Programs

Sales · Facilitator-led

Channel and Partner Sales

Partner recruitment, from pitch to commitment

Four simulations and one guided document. Each simulation is built around the participant's role and seniority, and the document around their own partnership. Unlimited attempts.

5 rooms · about 1 hour 10 min

Start program

Who it's for: Partner, channel and alliance managers at any level, and anyone recruiting partners who sell for them, assigned by a channel or partnerships lead.
Format: Facilitator-led
Program sessions: 4

Who it's for

Partner, channel and alliance managers at any level, and anyone recruiting partners who sell for them, assigned by a channel or partnerships lead.

Output

A scored report after each simulation with the moment that earned each score, and a trajectory across every attempt
A written case for a live partnership, built from what the partner manager states and pressure-tested by Ren, ending in a go or no-go verdict
For the manager, a Ren summary of each partner manager and a team report once three have finished a room
Scored against published frameworks: Principled Negotiation (BATNA / ZOPA) and Anchoring and Concession Theory; the partnership case is built on Strategic Fit Analysis, Economic Symmetry and a Governance Pre-Mortem

Program contents

Partner economics · Partner and Channel Pitch
Partnership judgement · Partnership Evaluation
Executive sponsorship · Terms negotiation · Executive Access · Negotiation
Mutual commitment · Closing and Commitment

How the program works

A four-week program for partner managers, channel managers and alliance leads, assigned by a channel or partnerships lead, built on Renatus. Four simulation rooms and one guided document · Four weeks, one or two rooms a week · Unlimited attempts · Ongoing thereafter.

The rooms

Partner and Channel Pitch

Simulation

Calibration: role title, partnership role (channel manager, AE, partnerships lead or founder), industry or sector and a line of working context naming the live partner, with the organisation's website and a sales reference as options.

Partnership Evaluation

Framework

Set-up: the named potential partner, what the partnership is meant to achieve, what we get, what they get, how decisions will be made, and what needs to integrate operationally.

Executive Access

Simulation

Calibration: role title, executive selling role (AE, Senior AE, Enterprise rep or founder), industry or sector and a line of working context naming the partner's executive, with the organisation's website and a sales reference as options.

Negotiation

Simulation

Calibration: role title and seniority, negotiator level (early career, mid, senior, executive or founder) and industry or sector, with the organisation's website and a real upcoming negotiation to mirror as options.

Closing and Commitment

Simulation

Calibration: role title, sales role (BDR or SDR, AE, Senior AE or Enterprise rep), industry or sector and a line of working context naming the live partner, with the organisation's website and a sales reference as options.

Why this program exists

A partner manager recruiting a reseller, a distributor or a referral partner is selling to someone who does not buy the product. The partner buys margin, deal registration, a support arrangement their help desk can carry, and a line that can sit beside the one already on their shelf, and a partnership signed without those answers produces nothing. This program prepares partner managers through simulation and a pressure-tested document. Ren builds each scene from the partner manager's real role, industry and working context and plays every person in it, the partner principal, the partner's executive, the counterparty on terms and the partner who likes the idea and is not moving, so every scene is new and moves with each decision. Between the pitch and the executive meeting, Ren guides the partner manager through a written case for a live partnership, tested section by section.

What you'll achieve

Rehearsal of the four conversations that recruit a partner: the pitch to the principal, ten minutes with the partner's executive, the terms, and the commitment to a plan with owners and dates on both sides
A written case for a live partnership, built from what they state and pressure-tested by Ren, ending in a go or no-go verdict
A scored report after every simulation, each dimension with the moment that earned its score, and one recommended focus with a first step and a thirty-day signal
Unlimited attempts at every simulation, each a new partner calibrated to their current role, scored on the same dimensions and charted against every attempt before it

At a glance

Who it's for: Partner managers, channel managers and alliance leads at vendors; partnerships leads at distributors and resellers who recruit referral partners or sub-resellers of their own; account executives newly given a partner territory; and founders building their first channel. It is assigned by a channel or partnerships lead. Every simulation calibrates to role and level, so one cohort can hold a first-year partner manager and a head of alliances. It assumes participants already know the product and the margin model. It rehearses selling the arrangement, and scores it the same way every time.
Cadence: 4 weeks
1: Partner economics · Partner and Channel Pitch · Read Partner Economics and Mutual Action Plan; read the economics sheet
2: Partnership judgement · Partnership Evaluation · Read Economic Fit, The Risks and The verdict; confirm or replace the live partner
3: Executive sponsorship · Terms negotiation · Executive Access · Negotiation · Read Insight Led and Concession Pattern; read the Ren summary across four rooms
4: Mutual commitment · Closing and Commitment · Read Blocker Surfaced and Holding the Ask; read the team report; set the ongoing plan

Session by session

Week 1: Partner economics

Find out whether the partner manager sells the arrangement or the product, and put the live partner's economics on one page.

Partner and Channel Pitch

Week 2: Partnership judgement

Test the live partnership against strategic fit, economic fit, governance and integration, name the risks, and reach a go or no-go the partner manager can defend.

Partnership Evaluation

Week 3: Executive sponsorship · Terms negotiation

Use ten minutes with the partner's executive to teach, not to pitch, and leave with a next step

Executive Access Negotiation

Week 4: Mutual commitment

Surface the real reason the partner is not moving, ask for a mutual action plan with named owners and dates on both sides, and hold the ask.

