Go-To-Market

Gusto’s GTM team is led by the company’s CCO, who is responsible for overseeing its go-to-market teams, including the commercial functions that acquire customers, develop partnerships and expand existing relationships. Sales and operations leaders work together to connect company growth goals with day-to-day execution. Managers are expected to coach employees, track performance, improve sales processes and coordinate with colleagues in Revenue Operations, Marketing, Product and Sales Enablement. 

• Commercial leadership brings sales and partnerships under shared direction: Gusto established its CCO role to lead the GTM team as the company expanded its customer base and partner relationships. The role brings executive attention to the different ways Gusto reaches small businesses, from direct sales to accounting partnerships and existing customer growth.
• Sales managers coach employees through regular conversations and practice: Platform Sales managers oversee teams of approximately 10 to 12 account executives, with responsibilities including weekly one-on-ones, call reviews, coaching discussions, role-playing exercises and quarterly development plans. Managers also monitor individual performance, sales pipelines and activity metrics to identify where additional support is needed.
• GTM leaders use forecasts and business reviews to guide decisions: Insights & Operations roles involve managing quarterly goals, weekly forecasting, planning cycles and business reviews. GTM leaders work with operations employees to assess commercial performance, prioritize projects and identify changes that could improve sales results.
• Leadership works across departments to address sales challenges: Sales managers partner with Revenue Operations, Product Marketing, Product and Sales Enablement to improve customer conversations, training and selling processes. In high-volume onboarding, management responsibilities also include identifying customer pain points, developing standard procedures and helping employees navigate difficult customer situations.
• Employee development is part of management responsibilities: Gusto expects sales managers to help employees improve their skills, not simply meet activity targets. Coaching can include better discovery conversations, product knowledge, customer onboarding practices and handling common objections. Managers also use performance information to identify development needs and adjust training.
• External signals:
  • Sales development employees give management a positive rating: Employees in this role rate senior management 3.5/5. (Glassdoor)
  • Sales feedback points to approachable managers: One employee described management as well-trained and pleasant to work with, alongside positive comments about coworkers and the product. (Indeed)

Bottom line: GTM leadership at Gusto combines revenue accountability with coaching, planning and collaboration across commercial teams. Employees work with managers who monitor performance, provide regular feedback and coordinate training and operational improvements to help their teams succeed.

Gusto’s GTM employees balance customer-facing responsibilities, sales targets and operational deadlines with a hybrid work model and company-wide benefits that support time away from work. Schedules vary across commercial functions. Sales representatives may spend much of their day handling calls, prospecting and following up with customers, while GTM operations employees work around planning cycles, forecasts and projects involving several departments. Gusto provides paid time off, family-related benefits and opportunities to work from home, although individual roles have different workload expectations. 

• Hybrid schedules offer flexibility alongside in-person collaboration: Gusto generally brings employees near its Denver, San Francisco and New York offices together two days per week. Some GTM roles specify approximately two to three days in the office, depending on the position. Employees use in-person time for meetings, coaching and collaboration, while working remotely on other designated days.
• Sales employees often follow a structured daily schedule: Business development representatives spend their days researching prospects, making outbound calls, sending emails and qualifying opportunities for account executives. Expansion account executives may make approximately 60 call attempts daily while managing follow-ups and monthly revenue targets. These expectations make time management important, particularly for employees working in high-volume sales roles.
• GTM operations employees manage competing priorities and deadlines: One employee in Sales Insights & Operations described learning to plan quarterly objectives while accommodating unexpected requests, meetings and changing project timelines. The employee found that working backward from deadlines, coordinating with colleagues and reserving time for important projects helped keep work on track. These first-hand accounts illustrate the planning responsibilities associated with commercial operations.
• Paid time away is part of the benefits package: Gusto offers paid vacation, sick time, holidays, bereavement leave, other paid leaves and sabbaticals. These benefits give GTM employees opportunities to take time away from sales activity and project responsibilities while managing personal and family needs.
• Health and family benefits provide additional support: GTM employees have access to medical, dental and vision insurance, mental health resources and family-planning and fertility benefits. These offerings are available through Gusto’s broader employee benefits program and support employees with different needs outside their commercial responsibilities.
• External signals:
  • Sales development employees rate work-life balance highly: Employees in this role give work-life balance a 4.3/5 rating. (Glassdoor)
  • Sales employees also report positive experiences with flexibility: Employees in Sales rate work-life balance 3.7/5, with time and location flexibility among the recurring positives. (Indeed)

Bottom line: Work-life balance in GTM at Gusto combines defined sales and operational responsibilities with hybrid schedules and paid time away. Employees can expect a busy, goal-oriented environment, with flexibility shaped by their role, customer responsibilities and team schedules.

