Empowering Your Growth Engine: A Guide to Building High-Impact Middle Management

Empowering Your Growth Engine: A Guide to Building High-Impact Middle Management

Empowering Your Growth Engine: A Guide to Building High-Impact Middle Management

By Adelaide Maffey, Bespoke Partners, and Tony Fogel, TriSearch

Adelaide Maffey
tony fogel

Taking on a leadership role as a new executive means inheriting an existing team. This transition is as exciting as it is daunting. With new perspectives and strategic visions in tow, the true challenge lies in unlocking the full potential of your organization, starting with the foundational middle management layer. This blog will delve into when to hire middle managers, the current hiring trends, and their critical role in fostering value creation.

When to Build Your Leadership Engine

The compulsion to quickly fill vacancies can be strong for any new leader. However, it’s crucial to curb the rush to make immediate hires within the first 30-90 days. This period should be dedicated to assessing organizational needs, identifying critical gaps, and determining priorities for key hires.

Initially, the focus should often be on securing direct reports, like functional leaders, or a chief of staff, to establish a robust support system. New executives must navigate common pitfalls such as prioritizing urgency over cultural fit or forming a team of individuals who reflect their own thinking and style too closely. Making informed decisions on organizational structure, required candidate profiles, and skills takes time but will help reduce the financial cost and wasted time of bad hires.

Navigating the Hiring Landscape: Current Trends

As the talent market intensifies, the demand for skilled middle managers has seen a parallel rise with C-level placements. Companies are recognizing the value of both strong C-level leadership and competent middle managers who can execute the vision and keep high-performing teams engaged. Harvard Business Review* research shows a 23% increase in managerial roles between 2005 and 2020, alongside rising wages and we have seen this trend continue in the current market. Anticipating organizational needs, securing budget approvals, preparing compelling job descriptions, and building talent pipelines will help organizations effectively ride this wave.

Notably, there is a significant shift in hiring focus from merely valuing experience to emphasizing skills. Pinpointing the exact skills necessary for each role is now paramount because these competencies directly influence an individual’s ability to perform and innovate within their position.

For example, a job description for a Marketing Manager might be:

Traditional Focus:

10+ years of experience in marketing, proven success record in managing large marketing budgets.

Skills-Based Focus:

Strong analytical skills to interpret marketing data, expertise in content marketing and social media campaigns, ability to demonstrate ROI on marketing initiatives.

Companies poised for success excel in identifying and evaluating these specific skills. This approach not only ensures a precise match for current needs but also aligns with the company’s strategic goals, setting them apart in a competitive landscape. While experience provides context, it is the skills that drive performance and future growth.

The Unsung Heroes: The Value of Effective Middle Management

Middle managers are often the unsung heroes within an organization. Their role is crucial in bridging the gap between executive vision and operational reality. These managers bring a unique skill set that amplifies the effectiveness of the entire management structure.

Here are some essential attributes to look for in potential middle management candidates:

1. Ownership Mentality: 

Look for individuals who show an entrepreneurial spirit, those who take initiative and are proactive in driving projects to completion.

2. Crisis Management Savvy: 

Effective middle managers thrive in adversity. They excel in navigating challenges, prioritizing tasks, delegating effectively, and rallying their teams during turbulent times.

3. Talent Development Champions:

These managers not only handle their current responsibilities well but are also adept at identifying and nurturing high-potential talent within the organization.

Both sets of research are showing evidence of a closely related trend: emphasis on GTM leaders with a focus on customer retention.

Enhancing the relationship with existing customers enables revenue growth without new customer acquisition costs, a proven formula for capital-efficient growth.

This strategy has given rise to the Customer Success function in many companies and Bespoke’s data shows increasing recruiting interest in these roles and for CROs with a track record in customer retention. These GTM team members own renewal transactions and generate upsell and cross-sell opportunities by enhancing the engagement with customers after the initial sale.

*Source: Rand, Ben. “More Coaching, Less Commanding.” Harvard Business Review, 2024, [https://hbswk.hbs.edu/item/the-middle-manager-of-the-future-more-coaching-less-commanding].

Zhang, Letian. “The Changing Role of Managers.” American Journal of Sociology, vol. 129, no. 2, 2023, pp. 439–484.

Beyond the Offer: Nurturing Success

Bespoke Partners invests in our placed candidates’ success long after their offer letter is signed. This includes helping to connect them with ecosystem partners like Tri-Search and delivering talent strategies to achieve the investment thesis.

