Recent Clients

• A detailed understanding of the business profile and program requirements of industry leading virtualization technology channel partners
• Profile of target channel partner
• Their needs and expectations
• High level suggestions of how Sun can differentiate its product and channel program offerings
• Communications plan for U.S.
• A detailed plan for recruitment of existing Sun and new competitive partners to endorse and build capabilities to support Sun’s new xVM product set
• A list of overlapping Sun, VMware VARs
• A prioritized list of VMware VARs to target for recruitment based on their status in VMware’s programs
• A list of recommended resources and processes required to support this recruitment plan

• A detailed review of partnerships with GSIs
• General program approach
• Teaming and transactional relationships with each partner
• Formal partner program structure and requirements
• Program support benefits
• An understanding of the joint competitive positioning to the end-user (End-User Value Proposition) and the technology viability in the partner’s overall service GTM strategy (Partner Value Proposition)
• A checklist of what NetApp should include in a compelling hosting/outsourcer/MSP partner program (financial incentives, overall value proposition, enablement and support)

• Design and development of global Learning Partner value messaging presentation and website content
• Including Cisco position vs. competition, partnering ROI, market positioning, program value support, training business opportunity
• Customized to the regional market dynamics
• Sourced 6 Learning Partner testimonials
• Conducted review workshops with key stakeholder groups and Learning partners to obtain buy in to messaging

• Interviews with 11 key Sun stakeholders across the business units and global partner sales organization
• Secondary research into predominant partner types globally
• Introduction of a Partner “Value Mapping” methodology which values specific partner types based on their business model and potential business impact
• Delivery of a broad Partner Segmentation Map which groups and profiles key partner types

• Global Benchmark of vendors in EMEA, North America across four metrics – deal registration, MDF, rebates, margins
• Program Assessment and Gap Analysis through program review, interviews with stakeholders and partner survey
• Channel Partner Research to assess viability of selling and supporting competitors security appliance product and selling to the mid-market in North America

• Provided program development guidance
• Provided expert project management, and acted as key team liaison with executive team, and cross-functional groups.
• Created Communications GTM Strategy, inclusive of press/media strategy
• Developed Alliance Partner strategy
• Developed key communications for internal and external launch

• Reviewed three key competitors programs and interviewed stakeholder and partners
• Offered a prioritized plan for enhancing and differentiating the global program structure (six major program differentiators)
• Developed recommendation for phased execution approach, ranking critical priorities by importance and urgency

• Review Sun market, products and current pricing structure
• Evaluate pricing/discount options
• Discount structure
• Incentives
• Retained margins
• Recommendations on a pricing/discount model for channel partners (VARs and distribution) in the Sun Software enterprise market
• Across channels
• Expected street pricing
• VAR, LAR and DMR
• 2-tier distribution pricing
• Target margin

• Segmented the SMB reseller community.
• Defined SMB reseller value-propositions for each sub-segments.
• Recommended alignment of Dell channel offering with SMB partner needs and expectations
• Defined top 5 strategic priorities to ensure Dell’s success with SMB resellers
• Assessed situation through research and surveys, focus groups and 1-1 interviews with Dell partners and non-partners in North America

• Developed Global Channel Program Framework recommendation and vision for value-based partnering structures that attract and retain productive partners
• Developed partner profiles, channel partner value propositions
• Refined referral model to build a value partner model and suggest technology solutions model
• Defined process to engage, empower and evaluate partners and monitor program effectiveness

• Conducted survey to Cisco Learning Partners and provided a detailed analysis and recommendations to address key areas relating to certification value including:
• Value of Cisco certification to partners and their audience
• How partners position value of certification to their audiences
• How training is promoted to different audience types
• How leads are sourced for certification training
• Reach of training in the geos and geo considerations
• Where are graduates hired - Into education, industry or Cisco channel

• Develop a proposed program model and plan including program levels, number of partners per level, and expected return
• Review current program for ISVs; Partner Connect and Channel Connect frameworks
• Review current P2P straw-man proposals
• Interview internal and external ISV stakeholders
• Refine straw-man benefits and expectations of program participants

• Route-to-Market review and assessment to support the following questions:
• Merge routes-to-market or not?
• Significant overlap to drive economies of scale
• Able to reach new customers
• Alignment in the transactional model
• Business partner proposition
• Transition expectations
• How does partner engagement structure align with corporate goals & objectives?
• New business
• Repeat licensing
• Mobility
• World wide

• Defined and managed all aspects of project managing the integration of the StoreVault partners into NetApp's Silver level Partner program.
• Global Partner Program definition and integration (Distribution and Resale)
• Communications planning (internal and external)
• Integration into larger StoreVault M&A project
• Channel product alignment
• Weekly meetings, actions, dashboards and reports

