Before we get started, be sure to connect with me on LinkedIn at https://www.linkedin.com/in/unruh.

I’ll use my bio for some story time and a little context…

Early in my career, I encountered a pivotal moment during an interview when a former boss questioned my decision not to pursue a career as an architect despite studying Architecture at Kansas State University. My response to her inquiry, which emphasized my success in designing partner programs and indirect sales channels, ultimately played a crucial role in securing a position at a prestigious software company. While the traditional role of an architect involves creating physical structures or landscapes, the parallels between architectural design and designing partner programs are striking. Both roles require a deep understanding of a client’s vision and objectives, meticulous planning, and overseeing the project to completion. However, there are distinct advantages and disadvantages to being an architect of partner programs and indirect sales channels.

When engaging an architect for a construction project, clients pay a premium for their specialized skills and expertise. The architect collaborates closely with the client to develop a blueprint that guides the construction process, ensuring that the final product aligns with the client’s vision. Once the project is completed, ongoing maintenance and management are essential to preserve the investment. Similarly, companies often make the mistake of treating the architect of their partner program as both the designer and the ongoing manager, leading to challenges over time. This approach can strain the relationship and result in inefficiencies and higher costs for the company.

Recognizing the distinction between design and support roles is crucial in both architectural and partnership contexts. In the realm of partnerships and indirect sales channels, the role of a Fractional CPO (Chief Partnerships Officer) is akin to that of an architect, focusing on designing and strategizing the partner program. On the other hand, Partner Development Leaders and Channel Account Executives serve as the support and management team, responsible for executing and maintaining the program. Understanding this division of roles is essential for the successful development and sustainability of a partnership program. By acknowledging these distinctions and ensuring a clear delineation of responsibilities, companies can optimize their partner programs and foster long-term success in their indirect sales channels.

In the context of PARTNERNOMICS, a Fractional Chief Partnership Officer (CPO) is referred to as an Orchestrator. This designation encompasses a group of highly skilled and trained professionals who assist companies through a proven framework and processes. Their primary function is to design and optimize partner programs and indirect sales channels, with the aim of driving exponential growth and revenue. Notably, their services also contribute to the reduction of related operational expenses, ultimately maintaining a healthy Earnings Before Interest, Taxes, Depreciation, and Amortization (EBITDA). These Fractional CPO engagements can be both short-term and long-term in nature, and typically include a succession plan to ensure a proper management and support system is in place when the contract expires.

Having functionally served as a Fractional CPO and adjacent partnership roles for more than 25-years, and been involved with PARTNERNOMICS from its inception, I’m here to serve you and offer guidance, as well as help you avoid common pitfalls you would only know from being in the trenches.