Setting Up Project Management Workflows

2024: Creative is the new targeting. 2025: Creative is STILL the targeting. The rules of the game haven’t changed—creative remains the driving force behind high-performing ads. My 6-step creative process continues to deliver results. Want to steal it? Here’s how it works: Step 1: Research The foundation of every great ad is research. - Analyze historical performance data. - Study your competitors. - Gather customer feedback and reviews. - Organize insights around your customers' pain points to create messaging that resonates. Step 2: Brief A great creative starts with a great brief. - Include ad copy, visual examples, aspect ratios, and audience targeting details. - Make it prescriptive—clear briefs lead to better execution. - Prioritize tasks based on performance metrics and deadlines. Step 3: Production & Editing Your designers bring the vision to life, producing the creative and making necessary post-production edits. Step 4: Quality Assurance (QA) Before launch, ensure every creative aligns with your brand and messaging. Make final tweaks to avoid mistakes later. Step 5: Launch Content Deploy your ad creative on the chosen platform(s). - Monitor performance metrics closely. - Use consistent naming conventions to simplify analysis. Step 6: Analyze Performance Measure success against your KPIs: - Spend amount, purchase amount, and cost per purchase. - Creative-specific KPIs like video hooks, average play time, and click-through rates. Compare results to benchmarks, extract insights, and return to Step 1 to refine and optimize continuously. Creative is—and always will be—the key to scaling your ads. Let this process guide you to consistent wins in 2025 and beyond. — If you’re looking for help in ad creative development to maximize performance, please DM me.

My Head of Fulfillment Luca Wetzel told me not to share this publicly. But this is the fulfillment playbook we’ve used for over 110+ Personal Brands at notus: For us, fulfillment starts when the client signs the contract. We then: • send an onboarding survey • schedule a kickoff meeting The onboarding survey already gives us an understanding of the client's situation. This allows us to clarify what gaps need to be filled. __ Fulfillment Phase 1: Personal Brand Sprint (4-6 weeks) Step 1: Kick Off We host a 1-hour call to: • align on goals • introduce the content strategist • run through the setup process • pre-block time in their calendar From the client's POV: • They filled out a questionnaire • Jumped on a 1-hour call → Now they have the first 4 weeks of the project already planned & scheduled. __ Step 2: Deep Dive Interview We conduct a 2-hour podcast where we talk about: • Their backstory • Their business case • Industry trends • Personal interests → Now we have all the input we need to get to work. __ Step 3: Setup Deliverables These are the 3 main strategic assets we create: 1. Media Strategy An overview of the (organic) marketing motion: • ICP analysis • Competitive landscape • Offer stack • Funnel visualization • Tone of voice • Etc. 2. Content Archetype The communication lenses that guide all content efforts and define: • What they talk about • Why they talk about it • How they talk about it It's our editorial compass. 3. Profile Revamp Here we turn their LinkedIn profile into a B2B landing page. Among optimizing core elements like: • Profile picture • Banner • Slogan We also make it easy for leads to access the next step in the clients funnel through their featured section. __ Step 4: First Content Call The goal: 4 weeks of content pre-planned before we go live. We go into the call with 4-8 content ideas drafted. By asking targeted questions, we get the input we need to turn content ideas into content pieces. __ Step 5: Client Review & Feedback Both the client and us have set blockers to give and implement feedback. After implementation, we have a finalization meeting. Now, we're ready to go live. ____ Fulfillment Phase 2: Content Engine (Ongoing) From here, we transition into our flagship content engine process. The goal is to maintain a bi-weekly content call cadence to ensure we always have fresh content input. The client only has to check the notion portal for around 1h per week to review and approve posts. The result: high-performing LinkedIn content: • with 1 strategic goal • in the client's tone of voice • churned out like clock-work Smooth like butter - just how we like it. ____ We’ve been refining this process for 3+ years - and we’re not done. This is an ever-improving motion that will be upgraded for years to come. I’ll update you here once we have a new process to share. Until then, feel free to use this as a blueprint for your own content operations Happy execution :)

