3 Types of GTM Leaders That Will Unleash Growth for Investor-Backed Consumer Businesses

Following two years of challenging market conditions, forecasters are anticipating that 2025 will bring a rise in deal making—which, in turn, is boosting demand for chief revenue officers and chief sales officers in PE-backed consumer goods businesses. 

Organizations are seeking go-to-market leaders who can deliver, whether that means landing new accounts, launching products, expanding into additional channels, or bringing a more sophisticated approach to the sales strategy. 

So, what makes a great go-to-market leader in a consumer goods organization? There is, of course, no one type of leader that will maximize value creation for every business. Based on years of experience, we’ve identified three archetypes—each with a specific set of skills—most effective in helping PE-backed consumer goods companies realize their potential.  

The Scrappy, Sales-Driven VP 

Invaluable to any early-stage organization looking to grow fast, this executive thrives in a pure sales role. Their goal is to boost topline sales by opening new accounts or expanding existing channels, often while directly managing those relationships. They typically operate as individual contributors or manage a small team.   

The Hunter-Farmer 

This leader deftly balances multiple roles: account manager, salesperson, and team leader. They are equally skilled at opening new accounts or channels and directly managing relationships—whether with key or emerging accounts—and at leading a team of account, regional, or channel sales leaders. They have a strategic mindset; they can manage an existing sales architecture while also sharing insights with the CEO and the board about how to improve the go-to-market process. Typically, they manage a mid-sized team dedicated to a channel or specific accounts or geographies. 

The Data-Focused Roadmap Creator (and Executor) 

After enjoying profitable topline sales growth, organizations often hit a point of slow growth or even stagnation. To restart and accelerate growth, they need a leader who can professionalize the go-to-market process, bringing a higher level of rigor around leveraging data and analytics and using a CRM system. This type of leader, who likely rose up the sales ranks in a KPI-driven environment, brings a more structured approach to measuring outcomes. In partnership with key stakeholders, this executive takes the lead in developing a more strategic sales approach, creating a high-performing culture of accountability and implementing a sales system that delivers predictable and consistent growth.

An organization’s maturity and market position will determine which archetype is best equipped to deliver maximum returns. In some cases, a business needs a leader who embodies a combination of the archetypes.  

Essential Skillsets for All GTM Leaders in Consumer Goods Businesses 

While fit is critical, the most successful leaders in PE-backed consumer goods companies share certain traits, regardless of persona or organization. They embrace agility and nimbleness. They approach their role with an entrepreneurial mindset, rolling up their sleeves to get day-to-day work done while also contributing at a strategic level to ensure the business is positioned for an optimal exit.  

They also have these three characteristics in common: 

Retail and Retailer.com Expansion and Revenue Growth Experience 

Go-to-market leaders need an extensive background in sales within the consumer goods sector and a proven ability to successfully introduce products, particularly digitally native brands, into brick-and-mortar retail channels, with a focus on mass retailers. Equally critical—a history of driving increases in revenue, profitability, market share, and customer satisfaction. 

Connections and Collaborative Ways of Working 

Strong go-to-market leaders know how to build connections, both external and internal. These leaders have well-established relationships with a network of retail buyers and brokers, which they can leverage in their new role. With internal colleagues, they are proactive, hands-on, detail-oriented, and willing to work collaboratively across functions to achieve results. 

Data Literacy 

The ability to analyze and extract insights from data enables executives to perform effectively in myriad ways—including pricing products for maximum profitability, identifying optimal sales channels and strategies, uncovering trends, and recognizing new market opportunities. A strong go-to-market leader can not only draw insights from data, but also compellingly communicate their findings to the board and CEO to influence the strategic direction of the business. 

Demand for skilled go-to-market leaders in PE-backed consumer goods companies is higher than ever. While the need may be urgent and the competition for top talent fierce, taking the time to choose wisely can bring powerful rewards. Whether a scrappy sales-driven VP, a balanced hunter-farmer, a seasoned strategic architect—or some mix of the three—the right leader can propel organizations toward sustained and profitable growth, enabling peak value creation.