Right now, from San Francisco to Singapore, hundreds of growth teams are asking the same question:
How do we grow revenue without increasing headcount?
A decade ago, the only way to grow revenue was to hire more people. More headcount meant more leads. Books like Predictable Revenue by Aaron Ross, Sales Acceleration Formula by Mark Roberge, and Ultimate Sales Machine by Chet Holmes championed this approach, reinforcing the idea that growth required more boots on the ground.
But times have changed.
Today, we have an arsenal of tools that can leverage data to grow revenue. Data enrichment tools uncover prospect details, large language models (LLMs) personalize messaging at scale, sequencers automate outreach, and intent data helps teams strike while the iron is hot. With these tools, sales and marketing teams are expected to drive more pipeline per person. But achieving that requires striking a delicate balance.
Some teams over-automate, leaning on blunt, impersonal AI solutions that alienate prospects. Others under-automate, bogging themselves down with manual tasks. Both approaches leave teams siloed and struggling to hit their goals efficiently.
The sales floor of tomorrow won’t resemble today’s reality of AEs, SDRs, and RevOps manually crafting emails and cold calls. Instead, it will look more like an engineering organization.
Engineering teams build software that can serve millions of users without requiring more engineers. Similarly, sales teams will build automated systems that can reach thousands of prospects without adding headcount. Instead of each person working independently, they'll collaborate on reusable solutions that scale.
Like engineers, sellers will become technical problem-solvers who:
- Design scalable revenue-generating systems strategies for reaching prospects
- Build and maintain automated workflows
- Handle complex relationships while automation manages repetitive tasks
- Share successful approaches across the team
They'll develop deep expertise in modern sales technology - knowing when to use AI vs. human touch, creating automated data pipelines for prospect information, and continuously measuring and optimizing their systems for better performance.
The result? Sales teams that achieve more with fewer people, just like modern engineering organizations.
At Clay, we’re pioneering this future with the industry’s first GTM Engineering team—a reimagining of traditional sales roles that collapses SDRs, AEs, and sales engineers into a single, high-leverage function.
The default way to run sales at modern companies
The way most companies run sales is fairly straightforward:
1. SDRs research prospects and send outbound emails.
2. AEs take calls and close deals.
3. Sales engineers explain the technical side of the product.
4. RevOps ensures the CRM and tools are running smoothly.
These are distinct functions, doing distinct things, all in pursuit of a greater goal. The structure may look somewhat (or very) different depending on the company.
There's a massive problem with this approach: it's built around individual effort rather than scalable systems.
Think about how most SDRs work today. They're juggling LinkedIn research, crafting individual emails, and managing their own tech stacks—all while trying to hit aggressive meeting quotas. Some figure out clever shortcuts, others drown in manual work, and their best practices are rarely spread across the team.
It's like giving everyone a Swiss Army knife and hoping they'll build a house.
At Clay—given the market’s new technology, data, and automation potential—we decided that we could do better than this traditional team structure.
The rise of GTM engineering
It’s been less than a year since we landed on the term GTM engineers at Clay to describe our collapsed SDR/AE/sales engineering team.
Since then, the job title has exploded. Here are some screenshots of posts from just the last two weeks on LinkedIn.
GTM engineers automate processes that SDRs would’ve done manually.
For example:
- The old way: A team of SDRs works on manually researching prospects’ data, manually writing and personalizing emails, manually sending emails, and manually setting up meetings.
- The new way: A few GTM engineers use Clay, LLMs, an email warming tool, and an outbound sequencer to automate personalized outbound—at 10x the scale of the old team.
We’ve seen some companies where GTM engineers build systems to set up revenue opportunities that other people close on calls. At Clay, however, GTMEs do everything:
- Generate pipeline: Build systems for targeted outbound or inbound that can drum up demand that would’ve required an army of SDRs
- Close existing pipeline: Work with new prospects and prospects with upgrade potential
- Technical workshopping: Help people use Clay and understand how to uplevel their GTM teams to be more efficient and technically-forward
As a result, this is what our organization structure looks like.
Merging the SDR, sales engineer, and AE roles has several benefits.
1: Tighter feedback loops
An SDR doesn't need to pass a lead to an AE, who pulls in a sales engineer for help—it's all the same person, and crucially, that person is a true product expert. Unlike AEs who sometimes have surface-level product knowledge and must defer to technical teams, our GTM engineers use Clay daily to build automated systems. They can immediately demonstrate advanced functionality, solve technical challenges, and show exactly how to implement solutions. Customers get expert consultation from day one rather than a basic sales pitch. That means customers get a better, faster, and more unified experience, and we're much more efficient in hitting our revenue targets.
