Director, Global Channels & Alliances

Role Purpose & Context

Role Summary

The Director, Global Channels & Alliances is here to drive significant revenue growth and expand our market footprint by building, managing, and scaling our global partner ecosystem. Honestly, you're the architect of how we sell 'through' and 'with' other companies. You'll sit right at the nexus of our sales strategy and execution, translating our ambitious growth targets into actionable partner programmes and relationships that actually deliver. When you get this right, our revenue surges, our brand reaches new markets, and our sales team gets a massive boost from partner-sourced deals. Get it wrong, and we'll miss our numbers, lose market share, and our direct sales teams will struggle. The challenge is balancing our internal goals with the commercial realities and needs of our diverse partners, all while navigating a constantly shifting market. The reward? Seeing your strategic vision translate into millions of pounds in new business and truly shaping the future of our company's growth.

Reporting Structure

• Reports to: VP, Global Sales or Chief Revenue Officer (CRO)
• Direct reports: Roughly 25-100+ people, including managers and individual contributors across various channel functions.
• Matrix relationships: VP of Channel Sales, Head of Partner Ecosystem, Global Partner Director,

Key Stakeholders

Internal:

• C-Suite (CEO, CRO, CFO, CMO)
• Regional Sales VPs and Directors
• Product Leadership
• Marketing Leadership
• Legal and Finance Teams

External:

• Strategic Partner C-Suite and Sales Leadership
• Major Distributors and Resellers
• Industry Analysts and Consultants
• Key Technology Alliance Partners

Organisational Impact

Scope: This role has a massive impact across the entire organisation. You'll directly influence our revenue trajectory, market penetration, and long-term competitive advantage. Your decisions on partner strategy and investment can literally make or break our ability to hit ambitious growth targets. You're not just managing a team; you're driving a significant business unit's P&L and shaping how we go to market globally.

Performance Metrics

Quantitative Metrics

1. Metric: Total Channel Contribution to Revenue
2. Desc: The percentage of total company revenue that comes directly from partner-sourced or partner-influenced deals.
3. Target: Channel delivers 40% of total company revenue or more.
4. Freq: Monthly, Quarterly, Annually
5. Example: If the company's total revenue for Q2 was £10M, your channel organisation would be expected to deliver at least £4M of that. We'll track this rigorously against targets.
6. Metric: Channel Partner Recruitment & Activation Rate
7. Desc: The number of new partners recruited and successfully activated (i.e., generating their first deal or completing certification) within a specific period.
8. Target: Recruit 10-15 new strategic partners annually, with 70% activated within 6 months.
9. Freq: Quarterly
10. Example: In Q1, you might bring on 4 new partners, and we'd expect at least 3 of those to have completed their initial training and closed their first deal by Q3. It's about quality, not just quantity.
11. Metric: Cost of Channel Sales (CoCS)
12. Desc: The total cost of running the channel organisation (including salaries, MDF, programme costs) as a percentage of channel-generated revenue.
13. Target: Maintain channel cost of sales below 20%.
14. Freq: Quarterly, Annually
15. Example: If your channel generated £5M in revenue, your total operating costs for the channel team and programmes shouldn't exceed £1M. We're always looking for efficiency and smart investment.
16. Metric: Ecosystem Influence on Pipeline
17. Desc: The total value of direct sales pipeline that was significantly influenced or accelerated by strategic alliances and partner engagements.
18. Target: Strategic alliances influence >£50M in direct sales pipeline annually.
19. Freq: Quarterly, Annually
20. Example: Even if a deal isn't 'channel-sourced', if a key technology partner's integration or a strategic referral helped us win a £5M direct deal, that counts towards influence. It's about the halo effect.