Click on one of the Contact Us buttons below to learn more.

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About TriSearch

TriSearch is an International full-service talent acquisition firm that provides high touch recruitment for all positions below Executive Search. Recognized by Forbes and Hunt Scanlon as a Top Nationwide Recruiting Firm, TriSearch provides Targeted Single Search (TSS), Customized Partnership Recruiting (CPR/multiple roles), and Recruitment Process Outsourcing (RPO/high volume).

For more information, please visit www.trisearch.com or connect with TriSearch to learn more:

About Bespoke Partners

Bespoke Partners can help companies seize emerging opportunities by staying ahead in the software and SaaS leadership market.

Connect with Bespoke Partners to learn more:

Bespoke Partners Named in Top 10 of the “Top 49 Retained Executive Search” 2-Years Running by C-Suite CV Secure.

top 49 search firms 2 years in a row - bespoke partners
Adelaide Maffey

Author:
Adelaide Maffey

Vice President, Strategic Partnerships

Adelaide has more than 11 years of experience in management consulting in the technology sector, including extensive work in private equity backed companies. As the VP of Strategic Partnerships, Adelaide engages the Bespoke team with industry partners to deliver tailored solutions for clients and to drive strategic projects.

She previously held roles at Bespoke focused on human capital management, talent assessment and development, and business operations. Prior to joining Bespoke, Adelaide was a program management consultant with Booz Allen Hamilton.

tony fogel

Author:
Tony Fogel
President & Co-Founder
TriSearch

Tony began his relationship with TriSearch as a client when he was a CHRO. He partnered with Co-Founder and CEO Bob Aylsworth to design a new type of recruiting model, ultimately called Customized Partnership Recruitment (CPR). CPR was a huge success for Tony’s organization and adopted by many other companies. Tony later joined the TriSearch board, and as of January 2020, stepped into a Co-Founder and President role for TriSearch. Tony brings over 30 years of progressive HR and Talent Acquisition experience. He spent his first decade progressing up the ranks at PepsiCo before transitioning to Financial Services by joining Morgan Stanley where he led global technical recruiting before being promoted and assigned to Europe to lead HR for investment banking, private equity, equities & fixed income.

He joined Lehman Brothers to lead HR for Europe and ultimately completed his service as the global head of HR for private equity, asset management and private banking. Post Lehman Brothers, he has been the CHRO of two public companies and two private equity backed organizations. While at Ciber, an IT services organization, he held P&L responsibility as the leader of their IT staffing organization that placed IT consultants. As President, Mr. Fogel is responsible for ensuring TriSearch is continuously improving, and at the forefront of Talent Acquisition technology, process, and client satisfaction.

New Research: CEOs Gear for Growth, but Grapple with Talent Questions

New Research: CEOs Gear for Growth, but Grapple with Talent Questions

New Research: CEOs Gear for Growth, but Grapple with Talent Questions

By Matt Sommi, Bespoke Partners, and Rahul Puri, SBI

Matt
Rahul

The good news is that most CEOs see growth ahead and are happy with their growth strategies and operations.

The not-so-good news is that far fewer CEOs are happy with the Go-to-Market talent executing on those growth plans.

These recent research findings underscore a significant spike in GTM leadership turnover appearing in the latest talent market data.

Our companies, Bespoke Partners and SBI Growth Advisory, just released a new batch of research that highlights the conundrum facing leaders as they look forward to growth in 2024. Both sets of research focus predominantly on companies with private equity sponsors.

Simply put, the tools are in place, but trust in talent is lacking.

Let’s dig into the findings and consider how companies can address GTM talent shortcomings.

Back on the Growth Path

SBI’s CEO Value Creation Pulse report released in March reveals that C-suite leaders are once again feeling optimistic about growth as demand indicators are on the rise.

More than half of the CEOs responding to the survey say demand is accelerating in 2024, almost twice the proportion with this optimistic outlook a year ago.

After a challenging 2023, these leaders see improving demand signals in the market and are once again gearing up to grow.

ceo characterization of demand

Further, SBI’s data shows that most CEOs have confidence in their GTM strategies, Product-Market Fit, Operating Models, and Technology Infrastructures.

But the optimism is tempered by concerns over talent.

