Partner & Channel Manager

Partners who actually sell, and no arguments about who found the customer.

Two things sink a partner programme. The first partner deal that collides with a deal your own team was already working, decided by whoever shouts loudest. And a list of signed partners where most have never sold anything, counted proudly as a channel.

Deal registration with the conflict check first. When a partner registers a deal, this employee checks it against your direct pipeline before the partner is told anything. If your own team was already working it, that is settled by the rule you wrote, the same way every time, and both sides get the same account of what the records showed.

One rule, applied the same way. The moment a bigger partner gets a different answer, the programme is worth nothing to everyone else. Conflicts the rule does not cover go to you rather than being improvised.

Registrations expire. An open registration is a partner holding an account nobody is working. They have a life, they get chased, and they close.

Tiers that mean something. What a partner must do to be in a tier, what they get for it, and a quarterly review that notices when a partner has not sold anything all year. That conversation happens, rather than the partner sitting on the list forever.

Honest numbers. Partner-sourced and partner-influenced are reported separately, because blending them turns a modest channel into an imaginary one, and every decision made on that number afterwards is wrong.

Every month: registered, won, expired, and how many of your partners actually sold something.