Startups don’t have time or money to waste. The very first go-to-market (GTM) hire can either accelerate growth or slow things down. Founders often struggle with who to bring in first—sales, marketing, growth, customer success? The answer varies. But data gives us real clues. This article breaks down 30 key stats, each expanded with tactical advice and simple guidance to help you make the best first GTM hire for your startup.
1. 62% of startups hire a Head of Sales as their first GTM hire
Why sales comes first for many
When startups build their GTM muscle, sales often gets the first seat at the table. It makes sense—before you grow a funnel or scale your brand, you need to close deals. A Head of Sales is seen as the person who can get those first 10, 20, or 50 customers. They’re expected to hustle, manage leads, and shape your early pitch.
For early-stage founders, sales feels measurable. You can track calls, revenue, and conversion. The impact is fast. It’s direct.
What a Head of Sales actually does early on
This isn’t a manager who sits in meetings. In the early days, your Head of Sales is often the top IC—doing the calls, running demos, chasing deals, and building your CRM from scratch. They’re also shaping your sales playbook and qualifying leads in a hands-on way. They’re translating your product into words buyers understand.
Should you start with a Head of Sales?
It depends on your product and your market. If you’re selling to enterprises, and your deal sizes are high, a seasoned sales leader makes sense. But if you’re product-led or have a self-serve motion, this role might be premature.
Here’s how to decide:
- If you’re getting inbound interest but not converting, a Head of Sales can help close.
- If you’re outbound-heavy and struggling with early pipeline, this hire can build structure.
- If you’re selling to customers who need education or trust-building, you’ll benefit from a sales-first GTM.
But remember, they must be hands-on. Fancy titles mean nothing if they’re not selling.
2. 47% of B2B startups prioritize hiring an Account Executive as their first GTM role
Why startups skip the VP and go straight to the AE
Unlike a Head of Sales, an Account Executive (AE) is typically less focused on strategy and more focused on execution. They’re your boots on the ground—working the phones, sending emails, and closing deals.
For B2B startups, this often makes more sense than hiring a senior sales leader. You’re not building a team yet—you’re still proving if your product can be sold consistently. That’s what an AE is good for.
What makes a great first AE?
They’re not your average salesperson. You need someone who’s resourceful, patient, and used to working in chaos. There’s no defined process. They’ll create it as they go.
Look for candidates who:
- Have experience at other early-stage startups.
- Are comfortable without a playbook.
- Can talk to both technical and business buyers.
They should also be honest with you. If your messaging isn’t working, or your pricing is off, your first AE will be your mirror. Listen closely.
The risk of hiring too early
If you haven’t found product-market fit yet, an AE may not succeed. No matter how talented they are, if the product doesn’t solve a real pain, deals won’t close. That can make it seem like the AE failed—when the issue is really upstream.
3. 41% of early-stage startups first hire a Marketing Lead or Growth Marketer
When marketing comes before sales
In some startups, especially product-led ones, it’s not about closing deals—it’s about getting users in the door. That’s where a Marketing Lead or Growth Marketer becomes the first GTM hire.
They focus on awareness, traffic, and signups. They run campaigns, test landing pages, manage content, and optimize conversion.
What to look for in your first marketer
You’re not hiring a brand marketer here. You need someone scrappy and technical—someone who understands CAC, can write, and can test hypotheses fast.
Good first marketers:
- Know how to generate leads without big budgets
- Use tools like HubSpot, Webflow, and Google Analytics with ease
- Understand both paid and organic growth
They also must be aligned with your product. Without that alignment, they’ll attract the wrong users.
Marketing-first can work—if the conditions are right
Marketing makes a great first GTM hire if:
- You’re targeting a wide top-of-funnel audience
- You have a free tier or self-serve product
- You’re competing in a space where content or SEO gives you an edge
Otherwise, you may want to hold off until you have more clarity on your customer journey.
4. Only 18% of startups hire a Customer Success Manager as their first GTM hire
Why customer success is often overlooked early
Many founders focus on acquisition and think they can “do support” themselves. But as early users sign up and start using your product, their experience makes or breaks your growth.
A Customer Success Manager (CSM) helps new users see value fast. They guide, support, and retain customers—reducing churn and boosting referrals.
So why do only 18% of startups make this their first hire?
Mostly because they see success as a function that comes after scale. But smart founders know: high retention is a growth driver from day one.
When should you consider a CSM as your first GTM hire?
