands as “some Marketo thing,” and the conversation moves on.
She flipped it. Now she leads with outcome rather than credential, describing the work in terms of what it produces for the business. Then she layers in the credential with context: she’s a 2-time Marketo Champion, a program where Adobe selects around 40 practitioners globally each year. With the context, the credential means something. On its own, it’s inside language most interviewers can’t evaluate.
“I don’t open with Marketo Champion anymore, I open with outcome. Something like, ‘I build and scale go-to-market systems that improve pipeline efficiency, conversion, and visibility for leadership.’ That lands with anyone, regardless of whether they know what Marketo is.”
Early in the search, she could see people’s eyes glass over when she led with lifecycle models and system architecture. The inside language was accurate. It just had no traction with the person sitting across from her. Revenue problems, she’s found, translate everywhere.
Key takeaway: Take your 3 most important MOps accomplishments and write 2 versions of each: 1 for a technical peer, 1 for a business leader or recruiter with no MOps context. The business version should name the pipeline or revenue outcome, not the platform or process. Practice switching between them in the first 2 minutes of an interview based on what the other person actually knows.
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How to Recognize When a Take-Home Project Is Free Consulting
The portfolio debate in MOps surfaces in a few familiar forms. Some practitioners argue the work is confidential, full stop. Others suggest that documenting outcomes, before-and-after comparisons without naming systems or data, is possible and worth doing. Ashley’s position is simpler: she doesn’t have a portfolio, and she has a hard line against unpaid take-home work.
Early in her career, she completed 1 take-home project. Spent hours on it. Built a full strategy presentation. Gave the company real thinking and real ideas. They ghosted her. Since then, she’s talked to other senior directors who went through the same thing: multiple hours of work, real intellectual property, handed over in good faith, followed by silence. And then wondering whether any of those ideas ended up in someone else’s deck.
“If you wanna know how I think, talk to me, ask me hard questions, give me a real problem to work through in a room. But I’m not gonna build out your next year of strategy on the hope that you turn it into an offer, because that’s not an audition, that’s free consulting.”
The alternative she’s describing isn’t the absence of proof. The conversation is the proof. The way she breaks down a complex technical problem. The questions she asks before answering. The business translation of a system architecture decision. That’s the work, and it’s observable in a well-run interview without asking the candidate to build anything.
On the portfolio question specifically: she doesn’t have 1, but the case for documenting past work, not full system specs, just outcomes with numbers, still holds. A slide showing a Marketo-to-Salesforce sync reducing lead response time from a full day to near real time doesn’t expose proprietary systems. It tells the story that matters to the people making hiring decisions. The distinction is between documenting what happened and doing new work on spec.
A colleague of hers learned this the hard way. Laid off, found a role she was excited about, invested hours building a demand gen strategy and research presentation for the take-home. Never heard back. The irony of the MOps job market right now is that the candidates with the most to show often have the least patience for being asked to show it for free, because they know better than anyone what the work is worth.
Key takeaway: Draw the line before the next take-home request arrives. Decide now what you’ll accept: a paid trial, a live problem-solving session, a presentation of documented past work with real numbers. When a company asks for an unpaid project, respond with your alternative and see how they handle it. How they respond to that boundary tells you something important about how they’ll operate once you’re in.
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What Director-Level MOps Job Searches Actually Look Like in 2026
The Job Description Stops Reflecting the Job
Most job search content is calibrated for people earlier in their careers. The tactics, the framing, the implied audience. The senior-level search has a different problem set, and some of the conventional wisdom works against you when you’re at the director level.
Ashley has spent enough time in MOps to have built functions, managed teams, and reported to C-suites. She’s also a strategist, a system architect, a project manager, and a therapist, all on the same Tuesday. That’s standard for the role. What she wasn’t prepared for is how job descriptions at senior levels stop reflecting the reality of the job.
At the director level, JDs get ambitious in a specific way. Build strategy, run the platforms, manage the team, report to leadership, and then somehow do all the execution work as well. “That’s not 1 job,” she says. “That’s 3.” And the comp range usually tells the rest of the story before anyone says a number out loud. They want a unicorn. They’ve budgeted for a pony.
“You spent 15-plus years building expertise and now that expertise is being used against you.”
The overqualification dynamic shows up quietly. You can sense when the comp range isn’t going to work before anyone confirms it. There’s a specific tension when it surfaces: you’ve spent more than a decade building the depth that makes the role valuable, and now that depth is the thing pricing you out of conversations.
The other friction is cross-functional trust, which is what actually makes MOps function at the senior level. In every role Ashley has built, she’s developed real working relationships with legal, IT, HR, sales, and finance. That cross-functional credibility is the infrastructure behind everything the function produces. It doesn’t fit on a resume and it’s nearly impossible to demonstrate to a stranger in 45 minutes.
