Everyone loves GTM !

Two years ago, GTM was just another buzzword. Today, more and more roles are adopting a GTM approach - and even GTM titles.

The shift is no longer confined to Marketing or the boardroom. It’s being felt in Enablement, in Customer Success, and even in L&D.

Two years ago, GTM was just another buzzword. Today, more and more roles are adopting a GTM approach - and even GTM titles.

The shift is no longer confined to Marketing or the boardroom. It’s being felt in Enablement, in Customer Success, and even in L&D.

“Go-To-Market?! What’s that got to do with training users or customers? I don’t think I want to be swimming in that lane… that’s a completely different game for me.”

And she was right, at least back then. GTM felt like a word that belonged in Marketing slides or boardroom discussions about product–market fit and growth strategy. For the rest of us, it was background noise.

When GTM started to matter

The shift didn’t happen overnight. It built up over a few years:

2021 → SaaS companies were still chasing growth at all costs. Budgets were big, capital was cheap, and GTM lived mostly in board decks and investor updates. For practitioners, it still felt distant.

2022 → The brakes hit. Capital tightened, CAC climbed, churn started to sting. Suddenly, efficiency - not just growth - was the mandate. Leaders began asking every function: 

What’s our GTM motion? How are we aligning to it? What does it take to bridge the gaps? Is GTM a tech thing? A people thing? A skills thing? Which department owns it?

2023 → GTM broke out of the boardroom. It became one of LinkedIn’s hottest hashtags, attached to job titles and org charts. Sales Enablement turned into GTM Enablement. SalesOps evolved into RevOps. CSMs became GTM experts - shaping expansion playbooks and working closer to TOFU. And L&D started building cross-functional GTM academies.

GTM isn’t just hype anymore. It’s a working reality.

And practitioners on the ground are fueling the paradigm shift—because they can. Because technology (and now AI) allows them to break silos, bypass ego-driven managers, and dismantle cultural walls. That’s exactly what the business needed: faster outcomes, real-time adjustments to sharpen product–market fit, and the agility to stay competitive in fast-moving markets.

The L&D realization

I spoke with an L&D professional who admitted she used to design training around the needs of each department. Sales had their playbooks. CS had sessions on onboarding and expansions. Product had its own track - often highly technical and rarely tied to business outcomes.

But the business needed faster results, fewer silos, and more collaboration. So she rebuilt training around the customer lifecycle, not the org chart.

Marketers learned what renewal managers needed to communicate value more effectively. CS teams discovered how to adjust onboarding based on signals captured earlier in the sales journey. Sales realized that sharing onboarding practices with prospects improved trust and credibility during early engagements.

“Suddenly,” she said, “it didn’t feel like three separate programs. It felt like a GTM academy.”

The Enablement shift

One Enablement leader laughed when he described his old job description: “onboard new hires and measure content adoption.”

But when churn crept up and CAC ballooned, Enablement couldn’t remain siloed and focused only on sellers. He started looking for correlations across Marketing, Sales, and CS.

One of his first moves was to design a single bootcamp for all GTM roles - so everyone could walk in each other’s shoes, speak the same language, and keep the customer story consistent from start to finish.

“Sales Enablement used to be focused mainly on sellers,” he said. “Now it feels like the glue that holds the GTM story together.”

And as Noa Barak a Customer and GTM Enablement leader I recently spoke with, put it:

“GTM Enablement needs to include every customer-facing role. It orchestrates a unified, holistic approach - ensuring the customer receives one single language from all.”

(More quotes and interviews with GTM leaders in my 2nd book "The Multiplier").

The CSM breakthrough

A CSM told me she used to feel like a firefighter. Her entire job was escalations, chasing renewals, and managing broken expectations.

But as GTM thinking spread, her role changed. She was pulled into the sales cycle earlier. Her churn insights shaped discovery questions. One of her biggest wins came from fine-tuning messaging and sales playbooks using voices and testimonials pulled directly from the book of business.

“For the first time,” she said, “I wasn’t just fixing problems. I was part of the growth strategy.”

Why GTM feels different now

These stories explain why GTM caught fire.

Not because executives branded it well. But because ICs realized that working horizontally across the lifecycle simply works better.

It creates faster outcomes. It breaks silos. It makes every role - from L&D to Enablement to CS- part of the growth engine.

That’s why everyone loves GTM. Because it gives businesses the agility to scale faster and more effectively starting from the trenches. 

With technology empowering ICs to connect, align, and act faster than ever, GTM is no longer a boardroom strategy - it’s a frontline reality.

My Reflection

My own journey started back in 2009, when I was a Training Manager. Back then, Sales Enablement wasn’t even recognized as a discipline. Most of us operated in narrow lanes - running onboarding, building training decks, or delivering sessions for one department at a time.

But I quickly realized something: customers don’t experience us in slices. They don’t care where Marketing ends and Sales begins, or where Sales hands off to CS. To them, it’s one journey.

That’s when I began stepping outside the traditional boundaries. To truly enable sales, you have to understand everything that happens before and after the sales cycle. Sales Enablement couldn’t just focus on sellers - because sellers don’t work alone.

By X-raying the entire journey from lead generation to expansion and back - from Customer Success to the top of the funnel - we had a much better chance of streamlining workflows and improving buyer–seller engagements.

Over the years, I saw Sales Enablement evolve from a reactive function into something much bigger. And I knew the role had to change too. It wasn’t just about supporting sellers anymore. It was about multiplying the impact of every GTM role.

That’s the vision behind The Multiplier, my second book in the Project Moneyball series. It captured what I had learned stepping beyond traditional enablement - how a holistic mindset, applied across Marketing, Sales, and CS, could transform Enablement from a support function into a true growth engine.

I’ve published two books and I’m deep into my third. Not because I had to, but because I believe this is the story of our time in SaaS: the inevitable evolution of Enablement into GTM, and the rise of practitioners who know how to think like multipliers.

That’s why I keep writing. Because GTM isn’t just a strategy - it’s a mindset shift.