Qualitative Metrics

1. Metric: Strategic Partner Engagement & Health
2. Desc: How well our top-tier partners are performing, their commitment to our products, and the strength of our relationships at executive levels.
3. Evidence: Regular executive-to-executive meetings (you'll be leading many of these). Partners actively co-investing in marketing and sales initiatives with their own funds. Positive feedback from partner leadership about our support and programme value. Low churn rate among top-tier partners. Our products being consistently highlighted in their sales pitches.
4. Metric: Channel Programme Innovation & Evolution
5. Desc: Your ability to continuously evolve our partner programmes, incentives, and go-to-market models to stay competitive and relevant in the market.
6. Evidence: Successful launch of new partner tiers or specialisations. Introduction of new incentive structures that drive desired partner behaviour. Positive feedback from partners and internal sales teams on programme changes. Measurable improvements in partner performance post-programme adjustments. Industry recognition for our channel programme (e.g., awards, analyst mentions).
7. Metric: Team Leadership & Development
8. Desc: The effectiveness of your leadership in building, motivating, and developing a high-performing global channel team.
9. Evidence: High employee engagement scores within your team. Low voluntary turnover. Clear succession plans for key roles. Direct reports consistently achieving or exceeding their targets. Positive 360-degree feedback from peers and direct reports about your leadership style, strategic direction, and ability to remove roadblocks. A visible culture of collaboration and accountability.
10. Metric: Internal Alignment & Advocacy
11. Desc: Your success in getting internal teams (like direct sales, marketing, and product) to understand, support, and actively work with the channel.
12. Evidence: Direct sales teams actively bringing partners into deals where appropriate, following Rules of Engagement. Marketing creating partner-ready campaigns. Product teams considering partner feedback in roadmaps. You're seen as a trusted advisor by other department heads, not just 'the channel person'. Reduced channel conflict incidents.

Primary Traits

• Trait: Influential (without authority)
• Manifestation: At this level, it's about influencing entire organisations, not just individuals. You'll be persuading a partner's CEO to make multi-million-pound investments in building out their practice around our products. You'll need to convince our own Product VPs to prioritise features that unlock new channel opportunities. And frankly, you'll be getting our direct sales leadership to willingly embrace co-selling models, even when it feels like they're giving up a piece of the pie. It's about building such a compelling business case and such strong relationships that people *want* to work with you, not because they have to.
• Benefit: You're responsible for a huge revenue number, but you don't have direct control over the sales teams of our partners. Your success hinges entirely on your ability to inspire, persuade, and build genuine strategic alliances. Without this, you're just a vendor, and partners have plenty of those. You need to be a strategic partner to them, and a powerful internal advocate for the channel.
• Trait: Commercially Astute
• Manifestation: You'll look at a partner's P&L and immediately spot where our products can drive their profitability or reduce their costs. You'll structure complex global deals that are a win-win, understanding the nuances of different market incentives and tax implications. You'll speak the language of gross margin, customer lifetime value, and return on investment with ease. This means knowing our own numbers inside out, but also truly understanding the economics of *their* business, not just ours.
• Benefit: Partners are businesses, pure and simple. They're looking to make money. If you can't articulate a clear, compelling, and profitable business case for why they should invest in us over a competitor, you'll lose their mindshare and their investment. At the Director level, this commercial acumen extends to M&A discussions, large-scale programme investments, and board-level financial presentations.
• Trait: Resilient
• Manifestation: You'll be the one who absorbs the hit when a major strategic partner gets acquired by a competitor and you have to rebuild that segment of your ecosystem from scratch. You'll navigate through multiple internal re-organisations that completely shift your team's structure and reporting lines, all while keeping morale high. You'll face intense pressure from the board to hit aggressive channel targets, even when market conditions are tough. It's about maintaining your composure and strategic focus when everything around you is chaotic, and finding the path forward.
• Benefit: The channel business is inherently volatile. You're dealing with external entities, market shifts, and internal political currents. There will be setbacks, unexpected challenges, and moments of intense pressure. The ability to bounce back, learn from the tough times, and keep your team motivated and focused is absolutely critical for long-term success in this role. You're the steady hand at the helm during storms.

Supporting Traits

• Trait: Diplomatic
• Desc: You'll often find yourself mediating between competing interests – our direct sales team versus a partner, or two partners vying for the same deal. You need to be able to navigate these delicate situations with grace and fairness, ensuring our Rules of Engagement are upheld and relationships remain intact. It's about finding common ground and making tough calls that serve the overall business.
• Trait: Systematic
• Desc: Managing a global channel ecosystem with hundreds of partners, multiple programmes, and a large team requires an incredibly systematic approach. You'll be designing and implementing processes for everything from partner onboarding to MDF approval to QBRs. You need to be able to see the big picture, but also ensure the operational machinery is running smoothly and efficiently. Chaos is the enemy of scale here.
• Trait: Proactive
• Desc: You can't wait for opportunities to come to you. At this level, you're constantly scanning the market for new partner types, emerging technologies, and strategic alliances that could give us a competitive edge. You're proactively engaging with industry leaders, identifying potential M&A targets for channel expansion, and anticipating market shifts before they hit. It's about creating the future, not just reacting to it.

