Strategic Partnerships Development

Yesterday the Head of Partnerships at a $200M health-tech company asked me how to take their partner program from being a C-suite afterthought to a mission-critical GTM strategy. My answer was simple... Data. Let me explain. Partnerships are fluffy. At least that’s what most Boards, C-suites, and Executives think. Why? Because most partner teams struggle with data. Due to unrealistic revenue targets, timelines and limited resources, partnership leaders are often scrambling from day 1. To catch up, they often skip the most important step: Setting up solid processes, KPIs and the mechanisms to track them. So when an important stakeholder asks them for a QUANTITATIVE justification for their activities they either stare back blankly or slap together some unconvincing back-of-the-napkin math. And forget about realistically forecasting more than a quarter out. This is virtually impossible for most partner teams. How can you become a mission-critical GTM strategy if your leadership can’t clearly understand what you’re doing, why you’re doing it, and what value it’s going to drive for the business. This is not the way. Partnership leaders need to start being meticulous about data. We need to take the time to set up good processes and tracking mechanisms. You must measure and track everything! - Partner lifecycle - Sourced deal funnels - Influenced deal funnels - Partner marketing outcomes - Integration adoption - Partner ROI - Revenue by partner - Revenue by partner manager - And a dozen other things The value of this should not be underestimated. Only by measuring and tracking will you be able to understand what’s working and what’s not. When you take the time to do this right, you’ll be able to prove to your C-suite the impact your partnerships strategy has driven for the business and what impact it *will* drive looking forward. You’ll be able to show the leaders of Sales, Marketing, and Customer Success how you’ve made them and their teams more successful. You’ll be able to forecast, budget, and scale a predictable partner program. As partnerships leaders we understand the value of partnerships in our blood. But up until now, we’ve lacked the operational rigor to prove it out. Let’s become data-driven operators and make partnerships an undeniable, mission-critical GTM strategy. Not just an afterthought.

Nonprofits, if I had to build corporate partnerships from scratch today, here’s the real playbook: 1. Stop begging. Start collaborating. Your opening line to a company should never be: “We’re looking for sponsors.” Instead, it should be: “We’re building a movement around [cause]. Want to co-author the story?” Shift your posture from “needing help” to “offering opportunity.” 2. Ditch the gold-silver-bronze garbage. Create partnership experiences that feel custom-built: Fund an innovation lab Co-host a thought leadership series Launch a branded scholarship program Make them the hero of a tangible impact, not a logo on a step-and-repeat. 3. Play offense on LinkedIn If you’re waiting for CSR managers to stumble onto your website, you’ve already lost. Connect with CSR, ESG, HR, and Marketing leads at 50 dream companies. Post 3–4 times a week showing WHY your mission matters to their brand narrative. Share wins with attribution: “Thanks to partners like [Company], we [result].” Visibility builds familiarity. Familiarity builds trust. Trust builds checks. 4. Build a Corporate Advisory Council. Invite 5–10 execs from different companies to join a “founding circle.” No donation required upfront. What you’re asking for: • Their insights • Their network • Their pride of ownership Once they feel bought in, the dollars will follow. 5. Make it ridiculously easy to say yes. No 17-page decks. No committee calls. No 90-day “we’ll get back to you” limbo. Your ask should be crystal clear: “We have a $25,000 project funding gap.” “Here’s what you’ll get in return.” “Here’s how your brand will be celebrated.” Simplicity wins deals. Period. 6. Follow up like a human, not a robot. No “just circling back” emails. No “checking in on my proposal” DMs. Send them micro-wins: “Just wanted to share, we hit 100 youth served this month!” “This story made me think of your team’s values.” Stay top of mind without being top of inbox spam. In 2025, partnerships are won by building narratives, not asking for charity. You’re not selling sponsorships. You’re offering legacy. Act accordingly. Want to learn how we’re helping nonprofits land $25K–$250K partnerships without begging? Comment “Build” or DM me. We’re opening a private training soon.

