GTM Engineer

Overview

You'll build and maintain the technical systems that Boulevard's sales, marketing, and CS teams use to generate and manage revenue. This means configuring Salesforce workflows, building data integrations between tools like Clay and LeanData, troubleshooting broken automations, and creating documentation. You work closely with Julia (Rev Ops) and the GTM leadership team, translating their process needs into technical solutions.

Role Snapshot

Company Context

Stage: Growth-stage (544 employees suggests Series B/C)

Size: 544 employees

Growth: Actively hiring in GTM roles based on this posting

Market Position: Established player in appointment-based self-care software (salons, medspas, barbershops)

Product: All-in-one platform (scheduling, payments, marketing) for a specific vertical

GTM Reality

Your Stakeholders:

• SDR/BDR team (outbound prospecting)
• AE team (closing deals)
• CS/AM team (retention and expansion)
• Marketing ops (lead routing, campaign tracking)
• Rev ops leadership (Julia and team)

The Stack You'll Own:

• Salesforce - Core CRM, likely customized for their vertical
• Clay - Data enrichment and prospecting workflows
• LeanData - Lead routing and matching
• Gong - Call recording and conversation intelligence
• Plus: Whatever integrations connect these (Zapier, native APIs, custom middleware)

What This Actually Means: You're not setting strategy. You're the person who makes the strategy executable by building the workflows, automations, and integrations. When a sales leader says "we need all inbound demo requests routed to the right AE within 5 minutes," you build that in LeanData and Salesforce.

What You'll Actually Do

Time Breakdown

Building/Configuring (35%) | Troubleshooting/Fixing (30%) | Documentation/Training (20%) | Meetings/Planning (15%)

Key Activities

• Salesforce Configuration: Build custom objects, fields, workflows, validation rules, and process automation (Flow, Apex if you know it). You'll spend a lot of time in Setup making sure data flows correctly between objects and that reps see the right information at the right time.

• Integration Management: Build and maintain connections between systems. When Clay pulls in company data, it needs to land in Salesforce correctly. When a Gong call happens, it needs to log to the right opportunity. When a lead comes in, LeanData needs to route it based on territory rules. You own making sure these pipes don't break.

• Troubleshooting: Reps will Slack you constantly. "My leads aren't showing up." "This automation didn't fire." "The data looks wrong." You'll dig into logs, check field mappings, test workflows, and fix what broke. Some days this is 50%+ of your time.

• Documentation & Enablement: Write process docs that explain how things work. Train new hires on how to use Salesforce correctly. Create internal wikis that reduce the "how do I..." questions you get.

• Project Work: Build new capabilities as the GTM team evolves. New lead scoring model? You build it. Want to track a new stage in the sales process? You configure it. Rolling out a new territory model? You're doing the heavy lifting in Salesforce and LeanData.

The Honest Reality

What's Hard

• You're always the bottleneck: Every GTM initiative needs technical work, and you're the person who does it. You'll have more requests than you can handle, and you'll have to prioritize ruthlessly while disappointing people.

• Things break constantly: APIs change, users do weird things, integrations have bugs. You'll spend a lot of time firefighting issues that weren't your fault but are now your problem.

• Salesforce is messy: At a 544-person company, the Salesforce instance has years of technical debt, custom code someone else wrote, and configurations that made sense at the time but are now just confusing. You'll inherit this mess and slowly clean it up while keeping everything running.

• No one understands what you do: To non-technical people, you're "the Salesforce person." They don't understand why things take time or why their simple request is actually complex. You'll do a lot of expectation management.

What Success Looks Like

• Systems run reliably—lead routing happens automatically, data syncs correctly, automations fire when they should, and you're not constantly firefighting.

• The GTM team trusts their data—reps can make decisions based on what they see in Salesforce because you've ensured data quality and built intuitive dashboards.

• You ship new capabilities that unlock revenue—a new integration lets SDRs prospect faster, a workflow change shortens sales cycle, a reporting change helps managers coach better.

Who You're Supporting

Primary Stakeholders:

• SDR/BDR Team: Need clean prospecting data, automated sequences, lead routing that works
• AE Team: Need pipeline visibility, opportunity tracking, accurate forecasting data
• CS/AM Team: Need account health scores, renewal tracking, expansion opportunity identification
• Rev Ops/Leadership: Need reporting, analytics, process optimization

What They Care About:

• Data they can trust (no duplicate records, fields populated correctly)
• Systems that work (automations fire reliably, integrations don't break)
• Speed (new leads routed fast, reports load quickly, changes shipped quickly)
• Ease of use (intuitive interface, minimal clicks, clear processes)

Requirements

• Salesforce expertise: You've built complex workflows, custom objects, validation rules, and process automation. You understand data modeling and can design a clean object structure. Admin certification is likely required.

• Integration/API experience: You've connected systems together, whether through native integrations, Zapier, or API work. You can read API docs and troubleshoot when data doesn't sync.

• Technical problem-solving: You can debug complex issues, trace data flows across systems, read logs, and figure out what's actually broken vs. what users think is broken.

• Experience with modern GTM tools: Ideally you've used Clay (or similar enrichment tools), LeanData (or similar routing tools), and Gong (or similar conversation intelligence). If not these exact tools, similar ones in the category.

• Communication skills: You can translate technical concepts for non-technical stakeholders and manage expectations when timelines are longer than people want.

• Autonomy: At a company this size, you won't have a lot of hand-holding. You need to scope projects, prioritize ruthlessly, and ship solutions without constant oversight.