Primary Motivators

1. Motivator: Building a Business Unit
2. Daily: You love the idea of owning a significant P&L and being accountable for a multi-million-pound revenue stream. You'll spend your days strategising on market expansion, optimising investment, and seeing your decisions directly impact the company's bottom line. It's like running your own mini-company within a larger organisation.
3. Motivator: Strategic Impact & Vision
4. Daily: You're driven by the opportunity to set the long-term vision for our channel ecosystem, not just execute on existing plans. You'll be thinking 3-5 years out, identifying future trends, and designing programmes that will shape our company's growth for years to come. You'll get a real buzz from presenting your strategic plans to the board and seeing them adopted.
5. Motivator: Developing and Leading High-Performing Teams
6. Daily: You thrive on coaching, mentoring, and empowering your leadership team and their reports. You'll invest heavily in their development, create clear career paths, and foster a culture of excellence. Seeing your team succeed and grow under your guidance is a huge source of satisfaction.

Potential Demotivators

Honestly, this role isn't for everyone. If you need to be in direct control of every outcome, you'll find the channel incredibly frustrating. You're influencing, not commanding. You'll spend a lot of time in high-level meetings where decisions are made slowly, or strategic shifts mean you have to completely re-pivot your entire team's focus. There's also the constant political navigation – getting internal teams to play nice with partners, and partners to play nice with each other. If you're looking for a quiet life with predictable routines, this definitely isn't it.

Common Frustrations

1. The 'attribution war' at a global scale: Constantly fighting to prove the channel's value and get credit for deals, especially when direct sales or marketing claim the last touch. This often involves complex data analysis and internal negotiations.
2. Internal resistance to channel expansion: Direct sales teams, or even product teams, sometimes view partners as a threat or a distraction, requiring constant education and diplomacy from you.
3. Board-level scrutiny on channel ROI: You'll face tough questions about every pound invested in the channel, requiring robust business cases and clear performance data.
4. Managing M&A integration challenges: When the company acquires another, you're often tasked with integrating their partner ecosystem, which can be messy, politically charged, and incredibly complex.
5. The sheer scale of 'herding cats': Managing hundreds of independent businesses globally to align with your strategic goals, all while they have their own priorities and P&Ls.

What Role Doesn't Offer

1. A quiet, predictable 9-to-5 workday. Expect international travel, late-night calls with global teams, and urgent issues that demand immediate attention.
2. A role where you can avoid internal politics. You'll be a master diplomat and negotiator, constantly building consensus across departments.
3. The ability to make every decision unilaterally. While you have significant authority, major strategic shifts will require C-suite and board alignment.
4. A hands-on, individual contributor sales role. Your impact is through your team and your partners, not through closing individual deals yourself.

ADHD Positives

1. The fast-paced, high-stakes nature of this role, with its constant need for strategic pivots and problem-solving, can be highly engaging for those with ADHD. The variety of challenges – from global strategy to team leadership to partner negotiations – means you're rarely bored.
2. The need for innovative thinking and 'connecting the dots' between disparate market trends and partner opportunities can be a real strength. You'll be encouraged to think big and challenge the status quo.

ADHD Challenges and Accommodations

1. The sheer volume of information, meetings, and competing priorities can be overwhelming. We can help by ensuring clear, concise meeting agendas and summaries, and by providing executive assistant support for scheduling and follow-ups.
2. Maintaining focus on long-term, multi-year strategic programmes amidst daily operational fires can be tough. We'll work with you to implement robust project management tools and regular strategic review sessions to keep you on track.
3. We can offer flexible working hours to accommodate peak focus times and ensure you have dedicated 'deep work' blocks free from interruptions.

Dyslexia Positives

1. Strong spatial reasoning and big-picture thinking, often associated with dyslexia, are invaluable here. You'll be designing complex global ecosystems and seeing how different pieces fit together, which is a real advantage.
2. Excellent verbal communication and storytelling skills, often developed to compensate for written challenges, are crucial for influencing partners and presenting to the board. Your ability to articulate a vision clearly will be highly valued.

Dyslexia Challenges and Accommodations

1. The extensive written communication required – strategic plans, board reports, complex contracts – could be a challenge. We provide access to advanced proofreading software, dictation tools, and executive assistant support for drafting and reviewing documents.
2. Reading and synthesising large volumes of written market research and internal reports might be time-consuming. We can offer tools that convert text to speech and encourage the use of visual aids for information consumption.
3. We ensure all internal systems and documents are designed with clear fonts, sufficient spacing, and accessible formats.

Autism Positives

1. The ability to spot patterns and inconsistencies in complex data sets – crucial for optimising channel performance and identifying new opportunities – can be a significant strength.
2. A deep, focused expertise in channel mechanics, partner economics, and strategic programme design is highly valued. Your ability to analyse systems and processes with precision will be a huge asset.
3. Direct, honest communication, when delivered appropriately, can build trust and clarity in complex partner negotiations and internal discussions.