The Middle-Tier Network You’ve Been Neglecting
Ashley’s inner circle has shown up. The person who matters most to her is a RevOps leader she worked with years ago, well before either of them was in their current chapter. She remembers when this colleague’s twin boys were in elementary school, sneaking into the office to play hide and seek under desks. Those boys are going to be sophomores in college. The colleague officiated Ashley’s wedding. When the layoff happened, this was the person who would actually make a call, not just say she was rooting for her.
“I invest deeply in certain people, and those are the people that would do anything for me, and I would do the same for them. These are the relationships that actually show up when things get hard.”
The middle tier is the honest gap. The inner circle is intact. Cold outreach is a different strategy entirely. But the people she genuinely likes and respects, the ones she’s let drift over years of being heads-down in different roles, those relationships have gotten less than they deserve. “Those relationships deserve more than an occasional like on a LinkedIn post,” she says.
The advice about investing in relationships before you need them is accurate. The harder part is building deliberate practice around the middle tier: the 50 to 100 people who are warm but not close, who might hear something or know someone, but who’ve had no reason to think of you lately. That’s where the work is, and it’s work most people only start when the search has already begun.
Key takeaway: Pull up your LinkedIn connections and identify 10 people in your middle tier: people you genuinely like and respect, have worked with at some point, and haven’t contacted in over a year. Send 3 of them a message this week with no ask attached, just something specific you noticed about their work or a question you actually want answered. Do it before you need anything from them.
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What Senior Practitioners Learn About Themselves During a Job Search Pause
The job search has a way of forcing questions you’ve been putting off. For most career-driven people, the move from 1 role to the next happens fast enough that the real question, “What do I actually want?”, never gets asked. There’s always another opportunity, another reason to keep moving before the pause becomes uncomfortable.
Ashley’s pause hasn’t been comfortable. But it’s been clarifying in ways she didn’t expect.
What fills her up is simple when she says it out loud. Travel with her husband and daughter, experiences that feel intentional rather than convenient. Her 2 corgis, Cheddar and Mac and Cheese, and 2 cats, Jeff and Lester. A potential Saint Bernard puppy named Olive, being evaluated this weekend. Her daughter leaves for college in August; Olive may be replacing her in the household lineup.
“I spent years going from one job straight into the next without ever stopping to ask ‘What do I really want?’ I just kept moving because that’s what you do. And now I’ve had to force this pause.”
The forced pause has produced things she wasn’t looking for. Walks in the middle of the day. Her 15th full watch of Buffy the Vampire Slayer. She started tearing apart her bathroom with power tools she just bought, adding molding, color-drenching the walls. “I feel like myself more than I have in a long time,” she says.
What she’s arrived at is simpler than a system: paying attention to what feels like her and protecting it as a baseline standard, not just on vacation. The things that restore her aren’t rewards for surviving the job; they’re the standard she’s trying to protect.
For senior practitioners who’ve been heads-down for 15-plus years, a forced pause tends to surface a list of things deferred because work filled the space: afternoon walks, unfinished shows, home projects. Working through that list clarifies whether those things actually matter or whether you were just telling yourself they did while the work kept filling the hours.
Key takeaway: Write down 3 things you’ve been putting off because work fills the space. Schedule 1 of them for this week, during work hours if possible. Notice how it feels. The goal isn’t to be productive; it’s to find out whether you actually want it or whether you were just using it as a placeholder for what you’d do if you had more time.
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Episode Recap
Ashley argues the MOps job search in 2026 is brutal in ways that credentials alone can’t protect against, and the practitioners navigating it best are the ones who’ve been honest with themselves about what’s actually happening. She’s 4 months in, well-credentialed, community-connected, and hitting the same walls as everyone else: auto-rejections, ghosted applications, and an external recruiter pipeline that’s gone nearly silent.
Ashley’s approach is results-anchored at every level: every resume bullet has a number, every technical accomplishment has a business translation, and every interview has a Claude-built packet assembled the night before. She’s not mass-applying AI cover letters or trying to game ATS keyword filters. She’s using AI where it actually changes outcomes, in preparation, not in volume. That’s a meaningful distinction in a market where AI-assisted applications have become indistinguishable from each other.
At the director level, job descriptions stop reflecting the actual job. The comp range shows you what was actually budgeted before you even say a number. The overqualification dynamic is real and quiet, felt before it’s ever stated. And the thing that makes MOps work at senior levels, cross-functional trust built over years with legal, IT, finance, and sales, is almost impossible to demonstrate in 45 minutes to a stranger who doesn’t yet know what they’re looking for.
She has an inner circle that shows up, a RevOps colleague who’s been in her life since the days when her kids played hide and seek under office desks and who officiated her wedding. She also has a middle tier she’s let drift. The advice about investing in relationships before you need them is accurate. Living it is a different thing, and she’s the first to say she hasn’t been doing it consistently enough.
For practitioners who’ve spent 15-plus years moving from 1 role to the next without stopping to ask what they actually want, a forced pause has a way of answering that question whether you asked it or not.
You can follow Ashley Langford on LinkedIn at linkedin.com/in/ashleymlangford.
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