Interview Conversation Role: RTE Topic: Leveraging Jira Align 👨💼 Interviewer: "As an RTE, how do you use Jira Align to manage dependencies across teams in an Agile Release Train?" 🧑 Candidate: "Jira Align helps track tasks and dependencies between teams." 👨💼 Interviewer: "Imagine Team A is blocked because Team B’s feature isn’t ready, and this delay could impact the PI objectives. How would you use Jira Align to resolve and track such dependencies?" 🧑 Candidate: "I’d ask the teams to resolve it in their sync-up meetings." What a skilled RTE should have answered: ---------------------------------------------- 💡 Jira Align is a powerful tool for visualizing and proactively managing dependencies across teams and ARTs. Here’s how I’d approach the situation: ✍ 1. Proactive Identification: During PI Planning, I’d ensure teams clearly log dependencies in Jira Align’s Dependency Map. This allows us to identify blockers early and assess their impact on delivery timelines. ✍ 2. Continuous Tracking: I’d regularly review the Program Board in Jira Align to monitor the progress of dependencies. For example, if Team A relies on Team B’s feature, Jira Align enables both teams to align their schedules and track progress through automated updates. ✍ 3. Issue Resolution: In case of a delay, I’d leverage Jira Align to trigger an escalation. The tool’s centralized data makes it easy to identify priority dependencies, communicate risks to stakeholders, and propose adjustments to mitigate the impact on PI objectives. ✍ Example in Action: In a previous ART, a critical dependency delay between two teams risked derailing a feature release. By using Jira Align’s Portfolio Room, we aligned stakeholders, reprioritized deliverables, and reallocated capacity to keep the train on track. ✍ Impact: Jira Align ensures transparency, alignment, and faster conflict resolution, ultimately enabling ARTs to deliver value predictably. ✨ Key Takeaway: Managing dependencies is about more than meetings—it's about leveraging tools like Jira Align to proactively track, manage, and resolve risks. Transparency is the backbone of seamless execution. Join community for deeper insights: Link in the comment below #SAFe #ReleaseTrainEngineer #JiraAlign #AgileTransformation #DependencyManagement

𝗛𝗼𝘄 𝘁𝗼 𝗕𝗿𝗲𝗮𝗸 𝗗𝗼𝘄𝗻 𝗦𝗶𝗹𝗼𝘀 𝗶𝗻 𝗠𝗲𝗱𝗧𝗲𝗰𝗵 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁: (𝗖𝗿𝗲𝗮𝘁𝗶𝗻𝗴 𝗰𝗿𝗼𝘀𝘀-𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗵𝗮𝗿𝗺𝗼𝗻𝘆 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝘁𝗵𝗲 𝗵𝗲𝗮𝗱𝗮𝗰𝗵𝗲𝘀) Ever notice how Quality, R&D, Regulatory and Marketing teams seem to speak completely different languages? This disconnect isn't just frustrating, it's costing your medical device company time, money, and potentially regulatory approval In my personal experience, I've seen how departmental friction can derail even the most promising innovations 𝗧𝗵𝗲 𝗥𝗲𝗮𝗹 𝗖𝗼𝘀𝘁 𝗼𝗳 𝗦𝗶𝗹𝗼𝘀 👉 Delayed submissions and market entry 👉 Regulatory surprises late in development 👉 Documentation rework and compliance gaps 👉 Increased development costs 👉 Team frustration and burnout Here's how to create seamless collaboration across your MedTech organization: 𝗦𝘁𝗲𝗽 𝟭: 𝗘𝘀𝘁𝗮𝗯𝗹𝗶𝘀𝗵 𝗖𝗿𝗼𝘀𝘀-𝗙𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 Create a development council with representatives from Quality, Regulatory, R&D, Manufacturing, Marketing and Clinical. Meet bi-weekly with a structured agenda (top tip keep the minutes to use towards management reviews). 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: A Class II device manufacturer implemented this model and reduced their development timeline by 30%, if not more, by identifying regulatory concerns during concept phase rather than pre-submission. 𝗦𝘁𝗲𝗽 𝟮: 𝗜𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁 𝗦𝘁𝗮𝗴𝗲-𝗚𝗮𝘁𝗲 𝗥𝗲𝘃𝗶𝗲𝘄𝘀 𝘄𝗶𝘁𝗵 𝗔𝗹𝗹 𝗦𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿𝘀 Don't move to the next development phase without formal sign-off from every department. This prevents costly backtracking 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: During a stage-gate review (Design Review), a clinical specialist identified that the intended claims presented by the regulatory team would require further clinical data. By catching this early, the company adjusted their development plan rather than facing a surprise 6-month+ delay come submission time 𝗦𝘁𝗲𝗽 𝟯: 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮 𝗦𝗵𝗮𝗿𝗲𝗱 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝗟𝗮𝗻𝗴𝘂𝗮𝗴𝗲 Develop a glossary of terms that bridges departmental jargon. This prevents miscommunication that leads to rework. 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: One client I worked with created a “MedTech Translation Guide” with input from each department. Not only did it reduce confusion, but it also built mutual respect engineers finally understood what the regulatory team meant by “intended use” and marketers stopped using terms that could trigger a knock on the door by Competent Authorities 𝗧𝗵𝗲 𝗕𝗼𝘁𝘁𝗼𝗺 𝗟𝗶𝗻𝗲? When this is done right, it accelerates development, strengthens compliance, and builds a more engaged team ✅ Faster to market ✅ Fewer compliance surprises ✅ Less internal friction If you're building your next-gen device and struggling with internal disconnects, it’s time to rethink how your teams work 𝘵𝘰𝘨𝘦𝘵𝘩𝘦𝘳 💬 I'd love to hear: How does your team keep cross-functional collaboration on track? #MedTech  #MedicalDevice #ProductDevelopment