The Trust Factor in Intercultural Negotiations: Insights from a Systematic Review Trust is essential for financial success in negotiation. I have developed the Tru$tCurrency concept and want to share this interesting study. In today's globalized world, trust is a fundamental pillar in business and negotiation. But what happens when trust is tested across cultural boundaries? A recent systematic review by Mariusz Sikorski and Prof. Dr. Arnd Albrecht, MBA (2025) sheds light on the complexities of trust in intercultural negotiations and offers valuable insights for professionals navigating global deal-making.  Trust Varies Across Cultures One of the key takeaways from the research is that trust is not universal—it varies significantly between high-trust and low-trust cultures.  - High-trust cultures (e.g., the U.S., Northern Europe, East Asia) tend to assume trust until proven otherwise.  - Low-trust cultures (e.g., Latin America, the Middle East) require more time and relationship-building before trust is granted. This has direct implications for negotiators: what works in one cultural setting may backfire in another. As Sikorski & Albrecht state, “Individuals from different cultures not only assess trustworthiness differently but also tend to trust members of other cultures to a lower degree.” Trust Repair is Harder in Intercultural Contexts Breaking trust in a negotiation is one thing—repairing it is another challenge, especially in intercultural settings. The study finds that different cultures interpret trust violations and apologies in distinct ways.  - In Western cultures, apologies typically signal responsibility and regret.  - In Japan, apologies focus on acknowledging the counterpart’s burden, rather than admitting guilt. This underscores why trust cannot be restored with a one-size-fits-all approach. Effective trust repair requires cultural intelligence and a deep understanding of the counterpart’s perspective. Implications for Global Negotiators For professionals engaged in international business, partnerships, and diplomacy, this study offers clear takeaways:  ✔ Recognize cultural differences in trust-building—some counterparts require immediate openness, others need time.  ✔ Adapt strategically—find the balance between bridging cultural gaps and maintaining authenticity.  ✔ Communicate with awareness—misinterpretations can quickly erode trust, especially across high-context and low-context cultures.  ✔ Be intentional about trust repair—apologies and solutions must align with cultural expectations. As Sikorski & Albrecht conclude, “Trust is a crucial element in negotiations, and it is even more important in intercultural contexts.” Understanding how trust is formed, lost, and regained across cultures is no longer optional—it’s essential for success. Read the full paper here: https://lnkd.in/d9pctusR

A common partnership snafu is that companies want partnership success, but don’t provide the resources to get there. I heard of a case where a whole marketing team quit, the partnerships team was given no marketing support, and they didn't yet have an integration with product -- and yet, the CEO expected the partnership strategy to deliver instant revenue. Wild. But not uncommon. Partnerships can't thrive in a vacuum. They need cross-functional support—marketing, product integration, sales enablement—all aligned to succeed. Before you set revenue targets for your partnerships, ask yourself: Do we have the resources to support them? If the answer is no, you have to help your leadership teams to reconsider their expectations. To help create the cross-functional support needed for partnerships to thrive, here are four strategies: 1. Involve Cross-Functional Leaders from the Very Beginning Bring key leaders from marketing, sales, and product into the partnership planning phase. Early involvement gives them a sense of ownership and ensures they understand how partnerships align with their own goals. Strategy: Schedule a kick-off meeting with stakeholders from each relevant department. Create a shared roadmap that outlines how partnerships will impact each team and their specific contributions. 2. Tie Partnership Success to Department KPIs To gain buy-in, tie partnership goals directly to the KPIs of each department. Aligning partnership outcomes with what each team is measured on ensures they have skin in the game. Strategy: During planning sessions, ask each department head how partnerships can contribute to their targets. Build specific KPIs for each function into the overall partnership strategy. 3. Create a Resource Exchange Agreement Formalize the support needed from each department with a resource exchange agreement. This sets clear expectations on what each function will contribute—whether it's a dedicated product team member for integrations or marketing resources for co-branded campaigns. It turns vague promises into commitments. Strategy: Draft a simple document that outlines the roles, responsibilities, and deliverables each team will provide, then get sign-off from department heads and the executive team. 4. Demonstrate Early Wins for Buy-In Quick wins go a long way toward securing ongoing resources. Identify a small pilot project with an internal team that shows immediate impact. Whether it's a small co-marketing campaign or a limited integration, these early successes build momentum and demonstrate the value of supporting partnerships. Strategy: Select one or two partners to run a pilot with, focused on delivering measurable outcomes like leads generated or product adoption. Use this success story to demonstrate value to other departments and secure further commitment. Partnership success requires cross-functional alignment. Because partnerships don’t happen in a silo.