If your product is complex, and onboarding is not obvious, you may need a CSM before a sales or marketing role. This person will reduce friction and help your early adopters become champions.
Great CSMs in early startups:
- Are patient, but proactive
- Can explain features simply
- Identify patterns in customer feedback
They’re also the ones who will tell you what’s broken.
Don’t wait too long
Even if you don’t hire a full-time CSM, someone should be acting in this role. Otherwise, you’ll lose users you worked hard to acquire.
5. 72% of startups making their first GTM hire do so within 3 months of product launch
Speed matters in GTM
Once your product is live—even in beta—the clock starts ticking. Investors, competitors, and users expect momentum. That’s why 72% of startups bring in their first GTM hire within just three months of launching.
Why so fast?
Because waiting longer means you’re flying blind. Without someone owning GTM early, you miss signals: What messaging resonates? What channels convert? Who actually buys?
Why the first 90 days are critical
These first three months are about building motion. You’re not scaling yet—you’re testing. A GTM hire here helps you:
- Start talking to prospects
- Run small experiments
- Capture feedback from real usage
It’s not about perfection. It’s about learning fast and iterating.
What this means for founders
Don’t assume you can figure out GTM solo. Founders wear many hats, but if you’re spending too much time writing blog posts or cold emails, you’re not building the business.
Hiring someone dedicated to this means you can focus where you’re strongest.
So, if your product is out and showing promise—don’t wait. Make that GTM hire while momentum is fresh.
6. Founders act as the first GTM hire in 65% of pre-seed startups
When the founder sells first
Most early-stage companies start lean. That’s why in 65% of pre-seed startups, the founder is the first go-to-market person. And that’s actually a good thing.
Why?
Because no one understands the product, the market, or the customer better than the founder. In the early days, selling isn’t just about revenue—it’s about learning.
What founders learn by selling
When you, the founder, run the GTM motion at first, you quickly learn:
- What objections customers have
- What words resonate
- Where the friction lies in your funnel
These insights shape your messaging, pricing, onboarding, and even product direction.
When to move on from being GTM lead
Eventually, this becomes unsustainable. As you scale, you’ll need to offload GTM tasks to specialists.
Here’s a rule of thumb:
- Once you’ve closed 10-20 customers and can document how it was done
- When you’re spending more time on outreach than strategy
- If growth is stalling because you’re spread too thin
That’s when it’s time to bring in your first GTM hire—and hand over the playbook you just built.
7. 54% of venture-backed startups hire a sales-oriented GTM role before marketing
Why sales gets the early vote
Investors often push for fast traction. And traction is easier to measure in deals than impressions. So, in over half of venture-backed startups, the first GTM role is sales-focused.
Marketing can feel like a long game. Sales? You close deals. You show growth.
This makes it easier to report success and keep investors confident.
What this trend reveals
A sales-first motion doesn’t mean marketing is ignored. It means marketing supports sales later, often by creating collateral, running campaigns, or filling the pipeline.
But at the start, you need to know: Can we sell this thing?
That’s where a sales hire shines. They test your ICP, pricing, and messaging in real-time.
When this approach works best
- Your product needs a human to explain it
- Your price point is high
- Your market is unfamiliar with your category
If you’re in this camp, build sales rigor first. Add marketing to scale what’s working—not to guess what might.
8. 22% of startups with technical founders delay hiring GTM talent by over 6 months
The builder’s blind spot
Technical founders often love product. They enjoy building features, fixing bugs, and launching updates. GTM? Not so much.
That’s why nearly a quarter of technical-led startups wait too long to bring in GTM talent—often over 6 months.
The risks of delaying too long
Here’s what happens when GTM gets sidelined:
- You build features no one asked for
- You get feedback only from friends or early adopters
- You miss your ideal market because no one is searching for you
The longer you wait, the harder it becomes to course-correct.
How to fix this
If you’re a technical founder, recognize your gap early. You don’t need to stop coding—you just need a partner focused on getting your product in front of customers.
This could be:
- A co-founder with GTM chops
- A contract marketer
- A full-time sales or growth hire
But whatever path you choose, make sure GTM isn’t an afterthought. Your product deserves a spotlight.
9. 33% of startups hire a hybrid Sales-Marketing role as their first GTM employee
Blending execution and messaging
Startups move fast. They need someone who can talk to customers, write landing pages, set up email campaigns, and still hop on a sales call. That’s why 33% go for a hybrid hire.
This person is part sales, part marketer. They know how to sell—and how to attract leads. They’re not specialists, but they’re deeply valuable in the early stage.
