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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SKILL.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):

  1. 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.
  2. 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.
  3. 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.
  4. 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:

SituationWhat this skill does
Start-up, pre product-market fitPartner 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 fitProduct-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-upApply 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.
EnterpriseEnterprise 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:

1. PROGRAM DESIGN: Who do we partner with? What's the structure?
2. PARTNER ENABLEMENT: How do we make partners successful?
3. CO-SELLING OPERATIONS: How do we work deals together?
4. PARTNER PIPELINE OPS: How do we track and manage partner pipeline?
5. PARTNER PERFORMANCE: How do we measure, review, and optimize?

Partner Types & Selection

Partner Type Decision Matrix
TYPE WHEN TO USE REVENUE MODEL
----------- ----------- ----------------
Referral Partner Early-stage ecosystem. Low complexity. 10-25% of Y1 ARR
Partners have relationships but no sales commission
resources. Quick wins.
Technology Partner Shared ICP. Integration creates combined Commission on co-sold
value. Complementary, not competitive. deals. Revenue share.
Reseller High-volume market. Need geographic or 30-50% margin on
vertical distribution fast. Partner owns resold product
customer relationship.
Implementation Solution requires setup, configuration, Project fees to partner.
Partner or customization. Barrier to self-serve. Indirect ARR uplift.
Co-Sell Partner Two-way deal pipeline. Both orgs selling Reciprocal referral
together. High alignment required. fees or revenue share.
VAR Bundled solution (hw + sw + services). 35-50% discount off
Project-based delivery. Turnkey for customer. list + project margin.
MSP Ongoing managed services. Customer prefers 40-50% wholesale +
outsourced operations. Recurring revenue. managed services margin.
SI / GSI Enterprise customers. Custom requirements. 30-40% discount +
Long sales cycles. Large deal sizes. project margin.
GSIs: Deloitte, Accenture, IBM-class. Requires co-investment.
Embedded/Integration Native integration partnership. Product-to-product Revenue share
Partner connectors, Slack/Figma/Shopify-style app (typically 5-15%),
ecosystems. Partner tools are extension referral fees on
of your product, not standalone solution. co-sold deals.
Low friction for end-user adoption.
Ideal Partner Profile (IPP)

Like ICP for customers, define your Ideal Partner Profile before recruiting.

IPP CRITERIA: SCORING (1-5)
STRATEGIC FIT
Shared ICP overlap ___
Complementary (not competitive) offering ___
Aligned go-to-market motion ___
Geographic/vertical alignment ___
OPERATIONAL READINESS
Dedicated partner/sales team ___
CRM and deal tracking in place ___
Existing customer base to cross-sell ___
Marketing capability (content, events) ___
COMMITMENT SIGNALS
Executive sponsor identified ___
Willing to invest in enablement ___
Has referred deals before (informally) ___
Strategic motivation beyond commission ___
SCORING: 36-60 = Tier 1 (strategic). 24-35 = Tier 2 (growth). 12-23 = Tier 3 (referral). <12 = not ready.

Program Design

Tiering Structure
TIER 1: STRATEGIC PARTNERS (3-5 partners max)
Requirements:
- IPP score 36+
- Dedicated partner manager assigned
- Joint GTM plan signed
- Minimum pipeline commitment (e.g., $500K/year)
- Co-marketing investment
Benefits:
- Highest commission rates (20-25%)
- Joint marketing funds (MDF)
- Priority deal registration
- Exec-to-exec alignment
- Quarterly business reviews
- Early access to product roadmap
TIER 2: GROWTH PARTNERS (10-20 partners)
Requirements:
- IPP score 24-35
- Completed certification program
- Minimum 2 deals/quarter registered
- Active in partner portal
Benefits:
- Standard commission rates (15-20%)
- Access to co-marketing resources
- Monthly partner check-ins
- Lead sharing
TIER 3: REFERRAL PARTNERS (unlimited)
Requirements:
- IPP score 12-23
- Signed partner agreement
- Basic product training completed
Benefits:
- Referral commission (10-15%)
- Access to partner portal and collateral
- Quarterly webinars and updates
Deal Registration
REGISTRATION PROCESS:
1. Partner submits deal via portal/form (account name, contact, est. value, timeline)
2. Auto-check: Is account already in pipeline? (CRM lookup)
- If yes → conflict resolution (see below)
- If no → register and assign
3. Partner manager reviews within 24 hours
4. Deal registered for [60/90/120] days (varies by deal size)
5. If deal doesn't progress → registration expires, can be re-registered
CONFLICT RESOLUTION:
- First to register wins (if within 7 days)
- If account already has open opportunity → direct sales owns
UNLESS partner can demonstrate prior relationship (evidence required)
- If both partner and direct are engaged → co-sell (split commission)
- Escalation: Partner manager + Sales manager resolve within 48 hours
- Executive escalation if unresolved in 48 hours
CRM IMPLEMENTATION:
Required properties on Deal/Opportunity:
partner_sourced (boolean)
partner_influenced (boolean)
partner_name (lookup to Partner record)
partner_contact (text: who at the partner is involved)
deal_registration_id (auto-generated)
deal_registration_date (date)
deal_registration_expiry (date: auto-calculated)
partner_commission_% (number: from tier)
partner_commission_$ (formula: deal value × commission %)
partner_tier (dropdown: T1/T2/T3)

Partner Enablement

Onboarding Process (New Partner)

This is the start of the file. Read the full SKILL.md on GitHub.

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