The CEO as GTM Strategist: Owning the B2B Go-to-Market Narrative

If you are a founder or CEO in B2B tech, you'll already understand that the responsibility for Go-to-Market (GTM) strategy is increasingly shifting back to CEOs and founders.

This strategic recalibration recognises that effective GTM requires cross-functional alignment that only the chief executive can truly orchestrate. Based on current market trends and research, this article outlines the essential actions CEOs must take to own their GTM strategy and control their market narrative.

Why CEOs Must Own the GTM Function

The fundamental case for CEO ownership of GTM strategy stems from their unique position within the organisation. As Sangram Vajre and Bryan Brown argue in their book "MOVE: The 4-question Go-to-Market Framework," the CEO must own the GTM function because "employee behaviour is driven by compensation, and only the CEO can align the compensation strategies across Marketing, Sales, Customer Success, and Product". This alignment is critical as misalignment costs companies 10% or more in lost revenue annually.

When the CEO fails to own GTM, organisational dysfunction emerges:

• Only 28% of sales teams feel aligned with marketing

• More than 50% of product teams believe sales sells to the wrong customers

• Cross-functional finger-pointing becomes the norm, with each department blaming others for GTM failures

However, CEO ownership doesn't mean micromanagement. As one CEO noted, "We're generating leads, but sales says they're bad. Sales is pushing deals, but product says they're forcing the wrong fits". The CEO's role is to create the framework for alignment, not to execute every GTM function personally.

Go-To-Market Uncovered

In my book, Go To Market Uncovered, I look beyond the conversation and dive into the practicalities of building an aligned, cross-functional GTM strategy from the ground up, because let's face it, you're too far removed from the grassroots and have likely deferred growth execution to business unit leaders.

The book provides enough detail for you to identify the gaps and either adopt the ARISE GTM Methodology in-house, or you can lean into it and drive forward from a product marketing viewpoint.

Creating the Right GTM Leadership Structure

While the CEO must own the GTM strategy, most executives lack sufficient time to manage GTM operations day-to-day. Recent research suggests several structural approaches:

1. The Direct Ownership Model

In early-stage companies, founders often engage directly in "Founder-Led Sales," maintaining direct involvement in client acquisition even after hiring the first sales representatives. This approach leverages the founder's unique understanding of the product and market, plus the instant credibility the "Founder" title provides in sales conversations.

2. The Chief Go-to-Market Officer Model

For larger organisations, the emerging Chief Go-to-Market Officer (CGTMO) role presents a viable solution. The CGTMO sits alongside the CEO and COO, focusing exclusively on ensuring GTM investments are executed efficiently. Key responsibilities include:

• Living and breathing the customer experience

• Keeping GTM teams focused on strategy

• Collaborating with the CEO and COO/CFO to align GTM with organizational goals

This role differs from the Chief Growth Officer (CGO), which typically focuses more narrowly on revenue expansion rather than a holistic GTM strategy.

Key Focus Areas for CEO-Led GTM

To effectively own GTM strategy, CEOs should prioritise these critical areas:

1. Shift from Inside-Out to Outside-In Perspective

B2B GTM has traditionally operated from an inside-out perspective, driven by internal priorities rather than market realities. CEOs must lead the transition to an "outside-in, marketplace-first" approach by:

• Investing significantly in marketplace research and causal analytics

• Implementing continuous calibration of buyer behavior

• Rebuilding GTM from a buyer-centric foundation

This shift is particularly urgent as AI-driven transparency is giving buyers unprecedented access to information, diminishing the effectiveness of traditional seller-controlled narratives.

2. Align Incentives and Compensation

The CEO must create frameworks that incentivise cross-functional collaboration rather than departmental competition. This includes:

• Designing compensation structures that reward team collaboration over individual performance

• Setting expectations that marketing, sales, and product teams operate as a unified system

• Ensuring customer success metrics influence all departmental incentives

As Sangram Vajre notes, "When the CEO sets the GTM vision, teams stop competing and start collaborating. And that's when business transformation and growth actually happens".

In Go To Market Uncovered, I lean into a simple way CEOs and founders can achieve aligned GTM by answering three questions:

• How do I convey the value of my product or service to my end user or buyer?
• How do I enable my buyer to buy from me?
• How do I onboard, retain, upsell or cross-sell my customer once I have them?

Across eight pillars of GTM:

• Discovery
• Customer Intelligence
• Product Value
• Pricing Strategy
• Sales Enablement
• Marketing Strategy
• Onboarding
• Product Development

Using five clearly defined steps:

• Assess
• Research
• Ideate
• Startegise
• Execute

I believe the seismic shift driving this is the end of growth at all costs. For a decade or more, you could delegate growth to business unit leaders and superstar sales leaders. You could avoid true fiscal responsibility by raising your way out of trouble, and operational excellence wasn't at the top of your mind. Hence, the rise of Revops.

3. Establish Clear GTM Metrics and Accountability

CEOs should establish and monitor key GTM metrics that span departmental boundaries:

• Cost of Acquisition (CAC)

• Net Revenue Retention (NRR)

• Cost of Retention (COR)

• GTM Motion Delivery across outbound, partnership, and ecosystem approaches

• Share of Voice in the Market

• Product Usage metrics that connect to customer value

The CEO's role is to ensure these metrics drive decisions across the organization and that impact is measured holistically, considering factors like time lag and external marketplace influences.

Controlling the Narrative: The CEO as Thought Leader

Beyond internal alignment, CEOs must also control the external narrative. Positioning the CEO as a thought leader creates a direct connection between the brand and its audience, building trust that is especially important for B2B tech companies.

Developing an Effective Thought Leadership Strategy

1. Define the CEO's Personal Brand: Articulate the unique perspective and expertise the CEO brings to industry conversations.

2. Leverage Content Platforms: Consistently publish insights via LinkedIn articles, blog posts, podcasts, or other channels where industry stakeholders gather.

3. Engage in Industry Conversations: Actively participate in discussions about industry trends, challenges, and opportunities.

4. Control Strategic Story Arcs: Shape narratives that position the company favorably, such as "the one where you stop people boiling the frog" (preventing a growing problem) or "the one where you're super niche" (highlighting specialized expertise).

Effective thought leadership allows the CEO to humanise the brand and build a community around it, creating a foundation of trust that supports all GTM activities.

Implementation Framework for CEO-Owned GTM

To operationalise GTM ownership, CEOs should implement a structured approach:

1. Conduct a GTM Readiness Assessment: Evaluate current capabilities, gaps, and alignment across functions.

2. Develop a Go-to-Market Operating System: Implement an 8-pillar framework that provides clarity and alignment in strategic planning and execution.

3. Create a Communications Plan: Educate the workforce about the GTM strategy and secure organisational commitment.

4. Define Ideal Customer Profile (ICP): Establish and rigorously implement ICP definitions enterprise-wide.

5. Establish a Minimum Viable Tech Stack: Determine the essential technologies needed to execute the GTM strategy effectively.

Conclusion

As B2B tech markets evolve, CEO ownership of GTM strategy has become essential for competitive advantage. By creating alignment across functions, shifting to an outside-in perspective, controlling both internal incentives and external narratives, and implementing structured approaches to GTM execution, CEOs can drive sustainable growth and market leadership.

The most successful CEOs recognize that while they must own GTM, effective execution requires both structural support (potentially through roles like a CGTMO) and a consistent focus on cross-functional alignment. By embracing this dual responsibility, CEOs can transform their GTM approach from a source of organisational conflict to a powerful engine for growth.