2: Better product feedback
GTM engineers are all experts at using Clay, which is useful as they run sales calls and write copy about the product. Unlike traditional AEs who view the product as a sales tool, GTM engineers think like power users and product builders. Their deep technical understanding and daily hands-on experience means they spot valuable product opportunities that sales teams typically miss. Our primary product feedback and roadmap often draws from the experiences of GTMEs.
It becomes a flywheel. A GTM engineer closes a lead → working with that lead surfaces a product fix or idea → product team implements the fix or idea → product becomes better → GTM engineers close new leads more easily → Clay grows revenue.
A perfect day for a GTM engineer at Clay is a combination of taking calls with new customers, helping current customers get more value, and building tables and data pipelines directly in Clay.
What's particularly interesting is that our customers view GTM engineers not just as sellers, but as strategic advisors in their own transformation. Customers often tell us that working with GTM engineers helps them envision and implement their own revenue automation initiatives. These aren't traditional sales conversations—they're collaborative sessions where GTM engineers are thought leaders on how to build scalable revenue systems.
This educational component is crucial as the entire industry moves towards more technical, systematic approaches to revenue generation. Our GTM engineers are at the forefront of this shift, helping customers understand not just what's possible today, but what their own GTM motion could look like tomorrow.
How GTM Engineering and RevOps create a growth powerhouse
A common misconception is that GTM Engineering competes with or replaces RevOps. Nothing could be further from the truth. They're different—but complementary—teams with different jobs.
RevOps is your foundational business layer: like the trunk of a tree, they build and maintain the core systems that keep your GTM motion running. RevOps makes sure your CRM data is accurate, your tools work together, and your processes run smoothly. Without this foundation, new growth projects would fail.
GTM Engineering represents an experimentation layer: like branches growing in new directions: they build new systems and experiments on top of the RevOps foundation. While RevOps keeps things stable, GTM Engineers try new approaches to grow revenue through automation and new tech.
Here's how this works with outbound sales:
- RevOps connects your email tools to your CRM, ensures data flows correctly between systems, and tracks results. They make large-scale outbound possible.
- GTM Engineers then build new things with those tools – using AI to write personalized messages, creating systems to research prospects automatically, or finding better ways to spot promising accounts.
When GTM Engineers find something that works, RevOps helps roll it out to everyone. They make sure new systems work reliably and the team can measure results. Meanwhile, GTM Engineers keep testing new ideas.
This partnership matters because what works in sales and marketing changes constantly. Markets shift, buyers change how they buy, and new technology comes out. RevOps keeps the core systems running while GTM Engineering helps teams adapt to these changes.
The teams work together like this:
- RevOps spots problems that GTM Engineers can fix with automation
- GTM Engineers build new tools that RevOps can spread across teams
- Together, they make the company better at finding and keeping customers
At Clay, we've seen how these teams support each other. Our GTM Engineers often work with customer RevOps teams, adding new capabilities while respecting their role managing core systems.
Companies don't need to pick between RevOps and GTM Engineering – they need both. RevOps runs the core systems. GTM Engineering builds new things on top. Together, they help companies grow faster than either could alone.
How we hire for GTM engineers
GTM engineering is a new role, and the best-fit candidates have likely spent most of their careers doing something different.
The strongest signal that someone will be a good GTM engineer at Clay is simple: they’re really good at using Clay. This is both because using Clay is a major part of a GTM engineer’s job and because it signals that they’re good systems thinkers.
Here is the exact take-home we use:
During our interview process, here are a few clear positive signals:
- Somewhat (or very) technical
- High product IQ: Can provide clear, useful feedback to product/engineering teams
- Great with people: Comfortable and effective on sales and customer calls
- Have run (or worked on) growth at other companies.
- High agency: Can get things done and unblock themselves.
You may notice we use a lot of stereotypically contradictory criteria. Great with people but highly technical. Product-minded but good at growth. That’s what makes hiring for GTM engineers difficult—but we feel great about the people we’ve found so far.
We believe that GTM engineering has a bright future. It’s one of the highest leverage jobs in the GTM world today. And there will be a significant gap between demand and supply: a good GTM engineer can generate incredible amounts of value, but there aren’t many people who make great GTM engineers.
If you think you may be a fit at Clay, let us know here.
