GTM’s Shifting Role in the Org Chart: Navigating Organizational Development within Go-to-Market Teams
Authored By Tess Fischer
When you look at the role each function plays in a Private Equity backed software and SaaS organization, Go-to-Market (GTM) isn’t just a part of the game—it’s central to how you win it.
As companies strive to align their sales, marketing, and product development strategies more closely, the role of GTM teams within the organizational structure has seen significant shifts. We see a strong uptick in clients seeking guidance on structuring their GTM functions to achieve optimal organizational design and performance. Here’s our playbook for redefining GTM roles and responsibilities to better drive value creation.
Bespoke Partners is the largest recruiting firm solely focused on software and SaaS companies, and we specialize in firms backed by private equity sponsors. Our dedicated GTM practice has successfully completed over 290+ GTM placements in portfolio companies. Our placed leaders have been part of 23+ different company exits, with $43B in enterprise value created via their work. And we did all this while keeping our days to close a search sub 100 and a client NPS score of 9.65.
Pinning Down Scope and Responsibilities
One of the primary considerations in redefining the GTM function is clearly establishing its scope. We’re talking about pinpointing the exact functions GTM leaders will manage and what their management responsibilities will look like. Understanding the scope involves knowing which teams the GTM candidate will lead, the size of these teams, and what success looks like for each team. Getting this straight from the get-go is crucial to ensure that the selected candidate has a proven track record of leading similar teams successfully.
For example, a traditional approach is to have a marketing leader focused on top of funnel demand generation and a sales leader attending to advancing deals in the pipeline.
But increasingly, a Chief Revenue Officer is assigned accountability for the entire chain of opportunity generation to closure. Chief Customer Success Officers are likewise increasingly common, with the responsibility for ensuring clients have superior experience consuming the company’s products or services and renew their subscriptions.
Integration with Executive Leadership
Another critical area we are digging into is the makeup of the current Executive Leadership Team (ELT) and which existing GTM leaders are executing on which areas. If a new CRO is brought on board, it’s essential to determine the continued involvement of other GTM leaders like the head of marketing. Figuring this out prevents role overlap and sets the stage for smooth collaboration and increased efficiency at the top.
Daily Operations and Market Focus
Understanding the daily responsibilities and the operational environment of the GTM leader is vital. We zero in on the current sales velocity, vertical focus and sales motion of B2B or B2C. Additionally, articulating the firm’s overall investment thesis and value creation plan is also crucial for placing the best-fitting candidate for the role. These details help tailor the search to identify and place a leader who not only fits the role but is also capable of driving the company’s strategic objectives in its specific market context.
Ideal Candidate Profile
With the groundwork laid, we can direct the hiring committee towards the ideal candidate archetype. Depending on the company’s goals and the specifics of the role, this could be a CRO, Chief Sales Officer (CSO), or Chief Marketing Officer (CMO), or some combination. Each role comes with distinct responsibilities but requires a leader capable of integrating sales, marketing, and client retention strategies to drive business growth.
Examples of Modern GTM Hierarchies
From our experience with various clients, we’ve observed some innovative GTM hierarchies, such as:
Business Development:
Typically rolls up to the CSO or CMO, depending on the company’s focus on product-led versus market-led strategies.
Support and Success:
These functions are generally integrated into Customer Success to enhance customer retention and satisfaction.
Revenue Operations:
Often found under the CRO or CFO, this function ensures that revenue streams are optimized and that the company’s financial strategies align with its market activities.
Services and Account Management:
Usually reports to the CRO, focusing on maintaining and expanding client relationships and ensuring service delivery aligns with client expectations.
Planning for Growth
As companies continue to navigate the complexities of today’s markets, the role of GTM teams within the organizational chart is increasingly pivotal. By clearly defining roles, ensuring integration with leadership, focusing on operational specifics, and adapting to evolving market demands, companies can position their GTM teams as crucial drivers of growth and innovation. For those looking to rethink their GTM game, these insights are your ticket to building a team that’s ready to take on today’s challenges and tomorrow’s opportunities.
Want to learn more about Bespoke’s industry leading search services for GTM executive search?
Head to Growth Driving Go-to-Market Leaders – Bespoke Partners for more information and contact our Go to Market Practice team to find out how we can help navigate your next GTM hire.
Bespoke Partners Named in Top 10 of the “Top 49 Retained Executive Search” 2-Years Running by C-Suite CV Secure.
Author:
Tess Fischer
Partner
Head of Go-to-Market Practice
Tess brings over 18 years of experience building and managing networks, clients and teams in private equity executive recruiting and human capital management. She has worked in and around private equity her entire career and is driven by an interest in people, organizations and the desire to build relationships that deliver results.
- Held senior roles at Morgan Samuels, Vista Consulting Group, Gerson Lehrman Group
- 170+ career placements resulting in 23+ exits worth over $23 billion in value
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