
Episode #9
#9: How to structure a GTM team that can actually run AI, with Mallory Lee
Job titles have moved faster than the jobs underneath them. RevOps, GTM engineer, growth engineer, ops partner. Some of it is real change in the work. Some of it is relabelling. And underneath the titles sits a question many teams haven't answered: AI is running somewhere in the workflow already, so who actually owns it, who gets to ship it, and who is accountable when it gets something wrong? In this episode of Revenue Architects, John Lloyd is joined by Mallory Lee, VP of Revenue Operations at Zipline, on how to structure a GTM team that can actually run AI. Her answer isn't one owner, it's points of entry. Someone dedicated to CS and sales operations. Marketing ops as her night job alongside demand gen. A systems administrator on her team who gets everything connected from a plumbing standpoint and takes each new MCP through IT and internal security. The stakeholders sit outside all of it, getting pitched tools all day and pushing requests in. Her job in the middle is deciding which tool gets used for what, because there are now unlimited options and people early in their careers are frightened of picking wrong. Then the hiring. She isn't screening for a long list of tools someone has used for five years that haven't existed for five years. She wants people who learn systems fast. She's also cancelled a planned analyst hire, because she now does that analysis herself and RevOps teams are getting smaller because of it. John and Mallory also get into why the silo is almost always the customer success group, why standardising a few things beats everyone using AI their own way, and why workflows fail on the edge case nobody built for rather than the tooling.


