In SaaS go-to-market (GTM) teams, one of the most hotly debated questions is: should Business Development Representatives (BDRs) report into Sales or Marketing?

BDRs (sometimes called SDRs – Sales Development Representatives) play a critical role in pipeline generation. They sit at the intersection of sales and marketing — qualifying leads, booking meetings, and creating opportunities. But because their work overlaps both functions, there’s often confusion (and tension) around where they belong.

Let’s break down the case for each side, and explore which structure might be right for your business.

Let’s Dive In!

The Case for BDRs Reporting into Sales

Most SaaS companies choose to align BDRs with the sales organisation. Why? Because their output is most directly linked to pipeline creation and quota attainment.

Pros:

•Clearer alignment with Account Executives (AEs): BDRs work hand-in-hand with sales reps to pass on qualified opportunities.

•Sharper focus on revenue: Metrics like meetings booked and pipeline influenced tie directly into sales KPIs.

•Tighter feedback loop: BDRs learn directly from sales calls, objections, and closing conversations.

Cons:

•Risk of short-term focus on meeting quotas, sometimes at the expense of quality leads.

•Less integration with top-of-funnel demand generation efforts led by marketing.

The Case for BDRs Reporting into Marketing

On the other side, some companies place BDRs under marketing. This approach emphasises BDRs as an extension of demand generation, responsible for nurturing and converting marketing-qualified leads (MQLs).

Pros:

•Stronger alignment with campaigns: BDRs can quickly follow up on inbound leads, webinars, or content campaigns.

•Better lead quality feedback: Marketing gains real-time insights into which campaigns are driving conversations.

•Unified view of top-of-funnel performance: Easier to track how brand and demand investments translate into meetings.

Cons:

•Risk of disconnect with AEs if handovers aren’t well-structured.

•BDRs may be viewed more as “lead chasers” than pipeline builders, which can limit their growth path into sales.

Hybrid Models: The Best of Both Worlds?

Some SaaS businesses solve the debate by using hybrid reporting structures. In this setup, BDRs might:

•Report into Sales Ops or Revenue Ops (neutral ground).

•Be “dotted line” to both Sales and Marketing leaders.

•Split inbound BDRs (marketing-aligned) and outbound BDRs (sales-aligned).

This approach acknowledges that inbound and outbound motions are different, but ensures cross-functional accountability.

So, What’s the Right Answer?

The truth is, there’s no universal solution. Whether BDRs should report into Sales or Marketing depends on:

•Stage of your SaaS company: Early-stage startups often align BDRs with Sales to drive immediate pipeline. Growth-stage businesses with sophisticated demand gen engines may benefit from BDRs under Marketing.

•Type of GTM motion: Inbound-heavy? Marketing may make more sense. Outbound-driven? Sales is usually the better fit.

•Leadership strengths: The function BDRs report into should be the one best equipped to train, coach, and scale them.

Final Thoughts

So, should BDRs report into Sales or Marketing? The answer depends on your stage, strategy, and structure. What matters most isn’t the reporting line — it’s that BDRs have clear goals, consistent coaching, and seamless alignment with both functions.

At the end of the day, BDRs thrive when they feel connected to the bigger revenue picture. Whether they sit under Sales, Marketing, or a hybrid setup, the key is alignment across GTM teams to ensure every meeting booked translates into real, qualified pipeline.