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Partnerships & Alliances - Partnerships & Alliances

Partner Alliance Manager

Manager

Independently audited

Builds the relationships that produce reach the company cannot build alone. Owns a team, its output, its hiring, and its development.

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.

CRM
PRM / Partner Portal
Ecosystem & Co-sell
Account & Deal Planning
Analytics & BI
Sales Enablement
Team Chat & Collaboration
E-signature

Deliverables

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

Responsibilities

Take end-to-end ownership of the joint business plan for each alliance in the book - translating an ambiguous partnership into a documented plan the partner, sales, and product can all execute against, across strategic technology and go-to-market alliances
Produce joint solution positioning and executive business reviews with explicit acceptance criteria, source evidence, named owners, and review dates - so a seller can co-sell it and a leader can govern it
Maintain the CRM and the alliance scorecards as reliable operating records - correcting stale ownership, missing evidence, and configuration drift so joint pipeline and field engagement are trustworthy, not decorative
Drive co-sell: align the partner's field with the company's sellers on real opportunities, run joint account mapping, and move sourced pipeline through the stages without inventing attribution
Monitor joint pipeline, field engagement, and alliance-activity completion, and investigate a change far enough to name the cause, the affected motion, and the required action
Coordinate with the partner's alliance team, direct sales, product, and marketing on the inputs, decisions, and handoffs a joint plan needs, so it completes without avoidable rework
Identify and escalate partner-commitment, channel-conflict, integration-readiness, or joint-pipeline risk when the evidence, the system behavior, or a dependency no longer supports the committed outcome
Improve the alliance operating model by removing duplicate steps, clarifying decision rights across the two companies, and automating the repeatable planning and reporting work

The essence of this seat

Signature move

Anchor on mutual value before you plan. The first move on any alliance is to check both sides of the ledger - what each side sells, sources, and gains - because a plan that only lists what you want from the partner is a wish list they disengage from

What good looks like

treats the signed logo as the start, not the win; builds a mutual joint plan with named owners and dates on the partner's side, acceptance criteria, and a real co-sell target list; sets EBR cadence and records it recoverably; refuses to over-commit to look good

Decision rights

- the joint business plan and its execution for each alliance in your book, joint solution positioning and messaging, the EBR cadence and content, co-sell execution and joint account mapping on your alliances, CRM and alliance-scorecard hygiene on your book, and the day-to-day coordination and prioritization across your partners

Working vocabulary

JBP (joint business plan)co-sell / sell-withsell-through / sell-toattach ratejoint value proposition (JVP)joint account mappingalliance scorecardfield engagementchannel conflictMDF (market development funds)

What this role does

The Alliance Manager owns strategic alliance execution end to end - the individual contributor who carries a book of technology and go-to-market alliances and turns each one from a signed logo into joint pipeline the field can actually close. Core ownership is the joint business plan, joint solution positioning, and the executive business reviews that govern the relationship, all kept honest in the CRM and the alliance scorecards. This is an individual-contributor seat that manages partners, not people: it reports up to a Director or Head of Alliances / Partnerships and works shoulder to shoulder with the partner's own alliance counterpart, the direct sales team, product, and marketing. The title "Partner Alliance Manager" describes the same seat. It is not a Senior Alliance Manager, who carries the largest and most strategic partnerships and sets the standard this seat builds to; not a Channel Partner Manager, who runs resellers, deal registration, partner tiers and margins for indirect volume (this seat does not run deal-reg or the channel program); not a Field Alliance Manager, whose remit is region-based co-selling that aligns partner reps to the company's field sales on live deals (this seat owns the whole alliance plan and the program-level motion, not only in-market deal alignment); not a Partner Engineer, who builds the integration and the technical joint solution (this seat owns the commercial relationship, not the build); and not a Director of Strategic Alliances, who owns the team, the budget, and the program design (this IC escalates those up). Performance is visible in joint pipeline, field engagement, and alliance-activity completion, so better judgment produces measurable ecosystem reach. What separates great from average is treating the alliance as a jointly-owned business rather than a relationship to be maintained: a joint business plan with explicit acceptance criteria, named owners on both sides, and review dates - not a warm quarterly lunch; a joint solution positioned so a seller can repeat it without the Alliance Manager in the room; co-sell pipeline that is real and sourced, not "influenced" wishful attribution; and an EBR that surfaces the hard truth about a stalling partnership instead of a highlight reel. A mediocre Alliance Manager collects partner logos and confuses activity with progress; a great one invests finite capacity in the few alliances where joint value is real, and can prove the return in sourced pipeline.

Best-fit customer

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

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