What makes a great hybrid GTM hire
Look for someone who:
- Has worked at a seed-stage startup
- Can write clear, persuasive copy
- Is comfortable selling live and running automations
- Understands what moves metrics, not just vanity metrics
These hires often carry your GTM on their shoulders for months.
When a hybrid role makes sense
If you’re unsure what will work—sales, marketing, or product-led—you want someone who can do a bit of everything. This lets you test quickly and find your motion before hiring specialists.
Just make sure not to overload them. Clarity on priorities helps this role succeed.
10. 76% of SaaS startups prioritize hiring SDRs or BDRs early in GTM expansion
Why outbound gets early attention
In SaaS, especially B2B, volume matters. You need pipeline. SDRs (Sales Development Reps) and BDRs (Business Development Reps) help generate it.
That’s why 76% of SaaS startups hire them early in GTM expansion.
These reps don’t close deals—they open them. They cold call, email, and qualify leads. Then they hand them off to closers.
Why this works in SaaS
Because you’re often selling into companies that need time and education. Outbound gives you control—you pick who to target, what to say, and when to reach out.
SDRs are also easier to scale. One rep can generate meetings for several AEs.
How to make your first SDR hire succeed
- Give them tight ICPs (ideal customer profiles)
- Provide templates, but let them personalize
- Measure by conversations started—not just calls made
And make sure they get feedback. SDRs are often your first signal of what’s resonating.
11. Startups that hire GTM talent in the first 90 days see 2.1x faster revenue traction
Speed breeds compounding growth
Startups that make their first GTM hire within the first 90 days of launching gain momentum faster. The number isn’t small either—they experience 2.1 times faster revenue traction. That’s a huge multiplier in early-stage growth.
Why does this happen?
It’s simple. Early hires set the foundation for learning, selling, and adapting. Without GTM support, founders may build a great product but struggle to get it into the hands of users who need it.
What does GTM traction look like?
- More demos booked
- Faster feedback loops
- Better customer segmentation
- Clearer messaging
- Improved onboarding
With someone fully dedicated to growth, you’re not reacting—you’re acting with intention.
Tactical tips for early hires to drive traction
- Launch with a CRM and define pipeline stages early
- Document every sales call to extract repeatable patterns
- Track time-to-first-conversion and optimize onboarding flows
- Run lightweight email campaigns to test value props
By doing these things early, your startup doesn’t just grow—it grows smart. And that shows up in revenue.
12. Only 9% of startups choose a demand generation marketer as their first GTM hire
The demand gen dilemma
Only 9% of startups prioritize a demand generation hire early. Why so low?
Because demand gen typically shines in later stages—when you’re optimizing CAC and scaling pipeline. In the very beginning, it’s hard to run ads or nurture leads if you don’t know who you’re targeting or what they care about.
When does demand gen work as a first hire?
If you’re in a known category with proven buyer intent (e.g. sales tools, email platforms), a demand gen expert can help you capitalize on existing search volume. They can build landing pages, run paid search, and retarget users.
But if you’re in a new category or solving an unfamiliar problem, demand gen may fall flat.
What to do instead
Early-stage startups often get more from content, direct sales, or partnerships. These channels require more human touch and learning—perfect for a GTM team that’s still testing and iterating.
Demand gen will have its moment. But wait until you’ve got messaging, positioning, and ICP locked in.
13. 48% of seed-funded startups hire their first GTM role before Series A
Laying groundwork before scaling
Nearly half of seed-funded startups make their first GTM hire before raising a Series A. Why?
Because Series A funding is all about showing repeatability. Investors want proof that your product isn’t just sellable once—but over and over again.
To show that, you need a GTM motion in place. One that’s tested, tracked, and optimized.
What to focus on pre-Series A
- Identify your best acquisition channel
- Nail down messaging that resonates
- Show conversion from lead to customer
- Track CAC and payback, even at small scale
These are things a solid GTM hire helps you do.
Founders who wait until after the raise often find themselves rushing. They get capital but no system. That slows things down. So make the hire early—and be ready to scale when the check clears.
14. 37% of first GTM hires report directly to the CEO or founder
Keep GTM close to the top
In 37% of startups, the first GTM hire reports straight to the founder or CEO. This setup makes a lot of sense. GTM is too important to be buried under layers. It needs visibility, access, and quick decision-making.
Why this matters
Early GTM is messy. You need someone who can adapt fast and isn’t afraid to flag issues. Having direct access to leadership means faster alignment—and fewer missteps.
