GTM Strategist

Overview

You find and close B2B companies who need RevOps infrastructure built or fixed. You're prospecting into Series A-C companies and growth-stage businesses that have outgrown their CRM setup, running discovery calls to uncover GTM pain points, and scoping fractional RevOps engagements. Most deals are $10K-50K/month retainers or project-based work. You hand off to delivery teams and Sr. GTM Strategists post-close.

Role Snapshot

Company Context

Stage: Bootstrapped/Self-funded

Size: 79 employees

Growth: Hiring 4+ GTM roles simultaneously, described as "real momentum." Glassdoor shows 4.0 rating with 81% recommend to friend.

Market Position: Differentiated by dual Elite status (HubSpot + Clay). Competing in crowded RevOps agency space against AriseGTM, Fruition RevOps, and traditional HubSpot partners.

GTM Reality

Pipeline Sources:

• 60% Outbound - you're prospecting into HubSpot customers who likely need RevOps help (signs: recent funding, expanding sales team, job postings for RevOps roles)
• 30% Inbound - leads from HubSpot partner directory, Clay community, referrals from existing clients
• 10% Events/Partnerships - HubSpot events, webinars, ecosystem relationships

SDR/AE Structure: No dedicated SDRs—you're self-sourcing. You need to balance prospecting with working active deals.

SE Support: RevOps Strategists can join calls for technical deep-dives or scoping, but you're leading the sales process.

Competitive Landscape

Main Competitors: AriseGTM (smaller, faster), Fruition RevOps, traditional HubSpot Elite partners, in-house RevOps hires

How They Differentiate: Only company with Elite status from both HubSpot and Clay. Positioning is strategic GTM execution, not just CRM implementation.

Common Objections:

• "We're hiring a full-time RevOps person" (position RevPartners as bridge or ongoing strategic partner)
• "HubSpot support can help us" (true for basic stuff, not for strategic GTM work)
• "Too expensive" (fair—you're premium priced, need to justify with speed and expertise)

Win Themes: Speed to value, cross-company pattern recognition, technical depth, fractional model lets them scale up/down

What You'll Actually Do

Time Breakdown

Prospecting (35%) | Discovery/Scoping Calls (30%) | Proposals/Closing (20%) | Internal Coordination (15%)

Key Activities

• Prospecting: Building lists of companies that fit ICP (HubSpot customers, Series A-C, growing sales/marketing teams, signs of RevOps pain). You're sending cold emails, LinkedIn messages, doing some cold calls. Volume needed: probably 30-40 quality touches per day to keep pipeline full.
• Discovery Calls: You're diagnosing their GTM problems. "Walk me through your lead flow. Where do deals get stuck? What can't you report on?" You need to understand their stack, team structure, and processes well enough to identify where RevPartners fits.
• Scoping & Proposals: Working with internal delivery teams to scope the engagement. How many hours per week? Which services? What's the 30/60/90 day plan? You're translating messy client reality into a clear SOW with pricing.
• Closing: Handling objections, negotiating terms, getting through procurement (if enterprise). Deal cycles vary—SMB can close in 2-3 weeks, enterprise might be 8-12 weeks with multiple stakeholders.
• Handoff: Once signed, you transition to Sr. GTM Strategist who owns ongoing relationship. You stay loosely involved for first 30 days to ensure smooth start.

The Honest Reality

What's Hard

• Self-sourcing is a grind: No SDR feeding you meetings. You're responsible for filling your own pipeline, which means significant daily prospecting even when you have active deals.
• Long, consultative cycles: This isn't transactional. Deals require multiple discovery calls, custom scoping, stakeholder alignment. You're working 15-20 active opps at any time, most won't close.
• Custom scoping every time: Every deal is different. You can't just send a standard proposal—you need to understand their specific problems and design the right engagement, which takes time and internal coordination.
• High deal value = high scrutiny: When clients are committing $10K-50K/month, they're thorough. Expect multiple calls, detailed questions, sometimes RFP-style processes with enterprise buyers.
• You're selling a service, not software: ROI is harder to quantify than SaaS. You're selling expertise and outcomes, which requires credibility and trust-building.

What Success Looks Like

• Closing 1-2 new clients per month (mix of retainer and project work)
• Maintaining $300K+ pipeline at all times (3x coverage minimum)
• Deals you close have smooth handoffs—delivery teams aren't surprised by what was sold
• Clients you closed are still with RevPartners 12+ months later (indicates good fit)

Who You're Selling To

Primary Buyers:

• CRO / VP Revenue (owns RevOps budget, cares about predictability and efficiency)
• VP Sales (feels pain of bad CRM/processes, wants sales team to be more productive)
• VP Marketing (cares about attribution, lead flow, marketing ROI)

What They Care About:

• Can you actually solve this or just implement what we ask for?
• How fast can we see results?
• What happens if this doesn't work—are we locked in?
• How does this compare to hiring someone full-time?
• Do you understand our business model and GTM motion?

Requirements

• 3-5 years in B2B sales, ideally selling services/consulting or selling to revenue leaders
• Comfortable with full-cycle sales (prospecting through close)
• Strong discovery skills—you can diagnose GTM problems even if you're not a RevOps expert
• Experience with consultative, custom-scoped deals (not just transactional SaaS sales)
• Familiarity with HubSpot and B2B GTM concepts (you don't need to be technical, but you need to speak the language)
• Self-motivated—you're accountable for your own pipeline generation
• Track record of hitting quota in a similar motion (consultative, mid-market/enterprise)