The Power of Partnerships: Building Connections That Drive Startup Success 🤝 Hi everyone! Ankita here, excited to discuss how strategic partnerships can unlock incredible opportunities for startups. In today’s competitive environment, the right collaborations aren’t just helpful—they’re essential for scaling, innovating, and making an impact. Why Partnerships Are a Game-Changer With the right strategies, partnerships can transform the way startups grow, adapt, and thrive. Let’s dive into how startups can leverage meaningful collaborations: 🌟 Breaking Into New Markets Strategic partnerships help startups navigate unfamiliar markets faster and more effectively. Tip: Work with local businesses or organizations with established networks to gain market-specific insights and reduce entry barriers. 🌟 Innovating Through Collaboration Collaborating with complementary startups or established players can spark creative solutions and refine ideas. Tip: Pilot projects are a great way to test co-created innovations before scaling up. 🌟 Learning and Scaling with Mentors Partnerships with industry veterans or advisors bring invaluable expertise and open up new avenues for growth. Tip: Align with mentors who understand your vision and can provide guidance rooted in experience. 🌟 Enhancing Customer Experience Joint ventures with companies offering complementary services can elevate the overall customer journey. Tip: Co-develop solutions that add value for customers, creating a seamless experience. 🌟 Boosting Brand Visibility Collaborations with trusted brands amplify credibility and broaden reach. Tip: Explore co-marketing campaigns or events that position your startup alongside a respected name in your field. 🌟 Streamlining Operations Sharing resources like infrastructure or technology with partners can reduce costs while maintaining quality. Tip: Identify shared goals where combining efforts enhances efficiency for all parties involved. 🌟 Driving Social Impact Collaborating with mission-aligned organizations enables startups to amplify their contributions to societal challenges. Tip: Focus on partnerships that balance purpose and profit to create lasting impact. Moving Forward Together Startups grow stronger through collaboration. By building meaningful partnerships, we can share resources, exchange ideas, and collectively create more value. A well-planned partnership strategy isn’t just an advantage—it’s a catalyst for growth. 💬 What partnerships have shaped your startup journey? Let’s share ideas and learn from one another! #StartupGrowth #PartnershipsMatter #Collaboration #SharedSuccess #StartupStrategy

