A two-month engagement to assess, develop, and create the necessary planning and go-to-market rollout of a “digital-first” customer engagement interaction portfolio. This external market evaluation entailed understanding competitive positioning and developing a SWOT analysis of leading global CX SaaS providers and platforms. This comprehensive study of the digital customer service software and CCaaS market required identifying the market landscape and trends’ impact on diverse competitive dynamics. Outcomes of this project included a definition of the market space, structure, adjacencies, and related sub-sectors. It encompassed a full review of market dynamics such as buying criteria, perceived customer value, and ROI expectations. The assessment and associated recommendations included competitors’ various technology approaches, promoted features/capabilities, and competitive positioning. The assignment necessitated a review of technology trends' impact on best-of-breed dynamics, pivotal in choosing an organic versus M&A platform enhancement approach. Lastly, the assessment included both direct and partner-based go-to-market and pricing considerations, as well as a forward-looking view of prospective solutions’ design and differentiation insights.
A three-month engagement to operationalize partner GTM initiatives and governance for two (2) equity-invested global systems integrators at this Silicon Valley-based conversational AI (C-AI) SaaS startup. Assignment necessitated the design and implementation of a joint marketing strategic plan in combination with a credentialization/collateralization of joint solutions and wins. Deliverables also included a partner business plan focusing on mutual value prop evangelism & alliance awareness campaigns. The engagement also required the planning and strategy to create a Center or Excellence/Expertise (CoE) at each of these global consultancies. This effort focused on defining respective CoE goals while securing practices’, alliance teams’ & executive “buy-in” and sponsorship. This involved promotion of mutual operational standards for the combined team’s participation, along with establishing and executing a clear framework for training, project management, and related joint solution design/build process.
A four-month engagement to establish North American partner strategy and operationalize GTM initiatives for this NYC-based global cloud platform/SaaS provider offering AI-enabled messaging and “Conversational Commerce” solutions. The project required an assessment of the current partnering approach, as well as partner program optimization and governance recommendations. Project required revision of partnership qualification criteria and development process, working with marketing, product management, and engineering to establish partner-based value propositions and GTM approaches. Worked with senior management to define varied partner revenue generation strategies across diverse geographies, industries, and market segments. Advised on partner organizational growth tactics and coverage models. Implemented cadence standards and governance procedures for pipeline progression in terms of forecasting, revenue achievement quotas, and related partner deal growth metrics. Designed and established a partner GTM workshop model and QBR process. Created a comprehensive compensation plan defining rules-of-engagement between direct sellers and partnership directors.
A one-month engagement to assess, develop, and modify a global strategic partnership business plan for this Silicon Valley C-AI, automation, biometrics and contact center analytics SaaS startup. Engagement necessitated translating and enhancing the company’s strategic partnership vision into an operationally robust and functioning partnership program. Deliverables included designing a partner training and certification program in collaboration with training and customer success teams. The project focused on the creation of a variety of GTM playbooks encompassing the partner qualification criteria, recruitment, onboarding, and ongoing alliance management process. Related playbooks included those for partner growth metrics and measurement, collaboration efforts, and conflict management. This playbook also incorporated partner director, partner, and direct sales team interaction framework, governance/cadence, and alliances’ commission's management process.
An eight-month engagement to evaluate and enhance a global partner strategy and operationalize GTM initiatives for this Silicon Valley-based global cloud customer experience SaaS provider. The project required an assessment of the current partnering approach and executing on an enhanced GTM strategy, working with such partners as TCS, Wipro and Accenture. Project required working with internal and partners’ marketing, and product management to establish mutual value propositions for resell, influence and managed services GTM motions. Worked with senior management to define varied partner revenue generation strategies across diverse geographies, industries, and market segments. Implemented cadence standards and governance procedures for pipeline progression in terms of forecasting, tactical deal-shaping and tracking partner growth metrics. Designed and established partner GTM workshop models and QBR processes.