Autism Challenges and Accommodations

1. The role involves extensive, often nuanced, social interaction with diverse stakeholders, both internal and external. We can provide coaching on social dynamics and ensure clear communication protocols are in place for partner interactions.
2. Unexpected changes and political shifts are common. We aim to provide as much advance notice as possible for strategic changes and offer clear points of contact for clarification and support.
3. Our office environment is generally collaborative but we can provide noise-cancelling headphones and quiet zones for focused work. We're also open to discussing specific sensory needs.

Key Responsibilities

Experience Levels Responsibilities

1. Level: Director, Global Channels & Alliances (L6)
2. Responsibilities: Define and own the global channel strategy for a major business unit or geography, ensuring it aligns perfectly with the company's overall revenue and market expansion goals. This means looking 3-5 years ahead, not just the next quarter.
3. Accountable for delivering the entire channel revenue number (P&L responsibility typically £2M-£10M+), including managing the budget for partner programmes, MDF, and team headcount. If the numbers are off, you're the one explaining why to the C-suite.
4. Architect, launch, and continuously optimise our global partner programmes, including tiering, incentive structures, Rules of Engagement (ROE), and certification paths. You'll ensure these programmes are competitive and drive the right partner behaviours.
5. Lead, mentor, and develop a large, geographically dispersed team of channel leaders and individual contributors. This includes hiring, performance management, and creating clear succession plans for key roles.
6. Represent the company at board-level presentations, industry conferences, and strategic partner executive reviews. You'll be the face of our channel organisation, articulating our vision and performance to critical internal and external audiences.
7. Drive strategic alliances and M&A integration efforts related to partner ecosystems. This means identifying potential partners for acquisition, leading due diligence on channel aspects, and overseeing the integration of their partner programmes post-acquisition.
8. Champion channel advocacy internally, working with direct sales, marketing, and product leadership to ensure seamless collaboration and minimal channel conflict. You're the internal diplomat and educator for all things channel.
9. Supervision: You'll be fully autonomous on execution within your strategic remit, with monthly strategic alignment discussions with the VP, Global Sales or CRO. Your performance will be reviewed against quarterly and annual P&L and strategic objectives, often involving board-level visibility.
10. Decision: You'll have full authority for your domain, including budget allocation up to £2M-£10M+ (depending on the business unit), hiring and firing decisions within your team, and strategic vendor selection up to £500K. Decisions impacting overall company strategy, major M&A, or significant P&L shifts beyond your approved budget will require C-suite and board alignment.
11. Success: Success at this level means consistently exceeding channel revenue targets, significantly expanding our market reach through partners, and building a high-performing, motivated global channel team. It also means our channel programmes are recognised as industry-leading, and you're seen as a trusted strategic advisor by both internal C-suite and external partner executives.

Decision-Making Authority

• Type: Channel Strategy & GTM Model
• Entry: No independent decision. Follows established playbooks and escalates any deviations to manager.
• Mid: Proposes minor adjustments to GTM within their partner segment. Consults manager on impact.
• Senior: Designs new GTM models for specific partner types or regional markets. Recommends to Director for approval.
• Type: Partner Programme Design & Incentives
• Entry: Executes existing programme rules. Escalates partner queries about incentives.
• Mid: Suggests minor incentive adjustments for individual partners. Requires manager approval.
• Senior: Designs new incentive programmes for specific partner segments. Recommends to Director with ROI analysis.
• Type: Team Hiring & Organisation Design
• Entry: No hiring authority. May participate in interviews for peer roles.
• Mid: No hiring authority. May provide feedback on junior candidates.
• Senior: Interviews and provides strong recommendations for junior team members. No final hiring authority.
• Type: MDF Allocation & Approval
• Entry: Processes MDF requests following guidelines. No approval authority.
• Mid: Approves MDF requests up to £5K for routine activities. Escalates larger requests.
• Senior: Approves MDF requests up to £25K for strategic partner initiatives. Consults Director on larger, complex proposals.

Competency Requirements

Foundation Skills (Transferable)

At this level, we're looking for foundational skills that are deeply ingrained and applied at a strategic, organisational scale. These aren't just 'nice-to-haves'; they're essential for leading a global function and driving significant revenue.