It also helps founders stay connected to customers and feedback loops.
How to make this relationship work
- Schedule weekly syncs—make them sacred
- Review real data, not just updates
- Co-create goals, but give autonomy
- Celebrate early wins and extract lessons from losses
This direct relationship keeps everyone moving in the same direction—toward product-market fit.
15. Startups with an early GTM hire reach $1M ARR 30% faster on average
GTM equals growth
Startups that hire GTM talent early hit that magical $1M ARR milestone faster—30% faster, on average. That’s not luck. It’s structure.
An early GTM hire does more than bring in revenue. They create a repeatable engine. One that feeds your roadmap, informs your positioning, and builds the pipeline.
What makes this number so important?
At $1M ARR, you become investable, acquirable, and scalable. You also gain leverage with partners and prospects.
An early GTM hire helps you get there by:
- Closing early adopters
- Capturing use cases
- Creating repeatable messaging
- Testing channels with real dollars
The earlier they’re onboard, the faster you learn what works—and double down.
16. 61% of startups cite “closing initial deals” as the top reason for a sales-first GTM hire
Revenue builds confidence
Startups often choose their first GTM hire with one goal in mind: close deals. That’s why 61% say closing revenue is the driving force behind hiring a sales-first role.
It’s not just about money—it’s about validation. Every closed deal proves your product has value. It quiets internal doubt. It gives your team purpose.
Sales-first vs. brand-first
A marketing-led GTM strategy may build awareness, but it can take months to yield results. Sales is faster and clearer. You pitch, you follow up, you close—or you don’t.
That’s why sales is the go-to choice for most startups trying to prove their model.
Making your first sales hire count
- Focus on ICPs with the biggest pain
- Arm them with objection-handling docs
- Let them experiment, but review deals weekly
- Use wins to create customer stories and trust signals
The goal isn’t just to close—it’s to learn. Early deals are like test balloons. Your first GTM hire helps you float them fast.
17. 29% of first GTM hires are generalists rather than role-specific experts
Versatility wins early
Early-stage startups often don’t know what exact GTM motion will work. That’s why 29% of startups go for a generalist—someone who can do a bit of everything.
These hires are invaluable. They experiment across sales, marketing, and even customer success. They don’t wait for instructions—they test, learn, and adapt.
Signs of a great GTM generalist
- Can write copy and hop on sales calls
- Understands funnels and product positioning
- Enjoys working in uncertainty
- Can build landing pages, campaigns, or onboarding flows
You’re not hiring for depth—you’re hiring for range.
How to support them
- Give clear priorities, but freedom to execute
- Don’t micromanage—ask for learning, not perfection
- Let them build processes and tools that grow with you
They may not be the expert in one thing. But they’ll move a dozen things forward. That’s priceless in the early days.
18. 40% of startups in consumer tech prioritize hiring a growth marketer first
Why growth comes before sales in B2C
Consumer startups need reach more than pitch. If you’re selling to individuals, not businesses, you’re usually not running sales calls. You’re running campaigns. That’s why 40% of consumer-focused startups start with a growth marketer.
This hire doesn’t just post on social or set up ads—they build systems that attract, convert, and retain users.
What makes growth marketers ideal for B2C
They:
- Test messages across multiple platforms
- Understand viral loops and referral mechanisms
- Optimize landing pages and mobile flows
- Dig into metrics like CAC, LTV, and churn
Early traction in B2C depends on speed and iteration. Growth marketers thrive in that space.
If you’re a consumer startup, think about this
Your first 10,000 users won’t come from sales—they’ll come from channels. That could be TikTok, SEO, product-led loops, or paid ads. A good growth hire figures out where your audience lives and how to speak to them.
They may not close deals. But they’ll bring people through the door. And that’s what early growth is all about.
19. 53% of YC-backed startups make their first GTM hire within 6 months of funding
Funding triggers action
Once a startup raises a round—especially through accelerators like Y Combinator—clock pressure increases. That’s why over half of YC-backed startups make their first GTM hire within 6 months.
Investors expect momentum. They expect growth charts. And you can’t do that with product alone.
What YC startups understand well
YC startups tend to:
- Build fast
- Test fast
- Scale fast
But they also understand that GTM isn’t optional. If they don’t get distribution right, even a brilliant product fails. That mindset leads to faster GTM hiring.
What you can learn, even if you’re not YC-backed
You don’t need a brand-name fund to move quickly. Set your own internal timer: from the day money hits your bank, how fast can you run real GTM experiments?
