IMPROVE IT. / FOCUSED PROGRESS
Make the change
move through the work.
You know where the partner business is getting stuck. The challenge is turning that knowledge into different decisions, clearer ownership and visible progress across your organisation.
Proposed engagement format. Scope, dates and fee confirmed in writing before work begins.
IS THIS THE RIGHT ENGAGEMENT?
The problem is known.
The work is not changing.
For Heads of Partnerships and executive sponsors in technology companies who have identified the issue but need the organisation to act differently.
- The partner priority is clear, but Sales, Marketing or Delivery continue to work around it.
- Owners have been named, but decisions and commitments keep slipping.
- A strategic partner or GSI motion is active, yet the same friction returns in every opportunity.
- A review or leadership decision has established what should change; now it needs to hold in the work.
If the underlying question is still unclear, the Partner Business Review is usually the better starting point. If the operating model itself no longer fits the strategy, consider Redesign it.
THE INITIAL SCOPE
One priority.
Enough rhythm to move it.
- One improvement priority. A defined partner, motion, internal handoff or recurring decision that matters now.
- Two working sessions per month. Work through the live issue with the people who own the next move.
- One monthly progress review. Decide what to continue, change or stop; confirm owners and the next decision date.
- Preparation and written follow-up. A concise record of decisions, actions, owners and unresolved points.
- Up to two advisory days per month. Additional facilitation or workstreams are agreed separately.
The initial three-month commitment starts from €13,500. Your team retains decision authority and owns execution. This is advisory support for focused change, not outsourced partner management.
HOW THE WORK MOVES
Decide.
Act. Review.
FOCUS
Name the change that matters.
Agree the priority, the evidence that will show progress and which decisions belong with the Head, the executive sponsor or another leader.
MOVE
Work through the live friction.
Use real partner and customer situations to turn intent into commitments, owners and a next move the organisation can support.
REVIEW
Make progress visible enough to decide.
Review what changed, where the work is still compensating for the system and what leadership needs to continue, change or stop.
WHAT YOU LEAVE WITH
Not more activity.
A working cadence.
- A focused improvement plan with the first practical actions.
- Named owners and clear decision points across the relevant teams.
- A regular record of commitments, progress and unresolved friction.
- Scheduled decisions on what to continue, change or stop.
- A recommendation at the end of the initial term: continue, hand over or redefine the scope.
The engagement does not replace day-to-day leadership, project management or implementation capacity inside your organisation.
BEFORE WE BEGIN
Clear boundaries.
No open-ended retainer.
What happens in the first conversation?
We discuss what is already known, what has been tried and whether one focused priority can create meaningful progress. If the engagement fits, you receive a written scope and fee proposal.
Who needs to be involved?
The Head of Partnerships is usually the closest counterpart. Sales, Marketing, Delivery, Finance or an executive sponsor join only where the selected priority requires their decisions or commitments.
What if the problem is broader than one priority?
We choose the first priority or recommend a redesign scope. Multiple workstreams are not silently added to the monthly engagement.
Do we have to continue after three months?
No. At the end of the initial term, we decide whether to stop, hand the cadence fully to your team or agree a new written scope.
START WITH THE CHANGE THAT IS NOT HOLDING