• Category: Strategic Leadership & Vision
• Skills: Ability to define and articulate a compelling multi-year vision for the global channel ecosystem that aligns with overall company strategy.
• Demonstrated capability to translate complex market dynamics and competitive landscapes into actionable channel programmes and GTM strategies.
• Strong decision-making skills under pressure, with the ability to balance short-term revenue targets with long-term strategic growth.
• Category: Executive Communication & Influence
• Skills: Exceptional ability to present complex strategic plans and performance metrics to C-suite executives and board members, clearly articulating risks and opportunities.
• Mastery of negotiation and persuasion, capable of influencing senior leaders both internally and externally (e.g., partner CEOs) without direct authority.
• Skilled in cross-cultural communication, ensuring messages resonate effectively with diverse global teams and partners.
• Category: Organisational Development & Change Management
• Skills: Proven track record of building, motivating, and developing large, high-performing global teams, including managing managers.
• Experience leading significant organisational change initiatives, such as M&A integration or major strategic pivots, with minimal disruption.
• Ability to foster a culture of accountability, collaboration, and continuous improvement within a geographically dispersed team.
• Category: Commercial Acumen & Financial Stewardship
• Skills: Deep understanding of P&L management, budget allocation, and financial forecasting at a business unit level (typically £2M-£10M+).
• Ability to conduct sophisticated ROI analysis on channel investments (MDF, incentives, enablement) and make data-driven decisions on resource allocation.
• Expertise in structuring complex commercial agreements with partners, understanding legal and financial implications.

Functional Skills (Role-Specific Technical)

These are the specific skills and knowledge areas that you'll need to apply every single day to effectively lead our global channel organisation. It's a blend of strategic thinking, operational excellence, and deep industry know-how.

Technical Competencies

• Skill: Channel Go-to-Market (GTM) Strategy
• Desc: Designing and executing multi-faceted GTM models (e.g., Reseller, MSP, Referral, ISV, OEM) that align with corporate objectives. This includes territory mapping, Rules of Engagement (ROE) definition, and understanding the nuances of direct vs. indirect sales models. You'll be defining the 'how' and 'where' we sell through partners globally.
• Level: Expert
• Skill: Partner Programme Design & Management
• Desc: Architecting, launching, and optimising multi-tier global partner programmes (e.g., Gold/Silver/Bronze) with clear requirements, benefits, and incentives. This covers the entire partner lifecycle, from recruitment and onboarding to performance management and, if necessary, offboarding. You'll be building the engine that attracts and retains top partners.
• Level: Expert
• Skill: Joint Business Planning (JBP) & QBR Leadership
• Desc: Leading the development and execution of formal, collaborative Joint Business Plans with our most strategic partners. This involves setting mutual performance objectives, financial targets, and marketing plans, and then driving rigorous Quarterly Business Reviews (QBRs) at an executive level. You'll be ensuring our top partners are fully aligned and committed.
• Level: Expert
• Skill: Channel Conflict Resolution & Mediation
• Desc: Developing and implementing structured approaches to identify, manage, and mediate conflicts between direct sales teams and partners, or between partners themselves. This ensures adherence to the ROE and maintains healthy relationships. You're the ultimate arbiter when things get messy.
• Level: Advanced
• Skill: Market Development Funds (MDF) & Contra-Revenue Management
• Desc: Strategic allocation, approval, and robust ROI tracking of Market Development Funds. This includes a deep understanding of the financial implications of contra-revenue accounting for rebates, marketing funds, and other channel investments. You'll ensure every pound spent drives measurable returns.
• Level: Advanced
• Skill: Partner Enablement & Certification Strategy
• Desc: Defining the global strategy for developing and scaling training programmes, technical certifications, and sales playbooks. The goal is to ensure partners are competent, confident, and effective at selling and supporting our products. You'll ensure our partners have everything they need to succeed.
• Level: Advanced

Digital Tools

• Tool: Salesforce (Sales Cloud & Partner Community)
• Level: Strategic
• Usage: Influencing CRM architecture for the entire partner ecosystem. Designing attribution models, executive reporting frameworks, and leading discussions on system integration with other business systems. You'll ensure Salesforce supports our global channel strategy.
• Tool: PRM Platform (e.g., Impartner, Zinfi, Allbound)
• Level: Architect
• Usage: Leading PRM platform selection, renewal, and strategic integration with CRM, LMS, and other systems to create a seamless, world-class partner experience. You'll ensure our PRM is a strategic asset, not just a portal.
• Tool: Sales Enablement (e.g., Highspot, Seismic)
• Level: Strategic
• Usage: Defining the overall partner enablement content strategy. Using advanced analytics to measure content ROI, inform future content creation, and ensure partners have access to the most effective sales tools and materials. You'll ensure our partners are always 'sales-ready'.
• Tool: Collaboration & Planning (e.g., MS Teams, Miro)
• Level: Strategic
• Usage: Designing the communication and collaboration framework for the entire global partner ecosystem. Championing new tools and methodologies to improve partner engagement, internal team collaboration, and strategic planning sessions. You'll foster a connected ecosystem.
• Tool: BI & Analytics (e.g., Tableau, Power BI, Looker)
• Level: Strategic
• Usage: Defining the KPIs and metrics for the entire channel business. Working closely with data teams to architect the underlying data model for partner analytics, ensuring we have the insights needed to make strategic decisions and present to the board. You'll be the ultimate consumer and driver of channel data.
• Tool: Financial Planning & Analysis (e.g., Anaplan, Workday Adaptive Planning)
• Level: Advanced
• Usage: Building and managing complex global channel forecast models. Conducting sophisticated scenario planning for different investment levels, partner programme changes, and market shifts to inform strategic decision-making and P&L management. You'll be the financial brain of the channel.