Trust doesn't come from your accomplishments. It comes from quiet moves like these: For years I thought I needed more experience, achievements, and wins to earn trust. But real trust isn't built through credentials. It's earned in small moments, consistent choices, and subtle behaviors that others notice - even when you think they don't. Here are 15 quiet moves that instantly build trust 👇🏼 1. You close open loops, catching details others miss ↳ Send 3-bullet wrap-ups after meetings. Reliability builds. 2. You name tension before it gets worse ↳ Name what you sense: "The energy feels different today" 3. You speak softly in tense moments ↳ Lower your tone slightly when making key points. Watch others lean in. 4. You stay calm when others panic, leading with stillness ↳ Take three slow breaths before responding. Let your calm spread. 5. You make space for quiet voices ↳ Ask "What perspective haven't we heard yet?", then wait. 6. You remember and reference what others share ↳ Keep a Key Details note for each relationship in your phone. 7. You replace "but" with "and" to keep doors open ↳ Practice "I hear you, and here's what's possible" 8. You show up early with presence and intention ↳ Close laptop, turn phone face down 2 minutes before others arrive. 9. You speak up for absent team members ↳ Start with "X made an important point about this last week" 10. You turn complaints into possibility ↳ Replace "That won't work" with "Let's experiment with..." 11. You build in space for what really matters ↳ Block 10 min buffers between meetings. Others will follow. 12. You keep small promises to build trust bit by bit ↳ Keep a "promises made" note in your phone. Track follow-through. 13. You protect everyone's time, not just your own ↳ End every meeting 5 minutes early. Set the standard. 14. You ask questions before jumping to fixes ↳ Lead with "What have you tried so far?" before suggesting solutions. 15. You share credit for wins and own responsibility for misses ↳ Use "we" for successes, "I" for challenges. Watch trust grow. Your presence speaks louder than your resume. Trust is earned in these quiet moments. Which move will you practice first? Share below 👇🏼 -- ♻️ Repost to help your network build authentic trust without the struggle 🔔 Follow me Dr. Carolyn Frost for more strategies on leading with quiet impact

Third-Party Risk Management (TPRM) in #GRC— As organizations increasingly rely on vendors, contractors, and service providers, third-party risk management (TPRM) has become a critical part of GRC programs. Poor vendor management can expose companies to data breaches, regulatory penalties, and operational disruptions. 1. TPRM • Regulatory Compliance: Frameworks like PCI DSS, GDPR, and ISO 27001 require organizations to assess and monitor third-party risks. • Vendors often manage critical business functions, so disruptions in their processes directly impact your operations. • A vendor breach could tarnish your brand and lead to legal or financial penalties. 2. TPRM Lifecycle • Assess vendor security practices before engagement (e.g., security questionnaires, contract reviews). • Identify risks specific to the vendor (e.g., data handling practices, access to systems). • Continuously monitor vendor performance and compliance through audits, reporting, and SLAs. • Ensure proper data disposal and de-provisioning of access after vendor offboarding. 3. Frameworks / best practices • NIST SP 800-161 focuses on supply chain risk management for federal systems. • ISO 27001/27036 provides guidance on third-party security requirements. • Shared Assessments Program offers standardized tools like SIG (Standardized Information Gathering) for vendor assessments. 4. Key Tools • Vendor management platforms like OneTrust, BitSight, or Prevalent help automate risk assessments and ongoing monitoring. • Use third-party security ratings to assess vendor vulnerabilities in real time. 5. Building strong TPRM programs • Establish clear policies and procedures for vendor risk management. • Conduct periodic risk assessments and ensure vendors comply with applicable regulations. • Collaborate with stakeholders across procurement, legal, IT, and compliance teams. TPRM integrates seamlessly into GRC.

I recently spoke with a large PE fund that is extremely well-capitalized and looking to deploy billions in equity into the CRE industry. They are actively seeking partnerships with experienced, regional, and niche developers and operators to execute programmatic joint ventures. The fund provides LP equity on a programmatic, project-by-project basis, while the operating partners contribute expertise and execution. For example, they have partnered with a cold storage developer (a very niche asset class) with a national focus and a build-to-rent developer on the West Coast targeting a more generic asset class but with a highly localized approach. Each partnership is intended to be exclusive to a specific asset type and/or geography, ensuring no overlap between ventures. These partnerships are exclusive, meaning the operating partners cannot seek alternative capital for projects covered under the agreement. The fund retains approval rights for all projects within the partnership. For instance, they can veto a project altogether, and they also participate in key decision-making to ensure alignment with their strategic objectives. In return, operators receive standard developer and management fees as well as promoted interests when the business plan is successfully executed on a project-by-project basis. Qualified firms must have a proven track record, a niche asset class or regional focus, a compelling vision, and some luck to avoid conflicts with existing ventures the fund supports.

