Breakdown of GTM Ops vs. MOPs vs. RevOps

Also - 600 professionals share their long-term Martech career goal

In this edition:

1. Breakdown of GTM Ops vs. MOPs vs. RevOps

2. The Power of the Full Stack Marketer (Also Podcast Episode)

3. Poll: What is Everyone’s Long-Term Martech Career Goal

4. Exclusive For Paid Subscribers: Why It’s Not Enough To Be Operations Managers - We Must Become Internal Operations Consultants

5. This Month’s Marketing Ops Huddle is About Navigating Conflict - Join Us On Feb 12th

6. Sponsor this newsletter and reach thousands of marketing operators and decision-makers, fill out this form to get started.

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Breakdown of GTM Ops vs. MOPs vs. RevOps

Operations is having its moment. And about time!

Regardless of what you call it - one thing is certain , great operations is a growth driver, not a back-office function.

Why? Because ideas are a dime a dozen.

And “strategy” without execution is just a bunch of slides.

✅ Marketing Ops fuels demand.
✅ Sales Ops drives pipeline efficiency.
✅ CS Ops ensures long-term customer success.

But here’s the thing: org structure doesn’t matter as much as alignment. GTM success happens when every ops function is working together to drive customer value.

Cheers to all the operators out there - you're the ones making GTM work.

Thanks to Justin Norris of RevOps FM for collaborating with me in this.

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The Power of the Full Stack Marketer (also podcast episode)

Full stack marketing is following the same trajectory as full stack engineering: high demand, high compensation. The reason? These professionals bring a broad, functional knowledge across multiple disciplines—allowing them to operate with autonomy, make informed decisions, and bridge gaps between teams.

This brings up an important distinction: full stack vs. T-shaped marketers. T-shaped marketers have deep expertise in one area with a working knowledge of others. Full stack marketers, on the other hand, have substantial hands-on experience across multiple functions—strategy, execution, analytics, growth, and beyond. They don’t just “know enough to be dangerous.” They know enough to be decisive.

One of the biggest advantages? Better hiring and stronger teams. A full stack marketing leader can assess candidates with precision, separate fluff from expertise, and make stronger hiring decisions. Without this broader experience, leaders risk making bad hires simply because they don’t know what “good” actually looks like in a specific function.

The takeaway: You don’t need to be an expert in everything, but you do need enough knowledge to ask sharp questions, spot real talent, and connect the dots across marketing. That’s what separates an effective marketing leader from a passive decision-maker.

Listen to the full podcast episode where Phil Gamache and I interview Meg Gowell, Director of Growth Marketing at Typeform, about full stack marketers and much more.

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What do you think is the long-term career goal of most Martech professionals?

Top Commentary From Social:

I’m not seeing “Podcast Host” on there… - Phil Gamache

I'd like to see us more represented in Rev Ops and GTM Ops and moving up to COO. - Jessica Kao

While I love the idea of comfortably retiring, it seems to me that most MOps professional have very strategic mindsets and want leadership roles within the organization that go beyond marketing. I think many MOps people would make excellent COOs one day. They have the smarts and the skills to navigate many situations. - Carey Picklesimer

I think your missing Rev ops job titles in there - MarkOps is more and more part of a centralised revops function and the steps up come with more than just marketing responsibilities (depending on the size of the org). - Matthew Stylianou