The Partnering Paradox

Executive Turnover and Proving the Value of Partnerships

In today’s fast-paced business landscape, partnerships remain a critical component of go-to-market strategies. Yet, despite their potential for growth and competitive differentiation, many organizations are experiencing a disconnect between their stated commitment to partnerships and the actual investment in partner programs. The result? High turnover among partnering executives and an increasing demand to prove the tangible value of partnerships.

The Disconnect: When Strategy and Execution Don’t Align

Take a look at some of the data we uncovered in our 2025 State of Partnering research:

• 22% of partnering executives changed jobs in the last 18 months.
• The average tenure of a VP of partnerships has fallen from 5 years to just 2.5 years.

Many organizations claim to be "all-in" on partnerships but fail to follow through with the necessary structural and financial support. This "say-to-do ratio" is a factor cited by many partner executives we’ve spoken with. When executives are unable to secure the necessary resources, policy changes, or organizational alignment, many decide to leave rather than continue fighting an uphill battle.

Additionally, as companies face economic pressure, many are making abrupt shifts in their go-to-market strategies. A company that once saw partners as a key growth driver may suddenly pivot back to a direct sales model, leaving partner leaders in a difficult position. Rather than stay and watch their work unravel, many executives are choosing to "vote with their feet" and seek opportunities where partnerships are genuinely valued.

The New Expectation: Proving the Value of Partnerships

Historically, partnerships were seen as a long-term investment with inherent value. Organizations tracked partner enablement metrics, such as the number of trained or certified partners, as indicators of success. Today, the conversation has shifted. Even at companies with top-level support for partnering, partner leaders are now expected to demonstrate direct revenue impact – and fast.

Partnering executives must now answer critical questions:

• How much pipeline are partners generating?
• What percentage of closed business is partner-influenced?
• Does partner-led business have a higher lifetime value than direct sales?

To secure continued investment and demonstrate the impact of partnerships, partner leaders need to embrace data-driven storytelling. Considering implementing the following ways to prove the value of partnerships:

1. Focus on Revenue Impact

• Measure pipeline contribution: What percentage of the company’s new pipeline is partner-driven?
• Track deal velocity: Are deals involving partners closing faster than direct deals?
• Assess deal size: Do partner-sourced deals have higher average contract values?

2. Demonstrate Incrementality

• Conduct an LTV-to-CAC analysis: Compare the lifetime value of partner-led customers versus direct customers.
• Analyze partner influence: Beyond deal registration, track where partners are involved in the sales cycle and how they impact win rates.

3. Align with Executive Priorities

• Speak the CFO’s language: Show the financial efficiency of partner-led deals versus direct sales.
• Tie partner success to corporate goals: Whether it’s expanding into new markets, increasing retention, or driving renewals, frame partnerships as a solution to broader business challenges.

4. Leverage Internal Champions

• Build credibility within the C-suite by securing support from key executives.
• Identify and promote internal success stories where partnerships have driven measurable outcomes.

The Future of Partnering Leadership

The shift towards revenue accountability in partnerships is not necessarily a bad thing – it forces partner leaders to operate with a results-oriented mindset. However, organizations must recognize that partnerships require investment and long-term commitment. Without alignment between strategy and execution, companies risk losing not only their partnering executives but also the competitive advantage that a well-executed partner ecosystem can provide.

For partnering executives, the challenge is clear: prove the value of partnerships in measurable terms – or risk being part of the next wave of turnover. (And hopefully land a company where someone in the C-suite believes in the value of partners!)

Are you engaged in the ongoing challenge of proving the value of your partners? We can help. Whether it’s a partner assessment or an ease-of-doing-business evaluation, we offer a number of performance insights services. If you’re not sure where to start, contact us and let’s talk about the problems you’re facing.

Amanda Hawkins is responsible for those marketing emails you get from PartnerPath and edits and designs our research reports written by Diane Krakora. Is there a topic you'd like to learn about? Find years worth of thought-leadership and industry research in our Resource Center.