When I first launched Channel Voices, the goal was simple: to create a public space where channel professionals could share their stories, insights, and experiences. What I didn’t anticipate was just how much I would learn along the way. Each conversation has been a masterclass in leadership and innovation in the ever evolving world of partner ecosystems.
In this article, I want to pull back the curtain and share some of the most impactful lessons I’ve learned from these incredible conversations. The traits that make great channel leaders, the trends shaping partner ecosystems, and the surprising insights I didn’t see coming.
A moment that stuck with me was during my conversation with Monica Walton on the episode “From Direct Sales to Channel Strategy: Monica Walton’s Success Story at Evoque”. She shared a powerful insight:
“Channel is all about partnerships and all about trust and relationships, and that comes down to people. I can put the best program in place, but if my people don’t have the relationships, or my people are not trustworthy, or my upper management doesn’t support the channel program and they are not trustworthy, the program is going to fail.”
It was an important reminder that no matter how sophisticated a partner program might be, its success ultimately hinges on trust — between people, teams, and leadership. Senior level support and advocacy of partnerships is essential.
One of the most exciting parts of hosting Channel Voices is hearing firsthand how partner ecosystems are evolving. A recurring theme across my conversations is the shift from transactional partnerships to more strategic, collaborative ecosystems. It’s no longer just about reselling products — it’s about co-innovation, co-selling, and building solutions together that deliver best possible value to customers.
Co-selling, in particular, has become a hot topic. In my discussion with Rachel Tuller on the episode "Mastering Co-Selling: Strategies for Sales Success Through Partnerships", she broke down the essence of successful co-selling:
“If you’re co-selling, it’s pretty easy to do the transactions because if a customer is buying a solution and there’s multiple vendors in there, you are going to sell your solution separately. But I think the partner needs to understand that everybody’s got some skin in the game. Everybody’s got an outcome, and understanding; and communicating that ahead of time — here’s my want out of this; here’s my goal. I want X number of licenses and I need this margin. So let’s make sure that’s what we’re shooting for. If we can communicate that ahead of time, then I think everybody’s rowing in the same boat. We’ve all got a different oar, but at least we’re headed in the same direction.”
Her point hit home: co-selling isn’t just about aligning solutions — it’s about aligning goals. Each partner in the deal has their own objectives, whether it’s hitting a certain license count, achieving a margin target, or expanding their footprint within a customer account. The key is transparency. When partners communicate what success looks like for them from the start, it fosters trust and keeps everyone moving in the same direction.
This collaborative approach is a major shift from the traditional “every partner for themselves” mindset. Instead of competing for a bigger slice of the pie, co-selling encourages partners to work together to grow the pie — creating wins for everyone involved, especially the customer.
At the same time, technology is playing a crucial role in making co-selling more efficient. From sophisticated partner relationship management (PRM) platforms to data-driven insights that help track joint opportunities, technology is helping channel leaders scale these collaborative efforts while maintaining a personalised touch.
And let’s not forget the continuous rise of marketplaces. Many channel leaders are rethinking their go-to-market strategies, exploring how digital marketplaces can expand partner reach and accelerate sales. It’s clear that success in today’s channel world isn’t about working harder — it’s about working smarter, embracing innovation, and building ecosystems where everyone wins.
The increased focus on Managed Service Providers has been a major eye-opener. Many of my guests have emphasised how MSPs are becoming pivotal players in the channel, moving beyond just providing support services to delivering fully integrated solutions. What stands out is how they act as trusted advisors to customers, majority are influencing buying decisions and driving solution adoption. This means vendors need to rethink how they engage with MSPs — moving from a transactional mindset to a more collaborative approach that supports recurring revenue models, bundled services, and co-managed solutions.
A very important takeaway has been the growing need to tailor partner programs to new partner types. A one-size-fits-all model doesn’t work anymore. MSPs, for example, prioritise different metrics — like Monthly Recurring Revenue (MRR), customer retention, and service-level agreements. Partner incentives and enablement strategies need to reflect those realities. Successful channel leaders are building more flexible programs that align with how their partners do business, rather than forcing partners to conform to outdated structures.
Jay McBain has recently reminded us that some of the big vendor players in the channel like Cisco, are removing the traditional partner tiers (Bronze, Silver, Gold) and are moving to a value points-system. Again, this shows that vendors are staring to concentrate on measuring partner’s influence and value provided before, during and after the transaction, and not just the transaction alone.
These insights have reinforced a key lesson: the channel is evolving fast, and staying ahead means recognising the shifting partner landscape. It’s about understanding that new partner types — and especially the rising influence of MSPs — require fresh strategies, flexible programs, and a deeper focus on delivering long-term value.
One of my favourite parts of Channel Voices is the podcast segment where I ask guests:
“What’s the one thing you wish you knew before starting your career in channel?”
It’s a simple question, but the answers are always insightful — and sometimes, surprisingly candid. In fact, I pulled together some of the best advice from this segment in a special bonus episode.
For those just starting their channel careers, the message is clear: be curious and stay adaptable. Many channel leaders admitted they didn’t fully grasp the complexity of partner ecosystems at the beginning — it’s not just about sales, but about strategy, relationship-building, and constantly aligning with shifting partner needs.
One piece of advice that stood out for me came from the episode with Kenneth Fox:
“You'll always do business, but there'll be a difference between it being a very reactive business rather than what you may rather be used to, which was a very proactive, flowing business. I would say that's one thing I wish I had known from the get-go — because you can waste a lot of time by trying to knock down doors that you think you can get into again, as you've worked with them in the past, whereas actually, you've got to look at it and say, well, hang on a second, is that partner right for this vendor?”
It’s a great reminder that not every partner is the right fit — and successful channel leaders learn to focus their energy on partnerships that are truly aligned. It’s about working smarter, not harder, and being strategic with where you invest your time and resources.
If you're looking for more practical tips, I also shared five fresh strategies for aspiring channel leaders — from mastering co-selling to embracing data-driven decision-making.
In essence: succeeding in the channel means being proactive, building trust, and continuously learning — because the channel world never stands still.
If you're just getting started, lean into the complexity, ask lots of questions, and focus on building meaningful, strategic partnerships. That’s the kind of mindset that will set you apart.
The best channel leaders never stop learning. Every conversation has shown that success in the channel isn’t only about strategies or programs — it’s about staying curious, adapting to new partner models and knowing when to pivot. The channel is always evolving, and those who listen, learn, and share ideas are the ones who stay ahead. This is one of the reasons why Asher Mathew, Tai Rattigan and Chris Samila created Partnership Leaders - a collaborative community for partnerships professionals.