Why this role exists

We did not start a GTM Engineering team because it is having a moment. We arrived here.

Eighteen months ago this work was ops. HubSpot admin, data governance, integrations. It mattered, but it was defined by the tools rather than the customer. Then it became revenue operations, and the frame got bigger: not funnels but the full bow tie, from Awareness through to Expansion. One journey, one customer experience.

Now we can see what is actually possible. Across our commercial organisation there are dozens of jobs a system should be doing and a human currently is. An SDR spending forty minutes researching an account before a single conversation. A CSM re-qualifying a customer three months after sales asked the same questions. An AM guessing at the white space because nobody connected usage data to contract scope.

None of that is the work those people are good at. The work they are good at is making real connections with prospects and customers. Everything else is a backend problem, and backend problems are ours.

We have built enough now to see the impact, which is why we are investing further. In an agentic go-to-market era, this is the investment that compounds: every system you build makes the next one cheaper, and every hour you give back to the frontline turns into conversations we would not otherwise have had. There is a number on the wall internally. It is an ambitious one, and this team is a big part of why we believe it.

So we are hiring two GTM Engineers.

How we work

The routine keeps shrinking. Maintenance, monitoring, reporting prep: the plumbing does not vanish, but AI takes more of it every quarter. What grows is the part that was always the interesting bit: designing how the bow tie should work, building the tools and agents that make it work, and equipping humans to create value for customers.

We run this like a product team. There is a product owner, there are engineers, there is a backlog of problems across the customer journey, and the definition of done is value created for customers and commercial teams.

What you will build

Honestly? We do not fully know yet, and that is the best part of this job.

What is possible changes every few months. Something that needed a team last year takes an afternoon today. So the projects evolve with it, and we would rather hand you a real problem than a spec. If you spot something we have not thought of, you own it and you build it. Nobody here is waiting for a ticket.

On the board now:

• The outbound system. Three tracks (Always-On, Intent/Segment, Whale), made fully operational.

• Automating the workflows that eat people’s weeks. Research, prep, handovers, reporting. Find the forty minutes and give them back.

• Agents with a human in the loop. An account research agent that briefs an SDR before they open the account. An ABM agent that builds industry-specific assets per pod. The interesting design work is not the agent, it is where the human sits.

• Dashboards people actually steer with. Deal velocity, market penetration, white space per account. Focus set by data, not gut feel.

What comes after that, we decide together. The list is a starting point, not a contract. It gets sequenced against where the pain actually is, and against what has become possible since we wrote it down.

The people you would work with

What the job looks like

• You diagnose. You shadow an SDR for a morning, or sit with a CSM, and you find the forty minutes nobody should be spending. The best problems on our backlog came from watching, not from a brief.

• You build. Not configure. Workflows, automations, APIs, AI agents. You ship a working thing in days, then make it better.

• You design the human in the loop. Full automation is rarely the answer. The question is which part the system does, which part the human does, and where the handoff sits. Get that wrong and people quietly stop using what you built.

• You know when to stop. If it does not move pipeline, improve retention or save time, it does not get built. Elegant and unused is a failure.

Who you are

You probably do not have this job title today. Almost nobody does. You might be called a RevOps Manager, a Marketing Ops Lead, a CRM Manager, an SDR, a CSM, a growth marketer. The title is not the point.

This is a builder’s role. That is the whole filter. Everything below is just what building looks like here.

You build your way out. When the system does not do what your team needs, you do not file a request and wait. You are the person your colleagues come to when something is broken, and somewhere along the way you taught yourself enough to fix it. You ship rather than configure.

You have watched a system fail a human. Maybe you sat in the seat: an SDR or CSM who got tired of the forty minutes and built something. Maybe you came from ops and kept noticing the tool was solving the tool’s problem instead of the person’s. Either way, you design from the user’s perspective because you have been on the receiving end.

AI is how you work, not something you are curious about. You use it daily and you know where it breaks. You can tell when an agent’s output is genuinely useful versus when it just looks useful.

You care whether it moved. If it does not move pipeline, improve retention or give someone their time back, you would rather kill it than defend it.

You can hold both halves in your head. You can talk to an SDR about outreach and a CSM about customer reviews, and follow both. The customer does not experience a left side and a right side. They experience Studytube.

What we offer

• Flexible working hours and hybrid working (3 days at the office, 2 at home)

• 25 holidays plus an extra day off on your birthday

• A 3% pension contribution paid by Studytube via a.s.r.

• €1,000 L&D budget per year, of which 50% can go towards wellbeing or your home-office setup

• In-company training via our own Studytube Academy: LevelUp

• A fully equipped gym at the office, so you can skip the trip to Basic-Fit

• A beautiful office in the Houthavens with a view over the IJ

• A MacBook and a €10 allowance for using your own phone

• A fully catered lunch for a small contribution

• A team outing every quarter and an annual company party