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Partnerships & Alliances - Partnerships & Alliances

Looker Alliance and Tech Lead

Lead

Independently audited

Builds the relationships that produce reach the company cannot build alone. Runs the day-to-day of a small group while staying hands-on.

Audited package

Built, independently audited role package. Everything on this page is written for this seat.

Your Stack (Swappable)

This role works against whatever tools you already run. We list the tool categories the role operates in, never a named vendor, so you are never asked to replace a system that works.

API & Integration (iPaaS)
Demo & POC Tooling
Learning & Development (LMS)
Architecture & Diagramming
Developer / SDK tooling
PRM / Partner Portal
Ecosystem & Co-sell
Sales Enablement
Team Chat & Collaboration

Deliverables

Partner assessments
Joint go-to-market plans
Partnership term sheets
Partner business reviews

Responsibilities

Own the technical relationship with the technology / ISV platform partner end to end - be the senior technical peer to the partner's architects and product leaders, set the joint technical direction, and keep the relationship deep and durable across the strategic platform alliance
Set and maintain the relationship-level joint reference architecture - the blessed "better-together" solution pattern, with explicit design decisions, acceptance criteria, and named owners - so the field and the Partner Engineers build integrations to a standard rather than a one-off per deal
Build and run the partner technical enablement and certification program - the curriculum, the content, the technical readiness bar, and the certification path - so the partner's engineers and the company's sellers become technically self-sufficient at scale
Broker joint technical roadmap alignment between the two products - carry the partner's platform direction back to your product and your integration gaps back to theirs - and escalate the roadmap commitments rather than promising them
Drive technical evangelism for the alliance - talks, joint reference architectures, design-partner and co-innovation sessions, demos, and technical content - so partners, sellers, and the field seek the joint solution
Bridge the commercial and technical sides of the alliance - give the Alliance Manager a technically-ready partner and field so their joint plan and co-sell land, without carrying the commercial number
Monitor partner technical readiness, enablement / certification completion, and joint-solution adoption, and investigate a change far enough to name the cause, the affected motion, and the required action
Coordinate with the partner's technical and product teams, the Partner Engineers, product, and the field on the inputs, decisions, and handoffs the joint technical solution needs, so it completes without avoidable rework

The essence of this seat

Signature move

Set the pattern, do not solve the one instance. On any incoming technical ask, the first move is to ask whether this is one deal's problem or a relationship-level pattern - and to answer it once with a reusable "better-together" reference architecture the field and every Partner Engineer build to, rather than a fresh diagram. If the same question routes through you twice, it is owed a pattern and an enablement module

What good looks like

produces one relationship-level reusable pattern (design decisions, auth/data model, failure modes, acceptance criteria, roadmap dependencies named) over a per-deal diagram; ties it to enablement; captures where deals differ as a variable surface; explicitly sets the pattern the Partner Engineers build to rather than hand-building the integrations

Decision rights

- the technical direction and health of the alliance relationship
- the relationship-level joint reference architecture and the "better-together" solution pattern
- the partner technical enablement and certification program, its curriculum, content, and the technical-readiness bar
- technical evangelism for the alliance
- the joint technical roadmap-alignment agenda (what to align on and the technical case)

Working vocabulary

technology / ISV platform partner"better-together" solution patternjoint technical roadmap alignmentpartner technical certificationenablement program / curriculumtechnical readinesstechnical evangelismdesign partner / co-innovationmarketplace / technical validationdeveloper relations

What this role does

The Technology Alliance and Enablement Lead owns the technical side of a strategic platform alliance end to end - the senior individual contributor who is the trusted technical peer to a technology / ISV platform partner's architects and product leaders, and who builds the enablement program that turns "our two products work together" into a joint solution the whole field and the partner's engineers can build and sell without them. Core ownership is the relationship-level joint reference architecture (the blessed "better-together" pattern the field and the Partner Engineers build to), the partner technical enablement and certification program (the curriculum, content, and technical readiness bar), the joint technical roadmap alignment between the two products, and technical evangelism for the alliance. This is a senior technical individual-contributor seat reporting up to a Director / Head of Partnerships or a Senior Director of ISV Technology Partners, working shoulder to shoulder with the partner's technical and product teams, the Alliance Manager who owns the commercial relationship, the Partner Engineers who build specific integrations, product, and the field. It is not the Partner Engineer, who hands-on-keyboard builds and troubleshoots a specific integration and runs the POCs (this seat sets the technical direction the Partner Engineers build to and enables the many, rather than building the one); not the Alliance Manager, who owns the joint business plan, co-sell pipeline, EBRs, and the partner quota (this seat owns the technical relationship and the enablement program, and does not carry the commercial number); not a Senior Cloud Alliance Manager, whose remit is the commercial hyperscaler / cloud co-sell motion; and not a Senior Director of ISV Technology Partners, who owns the partner org, the team, the budget, and the portfolio strategy (this IC leads the technical relationship for an alliance and escalates people, budget, and portfolio calls up). Performance is visible in partner technical readiness, joint-solution adoption, and the durability and depth of the technical relationship, so better technical leadership produces measurable ecosystem reach. What separates great from average is enabling the many and setting the pattern, rather than personally carrying every technical touch: a relationship-level joint reference architecture the whole field and every Partner Engineer builds to, not a fresh diagram per deal; an enablement and certification program the partner's engineers and the company's sellers consume without the lead in the room, not a roadshow that scales with their calendar; roadmap alignment brokered as a two-way translation between the two products, not a promise the lead cannot keep; and technical evangelism that creates real pull for the joint solution. A mediocre technical-alliance lead becomes a single point of technical contact who re-explains the same integration every quarter and is the bottleneck the alliance routes through; a great one builds a program and a pattern that make the partner ecosystem and the field self-sufficient, and is the senior technical relationship the partner trusts.

Best-fit customer

teams building an ecosystem that needs structure rather than a list of logos

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