GTM engineering.
The GTM engineer you were trying to hire. The role every revenue team is now trying to fill: someone who can write code, knows the CRM as a system rather than a tool, and is measured on pipeline instead of on tickets. Hard to hire, and available here as a team.
The job description has two people in it.
You want somebody who understands go-to-market motion and can also build the enrichment pipeline, the routing logic and the data model underneath it. Those skills rarely arrive in one person, and when they do that person has offers.
Two skill sets. One req.
GTM engineering — the hiring gapRevenue work that happens in code.
Lead flow as a system
Capture, enrichment, deduplication, scoring, routing and escalation as one instrumented pipeline with a latency budget, rather than six disconnected automations built at different times.
Data model that survives reporting
Objects, properties and definitions designed so the questions leadership asks have answers, instead of being reconstructed in a spreadsheet each quarter.
Outbound infrastructure
Target account lists built from real firmographic and intent signal, sequencing, deliverability and the reporting that says which list was worth building.
Integrations across the stack
CRM, product, billing, warehouse and the enrichment vendors, joined with retries and reconciliation rather than a chain of Zaps nobody can trace.
Experiments with a measurement
A change to routing, scoring or sequencing set up so the result is readable. Most GTM experiments fail on measurement rather than on the idea.
AI where it moves a number
Research, summarisation, classification and drafting inside the workflow, scoped to a measurable outcome with a human in the loop where it matters.
Strategy that ships as a system.
Diagnose
Where revenue actually comes from today, read from the systems rather than from the deck — sources, cycle times, win rates and the segments that quietly carry the number.
Decide
Segment, offer, motion and pricing written as decisions with owners and dates attached, not as a framework with boxes to fill in later.
Instrument
The CRM, the routing, the definitions and the dashboards rebuilt so the plan is measurable the week it launches rather than the quarter after.
Run it with you
We operate the motion alongside your team until the number repeats, then hand it over with the documentation to keep it repeating.
Hired an ops person. Needed an engineer.
A revenue operations hire who cannot write code can configure the tools and will hit a ceiling the first time the answer is an API. A software engineer who does not understand the motion will build something technically sound that nobody in sales uses. The role only works as both.
What people ask before they commit.
What is a GTM engineer?
Someone who builds the go-to-market system as software: lead flow, data model, enrichment, routing, integrations and the measurement around them. Revenue operations with an engineering skill set, measured on pipeline.
Why not just hire one?
You should if you can. The market is tight, the blend is rare, and the people who have it tend to be expensive and quickly poached. We are the answer while you look, or instead of looking.
How is this different from RevOps consulting?
We build rather than advise. The deliverable is a working system in your stack, in your repository where there is one, not a recommendation deck.
Do you work alongside our RevOps team?
Frequently. They own process and enablement, we own the technical build. The boundary is clean and both sides tend to prefer it.
What does an engagement look like?
Usually an embedded engineer or a small team for a quarter, with a defined outcome. Sometimes a fixed-scope build. We work out which in the first conversation.
Where people go from here.
Fill the role without the search.
Tell us what you are running
What the system does today, where it breaks, and when it has to work. An engineer reads it — you get an answer inside one business day, not a sequence.