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165: Ashley Faus: Building content that matches actual human thinking by integrating lifecycle, content and product marketing

165: Ashley Faus: Building content that matches actual human thinking by integrating lifecycle, content and product marketing

Published 1 year, 4 months ago
Description

What’s up everyone, today we have the pleasure of sitting down with Ashley Faus, Head of Lifecycle Marketing at Atlassian.

Summary: Marketing frameworks often fail because they ignore how humans actually behave. People don't follow neat, linear paths; they explore, double back, and leap ahead based on genuine interests. Drawing from her diverse experience across corporate communications and lifecycle leadership, Ashley exposes how artificial walls between marketing functions create dysfunction while offering a solution: an integrated ecosystem where audience insights, compelling content, and strategic distribution flow continuously between teams. Her approach identifies truly predictive behaviors and measures success through bold experiments rather than smaller tweaks. By respecting how people naturally learn and make decisions, Ashley's content structure creates pathways that connect conceptual, strategic, and tactical pieces, making your content genuinely valuable to visitors and dramatically more effective at converting those ready to purchase.

About Ashley

  • Ashely started her career with generalist marketing roles at a bunch of different small companies before settling into a role in the commercial aviation industry
  • She took on a generalist Marketing role at a training firm where she got a taste of marketing operations including a Marketo integration and lots of email campaigns
  • She later had 2 content strategy and product marketing roles at network security companies
  • Today Ashley is Head of Lifecycle Marketing, Portfolio at Atlassian where she’s been for over 7 years
  • She’s been interviewed on more than 50 podcasts, her writing has been published on TIME, Forbes, MarketingProfs, she’s a well traveled speaker and she has an upcoming book coming out in May called ‘Human-Centered Marketing: How to Connect with Audiences in the Age of AI’


Why You Should Look for a New Job Every 18 Months

Ashley has spent over seven years at Atlassian, navigating through four distinct roles while the company itself transformed dramatically around her. This longevity stands out in an industry where most professionals change employers every 2-3 years. Through corporate communications, integrated media, product marketing, and now lifecycle marketing, she's crafted multiple careers without changing her email address.

> "I look for a new job every 18 months, so that I am prepared to make a move and solve for any gaps at that roughly two to two and a half year mark."

"I look for a new job every 18 months," Ashley explains, "so that I am prepared to make a move and solve for any gaps at that roughly two to two and a half year mark." This calculated strategy creates perpetual career momentum. You begin exploring opportunities six months before the typical stagnation point, positioning yourself to evolve professionally right when most people start feeling restless. The genius lies in the timing: plan your next move while you still love your current role, not after burnout or boredom sets in.

The company Ashley joined barely resembles today's Atlassian. "We actually have grown like five or six times, both from an employee standpoint and from a revenue standpoint as well," she notes. This parallel evolution of both person and organization created a unique synergy, allowing her to ride waves of company growth while pursuing her own skill development.

Her initial role came with an unexpected twist. Despite being hired for corporate communications, PR represented one of her weaker skill areas. During interviews, the hiring manager focused more on her versatility across content strategy, email marketing, and social media. Genuine curiosity opened doors that formal applications never could. "Because I was nosy and stuck my nose in other people's business," she admits candidly, "they were like, 'should you com

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