Industry Knowledge

• Area: Global Channel Ecosystems & Trends
• Desc: Deep understanding of the evolving landscape of global channel partners (Resellers, MSPs, SIs, ISVs, Distributors, Alliances). You'll know the latest trends in partner programmes, compensation models, and emerging routes to market across different geographies.
• Area: Sales Methodologies & Processes
• Desc: Expertise in various sales methodologies (e.g., MEDDIC, Challenger Sale) and how they apply to both direct and indirect sales. You'll understand the sales cycle from lead generation to close, and how partners fit into each stage.
• Area: Cloud & SaaS Business Models
• Desc: Comprehensive knowledge of recurring revenue models, subscription economics, and the unique challenges and opportunities of selling SaaS solutions through partners. This includes understanding customer lifetime value (CLTV) and churn in a channel context.
• Area: Competitive Landscape & Market Dynamics
• Desc: In-depth knowledge of our key competitors' channel strategies, strengths, and weaknesses. You'll be constantly monitoring market shifts, regulatory changes, and economic factors that could impact our global channel business.

Regulatory Compliance Regulations

• Reg: GDPR (General Data Protection Regulation)
• Usage: Ensuring our partner data handling practices, marketing activities, and data sharing agreements with partners are fully compliant with GDPR and other global data privacy regulations. You'll work closely with Legal to mitigate risks.
• Reg: Competition Law & Anti-Trust Regulations
• Usage: Understanding the implications of competition law on partner pricing, territorial restrictions, and joint marketing activities across different jurisdictions. You'll ensure our channel programmes do not inadvertently create anti-competitive practices.
• Reg: International Trade & Export Controls
• Usage: Awareness of how international trade laws, export controls, and sanctions might impact our ability to partner or sell through channels in certain regions. You'll consult with Legal and Compliance on these matters for strategic decisions.
• Reg: Local Tax & Revenue Recognition Rules
• Usage: Working with Finance to understand how various channel incentives (rebates, MDF) are treated for revenue recognition and tax purposes in different countries. This ensures financial accuracy and compliance.

Essential Prerequisites

• Proven track record of leading and scaling a global channel organisation, with direct P&L responsibility for a significant revenue target (typically £2M-£10M+).
• Extensive experience (16+ years) in channel sales, business development, or strategic alliances within the technology sector (ideally SaaS/Cloud).
• Demonstrated ability to build and lead large, multi-cultural, geographically dispersed teams, including managing managers.
• Experience presenting strategic plans and performance updates to C-suite executives and board members.
• Deep understanding of complex channel GTM models, partner programme design, and financial management of channel investments.
• Strong negotiation skills with a history of closing multi-million-pound strategic partnerships and agreements.

Career Pathway Context

To thrive at this level, you'll have already mastered the competencies of a Senior Channel Account Manager and a Manager of Global Partner Programmes. This role is about taking that operational excellence and applying it at a strategic, business-unit-level, driving transformation and shaping the company's future growth through partners. You're moving beyond managing a team to leading a significant business function.

