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Partnerships that produce revenue.

I help logistics, 3PL, and commerce technology companies build or repair partner programs. We look at which relationships can reach the right customers, how the teams will sell together, and whether the work is contributing to revenue.

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Ryan Powell
Ryan PowellStrategic Growth Consultant
Illustrated commerce network connecting customers, logistics operations, technology and partners.

When the partner program needs attention

You may have signed agreements, launched integrations, and introduced the sales teams. Yet referrals are rare, sellers are unsure when to involve a partner, or nobody can explain which relationships are worth the effort.

I work with leaders facing questions such as:

  • Which partners can help us reach customers we want to serve?
  • Why do introductions stall before becoming qualified opportunities?
  • Should we invest in a new relationship or improve an existing one?
  • Are commissions, support, and integration costs leaving enough margin?
  • Who owns the opportunity when both companies are involved?

A useful starting point is a recent deal. Following its introductions, sales decisions, and delivery requirements often shows where the program needs work.

How I approach the work

Understand the customer and the offer

I review the customers you want to win and the problem a partner can help solve. For example, a merchant adding a sales channel may need order routing, warehouse operations, and returns to work together. The joint offer needs to explain what each company provides and what the buyer still has to arrange.

Choose the relationships to work on

We compare current and prospective partners using customer fit, commercial value, and the effort required. An existing relationship with a clear buyer need may deserve more attention than another agreement. We also identify relationships to pause or narrow.

Make selling together workable

I help define referral qualification, account ownership, seller credit, and follow-up. The sales teams need a shared view of suitable accounts and a clear next step. Implementation and support teams need to review the commitments before sellers make them.

Review the account evidence

We look at qualified opportunities, closed revenue, margin, and the work needed to serve customers. That gives leaders a basis for deciding where to continue investing.

How to decide whether a partnership deserves investment

I use five questions to assess a relationship. The answers should be specific enough to discuss with the people doing the work.

  • Shared customer and use case: Can both companies name the buyer, the problem, and the reason to buy together? Customer overlap matters only if the combined offer is useful.
  • Sales commitment: Is there an owner on each side with time to follow opportunities? Do sellers understand account ownership, compensation, and when to make an introduction?
  • Delivery: Can the teams support what is being sold? For an integrated offer, check data handoffs, onboarding, exceptions, and responsibility when something fails.
  • Economics: What remains after referral fees, sales time, implementation, and ongoing support? A large opportunity can still be a poor use of resources.
  • Evidence: Have introductions become qualified opportunities? Has the partner helped resolve a buyer concern or progress a deal? Record that contribution and keep sourced revenue separate from influenced revenue.

A partnership with customer interest but unresolved delivery requirements may need a limited test. A relationship with no owner or plausible customer benefit needs a different decision. We agree on what evidence would justify the next investment.

Experience behind the approach

At Ryder Supply Chain Solutions, I built the ecommerce partnerships program, selected vendors, structured commercial agreements, and developed cross-sell opportunities. The program increased revenue through vendor relationships and cross-sell. I continued the partnerships work while leading go-to-market and marketing across Ecommerce and Last Mile.

At Easyship, I established sales, partnerships, and customer success in North America. Partnerships became a source of revenue alongside direct sales. Building those functions together mattered because the team had to win customers and support them in a new market.

At Port Logistics Group, I created a partnerships team and added ecommerce and omnichannel integrations as part of a broader commercial transformation. Those relationships needed to support the customer segment the company was moving toward.

What we can work on together

Depending on your needs, the work can include a partner assessment, a prioritized account and partner list, a joint offer, referral and sales processes, seller materials, or a commercial agreement review. We agree on the scope before starting.

My Partnerships & Alliances service covers partner selection and selling together. If opportunities stall between teams, Revenue Function Alignment can help clarify responsibilities and handoffs. If the target customer or offer is unclear, we may also need Go-To-Market Strategy work.

For a closer look at the operating details, read Partnerships that generate revenue.

Bring one relationship to the conversation

Tell me what the partner offers, which customers you want to reach, and where the work has stalled. If you are starting a program, bring the customer problem you think a partner could help solve.

Book a conversation or send me a note about your partnership program.

Related growth decisions.

See how I approach the work, what to consider, and examples from my operating roles.