• Gap analysis on current plan vs. ideal plan
• Interviewed key stakeholders
• Formed recommendations
• Created updated training content
• Business benefit focused
• Identifies ideal customer targets
• Includes customer use-case scenarios
• Tailors value proposition messages to both direct sales and channels

• Developed assessment of the potential impact of removing the distribution function to Cisco PD&E, Learning@Cisco and Learning Partners across all 3 levels.
• Designed and recommended new partnering structure and distribution model to address the identified pricing and channel conflict issues.
• Based on industry best practices in training partners structures, and interviews with Learning Partners performing the distribution function to assess the effect on their business if this function was removed

• Review current ISV program framework
• Interview internal and external ISV stakeholders
• Define characteristics and expectations of an ISV program participant
• Recommend a teaming model to get solutions to market
• Develop business propositions
• Define program requirements and benefits

• Gap analysis of proposed program structure.
• Recommendations to address gaps based on staged priorities aligned with upcoming launch and post launch activities.
• Recommendations for potential next steps and strategic priorities based on known resources and capabilities
• Research into competitor programs and how they support partners and interviews with partners and stakeholders

• Identified the key areas of contention in partner field engagement
• Helped define consistent sales methodology that could be used for a global partner sales engagement policy
• Crafted a comprehensive presentation focused on “co-ompetition” and effective sales teaming for the partner and direct facing field teams, globally
• Delivered presentation in two break-out sessions to 200 field salespeople at annual global sales kickoff event

• Industry Benchmark of three competitor learning partner programs. Focused on engagement and transactional models; resale products, partners types, program structure
• Program Recommendations to address issues identified in research including:
• Refine and enhanced proposed program structure
• Leverage existing SPA programs
• Timeline for phased roll out

• Competitive pricing model for Oracle North American channel (tech products) that drives value-added selling behaviors
• Reviewed current Oracle VAR model, interviewed partners and stakeholders and proposed model for rewarding value vs. current rewards
• Benchmark new pricing model against industry best practices and competition & provide evaluation with suggested enhancements or considerations

• Benchmark audit of competitive programs including interviews and review of storage industry analysts and influencers
• Quantitative analysis of addressable market
• Prioritized recommendations of vertical and geographic markets
• Delivered summary of OEM program requirements
• Target gross and retained margins with 5 year CAGR
• A playbook for a 90 day rollout of the program

• Finalized program structure
• Defined where distribution was leveraged in support and in launch
• Worked with internal SATO staff to identify and resolve anticipated program execution gaps
• Created launch plan for initial rollout in North America
• Created recruitment and program materials
• Developed new program messaging

• Delivered training segmentation identifying duplication and gaps
• Training delivery, programs, partners, audiences, coverage
• Recommendations to close gaps, reduce duplication
• Assessed training development, delivery, and market focus for each training services group.
• Coverage by market, audience, channel, theater
• Content topic, formats, time
• Training lifecycle, delivery

• Developed business model of VMware partners, including
• Business model
• Investment, time to profitability
• Plan for expansion to other lines
• Support needs from vendors
• Perception of Sun products, programs
• Recommendations on how Sun can more effectively position the products and programs to recruit target partners

• Evaluated how customers learn about the Solaris operating system
• Role(s) channels play in the sales cycle to these customer segment
• Attributes of these channels
• What is the route-to-market potential of each segment for Sun target markets
• Determined gaps between the existing Sun channels relative to contribution to existing Solaris revenue streams and the future
• Route-to-market economics and investment plan

• Developed worldwide partner messaging by partner type
• Execute Phase I recommendations, and Phase II implementation
• Assessed partner touch points and communications methodologies by partner type, geography, frequency and type
• Assessed new Web 2.0 methodologies that would work with existing technical constraints
• Recommended changes to current communications vehicles and frequency, plus phased roll-out of new methodologies

• In-depth global competitive benchmark
• Aggregate data with highlights and best practices identified by program element, partner type, geography and vendor
• Particular depth in value-based program structure, margin, pricing and incentive models
• Delivered executive presentation with detailed word document outlining commentary and vendor-specific details

• Define business needs of stakeholders (internally and externally)
• Provide visibility into industry best practices
• Define PAC goals and charter
• Architect and recommend a global framework for defining, conducting and managing a PAC event
• Location, Agenda and Duration
• Participation, roles and accountability (RACI)
• Communications
• Budget needs
• Success indicator metrics

• Plan, develop and defined
• Council goals, strategies
• Advisory Council program
• Prepare
• Create agenda
• Prepare partner attendees
• Prepare VMware attendees
• Execute
• Manage time and agenda
• Lead, manage discussion topics per agenda
• Lead partner feedback session
• Follow-up