Just me, or is keeping execs engaged getting harder? It's likely cause expectations have changed. These execs are ... Buried under bigger fires. Unclear on the payoff. Tired of one-way status dumps. It’s not because they don’t care. It’s because we’re not showing up with what they care about. 6 years ago, I moved on from traditional QBRs and EBRs. I launched the COR Meeting, Customer Objectives Review, focused solely on their goals, outcomes, and impact. It was a game-changer. ➡️ No fluff ➡️ Strategic, not status ➡️ Built for busy execs But here’s what I’ve learned over the past 4 years: Even the best format doesn’t work for everyone. So we stopped assuming and started asking. Now during every Partnership Kickoff, we ask: “How would you like us to communicate value and realign on goals?” Then we let them choose from these 5 options: 1️⃣ Video Recap - A 2–3 min personalized update on goals, wins, and what’s next 2️⃣ 2-Page Report - Clean, visual, skimmable, and shareable 3️⃣ Async Scorecard - Monthly progress tracking + success signals 4️⃣ COR Meeting - Strategic discussion built around their priorities 5️⃣ Email Summary + Poll - Insights + one-click feedback, no meeting required No more assumptions. Just alignment. It’s not about how we deliver the message. It’s about making sure it lands, with the right people, in the right format, at the right time. Give your customers options. Let them choose how they want to engage. And watch the relationship shift from reactive to real partnership. Stop forcing the QBR. Start facilitating value. ____________________ 📣 If you liked my post, you’ll love my newsletter. Every week I share learnings, advice and strategies from my experience going from CSM to CCO. Join 12k+ subscribers of The Journey and turn insights into action. Sign up on my profile.

We generated $1BN+ revenue across the three partnership businesses I led. These are my simple observations for building a strategic partner organization: 1. Understand from the CEO what the most important metric/thing for the business to achieve is and focus on impacting that. 2. Set simple quarterly goals which clearly align to 1, if the top priority for the company is growing revenue your goal should be delivering additional revenue etc. 3. Build an immediate plan which prioritises the partners who are going to drive 2 with you, don’t get distracted from it. Form a long term vision over time as you learn, but execute on the quarter immediately. 4. Write an ‘elevator pitch’ which articulates 1, 2 and 3 clearly. Tell it to everyone you talk to at your company, tell it to your partners too. Repeat, repeat, repeat, repeat…. 5. Build rituals for celebrating partnership wins. Send out a bi-weekly summary to leadership, post a celebratory Friday post shouting out the AEs and CSMs who did good stuff with partners, secure a slot at SKO/All-Hands/Board meetings etc. 6. Hire into wins, not opportunities. Seeing success with Solutions Partners? Hire a partner manager to work on it full time and spend your time on the next partner type/category/geo until you find something else that works and then hire again. Partner Manager exceeding quota? Hire another partner manager and split the territory etc. Hiring a team based on bets is an unnecessary risk. 7. Get in front of the process. Have your headcount and budget ready for finance before annual planning starts, increase your own quota, proactively performance manage your team. Build a reputation for being on top of your sh*t, prepared, and reliable. Doors will open much more easily for your team when you need them to. 8. Own your performance. Your team should be able to perform despite low resources, alignment with other teams, executive buy-in etc not because of it. If you’re crushing without support, imagine how good it’s going to be when you get it. 9. Hire above the mean. Every new hire should increase the mean capability of your team, instill this culture across your organization. Aim to hire people as good or better than your top performers, not your bottom performers. 10. Be the easiest to partner with. Send leads to your partners, even if it’s only 1 or 2 a quarter. Be super responsive. Remove process. Remove admin. Remove blockers from engaging with your team. This is my checklist for ensuring I’m on the right track with my partner organization. What would you add? #partnerships #goals