By any standard, this investment from a pure resource allocation standpoint puts Amplitude ahead of the vast majority of their peers.
When you look a layer deeper, you see a highly intentional strategy in how they have structured and resourced the GTM Strategy & Operations teams - both the diversity of background and the healthy organizational structure in place.
T-Shaped Leadership at the Top
At the top Leadership layer, you have:
- SVP GTM Strategy & Operations
- VP, Sales Strategy & Operations
- Head of Sales Operations (International)
We have long discussed the importance of Revenue Operations teams bringing the correct blend of skill sets in order to cover the range of gaps needed to be filled by this function.
As you would expect to see, the top layer of the org consists of 3 Leaders with the kind of "mile wide and inch deep" experience you would need to manage an org at this scale. They need to be a broad enough set of experience to manage all specializations that fall in the lower layers.
Specialization Emerging
The next layer down, we find 4 Directors:
- Sr. Director, GTM Strategy and Finance
- Director, Global Sales Enablement
- Sr. Director, Worldwide Deal Strategy
- Sr. Director, GTM Strategy & Analytics
You can start to see the shape of the org that sits as direct reports to these 3 Directors, since each has a very specific focus. We often see companies make the mistake of having a T-Shaped Leadership layer (broad skill sets) followed by a similarly general set of experience at the Director level; however, Amplitude has installed highly specialized, narrowly focused Directors to enable the emergence of similarly specialized teams beneath.
At the Manager level, they have a total of 9 people, some operating in hybrid People Management / IC roles and others as true ICs with a Manager title but the specialization of skill sets continues to this layer of the org:
- (3) Deal Desk Managers
- Global Strategy & Operations Manager for Sales Development
- (2) GTM Strategy & Analytics Managers
- GTM Planning & OperationsManager (prior focus on PLG)
- Manager of Sales Strategy (Generalist)
- Sr. Manager, Sales Operations (Generalist)
Ease of Building the Individual Contributor Layer
At this point in the organizational structure, you have accounted for the real strategy horsepower needed to guide the efforts as a whole. You aren't looking to hire an Individual Contributor and flex them into a role driving strategy well above their pay grade.
You essentially just need to find individuals with the right experience (or mind) to execute on the tasks at hand and keep things moving.
A total of 9 ICs spanning:
- Deal Desk Analyst
- Deal Desk Analyst (Renewals)
- Sales Compensation Manager
- (3) GTM Operations & Process Analysts
- Sales Enablement Program Manager
- Sr. Analyst, Sales Strategy
- GTM Strategy & Analytics Analyst
