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The GTM job market is shifting fast. New motions, tech, and reporting lines are changing how teams drive pipeline and retention. Make the wrong staffing or org call and you will slow growth and inflate cost to serve. In a recent episode of The Go-to-Market Podcast, host Dr. Amy Cook sat down with Jeremy Baras, Executive Senior Partner and Go-to-Market Practice Lead at Talent Foot, to unpack the latest GTM job trends and what they mean for hiring and careers.

Drawing on daily conversations with CEOs, CROs, and board members, Jeremy outlines which roles are now essential and which org structures scale cleanly. The discussion centers on the rise of product-led growth and the evolving, non-negotiable role of RevOps. Use the guidance below to stress-test your org design and your next career move.

What Hiring Leaders Want in GTM Right Now

Jeremy Baras identifies the core shifts redefining modern GTM. He sees growing demand for transformational operators who can launch and scale new motions. He also underscores the need for a disciplined operations function that enables strategy, process, systems, and data across the funnel.

“We’re seeing a lot of companies, especially high-growth companies, adopt a product-led growth model within their overall go-to-market strategy… I think you’re seeing hiring against that transformation. In our world, go-to-market ops is still number one. We’re seeing a transformation within go-to-market ops specifically. [RevOps] as it was two or three years ago probably isn’t what it is today or what it will be [next] year.”

The Accelerating Shift to Product-led Growth

One of the most significant trends Jeremy identifies is the widespread adoption of product-led growth (PLG) models. As companies seek more efficient and scalable ways to acquire and retain customers, they are actively looking for leaders who can build and integrate a PLG motion into their existing sales-led framework. This has created a high demand for GTM leaders who possess a strong product background.

Jeremy notes, “You’re finding companies, oftentimes hiring leaders that index more in either that PLG motion or more of a product background because they want to adopt some sort of product led motion.” This is not just another channel. It represents a fundamental change in what is a GTM strategy.

Companies are creating hybrid models to unlock new growth, concentrate on specific customer segments, or accelerate market penetration. This transformation requires a deep understanding of the customer journey from a product-first perspective, making it essential to optimize GTM strategy for the evolving market. For professionals pursuing high-impact GTM roles, PLG depth increases your market value.

Visual idea: side-by-side funnel showing sales-led and PLG motions converging on one revenue engine.

RevOps Thrives under Revenue, not Finance

While RevOps has been a critical function for years, its place on the org chart determines its impact. Jeremy’s point is direct. Place RevOps under the CRO to maximize scope, speed, and alignment.

When RevOps reports to the CRO, it can drive forecasting, Territory Management, and business model transformation. Placing RevOps under finance often fragments priorities. “They’re so focused on the financial aspect and the financial health…that they probably have some blinders on relative to the actual growth objectives that the revenue org has,” Jeremy explains.

The CFO remains a critical partner.

The RevOps leader serves as the CRO’s evidence-based counterpoint, using an end-to-end go-to-market ops framework to turn strategy into an executable plan. Companies like Udemy show how an integrated approach can accelerate GTM planning and execution.

The Enduring Power of the RevOps Function

Despite predictions that AI will reduce the need for RevOps, the function remains central to growth. The label may evolve. The work does not. Process, systems, enablement, and data-driven decision-making are still essential.

Technology, including AI, helps RevOps professionals work smarter. “You need people to still do the work and lead the work and drive the strategy,” Jeremy states. The rise of new tools increases the need for a strategic operations function that can evaluate, implement, and manage the tech stack.

RevOps is becoming more strategic, not less. It connects near-term planning to long-term targets, making continuous GTM planning practical. A practical AI in GTM strategy does not eliminate RevOps. It elevates it.

Visual idea: checklist or flow diagram of RevOps responsibilities mapped to the revenue lifecycle.

Final Thoughts

If you lead a GTM team or plan your next role, act on three priorities now. Build PLG skills into your motion and leadership profile. Ensure RevOps reports to the CRO and runs as a center of excellence with clear ownership for process, systems, enablement, and data. Use a sustainable GTM strategy to align operating cadence with strategic goals.

FAQ Go to Market Job Trends

1. What are the top GTM job trends hiring leaders are focused on?

The top GTM job trends hiring leaders are focused on are the shift to product-led growth (PLG) and the strategic importance of a Revenue Operations (RevOps) function. Companies are prioritizing leaders who can build new growth motions and a RevOps function that operates as a revenue center. This reflects a broader move towards more efficient and scalable ways to acquire and retain customers.

2. Why is experience with product-led growth a top hiring criterion?

Experience with product-led growth (PLG) is a top hiring criterion because companies are actively seeking leaders who can build and integrate a PLG motion into their existing sales-led framework. This hybrid model helps unlock new growth and accelerate market penetration. GTM professionals with a strong product background and PLG fluency are considered more valuable in the current market.

3. Where in the organization should the RevOps team report?

The RevOps team should report to the Chief Revenue Officer (CRO) to deliver the most value. When RevOps reports to the CRO, it is best positioned to drive alignment, speed, and strategy across sales, marketing, and customer success. This structure allows the function to operate as a true center of excellence for the entire revenue organization.

4. Why should RevOps report to the CRO instead of the CFO?

RevOps should report to the CRO instead of the CFO because it aligns the function with the company’s growth objectives rather than just its financial health. Reporting to a CFO can create blinders and fragment priorities, limiting the RevOps team’s scope. Under the CRO, RevOps can better drive forecasting, territory management, and overall business model transformation.

5. Will AI and automation replace the need for RevOps professionals?

No, AI and automation will not replace the need for RevOps professionals; instead, they raise the bar for RevOps strategy. While technology can automate certain tasks, companies still need people to lead the work, drive the strategy, and manage the GTM tech stack. AI elevates the RevOps function, making it more strategic rather than obsolete.