Closing and Commitment

Four partner-sales simulations and one partnership case, over four weeks, measured over time.

Start program

Whether a market is real, where it is growing, and where the opportunity sits

How an entire industry is structured, who controls it, and where it is heading

Who controls a market, how they compete, and where the real gaps are

Who buys in a market, what drives their decisions, and where the unmet needs are

What competitors charge in a market, how pricing is structured, and what customers will pay

Who supplies the critical inputs to a market, how concentrated it is, and what switching costs

The technology deployed in a sector, and where competitive advantage moves next

How product reaches the buyer in a market, and where channel power is shifting

Financials, leadership, strategy, and reputation on a company

Deep dive into how a company operates strategically, and where it is most exposed

Revenue, margins, cash, debt, and auditor signals on a company

How a company is perceived across customers, employees, media, and ESG

Discover a country's GDP, political environment, infrastructure, and outlook

Discover a city's GDP, economic drivers, workforce, and trajectory

Trade flows, tariffs, agreements, and friction points between two countries

Background, current state, key actors, evidence, and where an issue is heading

What a policy does, who wins and loses, and how it lands in practice

The specific risks facing a market — ranked, evidenced, and with the signals to watch

Single-source exposures, concentration, and trade-route risk for a market

Climate, governance, social, and controversy risk in a sector

Pending legislation, enforcement shifts, and where the rules are likely to change

Licensing, compliance, recent changes, and pending legislation in a jurisdiction

Government stability, policy direction, and the political risks facing a market

What a role pays — verified across named salary databases and job posting data

Whether to take a job at a company, with the evidence behind the answer

Who the credible candidates are, what they earn, and how the search will unfold

How a career in an industry works — entry, paths, pay, and prospects

The three things that will move a business forward this quarter

A 90-day plan that turns a strategy into something a team can act on Monday

Segment, positioning, channels, and pricing — tested against each other so the four hold together

A positioning the market can place — and a category claim worth defending

A pricing strategy that the market accepts and the business can defend in negotiation

Dashboard, thresholds and owners

Dashboard, thresholds and owners

Targets, thresholds and cadence

Whether an opportunity is worth pursuing — with conditions or risks named

The real problem behind the surface one, with options and a recommended next step

How a business creates, delivers, and captures value — and where it is exposed

Where work is breaking, where capability is missing, and the one structural change worth making

Build, buy, partner, or wait — with the killer assumption named

Whether a specific partnership is worth pursuing — with the asymmetries named

The right financing structure for the opportunity — tested against fit, cost, and flexibility

A fundraise structured to close on terms worth living with

Every variance classified — structural, timing, one-off or noise — with the call the pattern demands

How long the cash lasts across three scenarios, with the killer assumption named

Whether the per-unit economics hold up — with the killer assumption named

Whether the pay set serves the talent strategy, with the cost of fixing it

A board report that lands the narrative, the KPIs, the exceptions, and the decisions requested

What metrics are missing, misleading, or quietly rewarding the wrong thing

A complete business plan ready to put in front of investors, partners, or a board

A career decision weighed against criteria that matter, with a pre-mortem and a verdict

What matters most, what you would give up, and what stays true under pressure

Which option holds up under income loss, rate moves, or a downturn

A relocation decision and plan, with the trade-offs each destination forces

What the culture is like — values in practice, leadership behaviour, and where the gap sits

Strategy clarity, alignment, talent density, ways of working, and trust in leadership

What's energising people, what's draining them, and the levers that would move engagement

The patterns in how a person handles pressure, conflict, collaboration, and decisions

PENDING — product being redesigned. See Replit brief.

How a person leads — defaults, strengths, blind spots, and development areas

Real strengths backed by evidence — and the cost each one carries when overplayed

The values revealed by what a person has held the line on, refused, or regretted

What every role owns, what's silently dropped, and which handoffs are breaking

Where the team is aligned on priorities and goals, and where dangerous gaps sit

Where trust, conflict handling, and accountability are strong — and where they break

Any subject explained to a real listener, scored on accuracy, depth, audience adaptation, and handling the unknown

A presentation rehearsal scored on lead argument, evidence, question response, and poise

A stakeholder-influence rehearsal scored on reading the room, framing, negotiation, and durability

A managing-up rehearsal scored on positioning, evidence, flexibility, and outcome

A meeting rehearsal scored on structure, air-time management, progress, and closure

The conversation that's been avoided, with an assessment of how the conversation went

A saying-no rehearsal scored on clarity, rationale, alternative, and relationship

A performance-conversation rehearsal scored on clarity, ownership, empathy, and path forward

A team-conflict rehearsal scored on directness, fairness, action, and aftercare

A hiring interview rehearsal scored on question design, follow-up, bias, and assessment integrity

A leadership crisis scored on decision quality, communication, strategy, and pressure response

A negotiation rehearsal scored on preparation, anchoring, concession pattern, and pressure response

A strategic-decision rehearsal scored on framing, information use, trade-off recognition, and time horizon

An ethics rehearsal where the right path is costly, scored on recognition and response

A prioritisation rehearsal scored on triage, trade-off recognition, communication, and revisability