PARTNERNOMICS SYSTEM JOB DEFINITION ================================================================================ SYSTEM SINGLE JOB Help Chief Revenue Officers and Head of Partnerships operationalize the 10-step Quick Launch Program and execute a profit-focused partnership program that delivers predictable revenue growth within 90 days by transforming theory into repeatable, role-specific workflows. ================================================================================ READING-TO-DOING GAP The book teaches the 10-step Quick Launch Program framework and philosophy (ICP, IPP, SPP, Term Sheet, Partner Scoring, First 90-Days Plan, PBR, Performance Tracking), but readers cannot execute it in their business without confronting these concrete obstacles: (1) Theory-to-execution gap—the frameworks are generic and methodology-driven; readers lack the playbooks, templates, and role-based workflows to customize ICP/IPP/SPP for their specific business model, company stage, customer complexity, and partnership type (Referral vs. Affiliate vs. Co-Sell vs. Service vs. Influencer vs. Marketplace), resulting in analysis paralysis or one-size-fits-all execution that misses the nuances of each partnership type; (2) Sequence and accountability gap—readers know the 10 steps exist in order but lack guidance on parallel-run opportunities, which sub-steps unlock others, how to know they've completed each step to quality standards, who owns each step internally, and how to maintain momentum across a team; (3) Partner-type adaptation gap—70% of partnerships fail because readers try to use the same approach for influencer, referral, affiliate, and co-sell partnerships when each requires dramatically different recruitment, incentive, launch, and management strategies; (4) Internal enablement and resistance gap—the book assumes clarity on internal team structure, roles, skill sets, and incentive alignment needed to execute partnerships, but most companies lack partner-led sales culture and face internal resistance from sales teams fearing cannibalization or channel conflict; (5) Co-marketing and joint-selling execution gap—readers understand partnerships work but lack concrete playbooks for joint go-to-market activities (co-branded content, webinars, event partnerships, co-selling workflows) that move beyond passive referrals to active revenue collaboration; (6) Ongoing management and optimization gap—readers complete the first 90-day launch but lack quarterly business review discipline, ongoing performance dashboard discipline, and systematic optimization workflows to sustain profitability and scale from 1–2 partners to 5–10 partners; (7) Implementor and operational handoff gap—when partners are implementors (service delivery partners, integration partners, resellers), readers lack the distinct workflows for technical onboarding, customer handoff, co-delivery governance, and revenue-sharing mechanics that differ fundamentally from referral partnerships. The system exists because readers finish the book motivated but operationally paralyzed: they understand partnerships work and can recite the 10 steps, but cannot translate the book's wisdom into a repeatable, role-accountable, partner-type-specific operating system that their team can execute daily without confusion, internal conflict, or drift from agreed partnership strategy. ================================================================================ PRIMARY AUDIENCE Chief Revenue Officers, Vice Presidents of Sales, Directors of Partnerships, and VP of Channel at high-growth B2B software, SaaS, enterprise tech, and professional services companies (Series A–C stage, $5M–$100M ARR) who: - Currently rely 75%+ on direct sales and are experiencing diminishing returns: rising customer acquisition costs (up 50%+ in 2–3 years), email open rates below 5%, LinkedIn response rates below 2%, longer sales cycles (15–20% longer than 3 years ago), and lower close rates from traditional outbound due to prospect fatigue and information overload - Know that direct sales alone cannot sustain their growth targets and have seen competitors win faster with smaller sales teams using partner channels (partner-sourced deals: 43% larger, 46% faster close, 48% higher ACV) - Understand partnership-driven growth is essential but lack the clear operational roadmap, role-based accountability, templated workflows, and confidence to implement it without losing sales control, creating internal conflict with the sales team, or damaging brand integrity through misaligned partners - Face internal skepticism: CFO questions every new sales hire and demands unit economics clarity on partnerships vs. direct sales; board expects 30%+ of revenue from partnerships by year 2; sales leadership fears partners will cannibalize commissions or make them look bad with bad handoffs - Have tried informal partnerships or channel programs that didn't work (zero referrals, unprofitable partnerships, ghosted partners, endless meetings with no results) and suspect poor execution and lack of role clarity, not strategy - Want to deploy partnerships in 90 days or less to compress their path to revenue growth, but are uncertain of operational sequencing, who should be responsible for each step internally, what templates exist, how to customize for their partner types, how to measure success, and how to scale without chaos - Operate in industries where prospect trust is high and they can leverage complementary "trusted advisor" relationships (engineering, healthcare, finance, enterprise tech, HR tech, vertical SaaS) but lack systematic ways to identify, prioritize, and recruit those partners What success looks like: By month 3, they have signed 2–4 high-quality, actively sourcing partners generating qualified pipeline (15+ monthly referrals per partner); by month 6, partner-sourced deals are 10–15% of new bookings with proven unit economics (CAC 30–40% lower than direct sales, close rates 20–30% higher, cycle time 3–6 weeks shorter); by month 12, 3–5 partners account for 25%+ of revenue; by month 18–24, they have successfully replicated the launch process to onboard a second partnership type (e.g., co-sell or affiliate) and are scaling to 8–10 partners with predictable processes, role clarity, and internal partnerships team enablement in place. ================================================================================ OUTCOME MAP The user can articulate their Ideal Customer Profile (ICP) at firmographic (industry, revenue, employee count, geography, company age, business model), demographic (job titles, reporting relationships, experience, decision authority), and psychographic depth (risk tolerance, innovation orientation, decision-making style, communication preferences), and has identified the 5–10 complementary company types (their Ideal Partner Profile) who serve those customers in trusted-advisor roles without competing for the same revenue streams. The user has a completed, written Strategic Partnering Plan (SPP) with all 12 components (executive summary, problem statement, purpose, approach, SWOT analysis, assumptions, risk mitigation, resource requirements, and three primary measurable goals) ratified by their leadership team, and understands how to customize this plan for each partnership type (Referral, Affiliate, Co-Sell, Service/Implementation, Influencer, Marketplace). The user can articulate a clear, compelling partner value proposition (why should a partner join this program?) specific to each partnership type, has a one-page Non-Binding Term Sheet template for each type that gets to yes-or-no in hours, and understands how business terms differ by partnership type (commission % for Referral vs. revenue share for Affiliate vs. co-sell discount for Co-Sell). The user has sourced and scored 15–25 qualified partner candidates using a systematic process (ICP Ecosystem Analysis, six sourcing channels, Partner Preparation Sheet, objective Partner Scoring Tool) and has a prioritized "pursue" list with outreach sequencing, messaging, and a clear handoff to the sales/partnership team for discovery calls. The user has signed and launched their first 2–4 partners with a detailed, type-specific First 90-Days Plan specifying roles, governance structure, goals and milestones, metrics and dashboards, communication cadence, onboarding requirements, and Role-Based Partner Pairing so partnerships generate pipeline from day 1 instead of slow-ramping over 6 months. The user can run a Partner Business Review (PBR) quarterly using the 5-component framework (Lightning Round, Headline News, Scoreboard Review with red/yellow/green status, Open Mic, To-Do's with clear owners and deadlines), has a dashboard tracking recruiting (new partners/month, active partners), engagement (partner-sourced leads/month, training participation), and revenue (partner-sourced revenue/month, close rate, CAC comparison), and can identify optimization moves before partnerships drift. The user understands which partnership type (Referral, Affiliate, Co-Sell, Service/Implementation, Influencer, Marketplace) fits their business model and customer buying journey, has customized the QLP playbook, recruitment operating procedure, go-to-market strategy, and launch process for that type, and can explain the distinct workflows, incentive structures, and KPIs for each partnership type without defaulting to a generic approach. ================================================================================ SUB-JOB CATALOG [Organized by the 10-Step QLP plus Architecture Extensions for Partnership Type Differentiation, Joint Selling, Internal Alignment, and Ongoing Management] Sub-job: Define your Ideal Customer Profile (ICP) at firmographic, demographic, and psychographic depth using reverse-engineering analysis of your top 20–30 most profitable, easiest-to-serve customers so every downstream partnership decision is anchored in real customer data, not assumptions. (Chapter 2) Sub-job: Map your ICP's ecosystem through systematic analysis (companies that serve your ICP before, during, and after they buy from you) to identify your Ideal Partner Profile—the 5–10 complementary company types who serve your ICP as trusted advisors without competing for the same revenue. (Chapter 3) Sub-job: Build a 12-component Strategic Partnering Plan (SPP) that aligns your leadership team around partnership strategy (goals, target markets, partner types, go-to-market approach, success metrics, resource allocation, risk mitigation, and timeline) before you recruit a single partner so internal stakeholders have clarity and ownership. (Chapter 4) Sub-job: Develop a one-page Non-Binding Term Sheet that communicates your partnership offer (company culture, partnership opportunity, partner qualifications, relationship goals, team structure, communication expectations, deal terms, and items for future consideration) clearly and compellingly so you get to yes-or-no decisions in hours rather than months of negotiation. (Chapter 5) Sub-job: Source qualified partner candidates from six systematic channels (networking events, competitors of best partners, internal referrals, business databases, strategic Google searches, AI platforms) and compile a prioritized target list filtered against your IPP so you only pursue high-probability relationships and avoid cold outreach waste. (Chapter 6) Sub-job: Evaluate partner candidate fit using productive discovery calls (open-ended questions first, closed-ended to anchor), the Partner Preparation Sheet (living document capturing needs/wants/limits), and the Partner Scoring Tool (objective, consistent criteria) so you invest time only in partners with genuine potential to deliver results. (Chapter 7) Sub-job: Negotiate and execute partnership agreements using a value-trading framework (Negotiation Matrix defining needs/wants/limits, Wish List of trade items) so both parties feel heard, conflicts resolve quickly, agreements protect your core requirements while remaining flexible, and you move to launch with momentum and mutual commitment. (Chapter 8) Sub-job: Design and deliver a detailed First 90-Days Plan for each new partner with six components (Contacts & Governance, Goals & Milestones, Metrics & Dashboards, Communications Cadence, Onboarding & Administration, For Consideration) and optionally Role-Based Partner Pairing so partners generate pipeline from day 1 instead of 6-month ramp. (Chapter 9) Sub-job: Establish and run a Partner Business Review (PBR) framework quarterly using the 5-component structure (Lightning Round of wins/focus, Headline News of company/industry changes, Scoreboard Review of red/yellow/green performance metrics, Open Mic for challenges/opportunities, To-Do's with clear owners and deadlines) so partnerships stay healthy, performance issues surface early, and relationships scale sustainably. (Chapter 10) Sub-job: Implement lifecycle performance tracking across three critical areas (Recruiting: new partners/month, active partners; Engagement: partner-sourced leads/month, training participation rates; Revenue: partner-sourced revenue/month, close rates, CAC comparison to direct sales) using leading and lagging indicators so you optimize the program with data, not gut feel. (Chapter 11) Sub-job: Identify which partnership type (Influencer, Referral, Affiliate, Co-Sell, Service/Implementation, Marketplace) best fits your business model, customer buying journey, and revenue goals, and document the distinct workflows, incentive structures, recruitment strategies, and KPIs for that type so you customize the QLP playbook rather than applying one-size-fits-all approach. (Architecture: Partnership Type Selection) Sub-job: Build a replicable, role-based partner recruitment operating procedure including a customized value proposition, promotional materials pack, pitch deck, discovery call playbook, and qualification rubric specific to your chosen partnership type so you can scale from 1 partner to 5–10 partners consistently without reworking materials each cycle and without losing team clarity. (Architecture: Recruiting Partnerships by Type) Sub-job: Design a joint go-to-market plan with each partner specifying co-marketing tactics (co-branded content, webinars, events, case studies), lead-sharing mechanics (how leads are submitted, qualified, and passed to sales), and co-selling workflows (joint pitches, account reviews, customer handoffs) so partnerships generate momentum beyond passive referrals and create mutual revenue acceleration. (Architecture: Joint Selling / Co-Marketing) Sub-job: Create standardized internal reporting templates and quarterly dashboards for your leadership team that show partnership program health (recruitment progress, partner engagement, revenue contribution, CAC vs. direct sales, partner profitability, retention by partner) so stakeholders have transparency, you can advocate for continued investment, and the board sees the program as a strategic revenue engine, not an experiment. (Architecture: Internal Reporting & Leadership Visibility) Sub-job: Prepare and align your internal sales teams and customer success teams to support the partnership program through incentive alignment (comp plans that don't penalize partners), handoff protocols (how partner referrals transition to sales), partner enablement (training on partner value props and referral criteria), and role clarity so partnerships don't get undermined by internal silos, sales-team resistance, or poor customer handoffs. (Architecture: Internal Alignment & Enablement) Sub-job: Develop and document distinct workflows for Service/Implementation partners (co-delivery agreements, customer handoff playbooks, joint success metrics, revenue-sharing mechanics, technical onboarding requirements) when partners deliver services on your behalf, as these differ fundamentally from Referral-partner workflows and require different governance, communication cadence, and performance management. (Architecture: Service Partner Workflows) ================================================================================ QUALITY CHECKS ✓ Single Job: One sentence. No "and." One clear action verb (operationalize). Specific outcome context (10-step QLP, 90-day execution, repeatable workflows). ✓ Gap: Specific, concrete (not "readers don't know how to start"). Identifies 7 distinct blockers. Explains why the system is necessary (readers finish motivated but operationally paralyzed). Shows depth understanding of the book's content. ✓ Audience: Specific job title (CRO, VP Sales, Director of Partnerships), company stage (Series A–C, $5M–$100M ARR), current state (75%+ direct sales, rising CAC, diminishing returns), constraints (internal skepticism, channel conflict fears), success definition (3–5 partners, 25%+ of revenue by month 12). ✓ Outcomes: Observable, measurable. "The user can..." or "The user has..." + concrete deliverable. Not "readers feel confident." Includes both framework deliverables (ICP, SPP, Term Sheet) and operational results (signed partners, quarterly PBRs, dashboard tracking). ✓ Sub-Jobs: 16 sub-jobs covering (10 QLP steps + 6 architecture extensions). Each rolls up to core job. Organized by source (Chapters + Architecture). Formatted as "[verb] [object] [for/with context]." Includes partnership-type differentiation, co-marketing, internal alignment, and service partner workflows—all missing from prior version. ✓ Architecture Integration: Explicitly covers Partner Strategy ella-ments (partnership type selection, recruitment by type, co-marketing, internal reporting, implementor/service workflows) as distinct from the 10-step QLP. ================================================================================