---
title: "Building a GTM Team from Series A to Series C: How Hiring Priorities Change"
description: How should GTM hiring change from Series A to Series C? Explore the sales, marketing, customer success and leadership roles SaaS companies need as they scale.
image: https://thisisprimegtm.com/hubfs/Prime%20GTM%20Featured%20Image%20(1).png
---

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[Neil Clough](https://thisisprimegtm.com/blog/author/neil-clough)  Oct 29, 2026, 5:37:38 AM

# Building a GTM Team from Series A to Series C: How Hiring Priorities Change

The go-to-market team that gets a SaaS business through Series A probably won't be the same team that takes it through Series C.

And that's not necessarily a bad thing.

At Series A, you might have a founder closing deals, a handful of Account Executives and somebody managing marketing.

By Series C, you could have an established sales organisation, dedicated Sales Engineers, Customer Success teams and a CRO overseeing revenue.

But getting from one to the other isn't simply about hiring more people.

It's about knowing which roles your business needs at each stage.

Hire too early, and you risk building an expensive team before the foundations are ready.

Hire too late, and your existing people can become the bottleneck preventing growth.

So how should GTM hiring priorities change as a tech company scales?

## Series A: Finding a Repeatable Sales Motion

At Series A, the priority is usually proving that your business can acquire customers consistently.

You've won customers, demonstrated demand and secured investment to accelerate growth.

But your sales process might still depend heavily on the founders.

Perhaps the CEO is involved in most major deals.

Maybe your best customers have come through referrals rather than predictable pipeline.

The challenge is turning those early successes into something repeatable.

That means hiring people who are comfortable building, not simply following established processes.

Early GTM hires could include:

- Account Executives who can generate their own pipeline
- A hands-on Head of Sales
- SDRs or BDRs to support outbound prospecting
- A versatile marketer who can test channels and messaging
- An early Customer Success hire to support onboarding and retention

The important thing is understanding the environment candidates have previously succeeded in.

An AE used to strong inbound demand and extensive SDR support might struggle when expected to create opportunities independently.

Equally, a senior sales leader who has managed 100 people might not be the right person to build a team of five.

At Series A, you often need people who are willing to do the work themselves.

Not simply manage the people doing it.

## Series B: Turning Early Success into a Scalable GTM Function

By Series B, the conversation starts to change.

You've established stronger commercial traction.

You understand your ideal customer profile.

You have a clearer idea of what drives pipeline and which customers are most valuable.

Now the challenge is scaling without losing what made the business successful.

That requires more structure.

You can't expect every new salesperson to learn through trial and error.

You need processes, management and a clearer division of responsibilities.

This is often where specialist GTM functions become more important.

Hiring priorities might include:

- Sales Managers to coach growing AE teams
- Enterprise Account Executives to pursue larger opportunities
- Sales Engineers to support technical sales conversations
- Demand Generation specialists to build predictable pipeline
- Customer Success Managers to improve retention
- Revenue Operations professionals to improve reporting and processes

But these hires need to work together.

Imagine recruiting five additional Account Executives.

On paper, you've increased sales capacity.

But what happens if marketing isn't generating enough opportunities?

Or your SDR team can't support the additional prospecting requirements?

You now have more salespeople competing for the same pipeline.

That's why GTM hiring shouldn't happen in isolation.

The different functions need to grow together.

## Series C: Building for Scale and Predictability

By Series C, a technology business may be operating across multiple markets, selling to larger customers and managing a much more complex revenue organisation.

The challenge is no longer simply proving that the product can sell.

It's delivering growth consistently.

That often means introducing more experienced leadership, clearer accountability and specialist teams.

A sales process that worked with ten AEs might not work with fifty.

A Customer Success team managing a handful of accounts may need a different structure when the business has hundreds of customers.

And marketing may need to develop more sophisticated product marketing, demand generation and regional capabilities.

Senior hiring priorities could include:

- Chief Revenue Officers
- VP Sales or Regional Sales Directors
- VP Marketing or CMOs
- VP Customer Success
- Sales Engineering Directors
- Revenue Operations leaders

But seniority alone doesn't guarantee suitability.