Gusto’s GTM culture focuses on helping small businesses solve problems, building strong customer relationships and working together to achieve commercial goals. Sales employees are encouraged to understand customer needs before recommending products, while partnership and operations teams work across departments to improve how Gusto reaches and serves businesses. The company’s values emphasize customer service, ownership, learning and direct communication, which are reflected in expectations for commercial employees. 

• Helping customers is central to the sales culture: Sales employees are expected to understand the challenges facing small-business owners and recommend solutions that fit their needs. One employee on Gusto’s Growth team described helping a business owner finish setting up payroll during a phone call. The employee found the experience particularly rewarding because the assistance came at the exact moment the customer needed it.
• Collaboration connects different parts of the broader organization: Business development representatives work with account executives to move qualified opportunities forward, while expansion sales employees coordinate with Product and Marketing on customer outreach. Partnership teams also work across departments to support accounting firms and other business relationships. GTM operations help connect these efforts through shared goals, planning and performance reviews.
• Employees are encouraged to learn and improve their work: Gusto’s value of “Raise the Bar, Learn Fast, Repeat” emphasizes feedback, experimentation and steady improvement. Sales employees practice their selling skills and learn new products, while operations employees evaluate performance and look for better ways to organize work. Teams are encouraged to use what they learn to improve customer interactions and internal processes.
• Taking ownership is an important part of the culture: Employees are expected to make decisions, address problems and contribute beyond their immediate responsibilities when necessary. GTM Insights & Operations roles, for example, involve managing projects from planning through execution and working directly with business leaders to resolve issues. Gusto also encourages employees to challenge ideas and communicate directly, including in conversations with leadership.
• Coworkers contribute to the learning environment: One employee in benefits sales described feeling motivated by colleagues who continually encouraged improvement and reflected on substantial professional growth over six years at Gusto. The sentiment reflects the company's emphasis on learning from teammates, sharing knowledge and building strong working relationships while pursuing challenging goals.
• External signals:
  • Sales employees give the workplace culture a positive rating: Employees in Sales rate culture 3.9/5, with a clear sense of purpose among the recurring positives. (Indeed)
  • Sales development employees also rate the culture positively: Employees in this role give culture and values a 4.0/5 rating. (Glassdoor)

Bottom line: GTM culture at Gusto combines customer-focused selling, teamwork and individual responsibility. Employees work closely with colleagues across commercial functions, receive opportunities to learn from one another and are encouraged to contribute ideas that improve customer experiences and business results.

Gusto’s GTM team offers career paths across business development, direct sales, expansion sales, channel partnerships and revenue operations. Employees can begin in customer-facing positions, strengthen their product and sales knowledge, and pursue more specialized responsibilities as they gain experience. The team also includes management and operations roles that provide opportunities to work on broader sales strategy, business planning and commercial performance. Gusto supports professional development through structured onboarding, coaching, internal mobility and opportunities to take on additional responsibilities. 

