Data Analytics Manager

About this Role

👋 Hi, I’m Kevin . I manage the Data team and our analytics products at Ashby. I’m hiring our first Data Analytics Manager at an important point in Ashby’s growth, and I hope you have the patience to read a job posting that may be a little unconventional. You will manage Ashby’s three Data Analysts: two core analysts and one analyst focused on Revenue Operations. Our Data Engineer will initially continue to report directly to me, so this role is deliberately more focused on the analytical side of the team while remaining a close partner in the broader data ecosystem. The primary result of your successful management will be a team of analysts with excellent judgment, strong technical methods, clear communication, and a deep sense of ownership. I am looking for someone who can help that team do better work, choose better work, and grow into the next stage of Ashby alongside the company. Rather than begin with a long list of tools or years of experience, I want to share four questions that sit at the center of this role. If you apply, your answer should be “yes” to each. Should we get a chance to talk, what I will really want to understand is the nuance: your unique how, why, and what behind your answers. Can you identify and hire talented people? We will continue to grow the analyst team, and you will play a meaningful role in finding and assessing future teammates. Great analysts combine technical judgment, curiosity, communication, business context, and a willingness to own work end to end. Can you recognize that combination in others? Can you develop and amplify the data practices that let a small team do excellent work? Ashby’s Data team is lean, and our practices will need to evolve as the company becomes more complex. I see this role as an opportunity to improve the ways we prioritize work, review it, share knowledge, maintain quality, and collaborate. Can you lead the team through the transition from broad shared context to meaningful specialization? Today, each analyst can know a great deal about the company and data stack. That will become more challenging as Ashby grows across products, regions, systems, and business functions. We will need to develop stronger domain context and clearer ways of working without turning the team into a set of narrow, disconnected specialists. Can you help the Data team navigate the rapidly evolving implications of AI? AI will affect how our analysts work, how the company self-serves analytical questions, and how other teams use internal business data. Much of that work depends on trusted, well-modeled, appropriately accessible warehouse-derived data. You will help the Data team explore and evaluate the relevant tools, workflows, and partnerships—bringing ambition, practicality, and a high bar for accuracy. These questions add up to a simple reality: Ashby is growing quickly, and the surrounding data needs are becoming more complex. We are becoming a multi-product, global company with more business systems and larger team dynamics. This is a great opportunity at a great company, but it will be hard and consequential work. I am looking for a manager who is excited to help shape the Data function and build an excellent team for its current and future members. Your responsibilities as a Manager To understand the role, it helps to understand how our team works today. Data Analysts at Ashby are full-stack members of the Data team. We do not have a traditional split where Analytics Engineers build models and Data Analysts perform analysis only on prepared datasets. Our analysts work across raw and modeled data, contribute to dbt models and metric definitions, conduct deep analysis, build dashboards and other internal data products, and collaborate directly with partners throughout the company. As a rough sketch, the team receives work through a standardized request process. Anyone can make a request; we triage it, assess the actual need, and decide whether it can be addressed quickly or should become a more deliberate project with a kickoff and plan. We do not currently organize ourselves around universal SLAs, sprints, or points. Instead, we aim to be good partners: communicate clearly, assess capacity honestly, prioritize thoughtfully, and make deliberate choices about what not to do. You will have a lot of leverage in aiding this process well. Ashby’s Operating Principles place principled thinking ahead of reflexively leaning on prior experience or convention. In practice, that means work at Ashby does not always start with “let’s get all the data and metrics.” Data is one useful tool for resolving uncertainty; it is not automatically the first or only tool. That said, as the company matures and more teams optimize their work, demand for data will likely continue to grow. You will help us meet that demand with good judgment.