Qualifications & Credentials

Emerging Foundation Skills

• Skill: AI-Powered Ecosystem Orchestration
• Why: The sheer volume of data across our partner ecosystem (CRM, PRM, enablement platforms, market intelligence) is becoming unmanageable manually. AI will become indispensable for identifying patterns, predicting partner performance, and orchestrating complex multi-partner initiatives. Leaders who can harness this will build far more efficient and effective channels.
• Concepts: [{'concept_name': 'Predictive Partner Performance', 'description': 'Using AI models to forecast which partners are most likely to grow, churn, or need specific interventions based on historical data and market signals.'}, {'concept_name': 'Intelligent Partner Matching', 'description': 'AI-driven recommendations for matching the right partners with specific customer segments or solutions, optimising deal flow and customer success.'}, {'concept_name': 'Automated Ecosystem Health Monitoring', 'description': 'AI systems that proactively alert you to potential channel conflicts, partner programme inefficiencies, or market shifts requiring strategic adjustment.'}, {'concept_name': 'Generative AI for Strategic Communications', 'description': 'Using LLMs to draft executive summaries, strategic proposals, and board presentations, allowing you to focus on refining the message and strategy.'}]
• Prepare: This quarter: Attend executive briefings on AI in Sales and Channel, understanding the strategic implications.
• Next 6 months: Work with your data science team to pilot one AI-driven initiative, like predictive partner scoring, and measure its impact.
• Next 12 months: Integrate AI insights into your quarterly board presentations, showing how it's shaping channel strategy.
• Ongoing: Champion AI adoption within your leadership team, fostering a culture of experimentation and learning.
• QuickWin: Start using generative AI tools (like ChatGPT Enterprise or Claude) to draft internal memos, meeting summaries, and initial strategic outlines today. It's a low-risk way to get comfortable with the technology.
• Skill: Subscription & Consumption Model Expertise
• Why: As more businesses shift to subscription and consumption-based models (especially in Cloud/SaaS), the channel needs to adapt. This isn't just about selling a licence; it's about driving ongoing usage and renewals. Channel leaders must understand how to incentivise partners for customer success, adoption, and expansion, not just initial sales. It's a fundamental shift in how we make money with partners.
• Concepts: [{'concept_name': 'Recurring Revenue Metrics', 'description': 'Deep understanding of ARR, MRR, churn, net retention, and how partners impact these metrics.'}, {'concept_name': 'Consumption-Based Incentives', 'description': 'Designing partner compensation models that reward partners for driving actual customer usage and value, not just initial deployment.'}, {'concept_name': 'Partner-Led Customer Success', 'description': 'Building programmes that enable partners to deliver ongoing customer success, support, and value realisation, directly impacting renewals and expansion.'}, {'concept_name': 'Ecosystem Value Co-creation', 'description': 'Moving beyond transactional sales to strategic partnerships where value is continuously co-created with partners throughout the customer lifecycle.'}]
• Prepare: This month: Deep dive into our company's subscription and consumption metrics. Understand the key drivers and challenges.
• Next 3 months: Review our current partner incentive models. Propose adjustments that better align with recurring revenue and consumption goals.
• Next 6 months: Lead a pilot programme with a few key partners focused on driving customer adoption and expansion, measuring the impact on net retention.
• Next 12 months: Present a revised global partner programme framework that fully embraces subscription and consumption economics to the C-suite.
• QuickWin: Start by having detailed conversations with your Finance and Customer Success VPs to understand their key metrics and challenges. This will give you the language and context you need.

Advancing Technical Skills

• Skill: Advanced CRM & PRM Ecosystem Design
• Why: Our CRM and PRM platforms are becoming the central nervous system of our partner ecosystem. As a Director, you'll need to move beyond simply using them to actively designing how they integrate, share data, and automate processes across the entire partner lifecycle. This includes influencing the product roadmap of these tools and ensuring they scale with our global ambitions.
• Concepts: [{'concept_name': 'API-First Integration Strategy', 'description': 'Understanding how our PRM and CRM can seamlessly connect with other internal and external systems (e.g., LMS, marketing automation, billing) via APIs.'}, {'concept_name': 'Data Governance & Quality for Partner Data', 'description': 'Establishing policies and processes to ensure the accuracy, consistency, and compliance of all partner-related data across our systems.'}, {'concept_name': 'Custom Object & Workflow Optimisation', 'description': 'Designing and optimising custom objects and automated workflows within Salesforce and PRM to support complex partner programmes and processes.'}, {'concept_name': 'Attribution Modelling in a Multi-Touch Ecosystem', 'description': 'Developing sophisticated attribution models to accurately credit partners for their influence and contribution across various touchpoints and sales motions.'}]
• Prepare: This quarter: Schedule deep-dive sessions with our CRM and PRM administrators and solution architects to understand current limitations and future roadmaps.
• Next 6 months: Lead a project to identify and prioritise key integration improvements between our core channel systems, presenting a business case for investment.
• Next 12 months: Work with our data science team to build a more robust, AI-driven attribution model that accurately credits partner influence.
• Ongoing: Stay current with the latest features and best practices for Salesforce Partner Community and leading PRM platforms.
• QuickWin: Review your current PRM and CRM dashboards. Can you identify 2-3 areas where better data or integration would give you significantly more strategic insight? Start there.