• Business development roles can provide a path into closing sales positions: Business development representatives learn how to research prospects, conduct outreach, qualify opportunities and work with account executives. Gusto identifies these roles as an entry point into technology sales and describes advancement into closing positions as a possible next step for employees who develop strong prospecting and selling skills.
• Sales onboarding roles can lead to more technical specialties: Sales Onboarding Advocates build experience in payroll, tax requirements, compliance and customer setup while developing consultative sales skills. Gusto identifies Implementations and Solutions Engineering as possible areas of specialization for employees who perform well in these roles and develop deeper technical knowledge.
• Expansion sales and partnerships offer additional career directions: Employees can develop expertise in account management, platform sales, benefits, channel partnerships and customer expansion. Expansion account executives focus on introducing additional products to existing customers, while partner managers work with accounting firms on account planning, adoption, renewals and business growth. These roles allow employees to develop different customer relationships and commercial skills.
• GTM operations creates opportunities to work on broader business strategy: Employees in Insights & Operations manage projects involving sales planning, forecasting, performance analysis and coordination across departments. More experienced professionals can take responsibility for different routes to market, work directly with commercial leadership and manage initiatives affecting several teams. These responsibilities provide a different career direction for employees interested in business strategy and operations.
• Learning from colleagues supports professional development: One employee in benefits sales described being continually challenged by coworkers and looking back on six years of significant growth at Gusto. The company also offers internal mobility opportunities, coaching and chances to take on expanded responsibilities, giving employees ways to develop beyond their original positions.
• External signals:
  • Sales employees identify learning as a workplace strength: The ability to learn new things is among the recurring positives reported by employees in Sales. (Indeed)
  • Sales feedback highlights opportunities to strengthen professional skills: One employee described access to training and resources that help sales representatives improve their abilities and develop their careers. (Glassdoor)

Bottom line: Career growth in GTM at Gusto can involve moving into closing sales roles, building specialized product knowledge, managing customer relationships or taking on broader operational responsibilities. Employees have opportunities to develop within different commercial functions, although advancement depends on individual performance, experience and available positions.

Gusto provides GTM employees with structured onboarding, sales training, manager coaching and ongoing learning resources designed to support customer-facing and operational responsibilities. A dedicated Sales Enablement function within Revenue Operations develops programs to improve product knowledge, selling skills and performance. Employees also learn through customer interactions, collaboration with experienced teammates and regular feedback from managers. Training can vary depending on whether an employee works in business development, sales, onboarding, partnerships or commercial operations. 

• New sales employees receive training in products and customer needs: Sales onboarding introduces employees to Gusto's payroll, benefits, HR and compliance services while helping them develop customer communication and consultative selling skills. Sales Onboarding Advocates receive additional training in payroll setup, tax requirements, compliance issues and resolving customer questions before customers complete their first payroll.
• A dedicated Sales Enablement team provides continued education: Sales Enablement operates within Revenue Operations and works with commercial leaders to identify knowledge gaps and develop learning programs. Learning Partners support specialized sales areas, including professional employer organization services and business insurance products such as workers' compensation and commercial insurance. These programs help sellers develop the product knowledge needed to explain more complicated services to customers.
• Training includes self-paced resources and guided learning: GTM enablement programs include learning materials, self-directed content, facilitated sessions and resources employees can use during their everyday work. Training is updated as products, customer needs and sales processes change. Enablement employees also monitor learning results and work with commercial teams to identify where additional instruction would be useful.
• Sales managers provide hands-on coaching and practice: Platform Sales managers conduct weekly one-on-ones, review sales calls, lead role-playing exercises and hold quarterly development discussions. High-volume onboarding managers also coach employees on selling practices, customer onboarding techniques and handling difficult situations. Some management roles reference the Sandler Selling System as part of the selling knowledge used to support team development.
• Employees develop skills through cross-functional work and knowledge-sharing: Business development representatives learn from account executives as they prepare and transfer qualified opportunities. Partnership and expansion sales employees build product expertise while working with other commercial functions, and GTM operations professionals develop planning and analytical skills through projects involving Sales, Marketing, Finance and Product. Gusto also offers broader learning opportunities, including knowledge-sharing sessions and virtual coaching resources.
• External signals:
  • Learning opportunities are a recurring positive in Sales feedback: Employees in Sales identify the ability to learn new things as one of Gusto's workplace strengths. (Indeed)
  • Sales representatives recognize training and professional development resources: One employee described training and career-development support as positive aspects of working in sales, alongside opportunities to improve selling skills. (Glassdoor)

Bottom line: Gusto's GTM training combines formal onboarding, specialized product education, manager coaching and practical experience. Employees can develop their selling skills, build knowledge of payroll and HR services, and learn from colleagues across the broader organization as they take on new responsibilities.