This post was originally published on LinkedIn.

Account research. Outbound. Content. Ad targeting. Sales follow up. Meeting prep. SDRs. This on top of the 195,876 things GTM Ops is already working on.

As more and more of the GTM functions can be performed by AI automation and agents we’re seeing more and more work land on the desk of GTM ops.

And as we all know GTM Operators have loads of time on their hands 🫠

But the shift is happening because all these AI automations and agents have to be setup somewhere. And yes, Claude Code is making waves but the core GTM tech stack is where a lot of this is happening still: SFDC, Hubspot, Clay, sales engagement tools, other enrichment tools, AI sales tools, etc

So given GTM ops has always been the team that builds the overarching GTM engine they are the team that has to build the agents and AI automation into the core business processes (and get them working, safe, reliable, providing value)

And this is truly taking work away from the marketing and sales teams and moving it onto GTM Ops. It’s a significant shift.

E.g. if your sales team is doing Account research right now that is a complete waste of their time. Get AI agents to do it. But someone needs to build this….. GTM Ops. Work goes from sales > Ops. And this is playing out over dozens of day to day GTM tasks.

This raises ton of questions we're thinking about at CS2:

• How should GTM ops teams be structured when ops owns this much?
• What does a sales rep's day actually look like in when ops is automating research, outbound, and meeting prep?
• Does the marketing team get smaller? Does it shift entirely to creative and brand while ops handles everything else?
• How does GTM engineering factor into all of this?
• How can GTM Ops find the bandwidth to handle the day to day while building for the future?

Pretty crazy time to be in GTM ops. We have a lot of work to do.