neon-rutger/b2b-revops-skills/partner-channel-operations
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Partner and channel operations for B2B SaaS: program design, partner enablement, co-selling, deal registration, and ecosystem-led growth. Use when the user mentions partner program, channel strategy, partner enablement, co-sell, deal registration, partner onboarding, partner tiers, ecosystem-led growth, partner-sourced pipeline, partner health scoring, partner QBR, ideal partner profile, IPP, referral partners, resellers, VARs, implementation partners, GSIs, MSPs, partner portal, MDF, partner a…
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npx vskill@latest install neon-rutger/b2b-revops-skills/partner-channel-operationsSKILL.md
Partner & Channel Operations
Stage check: do this before anything else in this skill
This skill was written for a company that already has a repeatable motion and named owners. Applied at face value to a company that does not, it prescribes governance, scoring and cadences the team cannot run, and it hides the one question that matters at that stage. Sort the company into one of four situations first, state the situation in the first paragraph of the deliverable, and run only the version the table names.
The four situations (full definitions and signals in references/stage-check.md):
- Start-up, pre product-market fit: fewer than roughly 30 comparable customers, wins from the founders' network, no measured win rate, cycle time or retention, nobody on quota. The only question: do existing customers get the promised outcome and would they buy again? Run the minimum version, or do not run it.
- Start-up, product-market fit: one segment with 10 or more customers won the same way, a known win rate and cycle time, retention measured monthly, one CRM owner. Run the skill for that one motion; thresholds are guidance, not rules.
- Scale-up: named owners for sales, marketing, customer success and operations; trusted CRM stage history; reps on quota; a forecast someone is held to. Run the full skill.
- Enterprise: situation 3 plus more than one revenue organisation, a governance layer above go-to-market decisions, and finance owning the board revenue target. Run the full skill with the enterprise deltas in the table.
If the evidence is thin, ask three yes or no questions: Is there a segment with 10 or more customers won the same way? Is retention measured monthly? Does someone own the CRM as part of their job? Three no answers means situation 1. One or two yes answers means situation 2. Three yes answers means situation 3 or 4; then ask three more: Is there more than one business unit or region with its own revenue plan and leader? Do go-to-market decisions pass through a formal governance layer? Does finance own the revenue target for board reporting? Two or more yes answers means situation 4; otherwise situation 3.
The full skill applies to both scale-up and enterprise. Not every skill applies at every stage; the table below says what this skill does at each, and "do not run" is a valid answer.
What this skill does per situation:
| Situation | What this skill does | |
|---|---|---|
| Start-up, pre product-market fit | Partner programmes at scale will hide whether partners actually help you win. Skip the full operating model. Instead, recruit one or two trusted partners with existing relationships or relevant expertise, and ask them to help close your next 3-5 deals. Measure whether deals involving them close faster, at higher value, and with lower risk. Iterate on that signal before building tiers, CRM fields, or formal deal registration. This skill's governance layer (tiering, certification, health scoring, dashboards, vendor stack) is not executable at this stage. | |
| Start-up, product-market fit | Product-market fit with one repeatable motion: run the full skill. Start by defining your Ideal Partner Profile and three-tier structure (T1 = 3-5 strategic, T2 = 10-20 growth, T3 = unlimited referral). Implement deal registration with conflict rules in your CRM, build lightweight enablement (product training, battlecards, playbook), and run basic partner reviews quarterly for T1 only. Do not invest in account mapping technology, predictive scoring, or partner portals until partner revenue is stable and exceeds 15% of total pipeline. | |
| Scale-up | Apply the full skill without modification. Implement the complete five-component operating model: tiering by performance, formal certification and onboarding, deal registration with SLAs and conflict resolution, partner health scoring with quarterly reviews, and a technology stack (partner portal, Crossbeam or Introw for account mapping, a PRM if over GBP15M ARR). Track both partner-sourced and partner-influenced deals separately. Measure programme ROI: partner-attributed revenue minus programme cost divided by programme cost. | |
| Enterprise | Enterprise organisations operate partner ecosystems at scale across multiple regions, business units, and product lines, requiring formal governance and multi-tier partner hierarchies. Extend tiering to include partner-of-partners (partner resellers selling through partner integrators); implement a partner compliance framework (contract terms standardised globally but with regional amendments, SLA gates for each tier with escalation to partner steering). Install a partner performance council (quarterly; partner directors from each business unit, CFO, general counsel; approves tier promotions, resolves cross-unit partner conflicts, reviews partner contribution to enterprise P&L). Deploy a unified partner CRM view (federated from each business unit's instance, or a dedicated partner platform if multiple CRM vendors exist across units) so partner contribution is visible at the enterprise level. |
Skip before product-market fit: Tiering Structure; Deal Registration; Partner Health Scoring; Partner Review Cadence; Maturity Model: Partner Operations; Partner Technology Stack.
The Partner Operating Model
Partner-driven revenue is becoming table stakes in B2B SaaS. The data is clear: partner-involved deals close 46% faster and are 53% more likely to close (Crossbeam State of Partner Ecosystem, 2023; 500+ GTM leaders), producing 32-60% larger deal sizes (Introw, 2024; Crossbeam case studies). Mature programs source 25-40%+ of total revenue, and partner-involved accounts are 58% less likely to churn (Crossbeam, 2023). But most partner programs fail. Not because of bad partners, but because of bad operations.
The operating model has five components:
Partner Types & Selection
Partner Type Decision Matrix
Ideal Partner Profile (IPP)
Like ICP for customers, define your Ideal Partner Profile before recruiting.
Program Design
Tiering Structure
Deal Registration
Partner Enablement
Onboarding Process (New Partner)
This is the start of the file. Read the full SKILL.md on GitHub.
Security
- Security scanPassed, 100 of 100Pattern checks on the skill's files.
- Model reviewNot runA model review is scheduled for the next rescan.
Quality evaluation
- Task evaluationNot runNo evaluation yet. Run one in Skill Studio.
Source
- SKILL.md in the repositoryCheckingpartner-channel-operations/SKILL.md
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