Specifically, more than 80% of the surveyed leaders view talent as a critical factor for execution on growth plans.

Yet only half believe they have the right commercial team in place to execute on growth strategies. Primary concerns indicated in SBI’s findings are whether the GTM organization has the right skills and the right people, and if they are using their time in the right ways.

Further, SBI’s survey results show a marked decrease of CEOs’ confidence in their Chief Revenue Officers and Chief Marketing Officers when compared to this time last year.

Increase in CEOs expressing lack of confidence in CROs and CMOs

Addressing the Talent Gap

SBI’s report indicates that the majority of CEOs are focusing on addressing the gap in talent by managing out lower performing GTM staff and hiring in better performers.

Indeed, talent market data verifies this trend, especially among senior GTM leadership.

Bespoke’s findings in its recent Private Equity Talent Report Market Update show that GTM leaders are being turned over at a higher rate than most other senior executives. The report focuses on leader turnover at 794 software and SaaS companies in the United States.

The data shows that GTM leaders have experienced the largest increase in turnover in recent months, running 34% higher now than in mid 2023.

Turnover Index by Role, Quarterly Change

Guidance from clients is that this spike in turnover is being driven by the need to uplevel GTM teams. The trend aligns with SBI’s finding that CEOs are relying heavily on new hires to fill the GTM talent gap.

GTM Skills in Demand

The trend begs the question: if present talent does not inspire confidence, what are CEO’s looking for?

Bespoke’s research indicates that software and SaaS companies are increasingly focused on recruiting GTM leaders with strong track records in driving capital-efficient growth, to grow revenues while using resources wisely to enhance margins.

This is in contrast to the “landgrab” strategy that has been common in years past, based on the idea that grabbing market share is key almost at any cost because profit will follow once customers are engaged.

SBI’s research focuses on companies beyond software and SaaS but it still indicates a similar trend, with a rise in CEOs who say they want to accelerate growth without increasing expense.

Both sets of research are showing evidence of a closely related trend: emphasis on GTM leaders with a focus on customer retention.

Enhancing the relationship with existing customers enables revenue growth without new customer acquisition costs, a proven formula for capital-efficient growth.

This strategy has given rise to the Customer Success function in many companies and Bespoke’s data shows increasing recruiting interest in these roles and for CROs with a track record in customer retention. These GTM team members own renewal transactions and generate upsell and cross-sell opportunities by enhancing the engagement with customers after the initial sale.

Success Factors

The research and analysis from SBI and Bespoke indicate several critical considerations for GTM success in the evolving environment. They include:

1. Optimizing productivity & efficiency of GTM teams.

SBI’s research in particular revealed the uncertainty that senior leaders have about whether their GTM teams are spending their time the right way to drive growth. Bespoke’s work with clients underscores this point with the finding that data-driven GTM leaders are in high demand. Executives need to establish clear and measurable Key Performance Indicators for sales teams and then track and optimize to maximize efficiency.

2. Tapping technology innovations such as generative AI.

While AI has been riding high on the hype curve, some of the immediate practical applications for the technology has been in the rapid development of content. Thought leadership material, industry trend analysis and similar content can be very helpful for GTM teams to engage with customers. In more advanced applications, AI can support richer customer interaction and engagement such as through chat functions and similar customer-facing use cases. These help keep the cost of sales low and promote profitable growth.

3. Accelerating new hire onboarding.

Time is of the essence in growth execution so leaders need to focus on helping new hires achieve maximum productivity as fast as possible. This is especially important since CEOs have indicated that their preferred approach to improve sales performance in today’s environment is by upleveling GTM teams with new hires. 

Looking Forward to Growth

The trends analyzed by SBI and Bespoke indicate that companies see a return to growth this year as market headwinds lessen. But maximizing growth in the evolving environment will require finding the right GTM talent, accelerating onboarding, and driving efficient execution of GTM plans.

Looking forward to growth in 2024? SBI offers proven growth strategies and Bespoke provides access to proven GTM leaders.  Click on one of the Contact Us buttons below to learn more.

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About SBI

SBI builds multi-year value creation plans anchored to strategic bets and ongoing execution for GTM leaders to make the right decisions and get results quickly.

Connect with SBI to learn more:

About Bespoke Partners

Bespoke Partners can help companies seize emerging opportunities by staying ahead in the software and SaaS leadership market.