#ThrivingToGetWorkDone Post 6 of 9: Fostering Collaboration and Teamwork: Breaking Down Silos Fostering collaboration and teamwork is essential in a complex environment like a hospital, where departments must work together seamlessly to provide the best patient care. Here are two short use cases on how to activate this skill in routine work within the hospital industry: Use Case 1: Collaborating Across Departments for a Multidisciplinary Care Plan You’re involved in creating a multidisciplinary care plan for patients with chronic illnesses. This requires input from various departments, including Cardiology, Nutrition, and Physical Therapy. To foster collaboration, you suggest, “Let’s schedule regular multidisciplinary team meetings where each department can share their insights and updates on patient progress. We’ll use these sessions to ensure that our care plans are fully integrated and that we’re all working towards the same patient outcomes.” By bringing everyone together, you break down silos and ensure that each department’s expertise is utilized, leading to better patient care. Use Case 2: Enhancing Collaboration in a Quality Improvement Project In another scenario, you’re working on a quality improvement project aimed at reducing hospital readmission rates. You notice that different departments, such as Discharge Planning, Pharmacy, and Home Health, are working in isolation. You propose a more collaborative approach: “Let’s form a cross-departmental task force to tackle this issue. We’ll meet bi-weekly to share data, discuss challenges, and develop integrated strategies to reduce readmissions. By working together, we can identify gaps in our processes and ensure a smoother transition for patients after discharge.” This approach not only fosters teamwork but also leads to more comprehensive solutions. #My2Cents: Collaboration is the cornerstone of success in any complex organization. By fostering teamwork and breaking down silos, we can leverage the full spectrum of our collective expertise, leading to better outcomes for our patients and our hospital. These posts aim to invoke a better overall environment by sharing practical ways to enhance workplace collaboration and productivity. What strategies have you used to foster collaboration in your workplace? Share your experiences in the comments! #Leadership #Teamwork #WorkplaceCulture #Collaboration #HealthcareLeadership #ThrivingAtWork #HospitalAdministration #PatientCare

Over the years, I've discovered the truth: Game-changing products won't succeed unless they have a unified vision across sales, marketing, and product teams. When these key functions pull in different directions, it's a death knell for go-to-market execution. Without alignment on positioning and buyer messaging, we fail to communicate value and create disjointed experiences. So, how do I foster collaboration across these functions? 1) Set shared goals and incentivize unity towards that North Star metric, be it revenue, activations, or retention. 2) Encourage team members to work closely together, building empathy rather than skepticism of other groups' intentions and contributions. 3) Regularly conduct cross-functional roadmapping sessions to cascade priorities across departments and highlight dependencies. 4) Create an environment where teams can constructively debate assumptions and strategies without politics or blame. 5) Provide clarity for sales on target personas and value propositions to equip them for deal conversations. 6) Involve all functions early in establishing positioning and messaging frameworks. Co-create when possible. By rallying together around customers’ needs, we block and tackle as one team towards product-market fit. The magic truly happens when teams unite towards a shared mission to delight users!