Right now, from San Francisco to Singapore, hundreds of growth teams are asking the same question:
How do we grow revenue without increasing headcount?
A decade ago, the only way to grow revenue was to hire more people. More headcount meant more leads. Books like Predictable Revenue by Aaron Ross, Sales Acceleration Formula by Mark Roberge, and Ultimate Sales Machine by Chet Holmes championed this approach, reinforcing the idea that growth required more boots on the ground.
But times have changed.
Today, we have an arsenal of tools that can leverage data to grow revenue. Data enrichment tools uncover prospect details, large language models (LLMs) personalize messaging at scale, sequencers automate outreach, and intent data helps teams strike while the iron is hot. With these tools, sales and marketing teams are expected to drive more pipeline per person. But achieving that requires striking a delicate balance.
Some teams over-automate, leaning on blunt, impersonal AI solutions that alienate prospects. Others under-automate, bogging themselves down with manual tasks. Both approaches leave teams siloed and struggling to hit their goals efficiently.
The sales floor of tomorrow won’t resemble today’s reality of AEs, SDRs, and RevOps manually crafting emails and cold calls. Instead, it will look more like an engineering organization.
Engineering teams build software that can serve millions of users without requiring more engineers. Similarly, sales teams will build automated systems that can reach thousands of prospects without adding headcount. Instead of each person working independently, they'll collaborate on reusable solutions that scale.
Like engineers, sellers will become technical problem-solvers who:
- Design scalable revenue-generating systems strategies for reaching prospects
- Build and maintain automated workflows
- Handle complex relationships while automation manages repetitive tasks
- Share successful approaches across the team
They'll develop deep expertise in modern sales technology - knowing when to use AI vs. human touch, creating automated data pipelines for prospect information, and continuously measuring and optimizing their systems for better performance.
The result? Sales teams that achieve more with fewer people, just like modern engineering organizations.
At Clay, we’re pioneering this future with the industry’s first GTM Engineering team—a reimagining of traditional sales roles that collapses SDRs, AEs, and sales engineers into a single, high-leverage function.
The default way to run sales at modern companies
The way most companies run sales is fairly straightforward:
1. SDRs research prospects and send outbound emails.
2. AEs take calls and close deals.
3. Sales engineers explain the technical side of the product.
4. RevOps ensures the CRM and tools are running smoothly.
These are distinct functions, doing distinct things, all in pursuit of a greater goal. The structure may look somewhat (or very) different depending on the company.
There's a massive problem with this approach: it's built around individual effort rather than scalable systems.
Think about how most SDRs work today. They're juggling LinkedIn research, crafting individual emails, and managing their own tech stacks—all while trying to hit aggressive meeting quotas. Some figure out clever shortcuts, others drown in manual work, and their best practices are rarely spread across the team.
It's like giving everyone a Swiss Army knife and hoping they'll build a house.
At Clay—given the market’s new technology, data, and automation potential—we decided that we could do better than this traditional team structure.
The rise of GTM engineering
It’s been less than a year since we landed on the term GTM engineers at Clay to describe our collapsed SDR/AE/sales engineering team.
Since then, the job title has exploded. Here are some screenshots of posts from just the last two weeks on LinkedIn.
GTM engineers automate processes that SDRs would’ve done manually.
For example:
- The old way: A team of SDRs works on manually researching prospects’ data, manually writing and personalizing emails, manually sending emails, and manually setting up meetings.
- The new way: A few GTM engineers use Clay, LLMs, an email warming tool, and an outbound sequencer to automate personalized outbound—at 10x the scale of the old team.
We’ve seen some companies where GTM engineers build systems to set up revenue opportunities that other people close on calls. At Clay, however, GTMEs do everything:
- Generate pipeline: Build systems for targeted outbound or inbound that can drum up demand that would’ve required an army of SDRs
- Close existing pipeline: Work with new prospects and prospects with upgrade potential
- Technical workshopping: Help people use Clay and understand how to uplevel their GTM teams to be more efficient and technically-forward
As a result, this is what our organization structure looks like.
Merging the SDR, sales engineer, and AE roles has several benefits.
1: Tighter feedback loops
An SDR doesn't need to pass a lead to an AE, who pulls in a sales engineer for help—it's all the same person, and crucially, that person is a true product expert. Unlike AEs who sometimes have surface-level product knowledge and must defer to technical teams, our GTM engineers use Clay daily to build automated systems. They can immediately demonstrate advanced functionality, solve technical challenges, and show exactly how to implement solutions. Customers get expert consultation from day one rather than a basic sales pitch. That means customers get a better, faster, and more unified experience, and we're much more efficient in hitting our revenue targets.