• Partner Program Audit
• Assess the PartnerSelect programs’ ability to attract, engage, empower and motivate partners to sell Symbol’s enterprise mobility products
• Define gaps between the current program and industry innovative practices
• Recommend potential improvements
• Partner Program Benchmark
• Evaluate solution provider and reseller partner programs for enterprise mobility products for top 3 Symbol competitors: Cisco, Intermec, Spectra Logic
• Measure 20 key metrics for each competitive program

• Review Symantec materials
• Develop a research plan
• Conduct focus groups with unmanaged partners
• Conduct one-on-one interviews with managed partners
• Review data gathered from Symantec online survey
• Develop recommendations from findings

• Identified best practices and recommended benefit changes/additions. Detailed analysis of competitive program transition points
• Recommendations for growing VMware Partner Program through implementation of benefit, incentive and enablement programs
• Developed value messaging around new program changes including comparison to old program, and competition
• Recommended refinements to new program to incorporate partner feedback and prioritizations for a phase 1 roll out and phase 2 enhancements

• Managed the VIP 2.0 and auxiliary program development and worldwide roll out
• Finalized program elements and processes, worldwide
• Identified open issues
• Facilitated stakeholders program discussions
• Engaged cross functionally to drive decision making and obtain buy-in from other departments for program changes
• Executed communications and materials

• Review existing Sun PS partner program
• Research industry PS partner models - HP, IBM GS, EMC
• Identify and describe best practices, successful tactics from competitive vendors
• Provide detailed analysis of competitive program transition points
• Provide recommendations for growing SUN PS through the Channel through implementation of sales and support programs.

• Industry benchmark of Sun vs. four market leaders
• Profile of program participants per type
• Expectations of the ecosystem participants
• Evaluate benefits of the ecosystem
• Review Partner Connect and Channel Connection programs
• Program recommendations
• Number of partners at each level
• price points for each “package” of benefits
• Requirements for program participation
• Benefits across partnership types & tiers
• Opportunity/cost return analysis

• Created the internal and external (feedback & alignment) program development plan – gap analysis and communications plan
• Managed program definition and global roll out
• Finalized program elements and processes, worldwide
• Identified open program issues
• Brought internal stakeholders together to discuss open program elements
• Engaged cross functional teams to drive decisions and obtain buy-in for changes
• Executed communications and materials

• Highly collaborative set of two, ½ day workshops to work through issues “live” with Vertical team
• Research on competitive SMB-focused product sets
• Analyzed existing partner base, defined target profile of networking data VAR
• Reviewed the proposed partner support plans and two-tier distribution model assumptions
• Recommended a phased resourcing plan and execution approach to partner recruitment

• Defined Channel Mgmt role descriptions, tools and work processes and action plan to more effectively their current automation system
• Recommended ongoing assessment tools and processes
• Delivered course on Channel Manager training and education globally that covered topics such as managing a channel sales team, channel best practices, and effective partner go-to-market strategies

• Created detailed analysis (in aggregate format) of the two competitive vendors for their North American reseller program and related field and HQ support and sales
  • coverage models including
  • Organizational model
  • Role definitions
  • Compensation plans
  • Linkage to program elements
• Reviewed existing Zebra Partners First program
• Researched industry models - HP and Cisco
• Defined best practices and their relative priority to Zebra

• Influencer & services model for the AMDLIVE! PC
• Assess where and when third parties have the most influence on the awareness, purchase and installation of digital home products
• Understand the competitive landscape
• Determine potential allies and action plan for engaging them
• Define strategy for engaging third-party installers and integration specialists

• Identify the industry best practices for the following ASP model metrics
• Solutions sold as Buy / Sell
• ASP solutions sold as Agency services
• Do any of companies offer both sales models to partners?
• Do any of companies have direct sales teams selling along side the channel?
• Compile best practice report
• Highlight best practices from three technology companies that are leveraging partners in an ASP model

• Identified gaps between current capabilities and functionality needs for the new framework
• Identified the processes to preserve and new ones to build (enhance operational excellence)
• Estimated options for closing the gaps: capabilities, timing and costs
• Recommended a system to track and manage partners based on the new program framework design

• Developed program straw man and validated with the Learning Partners at their Partner Executive Exchange Meeting
• Designed value based program framework elements to engage, empower and evaluate partners
• Estimated the "partners’ economics"
• Developed partner growth plan methodology
• Created internal program development plan and external communications and launch plan

• Benchmark 20 metrics for each of the 3 vendors for their Learning Partner program policies
• Participation requirements
• Program benefits
• Organizational structure
• Review public sources of information on the Learning Partner programs of 3 comparative organizations
• Citrix
• Sun
• Symantec/Veritas

• Review Sun market, products and current pricing structure
• Evaluate pricing/discount options
• Discount structure
• Incentives
• Retained margins
• Recommendations on a pricing/discount model for channel partners (VARs and distribution) in the Sun Software enterprise market
• Across channels
• Expected street pricing
• VAR, LAR and DMR
• 2-tier distribution pricing
• Target margin