Connect with Bespoke Partners to learn more:

Bespoke Partners Named in Top 10 of the “Top 49 Retained Executive Search” 2-Years Running by C-Suite CV Secure.

top 49 search firms 2 years in a row - bespoke partners
Matt

Author:
Matt Sommi

Senior Vice President

Based in Philadelphia, Matt helps lead Bespoke’s client engagement  efforts across the firm’s suite of services.

Prior to joining Bespoke, Matt spent 8 years in research and business development at GLG, supporting private equity due diligence efforts and building relationships with GLG’s middle market private equity firms. 

Rahul

Author:
Rahul Puri
Partner – Growth & Private Equity Practice Co-Head
SBI, The Growth Advisory

Strategic leader responsible for driving initiatives from ideation to execution across all functions driving revenue at SBI Growth Advisory. Consistent performer and over achiever in driving sales, client relationship, operational and productivity improvements and building teams.

Go-to-Market Planning for 2024: Laying the Groundwork for Growth

Go-to-Market Planning for 2024: Laying the Groundwork for Growth

Go-to-Market Planning for 2024: Laying the Groundwork for Growth

By Matt Sommi, Bespoke Partners, and Rahul Puri, SBI

Matt
Rahul

The slowdown in corporate spending due to economic and geopolitical uncertainties has prompted many companies to rethink their growth strategies for the near and distant future. 

When asked during a recent SBI Growth Forum hosted for sales leaders of companies with $250M in revenue or higher, those responding unanimously said that they wished they had taken action sooner relative to talent and productivity improvement initiatives.

The team at Bespoke Partners brings a unique process and data-driven insights to recruiting Go-to-Market leaders and executive teams for the software and SaaS industry.

SBI brings expertise to help companies achieve growth with superior GTM / sales processes and marketing strategies.

Given the uncertainty gripping markets and the prospect of continued market headwinds, the chief question for strategic planning is how to maximize the potential to grow when the market recovery occurs. Early indicators suggest the recovery might have started with inflation down and GDP higher than forecasted. The time to take action on talent and productivity improvement initiatives that will drive growth in 2024 is now – whether that be capital efficient growth or a more aggressive growth strategy.

GTM Leadership Trends and Insights

GTM leaders such as sales, marketing, and revenue executives naturally play a pivotal role in market expansion and customer acquisition.

Bespoke Partners places high-impact leaders in software and SaaS companies with a specialization in private equity backed companies. For our executive search initiatives, the firm analyzes data on thousands of executives at hundreds of portfolio companies to identify trends and insights for staying ahead in the talent market.

Trend 1: GTM Turnover is consistently among highest of the C-Suite

One trend is that GTM functions are the C-suite roles that are turning over the most in today’s private equity portfolio companies. For example, GTM turnover spiked at one point in mid 2023, doubling the rate of other functions.

The primary reason for the high rate of GTM turnover is the push by many firms to recruit leaders who could drive capital-efficient growth, or grow revenues without significantly increasing expenses.

A common approach in some sectors in years past was to pursue a “growth at all costs” strategy. This was based on the notion that high customer acquisition costs are acceptable because winning market share matters most when you can land recurring revenue engagements with customers. The strategy assumes that once customers are secured, subscriptions are in place, and churn is controlled, profitability will follow.

The issue with this strategy is that when market growth slows and competition intensifies, controlling customer churn becomes challenging.

Turnover by Role

The alternative is to focus the GTM operation for your company around profitable growth and recruit the GTM leaders who know how use capital more efficiently. The strategy calls for orchestrating growth that achieves higher margins earlier in the customer lifecycle, then using the additional profit to invest in more growth initiatives.

The key management objective in creating profitable growth is to identify customers for whom the value proposition of your offering is compelling enough to generate the highest margin engagements with the lowest cost of sales. You then identify and optimize the most efficient sales and marketing activities for engaging these customers. Today’s talent market is especially tight for GTM leaders who have exceptional track records in planning and executing this type of profitable growth.

Trend 2: Rise of the CRO

Another trend in the GTM function is that the Chief Revenue Officer (CRO) has become more prevalent in the C-suites of many companies.

The CRO can be generally described as leading both the sales and marketing functions, and in many cases these roles are also responsible for customer success and generation of recurring revenue. An ideal CRO candidate has the strategic outlook and analytical abilities that enable them to discover new avenues for sales and untapped markets.

