How often should I be doing pipeline reviews with my partners, and what's the ideal format/structure for those reviews?

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.