How do you align your revenue teams when integrations are more about retention, NRR, or time-to-value vs new logo generation?

This is a very company specific situation. If 'time to value' is the alpha strategic goal for a calendar year, then integrations, components, etc are extremely valuable and will have full executive support. If you are in 'survival mode', looking to close any deal, then you won't get any traction with non-revenue initiatives...it's just a fact of live. However, like most Partner issues, ROI, long term client value, lower cost of sales are the key arguments to senior leaders. Lowered churn is also very effective due to the enterprise valuation of ARR plus the fact that a SaaS contract renewal is much more profitable than the original sale. For non-revenue integrations - • Frame Integrations as NRR Drivers: Use data to prove integration adoption reduces churn and accelerates onboarding. • Tie to CS and Renewal Metrics: Equip CSMs with integration playbooks and track NRR, TTV, and upsell impact. • Incentivize Post-Sale Value: Use SPIFFs or performance metrics to reward customer success and expansion driven by partner tools.

If the partnership helps retention, NRR or some other non-acquisition metric - you may be better off going through your Customer Success, Professional Services or Support teams. Usually there is someone at the company who cares about that metric, so educate them on how your partner can help. But also be clear about your priorities; if your company is currently focused on new logo generation, thenhighlight partners that help you hit those goals.