Breaking Through: Women Leaders Moving from GTM to CEO

This article is Part 1 of the full blog series 'Breaking Through: GTM to CEO" by author and friend of Wednesday Women, Rashmi Vittal.

There is a question I can’t stop thinking about: How do go-to-market (GTM) operators at B2B SaaS companies—especially women—make the leap into the CEO seat when they’re not the founder?

It’s a path rarely mapped, and even less frequently discussed. I’m in the midst of navigating it myself, and what I’ve found so far is this: It’s not just about experience or outcomes. It’s about the people you know, visibility, sponsorship, and timing. It’s about being seen not just as a great operator, but as a potential company builder. 

And that shift, from being relied on to being bet on, is where the real breakthrough happens.

As part of this journey, I’ve been speaking with GTM female leaders who’ve made the leap to CEO—and learning a lot along the way. This post is the start of a broader conversation I hope will spark clarity, connection, and encouragement for others on the same path.

Why Now? It’s (Still) Hard for GTM Leaders to Become CEOs

For years, the path to CEO has been dominated by COOs, finance, and product leaders; those who have oversight of P&L or own the product vision of a business. But as markets evolve and customer expectations shift, a new playbook is taking shape—one where GTM leaders are stepping into the top job.

Those of us who’ve owned revenue, shaped markets, and led growth transformations know the CEO seat isn’t a leap—it’s the next logical step.

So why are so few of us taking that step?

According to Spencer Stuart, fewer than 15% of S&P 500 CEOs come from marketing or sales backgrounds. While the percentage is slightly higher in SaaS and AI-driven sectors, it’s still rare for GTM leaders—especially CMOs and women—to be tapped for the role. Despite being closest to the market, the customer, and the revenue engine, these leaders are often overlooked in CEO searches.

Why Aren’t More GTM Leaders Tapped for CEO Roles?

Perception. Too often, GTM roles are viewed as tactical or executional. For women, the bias can be magnified: “not technical enough,” “can’t fundraise,” “lacking financial depth.”

But the reality is, modern GTM executives are deeply strategic and bring a strong growth mindset. They are data-driven, skilled at building relationships, and increasingly fluent in finance.

The GTM Mindset Is a CEO Mindset

Here’s what GTM leaders bring to the table that’s not always obvious to boards and investors:

• Market Understanding → Strategic Vision GTM leaders, especially CMOs, are fluent in market signals, competitive insights, and customer behavior—critical inputs for company direction.

• Cross-Functional Alignment → Organizational LeadershipWe already drive alignment across sales, marketing, product, and customer success. That’s the foundation of executive leadership.

• Revenue and CAC/LTV Accountability → Investor CredibilityWe know how to own a number, defend it, and translate business outcomes into growth narratives.

• Customer Voice → Product-Market Fit Obsession We bring the outside-in perspective that keeps companies relevant and adaptive.

🚀 GTM Leaders Who’ve Made the Leap

I’ve been fortunate to speak with five incredible women who transitioned from GTM leadership into the CEO seat—none of whom were founders. I’ll be sharing their inspiring stories and more as part of this exploration.

Across their journeys, four themes stood out:

🔁 Catalysts for the TransitionSome raised their hand. Others were tapped when the opportunity arose – and most weren’t explicitly seeking the CEO title.

🤝 The Power of Advocates

Mentors, investors, founders, and peers played pivotal roles—often behind the scenes—introducing them to boards, suggesting their names, or opening critical doors.

📉 Gaps (Real or Perceived) They Had to CloseFrom financial fluency to confidence in legal or operational matters, they all faced moments of doubt—but met them with curiosity, focus on problem solving and a strong dose of humility. One CEO commented, “You don’t have to be the smartest person in the room, but you must be a strong communicator and surround yourself with people who are good in the areas you are not.” 

🎯 Framing GTM as CEO-ReadyEach one positioned GTM as a strategic asset: Another CEO put it simply, "I know how to grow." "I understand the customer." "I can manage cross-functional complexity." Her narrative was clear and rooted in outcomes.

I look forward to diving into these themes - and the badass women behind them - and more as I pursue this path. 

The Bottom Line

The future belongs to leaders who can see around corners, align teams around purpose, and drive pragmatic growth. GTM leaders do this every day. The ceiling is only there if we let it be. 

If you’ve made the leap—or are preparing to—do these 4 themes resonate with you? What would you add? Reach out to Rashmi on LinkedIn and be sure to follow Wednesday Women for more thoughtful insights from women in executive leadership.

The author, Rashmi Vittal, is a GTM Executive and Advisor with 20+ years in enterprise software scaling B2B SaaS and AI companies between $10M to $100M ARR. She’s led marketing and GTM Strategy at high-growth startups, turnarounds and public companies like IBM, Oracle, and SAP—shaping categories in disruptive markets; e.g. Content Analytics, Conversational AI in RevTech, digital identity, and data and analytics. She is ready to be a CEO of a growth-stage AI company, partnering with the right investors and founders to scale efficiently and build long-term enterprise value.