Hi everyone, I’ve been using Clay for the past 10 months and have really been enjoying it - it’s actually made me start thinking about shifting from a RevOps focus to more of a GTM-engineering direction, since that’s where I’m finding the most energy and interest lately. Curious what others think... what’s the future of the GTM Engineer role? I’ve spoken to a few people who see it as less valuable than traditional RevOps, or think it’s just the latest shiny new title that might fade out over time 👀
For me, it definitely feels like it’s here to stay. The way teams are becoming more integrated and technical just makes sense, and I don’t see that reversing any time soon. I’m still pretty new to the GTM space, so I’m still figuring things out, but from what I’ve seen so far, the GTM Engineer role feels more like a natural evolution of RevOps than just a shiny new title.
I agree. To answer your question: I think the future of tthe gtm role is a paired down version of what we see now. I equate current date gtm to being early days revops - a person who wears many hats and does a variety of responsibilities. Now GTM is primarily focused in the smb (> 25million ARR) area however what is the effect when businesses scale? Do we start to see teams of GTMs as a subset of Revops? I see growth that is not fully understood - a modern day technical gold rush. There is a tremendous demand for gtm, there is a dearth of supply. Yes they are programs like bootcamps, ancillary courses etc to train GTMs but what should we be doing NOW to BUILD GTMs for the future? All of the examples of enterprise companies implementing G"TM are all doing so within a 2 year period (Clay feel free to fact check me on that). Long story short - there are no experts yet in this category, everyone is kinda going by feel. My opinion, could def be incorrect.
Great question Hannah S.! GTME is a function that builds systems leveraging AI and automation to generate revenue. With this in mind, the easiest place to sit is Ops. However, it's giving ops teams an actual seat at the table with revenue-generating functions. Ops is not the back office anymore. I believe roles like Growth Marketing and Ops will consolidate under GTME in the future.
Hey Hannah, I'm beginning to see a future where every person in the organization has the right GTM engineering skills for their role and remit so that everybody is KPI'd on systems thinking and leveraging AI and automation for greater efficiency, creativity, innovation, and ultimately scale. So various roles won't be rolled into go-to-market engineering function, but rather go-to-market engineering skills will be layered on top of existing roles. And I say this because my go-to-market engineering skills make me a better brand, marketing and sales strategist, and help me build interconnected systems and execute faster. This doesn't mean I am now a go-to-market engineer per se. This just means I'm a better brand, marketing and sales strategist - and that's the place from which I help companies grow. I wrote a 2025 report on the future of GTMe featuring the POV of 17 GTM experts here if you'd like to read different POVs.
