iTech Series Unplugged Interview with Stuart Brinicombe, VP of GTM Strategy, Global Partner Sales & Field Enablement at Couchbase

Stuart Brinicombe, VP of GTM Strategy, Global Partner Sales & Field Enablement at Couchbase, shares insights on orchestrating and coordinating cross-functional teams, adapting GTM strategies to market dynamics, navigating regional considerations, and more.

Welcome, Stuart! Could you tell us a little bit about yourself and your current role leading GTM Strategy, Global Partner Sales, and Field Enablement at Couchbase?

I’ve been in the software and technology industry for the last 26 years, primarily based in the UK. In my current role, I act as the Chief of Staff to the Chief Revenue Officer, where I orchestrate cross-functional teams to deliver complex GTM projects and lead innovation in sales enablement to boost pipeline and close rates.

As a GTM leader, how do you ensure synchronisation between the marketing, sales, customer success, and RevOps teams to work toward shared revenue goals?

It starts with having an operating model that everyone follows. Clear communication, documented plans, defined actions, and a clear understanding of roles are crucial. I focus on aligning our goals and objectives, considering the perspectives of other teams to understand what matters to them.

Finally, I take on the role of the driver, even if the team members don’t report to me directly. I find that people deliver their best work by emphasising the value of their contributions towards the company’s growth.

What methods do you use to ensure continuous improvement and adaptation of your GTM strategy in response to market dynamics?

Staying really close to our field teams and understanding their successes and challenges helps me adjust our existing strategy, much like a driver making input corrections to their car during a race.

I stay connected with people in companies from tech and other industries to discuss what they are working on, in addition to using a broad set of data and analytics to identify trends, review predictions, and prepare a proactive strategy. This approach often involves added complexity, akin to the engineering efforts needed to make the car faster for the driver.

“I stay connected with industry peers and use data analytics to identify trends and prepare proactive strategies.”

How do you factor in multiple regional considerations while initiating the GTM strategies?

I start with the common elements in our GTM strategy that apply globally. In my experience, regional considerations often indicate a desire for more involvement in the strategy. Engaging with regional sales leadership early helps gain their buy-in. From there, we can address specific regional differences, such as partner models, marketplace adoption, or cloud provider availability zones, with a clear focus.

Which GTM rollout has been the most challenging yet fun to lead?

The most complex and challenging program, which I also find the most fun, is planning our Sales kick-off and serving as the master of ceremonies for the show. Balancing the close of the current fiscal year with the rollout of next year’s strategy within weeks is demanding.

I get the chance to work with an outstanding team, both internally and externally, on the event, which is also a lot of fun. I think they are the best SKOs I’ve attended, and getting the positive feedback we get on the events makes it all worthwhile.

How do you approach prioritising the partner sales and field enablement programs?

I work with my leadership team to ensure high levels of support and challenge, creating an energising environment where people can largely solve their own problems. When making decisions on resource allocation, staying close to the CRO, their direct reports, and peers in the executive staff is crucial. I prefer simplicity in my approach, so I prioritise areas that can create the greatest impact or make the most efficient use of resources.

From a metrics and reporting perspective, how have integrated dashboards changed the way revenue teams analyse their performance?

The quality of the data and the trust in its accuracy are more important than its completeness. From this quality data, creating actionable insights is key, rather than overwhelming people with data and leaving them to draw their own conclusions. It’s vital to focus on the application of data over its volume or availability.

With the rise of AI-powered tools, how can revenue leaders optimise their GTM technology stack?

Understanding the capabilities of these tools, often through hands-on use or close collaboration with the teams that use them, is crucial. When assessing new tools and technology, consider your requirements a year into the future. By the time you complete the evaluation, onboarding, and launch process, you’ll be well into that timeline.