By the time companies reach the 500-employee mark, the majority will have a CRO in place, approximately the same rate at which Chief Marketing Officers appear in the C-suite.

In today’s climate, many CROs are considering how to generate the most revenue from the current customer base, looking for ways to generate revenue with a lower cost of sales and achieve more profitable growth. These CROs are especially mindful of the need to maintain customer relationships after the initial sale, to look for expansion opportunities.

Another GTM leader — the Chief Customer Success Officer (CCSO) — has also become increasingly important for cultivating enduring customer relationships especially in a recurring revenue context. Read more about GTM leadership trends as well as other C-suite trends in Bespoke’s Private Equity Talent Report.

GTM occupancy rate

Growth Sector Executive Search

Bespoke is the only firm focused solely on recruiting executives for private capital software portfolio companies.

Sales Program Planning: Forward-Looking Strategies for Growth

SBI is committed to ensuring successful GTM strategies and driving growth. After evaluating empirical and anecdotal research from the previous 18 months, SBI believes it’s time to shift from a mindset of doing “more with less” and into a mindset of reinvesting in overall company growth.

Companies spent most of 2023 evaluating cost and processes and protecting company profitability by pulling back. But there are massive commercial productivity gains to be captured through reinvesting in growth.

SBI’s most recent CEO Value Creation Pulse report found an even split between CEOs who are looking at 2024 as a year to drive growth without increasing expenses and those who are considering increasing expenses to drive growth.

As market uncertainties continue, many companies are turning to driving seller productivity and customer marketing strategies to maximize profitable growth. This strategy calls for a focus to market to existing customers in an effort to increase wallet share and generate cross-sell and up-sell revenue. In addition, it also first tries to better understand how sellers (SDR, BDR, Sales reps, CSM, Solution consultants, etc.) sell (fact based) and then tailor programs to drive productivity.

To be successful, it is important to understand the customer journey and to use customer data to understand friction areas. Are customers churning away at a certain point? Is there evidence of dissatisfaction with some aspect of the experience of consuming your offering? Are NPS scores low for a particular segment of your customer base?

SBI value creation compass

Gathering such customer feedback enhances their experience, fostering loyalty and reducing churn. Such insight reveals opportunities to offer new solutions for unmet needs, deepening customer relationships.  A contented customer base transcends mere satisfaction: it evolves into a powerful catalyst for business growth. Satisfied customers become enthusiastic advocates, creating a robust referral base and advocacy network. This not only bolsters your company’s reputation but also opens avenues for organic, word-of-mouth growth. This better positions the company to tap the full potential of an existing customer base and create sustainable growth.

Laying the Growth Groundwork with SBI and Bespoke Partners

While market headwinds continue to dampen growth prospects, companies are laying the groundwork in GTM talent and strategies to capitalize on the return to growth.

To effectively anticipate GTM leadership trends and set the stage for growth in 2024, we believe companies should operate proactively and prepare now. This includes identifying and investing in high-impact GTM leaders, refining customer relationship strategies, and redefining their value creation thesis for the upcoming year. By strategically addressing these aspects, businesses can position themselves to leverage the changing market conditions to their benefit and realize their growth potential.

matt office

About SBI

SBI builds multi-year value creation plans anchored to strategic bets and ongoing execution for GTM leaders to make the right decisions and get results quickly.

Connect with SBI to learn more:

About Bespoke Partners

Bespoke Partners can help companies seize emerging opportunities by staying ahead in the software and SaaS leadership market.

Connect with Bespoke Partners to learn more:

Bespoke Partners Named in Top 10 of the “Top 49 Retained Executive Search” 2-Years Running by C-Suite CV Secure.

top 49 search firms 2 years in a row - bespoke partners
Matt

Author:
Matt Sommi

Senior Vice President

Based in Philadelphia, Matt helps lead Bespoke’s client engagement  efforts across the firm’s suite of services.

Prior to joining Bespoke, Matt spent 8 years in research and business development at GLG, supporting private equity due diligence efforts and building relationships with GLG’s middle market private equity firms. 

Rahul

Author:
Rahul Puri
Partner – Growth & Private Equity Practice Co-Head
SBI, The Growth Advisory

Strategic leader responsible for driving initiatives from ideation to execution across all functions driving revenue at SBI Growth Advisory. Consistent performer and over achiever in driving sales, client relationship, operational and productivity improvements and building teams.