I have spent most of my career on the indirect side of software businesses — the part that only works when partners, sales, marketing and legal are all pointing the same way. Five companies, and in three of them the partner programme did not exist until I built it.
I did not start here. I began in technology recruitment, placing C-level people at Fortune 500 vendors, then co-founded two agencies — one in music, one in video production. Running those taught me the thing that still matters most in partnerships: a deal only holds if it is genuinely good for the other side. You learn that quickly when you are the small company in the room.
Partner logos are easy to collect. Revenue is the only thing that proves the programme works.
So I start at the other end. What is the revenue motion, which partners can actually influence it, and what has to be true — commercially, operationally, culturally — for a rep to pick up the phone to a partner instead of working around them? Then I build the programme backwards from that: tiers and commissions that reward the right behaviour, enablement that makes partners quick to sell, and a co-selling cadence that puts partner pipeline on the same board as direct.
Today I lead EMEA partnerships at Uberall, and take on a small number of fractional engagements through PF Labs — usually early-stage teams who know they need a channel but have not built one before.
Outside work you will find me at Muay Thai or on a tennis court, cooking for people, travelling, or building small things with AI to see what breaks.
