Yellow.ai Sr Partner Manager , Brian Walterson Co-selling

Co-selling is a lot like a relay race, our partners often run the first leg. That’s why it’s critical for AEs and vendor teams to prepare with the partner before stepping in. We need to fully understand what the partner has already uncovered about the opportunity, so we can build on that momentum rather than backtrack or unintentionally disrupt the progress they've made. A true partnership means showing up as one unified team, starting with trust and alignment. Depending on the relationship, I strongly recommend that the AE joins the prep call with the partner and partner manager. It’s a great opportunity to build rapport and align on how the conversation with the prospect will flow. There may be many meetings in a sales cycle—but there’s only one first meeting. Make it count by making sure you're in sync with your co-selling partner from the start.

“Facts tell, but stories sell” is a critical mindset for both partners and internal teams. While polished marketing assets are helpful, true impact comes from sharing real, relatable stories that help prospects see the value your solution can deliver in their own business while truly envisioning the success you can provide. That means going beyond features, it’s about sharing case studies grounded in data and highlighting the measurable outcomes driven by your technology. It’s also about clearly articulating the challenges that were solved and the broader business impact achieved. When you equip your consulting partners with these kinds of materials, you’re giving them the tools to retell these compelling stories and you are helping them use their expertise to bring your solution to life for the customer.

In my experience, effective co-selling hinges on three pillars: preparation, communication, and accountability. Think of it like this: when you're co-selling, you're not just two separate entities working together; you're truly one team, united in presenting a solution to a client. That starts with preparation. Just like you'd never go into a big meeting without doing your homework internally, you shouldn’t go in cold with a partner either. Prep together, talk through what you know, what you don’t, and how you’ll show up. It might look different depending on where you are in the sales cycle, but one thing’s always true: excellent prep = excellent meetings. Next, communication. Keep the lines of communication open. One kickoff call isn't enough. Check in often, share what you're hearing, talk about what’s working ( or not), and stay aligned. Those little convos are what keep the momentum going. And finally, accountability. If someone says they’ll take the follow-up, send the recap, or own the next step, they’ve got to own it. Great teams hold each other to a high standard, because everyone’s invested in the same goal.When co-selling works, it really works. But it only works if you treat it like a real team from start to finish.

For an effective co-selling process, understanding the partner-prospect dynamic during preparation is paramount. Key questions include the partner's prior sales history, their personal relationship with the client or decision-maker, and their desired role in the sales cycle. Identifying these areas early allows the vendor team to strategically "fill gaps," ensuring a robust and structured selling motion. Many sales professionals are adept at selling their own offerings but may be less comfortable integrating external parties and delegating responsibilities. This can be challenging for direct sellers, making it crucial to establish clear roles and responsibilities early in the process to optimize the overall sales motion.

Honestly, it depends on your business model and the kind of partnerships you’re running. If you’re working with just a few partners and focusing on a smaller number of high-value opportunities, you might not need a formal pipeline review every quarter. In those cases, it can be more impactful to double down on what’s already working - dig into the wins, figure out how to replicate them, and spend time building deeper alignment, not just running through deal lists. But if you’re in a higher volume environment with faster sales cycles or a handful of partners working a large number of opps, then regular pipeline reviews are a must. They’re not just about checking in - they’re about building momentum, spotting patterns, and making sure both sides are clear on what needs to happen next. Here’s what I’ve found makes for a really productive partner pipeline review: 1. Clear next steps and ownership. Make sure everyone knows who’s doing what after the call. No vague "we'll follow up" moments—leave with real action items and clear accountability. 2. Look for patterns, not just pipeline. Don’t get stuck in the weeds of each deal. Step back and ask: Are we seeing trends in certain industries or deal stages? Are the same road blocks coming up? Those insights are where the real value is. 3. Celebrate wins and learn from the losses. For the deals you’ve won, dig into why they worked. What can you repeat? For those that stalled or fell through, be honest about what went sideways. Those conversations build trust and improve the next cycle. At the end of the day, pipeline reviews aren’t just about the deals, they’re about building a rhythm of trust, learning, and shared wins with your partners.

Nurturing your top partners is crucial, as they truly grasp the vision. It's essential to convey their immense value not just within the partnership team, but across the entire organization. This means involving the Executive team and other departments in expressing appreciation and celebrating these key partners. Publicly acknowledging and promoting partners for their contributions significantly boosts their credibility and expands their reach to more customers. Cultivating an internal culture that openly celebrates and highlights partners will naturally attract more partners to your channel program. While program growth necessitates building tiers with corresponding benefits, MDF (if applicable), and certifications for higher-tier partners, ultimately, establishing a company culture that prioritizes and goes above and beyond to recognize top partners will foster a very healthy partner ecosystem. Partners value opportunities to expand their customer base more than SPIFs or company swag. Publicly promoting partners and referring them to clients are effective ways to maintain engagement with top partners and foster an ecosystem that attracts other partners to your company, but this takes internal alignment and complete buy in as well.

From what I’ve seen, it all starts with having a clear internal process—and making sure it’s actually communicated. As partner managers, we can’t expect things to run smoothly if partners aren’t given the full picture of how we co-sell, what’s expected, and how we win deals. Before bringing sales into the mix, take the time to walk partners through your selling motion. If a partner immediately pushes back or dismisses the process altogether, that’s usually a red flag. Sometimes there are valid reasons behind that, but it’s worth digging into. At the end of the day, no one knows how to sell your product better than your own team and ideally, the partner knows the customer just as well. The goal is to bring those strengths together without stepping on each other’s toes. Once there’s alignment on the process and expectations, everything comes down to execution. That means prepping together, staying in close communication, and holding each other accountable throughout the deal. When everyone knows their role and trusts the process, co-selling can feel seamless and honestly, even fun