Let me develop your partnership strategy and run the execution. That can mean building a program from scratch, getting more from the partners you already have, or taking over a defined part of a larger partner operation.
Where you are
01Build
You see growth through partners, but nothing is in place yet
We work out which partners make sense, what each side gains, and how to get the first ones working.
Typical: partners chosen by whoever asked first · a product that would sell better inside someone else’s.
02Run
You have partners, but nobody owns them consistently
I set the priorities, own the agreed relationships and coordinate sales, product and delivery, so your partnerships provide more value.
Typical: partners signed, little activity · introductions and responsibilities slipping between teams.
03Grow
The program works, but you know you are missing out
We look at what works, where progress stalls, and whether to deepen the partners you have or add new ones. Attribution shows which is which.
Typical: a few partners deliver, most do not, and nobody knows why · territories or segments you cannot staff.
How it starts
A review of where your business is and what value partnerships could bring, then a decision on what to do next.
The approach depends on your business: how you grow, what your customers need, and which partners are already around you. Every engagement starts by mapping that out.
01A conversation
What you want partnerships to achieve, and where you are today. If partnerships look like the right way to grow, we scope the review.
02The review
We agree what it covers: conversations with the people who touch partners, and a look at your partner and pipeline data. Out of it comes a written view of where the value is and what to do first.
03The decision brief
Which partnerships make sense, what each side gives and gets, who owns what, and the number that will say it worked. It can say “not yet”. If it says go, it becomes the plan we execute.
04The engagement
We execute the plan with your sales, product and delivery teams, and I take responsibility for the partnership work we agreed. The first partners start moving.
05The rhythm
Each partnership is reviewed as it needs it, by its stage and by what the signals show. AI carries the research, preparation, follow-up and reporting; the decisions and the relationships stay with people. That is what keeps a program alive after the launch energy fades.
06When the program is mature
Your team takes over, or I remain engaged as your fractional Head of Partnerships. A partnership is a living organism: it needs managing, problems are cheaper caught early, and the strategy has to move as your market and your partners change. We decide when the time is right.
What the review gives you
A decision brief you can act on.
The review ends in a written brief, with the evidence behind each answer: what is limiting growth through relationships, what is worth building now, what each side gives and gets, who owns it, the number that will say it worked, and what the first ninety days hold.
What we need from you in week one
Read access to the CRM, the partner and customer contracts, the support system if there is one, and two hours a week of the founder’s or CRO’s time. Nothing else.
The terms
The review is agreed work at an agreed price. If we go on, I take responsibility for the partnerships on terms we agree, for as long as it makes sense for both of us. Anything we build runs on your tools and stays yours.
The decision briefWhat it answers
- The constraint. What is actually limiting growth through relationships right now, in one sentence, with the evidence.
- The one approach worth building now. Or not yet, and what to do instead.
- The exchange. What each side gives and gets. If one side of the page is empty, so is the partnership.
- Who owns it. One name on your side, and what I take responsibility for.
- The baseline and the number. Where we start, and the measure that will say it worked.
- The first ninety days. What happens in weeks one to twelve, and what does not.
Prepared from the conversations and your data · agreed before the first deal
How a partnership is run
A decision loop.
Each partnership is reviewed when its signals say so. The system watches the CRM, the contracts, support and usage; we review what changed with the partner, decide what to do, act on it, and the next signals show whether it worked. The pace follows the partnership’s stage of growth.
AI carries the watching, the preparation and the follow-up. The decisions, the commitments and the relationship stay with people.
What I take responsibility for
Written down before the first deal.
Your team knows the business, the customers and the history. I bring the partnership experience, the outside view, and the systems to follow through.
What partnerships should achieve, where to focus, and how we will judge progress.
Which relationships are worth having, and which are not, with the reasons.
What each side gives and what each side gets, agreed before the first deal.
The partner conversations, plans and follow-through, with your sales, product and delivery teams.
Responsibilities, handoffs and reporting that show what to do next, with AI on the research, preparation and follow-up. Results reviewed, and the effort adjusted.
Enterprise strategic partnerships delivering $25M+ a year, and two decades on both sides of the table.
- Do you work remotely?
- Yes, in your tools and with your team.
- Which companies is this for?
- Companies with customers of their own and a sense that partners could bring more than they do today. Mostly B2B, at any stage.
- What if we are too early?
- Then the review says so, and what to do first instead. “Not yet” is a decision.
- Who owns the systems afterwards?
- You do. Anything we build runs on your CRM and your tools, and your team can extend it.
Let’s talk
Tell me what you want from partnerships, and let’s see if I can help you get there.
I reply within two working days.