Hiring someone focused on that—whether full-time or fractional—accelerates your learning curve and increases your odds of survival.
20. 35% of startups regret not hiring a GTM lead earlier in their go-to-market journey
The cost of delay
More than a third of startups admit they should’ve brought on a GTM lead sooner. Why the regret?
Because they learned the hard way that product alone doesn’t sell itself. Customers need to be found, educated, and converted. That doesn’t happen by accident.
What goes wrong without a GTM lead
- Confused messaging
- No clarity on customer personas
- Missed opportunities to follow up
- Slow or stalled revenue growth
Many founders try to juggle GTM while building product. But both suffer.
How to avoid this regret
Ask yourself early:
- Do we have a clear plan for getting customers?
- Is anyone dedicated to growth—not just talking about it?
- Are we reacting to demand, or creating it?
If the answer to those questions is shaky, it might be time to bring in help.
Even a part-time GTM hire can help you move from hoping to knowing.
21. 26% of first GTM hires in startups come from the founder’s existing network
Trust over resumes
More than one in four first GTM hires are made through personal networks. That makes sense. At the early stage, trust matters more than a perfect resume.
Founders want someone they know will run through walls. They want alignment, not just credentials.
Why this often works well
- Faster onboarding
- Shared language and context
- Clear expectations
- Strong personal accountability
But it’s not always a safe bet.
The downside of hiring from your circle
- Lack of fresh perspective
- Risk of misalignment on skill vs. loyalty
- Harder to give critical feedback
The key is to treat the process professionally—even if the hire is your old friend or ex-colleague. Align on goals, compensation, and scope early.
Trust is a great foundation. But execution still has to follow.
22. 19% of first GTM hires in B2B companies have prior founder experience
Founders make scrappy GTM hires
When you’re launching a B2B company, your first GTM hire needs to think like an owner. That’s why nearly 1 in 5 of these hires have prior founder experience.
They’ve built before. Sold before. Struggled before. That makes them unusually good at wearing many hats.
What makes ex-founders strong GTM players
- They’re resilient and action-oriented
- They understand customers deeply
- They move fast and don’t wait for permission
- They often have their own network
They also don’t need every system built for them. They’ll build it themselves.
How to spot and support this type of hire
Give them space. Don’t over-manage. But make sure they understand priorities. These are high-leverage hires—but they still need direction in chaos.
And remember, this kind of hire is rare. If you find one, move fast.
23. The average salary for a first GTM hire ranges between $90K–$130K
What it costs to hire early GTM talent
Bringing in your first GTM hire is an investment. On average, startups spend $90,000 to $130,000 annually for this person.
It’s a wide range—but it reflects different roles (sales vs. marketing vs. hybrid), experience levels, and locations.
How to budget for this
Factor in not just salary, but tools, commissions (if sales), and potential equity.
Early-stage GTM hires are rarely motivated by salary alone. They want ownership, autonomy, and upside. A competitive offer package could include:
- Base pay
- Performance bonus
- Stock options
- Flexible role structure
Be transparent. You’re building trust—and a long-term relationship.
24. 43% of startups give equity packages to their first GTM hire
Ownership drives motivation
Nearly half of all startups offer equity to their first GTM hire. It’s not just about fairness—it’s about alignment.
This person is building your revenue engine from scratch. Giving them skin in the game keeps them invested—literally and emotionally.
How much equity is standard?
It varies, but most packages fall between 0.25% and 1.5% depending on stage, role, and seniority.
Sales-focused hires may get less upfront equity and more commission. Marketing hires may receive higher equity if they’re early and strategic.
Equity doesn’t replace compensation
Founders sometimes lean too hard on equity as a substitute for salary. That can backfire if your hire is taking on real risk and effort.
Instead, frame equity as part of the total value—and make it clear how that value can grow.
25. Startups with product-led growth models delay first GTM hire by 4–6 months longer
Product-led doesn’t mean people-free
When your product can be used without a sales call—like Slack or Notion—it’s tempting to think you don’t need a GTM hire at all. That’s why product-led startups tend to delay their first GTM hire by about 4 to 6 months longer than sales-led ones.
But delay doesn’t mean they’re right.
Even if your product sells itself, someone still has to:
- Drive traffic
- Educate users
- Guide onboarding
- Optimize conversion
That’s all GTM work—just with a different lens.