Most of us project managers think AI adoption starts with buying new tools. Mistake. It starts with delivery workflows. That's the real differentiator. Microsoft, Meta, Nvidia. All reinforcing the same message: AI's future isn't just chatbots. It's AI agents supporting execution, coordination, reporting, and operational delivery. This changes everything for PMs. Our role is evolving. The PMs who will stand out? They'll redesign workflow. Improve delivery. Lead AI-enabled teams. Here's where to focus: ↳ Identify repetitive project work. Status reports. Meeting summaries. RAID updates. All that admin time. ↳ Map the workflow BEFORE AI. Inputs. Approvals. Handover. Outputs. AI struggles in chaos. Strong processes are key. ↳ Find delivery bottlenecks. Where are teams waiting? Communication breaking down? PMs wasting time? Those are your biggest AI opportunities. ↳ Focus on augmentation, not replacement. Smart PMs use AI to boost visibility, cut manual work, speed decisions, and align stakeholders. Not replace leadership. Project management is shifting. Less task tracking, more operational leadership. AI success isn't about advanced models. It's clear workflows. Strong governance. Smart change management. Adaptable project leaders. As PMs, we need to prepare for AI governance, AI-enabled reporting, and workflow automation. Now. The role is transforming. Fast. And transparently, this creates more opportunity for strong PMs. Not less. I'm curious. What part of project delivery do you think AI will transform first?

Creative work doesn't have to mean chaos. I built a system that lets me get more done (and still have energy for life). My step-by-step breakdown: 1. Weekly Creative Cycle: Structured days for input, ideation, planning, creation, and review. 2. Time-blocking: Dedicated slots for deep work and creative tasks. 3. Tool stack: Using Notion, Trello, and mind-mapping tools to organise ideas and content. 4. 3Es Framework: Creating content that Educates, Entertains, or Empowers. 5. Templates: Pre-designed formats for posts and emails to save time. 6. Scheduled rest: One day for content scheduling and unplugging. This system saved me from burnout when juggling multiple high-stakes projects. It transformed my workflow from chaotic to controlled, allowing for better quality output and more personal time. Remember, creativity thrives on structure. Give your ideas a framework to flourish. #Creativeframework #creativity

After 5 years helping 800+ companies streamline onboarding, here's the most underestimated way I’ve found to eliminate delays: Prescriptive playbooks. Most onboarding failures happen before customers even start using your product. We dump endless configuration options on them and ask them to figure out what they want. I know a software vendor in our space who gives a spreadsheet with 800 rows for their customers to fill, before they can “start” implementing. The result? Analysis paralysis, delayed launches, and frustrated users wondering if they're doing it "right”. Customers do sometimes blame themselves for these delays, but they’ll steer away from your software and software in your space if they have this experience Ever notice how many tools give you templates instead of a blank page? There's a reason for that. Smart companies use more prescriptive and preset configurations: For ex, Slack: Suggested channels and workflows This leverages two psychological principles: → People are more likely to use tools when they feel they've already started → Once started, momentum keeps them going Instead of asking "What do you want to set up?" start with, "Based on companies like yours, here's what we recommend." Map your customer types to proven configurations. Present these as the starting point. This approach eliminates decision fatigue, ensures customers benefit from your best practices, and de-risks launches with proven setups Your customers don't want infinite choices. They just want confidence that they're set up for success.

👉 Map Dependencies to Find Bottlenecks It is hard for a team to ship fast when it has to wait on other departments, teams, or suppliers to do something they depend on. 💤 For example, when deployments are performed by an external team that is swamped with other work. Or when another department has to perform specialized testing before approval is given. Whatever their dependencies, they are generally outside of the control of a team. 🤷♀️ That makes the delays unpredictable. Even when a team considers something “Done”, weeks or months may pass before their work actually reaches stakeholders. This greatly impedes a team’s ability to work empirically and reduce the risk associated with complex work. This experiment is about creating transparency around dependencies and their effect on your team’s ability to ship fast. It was inspired by the Dependency Spiders in Jimmy Janlén's “96 Visualization Examples” (which contains many other awesome visualizations 🎉 ). To implement this experiment, do the following: 1️⃣ Draw your team in the middle of a big piece of paper. Together, create a list of the teams, people, and departments you frequently need something from to create a Done Increment or release it. Whose approval do you need? 🤔 Who needs to perform an activity for your team to continue? Draw the sources you depend on around your team, like the legs of a spider. 🕷 2️⃣ Whenever your team needs something from someone outside the team, capture the request and the date it was issued on a sticky note and put it next to the source on the canvas. When the request is fulfilled, write the number of days you had to wait on the sticky. At the end of the Sprint, calculate the average wait time in days for all the fulfilled requests and move them to an archive. 3️⃣ Use the Dependency Spider and the average wait time as input for your Sprint Reviews and Sprint Retrospectives. 🤔 What actions can you take to reduce the impact of dependencies on your ability to ship? 🤔 How can you include and collaborate with them to remove or reduce dependencies? 🤔 How can you leverage support from your Product Owner and stakeholders to change your team's environment so that you can ship value to them faster? What are your thoughts after reading this post❓ What other ideas do you have❓