Education Requirements

Experience Requirements

Level: Minimum | Req: A Bachelor's degree in Business, Marketing, Computer Science, or a related field. | Alts: We're pragmatic here. If you've got extensive, demonstrable experience (16+ years) leading global channels and a track record of significant revenue growth, we're definitely open to considering that as equivalent to a degree. Show us what you've built. | Level: Preferred | Req: An MBA or a Master's degree in a relevant business or technical discipline. | Alts: While not strictly required, an MBA is often helpful for the strategic and financial acumen needed at this level. That said, if you've got the practical experience and can talk P&L with the CFO, you're in a strong position.

Preferred Certifications

• Cert: Certified Channel Professional (CCP)
• Prod: Association of Strategic Alliance Professionals (ASAP) or similar industry bodies
• Usage: Demonstrates a formal understanding of channel best practices, partner programme design, and alliance management. It shows you've invested in your craft.
• Cert: Salesforce Certified Administrator or Consultant
• Prod: Salesforce
• Usage: While you won't be configuring Salesforce daily, a deep understanding of its capabilities and limitations is crucial for influencing our CRM/PRM architecture and ensuring it supports your channel strategy. It shows you speak the language of our core sales platform.
• Cert: Project Management Professional (PMP)
• Prod: Project Management Institute (PMI)
• Usage: Leading global channel initiatives often involves complex, multi-stakeholder projects. A PMP shows you have the structured approach needed to drive these programmes to successful completion, on time and on budget.

Recommended Activities

• Regularly attend and speak at major industry conferences (e.g., Channel Partners Conference, Forrester/Gartner events) to stay current on trends and build your network.
• Engage with industry analysts and consultants to understand market dynamics and benchmark our channel programmes against competitors.
• Participate in executive leadership programmes or courses focused on global business strategy, M&A integration, or advanced negotiation.
• Mentor emerging leaders within the sales organisation, sharing your expertise and building internal talent.
• Actively read and contribute to thought leadership in the channel space (e.g., publishing articles, contributing to whitepapers).

Career Progression Pathways

Entry Paths to This Role

• Path: Internal Promotion from Manager, Global Partner Programmes (L5)
• Time: 3-5 years at L5
• Path: External Hire from another company (Director/VP of Channels)
• Time: Immediate (with relevant experience)
• Path: Internal Transfer from a Senior Sales Leadership Role (e.g., VP of Regional Sales)
• Time: 2-4 years in a senior sales leadership role

Career Progression From This Role

• Pathway: VP, Global Ecosystem & Channels (L7)
• Time: 3-5 years in the Director role
• Pathway: Chief Revenue Officer (CRO) or Chief Commercial Officer (CCO)
• Time: 5-8 years in the Director/VP role

Long Term Vision Potential Roles

• Title: Chief Sales Officer (CSO) or Chief Commercial Officer (CCO)
• Time: 5-10 years
• Title: CEO (Chief Executive Officer)
• Time: 10+ years
• Title: Board Member / Non-Executive Director (NED)
• Time: 10+ years

How Zavmo Delivers This Role's Development

DISCOVER Phase: Skills Gap Analysis

Zavmo maps your current competencies against all requirements in this job description through conversational assessment. We evaluate your foundation skills (communication, strategic thinking), functional skills (CRM expertise, negotiation), and readiness for career progression.

Output: Personalised skills gap heat map showing strengths and priorities, estimated time to competency, neurodiversity accommodations.

DISCUSS Phase: Personalised Learning Pathway

Based on your DISCOVER results, Zavmo creates a personalised learning plan prioritised by impact: foundation skills first, then functional skills. We adapt to your learning style, pace, and neurodiversity needs (ADHD, dyslexia, autism).

Output: Week-by-week schedule, each module linked to specific job responsibilities, checkpoints and milestones.

DELIVER Phase: Conversational Learning

Learn through conversation, not boring modules. Zavmo uses 10 conversation types (Socratic dialogue, role-play, coaching, case studies) to build competence. Practice difficult QBR presentations, negotiate tough renewals, and handle churn conversations in a safe AI environment before facing real clients.

Example: "For 'Stakeholder Mapping', Zavmo will guide you through analysing a complex enterprise account, identifying key decision-makers, and building an engagement strategy."

DEMONSTRATE Phase: Competency Assessment

Zavmo automatically builds your evidence portfolio as you learn. Every conversation, practice scenario, and application example is captured and mapped to NOS performance criteria. When ready, your portfolio supports OFQUAL qualification claims and demonstrates competence to employers.

Output: Competency matrix, evidence portfolio (downloadable), qualification readiness, career progression score.