Partner Success, Partnerships, and Partner Ecosystems
Partner Success & Customer Success
Most of my work has grown out of partner success and customer success. I lead Partner Success for North America — a team of Partner Success Managers responsible for partner growth, retention, and revenue expansion. Before running the team I ran the book: four years managing strategic global partners directly, with revenue up 22% year over year across managed accounts and retention up 18%. I started in enterprise Customer Success in the UK, managing accounts across Latin America and Iberia and coaching a team of four. That is where I learned the order everything else depends on: outcomes first, adoption second, retention third. Run it backwards — chasing the renewal thirty days out, pushing expansion before value shows up — and you get every anti-pattern people complain about.
Strategic Partnerships
I have built partner networks from nothing and inherited them at scale. I opened the LATAM and Spain markets through direct sourcing and market analysis, then spent four years on the other side of that work — taking a portfolio of established agency partners and finding where the next unit of growth actually was. Earlier, I directed enterprise business development across Latin America, North America, and EMEA on a $5.3M portfolio, including regulated industries where partnership work is slower and the diligence is real. Most of this job is not relationship management. It is deciding which partners deserve investment, saying so out loud, and building frameworks that make the decision repeatable.
Partner Ecosystems
What interests me most today is partner ecosystems: how agencies, technology partners, affiliates, and marketplaces work together as a coordinated system rather than as isolated relationships. Partnerships stopped being a channel and became an operating layer — implementation, integration, support, and expansion all run through external parties now, which means partner performance shows up directly in retention numbers that partnerships teams usually do not own. Getting that system to work is less about the partner list and more about the operating rhythm behind it.
AI-Enabled Operations
I define and implement frameworks for how partner teams adopt new products and AI-driven workflows — and I build my own automation for the work: signal detection across accounts, briefing prep, keeping scattered context usable. The honest version: most of what AI does in post-sale work today is admin. It drafts the follow-up, summarizes the call, prepares the review. That is the right place to start, and the teams that understand why will pull ahead of the ones waiting for something flashier. The value is not automation for its own sake. It is better judgment, less noise, and clearer operating decisions — and a health score does not become trustworthy just because a model produced it.
My experience sits across partner success, customer success, strategic partnerships, and cross-functional execution in SaaS — over fifteen years of it, across North America, Europe, and LATAM. In the middle of that run I founded and led a consumer nutrition company for two years, with full P&L ownership and a five-person team, growing revenue 198% year over year and rebuilding the supply chain when pandemic conditions broke the original one. Owning a P&L is the fastest way to learn which metrics are real and which are decoration — and it shaped how I think about partner ecosystems, operating clarity, and what AI can actually do to make teams easier to run well.
What I Pay Attention To
See What Is Really Happening
I start by looking for where partner performance, retention, or execution is actually breaking down. In many cases, the issue is not effort. It is unclear ownership, weak follow-through, or too much noise around the real problem.
Create More Clarity Across Teams
A lot of partner work becomes easier when roles, expectations, and operating rhythm are clearer. I’m especially interested in the space where partnerships, partner success, customer success, and the rest of the business need to work more cleanly together.
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Make Better Use of Data and AI
I’m most interested in AI where it helps teams see more clearly and act with better judgment. For me, the value is not automation for its own sake. It is better visibility, stronger prioritization, and fewer avoidable mistakes.