Someone who has successfully led a commercial team at an established software company may have impressive experience.

That doesn't automatically mean they're suited to a Series C scale-up.

Processes may still be evolving.

New markets might require different approaches.

And leadership teams may need to remain relatively hands-on.

Previous success matters.

The environment behind that success matters just as much.

## International Expansion Changes the Hiring Brief

For some scaling technology companies, Series B or C brings expansion into new markets.

A UK SaaS business might be establishing its first US sales operation.

Or an American technology company could be building its presence in Europe.

That creates another set of hiring decisions.

Do you relocate an existing leader?

Hire somebody with experience in the new market?

Build an initial team remotely?

Success in one market doesn't automatically translate into another.

Buying behaviours, competition, compensation expectations and sales cycles can differ.

Hiring somebody who understands the target market can help avoid expensive assumptions.

Particularly when the business is making its first significant investment in that region.

## Customer Success Becomes a Bigger Commercial Priority

As SaaS businesses grow, retaining and expanding existing customers becomes increasingly important.

At Series A, Customer Success might involve a small team supporting onboarding and customer relationships.

By Series C, the function could include dedicated onboarding, renewals, expansion and strategic account management.

But the structure should reflect what the business needs.

Are CSMs responsible for renewals?

Do they own expansion targets?

Are they primarily focused on adoption?

Or are those responsibilities divided across different teams?

Clarity matters.

Particularly when recruiting senior Customer Success leaders who will be expected to build the function around those objectives.

## More People Doesn't Automatically Mean More Growth

It's tempting to connect investment directly to headcount.

You've raised funding.

You have ambitious revenue targets.

So you need more salespeople.

Sometimes that's true.

But adding people doesn't automatically fix the problems preventing growth.

If conversion rates are poor, hiring more AEs might simply create more underperforming seats.

If your positioning isn't resonating, expanding the SDR team might not solve it.

And if customers are leaving faster than expected, investing exclusively in new business acquisition could make the problem worse.

Before recruiting, identify what's actually limiting growth.

Then decide which hire will make the biggest difference.

 

![PRIME GTM - Blog Insert Images - Banner (Neil)](https://thisisprimegtm.com/hs-fs/hubfs/PRIME%20GTM%20-%20Blog%20Insert%20Images%20-%20Banner%20(Neil).png?width=860&height=269&name=PRIME%20GTM%20-%20Blog%20Insert%20Images%20-%20Banner%20(Neil).png)

"When we're speaking to scaling tech businesses, one of the biggest things we look at is where they are in their growth journey. Someone who's been brilliant in a Series A environment isn't automatically going to be the right person for Series C, and vice versa. The responsibilities, expectations and support available can be completely different. That's why we look beyond job titles and previous employers. It's about understanding what somebody has actually built, the stage they built it at and whether that experience matches what the business needs next."

*– Neil Clough, Co-Founder & Managing Director, Prime GTM*

## How Do You Know Which GTM Role to Hire Next?

Start by looking at where your commercial organisation is struggling.

If you're generating plenty of leads but struggling to close opportunities, another Demand Generation hire might not be the answer.

If AEs are spending too much time answering technical questions, perhaps you need Sales Engineering support.

If you're winning customers but struggling to retain them, Customer Success could deserve greater attention.

Before hiring, ask:

What's preventing us from reaching our revenue targets?

Which responsibilities are falling between teams?

Where are employees spending time outside their core roles?

What will the business need to achieve over the next 12 months?

Do we need somebody to build a function or manage an established one?

Those questions will tell you more than a generic GTM organisational chart.

## Build the GTM Team Your Business Actually Needs

Moving from Series A to Series C changes how a SaaS business operates.

Your customers may change.

Your sales cycles may become longer.

Your product may become more sophisticated.

And your commercial organisation needs to develop alongside it.

That doesn't mean replacing everyone who helped you get there.

It means recognising when new capabilities, experience and leadership are needed.

At Prime GTM, we recruit across Software Sales, Sales Engineering, Marketing and Customer Success for high-growth technology companies across the UK and USA.

Because the right hire isn't simply somebody who has done the job before.

It's somebody who can help your business get to where it needs to go next.

## Comments

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