An SDR finds and opens conversations, mostly by email, calls and LinkedIn, and hands over meetings, while an AE runs those conversations to a signature through discovery, demo, pricing and procurement. An AM keeps and grows the account after the sale, and growth or demand gen builds the machine that makes strangers show up in the first place. A product marketer decides what the company says and arms everyone else to say it. RevOps owns the plumbing and the numbers so all of the above can be measured. In small companies one person wears three of these hats, which is exactly why the labels confuse newcomers.
5 hand-picked resources, 5 link-checked. Pick how you want to dig in.
Why we picked it This is where the SDR and AE split came from, and the summary gives you the whole model without the book. The rule that no AE prospects and no SDR closes explains why GTM org charts look the way they do.
From Predictable Revenue ~15 min read
Open predictablerevenue.com →Why we picked it Draws the line between RevOps and SalesOps in terms of scope, metrics and tactics, which is the distinction people applying for either job get wrong in interviews. Also useful for a founder deciding which one they actually need.
From Clari ~10 min read
Open clari.com →Why we picked it The most complete plain-language description of what a PMM owns, and it is explicit that positioning and messaging is the number one responsibility rather than launches. Settles the product manager versus product marketer confusion in one section.
From Product Marketing Alliance ~20 min read
Open productmarketingalliance.com →Why we picked it Shows what changes at each level rather than just listing titles, which is what you need if you are trying to work out whether a role is a step up or sideways. Handy for founders writing a PMM job description too.
From Product Marketing Alliance ~12 min read
Open productmarketingalliance.com →Why we picked it The longest-running benchmark on SDR quota, ramp, ratios, comp and time to promotion, drawn from hundreds of B2B companies. Treat the absolute numbers as US-weighted and the ratios as transferable when you plan an India-based team.
From The Bridge Group Benchmark report
Open blog.bridgegroupinc.com →How gtm roles and career paths reads from a different seat.