What product-led startups actually need
They need GTM hires who understand growth loops. That could be:
- A growth marketer
- A user onboarding expert
- A lifecycle email strategist
- Someone who turns usage data into action
So while you might not need a salesperson early, you still need someone whose job is to make growth predictable.
Don’t confuse PLG with passive growth. Even viral products need people to fuel the engine.
26. 31% of GTM hires in startups begin as part-time or contract roles
Starting lean
Nearly a third of startups bring on their first GTM hire on a part-time or contract basis. It’s a smart move when you’re testing your motion, trying different channels, or watching cash.
Freelance GTM help gives you flexibility without a full-time commitment.
When this approach works
- You’re pre-revenue or pre-product-market fit
- You want to validate channels (like content or cold outreach)
- You need fast execution but can’t onboard someone full-time yet
A part-time growth marketer or fractional Head of Sales can help you build early wins and decide if you’re ready to scale.
How to make this arrangement successful
- Set clear KPIs from the start
- Run short sprints with weekly reporting
- Offer a path to full-time if results are strong
This approach helps you learn without locking you in.
Just make sure someone owns GTM—even if it’s part-time.
27. 45% of startups look for GTM hires with experience in similar stage companies
Stage matters more than pedigree
Almost half of startups seek GTM hires who’ve worked in other early-stage environments. It’s not about big-name resumes—it’s about relevant experience.
Early-stage GTM is gritty. You’re working without a safety net, making things up as you go. People who’ve done that before are more comfortable jumping in.
Traits of someone with startup-stage experience
- Can handle chaos and change
- Doesn’t need a full tech stack to be productive
- Writes their own playbook
- Cares about learning, not just outcomes
These people won’t get stuck if something breaks. They’ll fix it or find a workaround.
Avoid mismatches
Someone from a mature company may be used to structure, teams, and budget. In a startup, they might freeze or burn out.
Make stage alignment part of your hiring criteria. It matters more than title.
28. 15% of startups report hiring the wrong GTM role as their first major mistake
The cost of the wrong hire
Getting your first GTM hire wrong doesn’t just waste time—it can stall growth. That’s why 15% of startups say hiring the wrong GTM role was their biggest early mistake.
This usually happens when founders:
- Don’t understand what kind of GTM motion they need
- Hire for a title, not a function
- Choose someone too senior or too junior
- Hire based on excitement, not experience
How to avoid it
Before you post a job or schedule interviews, answer these questions:
- Are we product-led, sales-led, or hybrid?
- Do we need pipeline or awareness?
- What will this person own in their first 30, 60, and 90 days?
- What tools or experience are critical?
Clarity helps you avoid mismatches—and gives your hire a real shot at success.
29. 49% of first GTM hires in startups have hybrid experience across sales and marketing
The power of a dual-threat GTM hire
Nearly half of first GTM hires aren’t just sales or just marketing—they’re both. This hybrid background is extremely valuable in early-stage companies.
Why?
Because in the early days, you don’t know where growth will come from. It might be outbound. It might be content. It might be partnerships. A hybrid GTM hire helps you try everything, fast.
What these people bring to the table
- They can write an email and send it cold
- They understand CRMs and ad platforms
- They know when to pick up the phone—and when to build a funnel
- They see the full customer journey
They also help founders stay out of the weeds.
Hiring this profile
It’s not easy, but it’s worth the search. Look for people with titles like:
- Growth Lead
- Marketing and Sales Manager
- Revenue Operations
- Demand Generation Generalist
Or better yet—talk to startup founders. They often know people who’ve worn both hats.
30. 11% of startups make Customer Support their first GTM hire when launching a service-heavy product
Support as a growth engine
It might sound odd, but 11% of startups actually start their GTM team with a support role. And for service-heavy products, it’s the smartest move they can make.
Here’s why:
When your product needs explanation, setup, or troubleshooting, the first impression matters. A great support person helps users get value fast—and prevents churn before it starts.
What great early support hires do
- Turn problems into product feedback
- Write help docs that scale
- Run onboarding calls
- Build trust with early users
They’re not just answering tickets—they’re shaping how your product is used and understood.
When to lead with support
- Your product is technical or hard to implement
- You’re offering services or onboarding as part of the sale
- You’re dealing with high-value accounts that expect handholding
Support doesn’t just fix problems—it drives retention. And retention is the foundation of sustainable growth.
Conclusion
Hiring your first GTM role isn’t about filling a job. It’s about making a bet—on your model, your customer, and your growth motion. Each stat above reflects real decisions by real startups. Use them as a compass, not a rulebook.
