Teams built around superpowers, not job descriptions
A GTM Operating System is only as good as the people running it. This is how we think about who does what, and why.
"Most org design starts with a job description and works backward into a person. That's the wrong order."
— Tiffany Gonzalez, Founder
The better model: identify what someone is exceptional at — their superpower — and build the role around it. Then build the team around the gaps a single superpower can't cover. This isn't about ignoring weaknesses. It's about refusing to spend management time closing them.
It's the same logic behind Listen First, one of the principles we bring to every engagement: we don't walk in assuming we know the answer, or that the org chart on the wall reflects how work actually gets done. We shadow the calls and sit with the team first, then design roles around what we actually see people do well.
What this looks like on the Bombyll bench
15+ years scaling B2B SaaS products at Microsoft, IBM, and Clearwave. She brings the rigor of a product roadmap to GTM, so a system doesn't just get designed, it gets shipped and iterated.
Advertising, business development, SaaS, and eCommerce across five countries. She treats marketing as the connective tissue between product, sales, and CS — not a department that hands off leads and disappears.
More on the full team: About.
Why this matters more once AI is on the team
Tiffany talked about this directly on Bridge the Gap™ — Build a Superpower Team That Actually Wins (Retention): building teams around superpowers, jobs-to-be-done, and leading indicators that tie to retention over vanity metrics. Listen on the Blog & Media page.
A system that automates the wrong things just makes the wrong org chart run faster. Keeping people on the judgment calls that use their actual superpower, and letting AI take the rest, is org design — not just tooling.