Who owns GTM?

One question continues to spark heated debates in boardrooms across the globe: Who should own Go-To-Market (GTM) strategy? This isn't just academic posturing – it's a critical issue that can make or break a company's growth trajectory.

I've witnessed firsthand the chaos that ensues when GTM ownership is unclear or misaligned.

We all know the story: Marketing launches campaigns that Sales isn't prepared for, Customer Success is blindsided by new product features, and Finance is left scrambling to make sense of it all.

The stakes are high. According to Forrester, companies with aligned revenue engines grow 12-15% faster than their peers. That's the difference between dominating your market and becoming another cautionary tale.

So, who are the contenders for GTM ownership?

1. The CEO: They have the authority to align GTM with overall business strategy, but often lack the time and operational expertise to manage it effectively.

2. The CRO: Directly responsible for driving revenue, but may have a sales-centric bias that neglects other crucial GTM components.

3. The CMO: Brings deep market insights, but may lack accountability for bottom-line results.

4. The CFO: Offers financial rigor, but is often disconnected from market realities.

5. RevOps: Manages the entire revenue funnel, but may lack the authority to drive major strategic changes.

The truth is, there's no one-size-fits-all answer. GTM ownership needs to evolve as your company grows:

Startup Phase: In the early days, GTM is typically founder-led. The CEO's vision and hustle are crucial for gaining initial traction.

Scale-up Phase: As you hit your stride, specialized roles emerge. This is when many companies struggle with GTM alignment.

Grown-up Phase: Mature companies need cross-functional alignment and potentially new roles to manage complex GTM strategies.

So, how do we solve this puzzle?

1. Elevate RevOps: Transform Revenue Operations from a support function into a true C-level strategic role. Give your RevOps leader a seat at the executive table and the authority to drive cross-functional alignment.

2. Hire GTM-Fluent CROs: Look for Chief Revenue Officers who understand the entire GTM ecosystem, not just sales. They should be comfortable with marketing strategy, customer success, and have strong P&L acumen.

3. Create a Chief GTM Officer: For some companies, creating a dedicated C-level role to oversee all aspects of GTM can be the answer. This person would sit above Sales, Marketing, and Customer Success, ensuring alignment across the entire customer journey.

4. Implement Cross-Functional GTM Councils: Establish a regular forum where leaders from Sales, Marketing, Product, Customer Success, and Finance meet to align on GTM strategy and execution.

5. Adopt OKRs for GTM Alignment: Use Objectives and Key Results (OKRs) to create shared goals across departments contributing to GTM success.

The key takeaway? GTM ownership isn't just about assigning responsibility to a single role (even though that is a big part of it). It's about creating a culture of alignment, where every department understands how they contribute to the overall GTM strategy.

Here's my hot take: Most CEOs must let go of direct GTM ownership as their companies scale. The complexities of modern GTM strategies require dedicated focus and specialized expertise that most CEOs simply can't provide while also steering the overall company vision.

As you reflect on your own company's GTM ownership, ask yourself:

1. Is our current GTM structure driving growth or creating friction?

2. Do we have clear accountability for GTM results?

3. Are all customer-facing departments aligned on our GTM strategy?

4. How will our GTM needs evolve as we scale?

The GTM ownership debate isn't going away anytime soon. But by thoughtfully addressing this challenge, you can turn it from a potential stumbling block into a powerful catalyst for growth.

Don't let GTM chaos sink your ship. Unless, of course, you enjoy watching your growth stagnate while departments wage war. In that case, by all means, carry on!