Sr. GTM Strategist

Overview

You're the strategic brain for client GTM transformations. While RevOps Strategists focus on systems and process, you're figuring out the higher-level questions: Should this client run outbound or inbound? How should their ICP be defined? What's the right sales motion for their product? You're designing go-to-market strategies and then working with the ops team to implement them.

Role Snapshot

Company Context

Stage: Private/bootstrapped (79 employees)

Size: 79 employees

Growth: Adding multiple strategist roles suggests expanding service offerings beyond pure RevOps implementation

Market Position: Moving upstream from pure HubSpot implementation to strategic GTM consulting

Client Reality

Typical Client Situation:

• B2B companies that have hit a growth plateau
• Current GTM motion isn't scaling (outbound stopped working, inbound quality declined, sales cycle too long)
• Often coming off a failed hire (VP of Sales didn't work out, marketing spend not converting)
• Revenue range likely $5M-$50M ARR

Problems You're Solving:

• "We don't know if we should hire SDRs or do founder-led sales"
• "Our CAC is too high but we don't know which channel to double down on"
• "Sales and marketing are pointing fingers at each other"
• "We're losing deals late in the cycle and don't know why"

What You'll Actually Do

Time Breakdown

Client Strategy Work (40%) | Stakeholder Management (30%) | Cross-functional Coordination (30%)

Key Activities

• GTM Assessment: Spend 3-4 weeks diagnosing their current state. You're analyzing their funnel metrics, win/loss data, competitive positioning, and talking to their sales/marketing/CS leaders to understand what's actually broken vs what they think is broken.
• Strategy Design: Build the roadmap for how they should go to market. Defining ICP, choosing channels (outbound vs paid vs partnerships), structuring the funnel, setting target metrics, designing the sales process. You're creating a 20-30 page strategy document.
• Execution Planning: Work with RevOps Strategists and Implementation Specialists to translate your strategy into concrete systems and process changes. You're not building the HubSpot workflows, but you're specifying what behavior you need them to enable.
• Stakeholder Management: Run recurring check-ins with client leadership (CRO, CMO, CEO). You're presenting progress, managing expectations when things take longer than expected, and navigating political dynamics when your recommendations threaten someone's territory.

The Honest Reality

What's Hard

• Clients resist your recommendations - you tell them they need to narrow their ICP, they push back because they don't want to "leave opportunity on the table." You spend a lot of time managing egos and getting buy-in.
• You're diagnosing without being inside the company - trying to figure out what's really wrong based on limited data and stakeholder interviews where everyone has their own narrative. The real problem is often not what they hired you to fix.
• Strategy is only valuable if it gets executed - you can design the perfect GTM motion, but if their team doesn't have the discipline to execute or leadership doesn't hold people accountable, nothing changes. You're trying to influence outcomes you don't control.
• Long feedback loops - it takes months to know if your strategy is working. You're often rolling off the engagement before results are clear.
• Scope is ambiguous - "help us fix our GTM" can mean 100 different things. You're constantly negotiating what's in scope vs what's a separate engagement.
• Every client thinks they're unique - they want custom everything, even when the problem is generic and you've solved it 10 times before.

What Success Looks Like

• Client hits the pipeline or revenue targets you set in the roadmap
• Your strategy recommendations actually get implemented (not always a given)
• Client renews for ongoing advisory or expansion work
• Leadership references your framework in their internal planning
• You're brought into board meetings or strategic planning sessions

Who You're Working With

Internal Team:

• RevOps Strategists (you hand off to them for implementation)
• Implementation Specialists (they build what you designed)
• Junior GTM Strategists (you might mentor or delegate to them)
• RevPartners leadership (for escalations and strategic guidance)

Client Stakeholders:

• CEO or President (especially at smaller companies)
• CRO or VP of Sales (often your day-to-day point of contact)
• CMO or VP of Marketing (if there's misalignment between sales and marketing)
• Head of Customer Success (if GTM includes expansion/retention)
• Board members (occasionally, at board meetings)

What They Care About:

• Proven playbooks - they want to know you've solved this before
• Fast results - even though strategy takes time, they want early wins
• Alignment - your biggest value is often getting their leadership team on the same page

Requirements

• 5-8+ years in B2B go-to-market roles (sales leadership, revenue operations, growth, consulting)
• Track record of designing and scaling GTM motions, ideally across multiple companies or clients
• Deep understanding of different sales models (PLG, outbound, inbound, channel) and when to use each
• Experience with funnel metrics, unit economics, and data-driven decision making
• Consulting or advisory experience - comfortable with ambiguity and influencing without authority
• Strong communication and presentation skills - you're selling your recommendations constantly
• HubSpot and/or Clay experience helpful but less critical than strategic chops