GTM Leadership Trends: Exploring Compensation, Leadership Changes, Global Expansion
Authored By Eric Walczykowski
As global expansion becomes a key strategy for businesses, the talent landscape is evolving alongside it. Companies across industries are focusing on the right go-to-market (GTM) talent to lead this expansion, both in the U.S. and abroad. Bespoke Partners has been closely tracking these trends, and our recently published GTM Talent Report sheds light on the challenges and opportunities in the space.
I recently sat down with Peterson Loftin, Bespoke’s new partner in the GTM Leadership Recruiting Practice, to get his insights on international expansion, market timing, and compensation trends. Peterson’s experience and perspective provide valuable takeaways for companies navigating the current GTM talent landscape.
Here’s a recap of our Q&A.
Eric: Welcome, Peterson! With the recent release of our GTM Talent Report, I wanted to dive deeper into your insights on the market. With international expansion on the rise, what geographic trends have you noticed in the market?
Peterson: Absolutely, Eric. Global expansion is happening across the board, with North American businesses moving into Europe and APAC, and vice versa. We’re also seeing an uptick in Australian companies making moves into the U.S. When U.S. companies expand internationally, it’s often because their product offers a clear advantage over what’s available in those markets. Outside North America, competition tends to be less fierce, presenting a prime opportunity to capture market share. On the other hand, international companies see North America as a massive, largely untapped market. While it’s certainly more competitive, the sheer size of the total addressable market (TAM) makes it a highly attractive target.
Eric: Timing is everything when it comes to expansion. Are you seeing any changes in how companies approach leadership hires based on the current market landscape?
Peterson:
There’s definitely a sense of caution. Interest rates and the political climate are making companies more thoughtful in their decision-making. We’re still seeing new searches kick off, but both sales and hiring cycles are moving at a slower pace. Candidates and businesses alike are taking a more deliberate approach when making leadership changes. That being said, Bespoke has had an incredibly strong year, though that’s not reflective of the broader market. Many firms are feeling the pinch more acutely.
Eric: I agree, and in my view that is a true testament to the quality of work our team delivers. What seems to be driving leadership transitions in today’s market, and how are executives responding to these shifts?
Peterson:
Finding top-tier executives is always a challenge, no matter the market conditions. Lately, we’re seeing more replacement searches, driven by investors who feel that current leadership may not be able to steer the company through extended hold periods. This shift opens unique opportunities. Some executives, while performing well, are at companies with delayed exits, making them more receptive to new roles. Whether due to timing or changing valuations, these leaders are increasingly open to making a move, even if they’re successful in their current positions.
Eric: Shifting gears to selling into end markets—what are some key questions companies should be asking themselves to make sure the market aligns with their overall investment thesis?
Peterson:
When selling into end markets, it’s crucial to understand both the role of your product and the needs of your customers. Are you offering something essential—like a painkiller—or more of a ‘nice to have,’ like a vitamin? This distinction matters because in tighter economic conditions, businesses will cut non-essential items first. Identifying whether your product solves an immediate, pressing problem or simply enhances convenience can guide your strategy.
Eric: Compensation always plays an integral role in attracting top talent. Any trends you’re seeing in GTM compensation?
Peterson:
When it comes to compensation, there are notable differences between customer/marketing roles and revenue/sales roles, even though they all fall under the broader GTM umbrella. Generally, you can expect to pay more for Chief Revenue Officer (CRO) and Chief Sales Officer (CSO) roles. For a CRO, around 50-60% of their compensation will come from a base salary, with the rest made up by bonuses. In contrast, Chief Marketing Officers (CMOs) typically see around 75% of their compensation as base salary and 25% in bonuses. We tend to see that the base salaries for these roles may not differ significantly, but the real difference lies in the bonus size, with revenue-focused roles commanding much larger performance-based incentives.
Eric: That makes total sense. We always advise our clients to align the compensation structure to the goals and strategies related to the role. I’m curious, what do you feel are the key elements of a successful and efficient executive search strategy?
Peterson:
It’s essential to align all stakeholders before launching the search to ensure a clear, agreed-upon interview process and evaluation criteria. In today’s competitive market, top candidates are often juggling multiple opportunities, so efficiency is key. A well-defined process from the start helps keep them engaged. On the flip side, introducing new steps or changing expectations midway can lead to frustration and lost interest, making it harder to secure the best talent. Consistency and clarity throughout the process are key to securing top-tier talent.
The Right Leadership for Global Growth
What stands out most from this discussion is how essential the right leadership is for global growth. A great product is important, but it’s the leaders who can navigate new markets and set the strategy in motion.
Bespoke Partners Named in Top 10 of the “Top 49 Retained Executive Search” 2-Years Running by C-Suite CV Secure.
Learn More About the Go-to-Market Leadership Practice
Bespoke’s Go-to-Market Practice places Sales, Marketing, Customer Success and other revenue- and growth-driving leaders.
About Bespoke Partners
Bespoke Partners is the largest recruiting firm solely focused on software and SaaS companies, and we specialize in firms backed by private equity sponsors. Bespoke Partners can help companies seize emerging opportunities by staying ahead in the software and SaaS leadership market.
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Author:
Eric Walczykowski
Chief Executive Officer
Eric is passionate about building high-performing teams that value doing their best, working together, overcoming adversity and learning.
As a proven growth executive, Eric has served as CEO, President, Board Member, Investor and Advisor for technology companies that achieved over $4.5B in successful exits.
Eric brings to Bespoke Partners significant professional services experience from Deloitte and Andersen, as well as the high-growth client executive perspective for private equity-backed technology companies.
Eric earned an MBA from the Kellogg School of Management at Northwestern University and a BS in Business from Fresno State University.
Outside of work, Eric enjoys spending time with family, coaching baseball, travel, attending live events and sipping good wine.
Featuring:
Peterson Loftin
Partner,
Go-to-Market Practice Expert
Peterson Loftin is a Partner in the Go-to-Market Leadership Recruiting Practice with Bespoke Partners.
Based in Los Angeles, Peterson joined Bespoke Partners in 2024 after a decade focused on private equity executive recruiting. He is a seasoned leadership consultant with an exceptional track record of enhancing team leadership and business outcomes for portfolio companies.
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