2: Better product feedback
GTM engineers are all experts at using Clay, which is useful as they run sales calls and write copy about the product. Unlike traditional AEs who view the product as a sales tool, GTM engineers think like power users and product builders. Their deep technical understanding and daily hands-on experience means they spot valuable product opportunities that sales teams typically miss. Our primary product feedback and roadmap often draws from the experiences of GTMEs.
It becomes a flywheel. A GTM engineer closes a lead → working with that lead surfaces a product fix or idea → product team implements the fix or idea → product becomes better → GTM engineers close new leads more easily → Clay grows revenue.
A perfect day for a GTM engineer at Clay is a combination of taking calls with new customers, helping current customers get more value, and building tables and data pipelines directly in Clay.
What's particularly interesting is that our customers view GTM engineers not just as sellers, but as strategic advisors in their own transformation. Customers often tell us that working with GTM engineers helps them envision and implement their own revenue automation initiatives. These aren't traditional sales conversations—they're collaborative sessions where GTM engineers are thought leaders on how to build scalable revenue systems.
This educational component is crucial as the entire industry moves towards more technical, systematic approaches to revenue generation. Our GTM engineers are at the forefront of this shift, helping customers understand not just what's possible today, but what their own GTM motion could look like tomorrow.
How GTM Engineering and RevOps create a growth powerhouse
A common misconception is that GTM Engineering competes with or replaces RevOps. Nothing could be further from the truth. They're different—but complementary—teams with different jobs.
RevOps is your foundational business layer: like the trunk of a tree, they build and maintain the core systems that keep your GTM motion running. RevOps makes sure your CRM data is accurate, your tools work together, and your processes run smoothly. Without this foundation, new growth projects would fail.
GTM Engineering represents an experimentation layer: like branches growing in new directions: they build new systems and experiments on top of the RevOps foundation. While RevOps keeps things stable, GTM Engineers try new approaches to grow revenue through automation and new tech.
Here's how this works with outbound sales:
- RevOps connects your email tools to your CRM, ensures data flows correctly between systems, and tracks results. They make large-scale outbound possible.
- GTM Engineers then build new things with those tools – using AI to write personalized messages, creating systems to research prospects automatically, or finding better ways to spot promising accounts.
When GTM Engineers find something that works, RevOps helps roll it out to everyone. They make sure new systems work reliably and the team can measure results. Meanwhile, GTM Engineers keep testing new ideas.
This partnership matters because what works in sales and marketing changes constantly. Markets shift, buyers change how they buy, and new technology comes out. RevOps keeps the core systems running while GTM Engineering helps teams adapt to these changes.
The teams work together like this:
- RevOps spots problems that GTM Engineers can fix with automation
- GTM Engineers build new tools that RevOps can spread across teams
- Together, they make the company better at finding and keeping customers
At Clay, we've seen how these teams support each other. Our GTM Engineers often work with customer RevOps teams, adding new capabilities while respecting their role managing core systems.
Companies don't need to pick between RevOps and GTM Engineering – they need both. RevOps runs the core systems. GTM Engineering builds new things on top. Together, they help companies grow faster than either could alone.
How we hire for GTM engineers
GTM engineering is a new role, and the best-fit candidates have likely spent most of their careers doing something different.
The strongest signal that someone will be a good GTM engineer at Clay is simple: they’re really good at using Clay. This is both because using Clay is a major part of a GTM engineer’s job and because it signals that they’re good systems thinkers.
Here is the exact take-home we use:
During our interview process, here are a few clear positive signals:
- Somewhat (or very) technical
- High product IQ: Can provide clear, useful feedback to product/engineering teams
- Great with people: Comfortable and effective on sales and customer calls
- Have run (or worked on) growth at other companies.
- High agency: Can get things done and unblock themselves.
You may notice we use a lot of stereotypically contradictory criteria. Great with people but highly technical. Product-minded but good at growth. That’s what makes hiring for GTM engineers difficult—but we feel great about the people we’ve found so far.
We believe that GTM engineering has a bright future. It’s one of the highest leverage jobs in the GTM world today. And there will be a significant gap between demand and supply: a good GTM engineer can generate incredible amounts of value, but there aren’t many people who make great GTM engineers.
If you think you may be a fit at Clay, let us know here.
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