• Reviewed program documents and processes
• Interviewed key stakeholders
• Surveyed internal departments (Latin America)
• Surveyed current partners
• Reviewed competitors programs
• Assessed strengths and weaknesses of the Xerox Partner Program
• Evaluated effectiveness of current programs
• Developed new channel program framework

• Plan
• Defined Partner Advisory Council program
• Drafted a simple and concise joint business planning template


• Prepare
• Created agenda - meeting topics and timing
• Prepared partner attendees to set expectations
• Prepared VMware attendees - communications to discuss the goals of the meeting and the roles of the attendees
• Execute
• Managed time and agenda
• Lead and manage discussion topics per agenda
• Lead partner feedback session
• Follow Up

• Joint Business Planning Tool
• Met with SAP alliance team members to review their partner planning history, needs and expectations
• Drafted a simple and concise joint business planning template


• Partnership scorecard
• Proposed goals of scorecards
• Recommended best practice scorecard framework measures
• Highlighted best-in-class vendor examples for partnering scorecards
• Recommended a methodology for collecting scorecard information

• Defined and Manage 90 Day On-boarding Process
• Assessed effectiveness of IT channel partners, programs and processes
• Defined plan and processes to ramp new channel partners
• Wrote ramp plan for resellers within the US
• Recommended on-boarding metrics and CRM database infrastructure
• Executed 90 day on-boarding process in US
• Partner Nurturing
• Createf nurturing plan
• Established contact schedule
• Identified partners to be managed by Amazon Consulting
• Executed contact schedule
• Collect contact details
• Developed program FAQs
• Identified key Liebert partner contacts
• Set-up of infrastructure
• Announced Network Solutions Partner Nurturing Program
• Launch nurturing program

• Described the roles and responsibilities in Websense pursing mid-market opportunities
• Defined the mid-market selling process (identification through customer satisfaction)
• Identified the partner engagement and management processes and associated Websense role
• Defined the expectations per role, job descriptions and skills characteristics where
• Recommended a mid-market sales compensation model

Built a pricing model that includes two-tier distribution is aligned with organizational goals and minimizes channel conflict.

• Enterprise and SMB pricing models
• Worldwide pricing structure with specifics for each region: North America, Europe and Asia Pacific
• Street pricing and channel discounts for Websense products

• Requirements for participation across tiers
• Benefits across tiers and geographies
• Recommended program development phases

• Created an effective go-to-market strategy including channels, developer, OEM and alliance partners
• Defined the partner type, model, economics and development timeline to increase sales of the FlipStart products
• Created an indirect channel strategy and plan which includes:
• How will customers learn about FlipStart
• What types of partners play a role in the sales cycle
• What transactional models will be successful in engaging partners
• Define profile of target partners capable of adding value to the sale of a FlipStart product
• Recommend partner fulfillment logistics and processes
• Identify channel economics (ROI) and trade-offs

Seeding Program

• Defined a scalable method and process to work with Intel and/or Microsoft on driving interest for the new FlipStart product via a seed program to prove the viability of a new product category, based on a "handtop" PC form factor and flexible wireless connectivity
• Identified seed program opportunities with both Intel and/or Microsoft
• Specified the requirements and commitments from each participant
• Recommended an engagement framework for seeding units
• Created 6-month partnership plan

• Developed a Worldwide Partner Influence Program and North American Deal Registration and Automation Program
• Defined partner profile, business value proposition & ROI
• Defined framework with recommendations on how to engage, empower and manage influence partners
• Defined opportunity registration programs and process flow chart along with automation recommendations


• Designed process and metrics for program success measurement

• Performed an assessment of Oracle's partnering structures, processes and limitations
• Conducted interviews with stakeholders and partners and incorporate input to identify roadblocks
• Assessed end-customer needs
• Clearly defined and implemented a worldwide value-based partner program that rewards partner loyalty and investment in Oracle
• Created PRM education materials for PartnerNetwork site
• Promoted communication and training

• Assessed the existing value/solution partner program's ability to attract, engage, empower and motivate partners to integrate Adobe products into new solutions
• Compared existing program elements to established industry best practices, with emphasis on expanding into new markets, and recommended realistic improvements in alignment with overall program goals
• Reviewed recommendations with executive staff to identify next steps for program enhancements
• Developed a program framework for Solution Partners using a phased approach to manage growth
• Collaborated with a wide range of stakeholders and provided internal communications to engage stakeholders and personnel in the program development process

• Developed methodology for measuring impact on revenue and strategic influence of developer community
• Conducted surveys and studies to assess current value of developer network
• Made recommendations for future assessment of developers to facilitate company resource allocation