A Practical Guide to Taking Your Channel Program to Marketplace
Get the playbook on how to integrate your channel + Cloud GTM efforts with experts from Optiv, Crowdstrike, and Tackle!
(upbeat music)
- All right.
Hey folks.
I am welcoming everybody here to a practical guide
to taking your channel programs to marketplace in 2023.
And we are getting going here.
So I wanted to kind of just get things going a bit here
and put a little bit of background.
We have two panelists with us today.
I'm gonna let them introduce themselves in a moment here.
We have Mike Peters from Optib, he's coming in from Denver.
And we have Lindsey Bragman from New York City
who is at CrowdStrike.
And myself the co-founder of Tackle here here
at Coming in from Puerto Rico.
So I just wanted to kind of tee this up a little bit
'cause I think there's some really cool background
in where a channel has come and how it relates
to cloud go to market and kind of built over the time.
And so, most folks will kind of be dealing mostly
with AWS where CPPO kind of took us
and how it's kind of building to be
with the premier channel system for cloud go to market.
But it was released just a little bit of history here.
AWS released CPPO in the fall of 2019.
And it was a pretty manual process and it was pretty sticky,
but it was revolutionary at the same time.
And it was kind of neat to see that stuff happen.
They quickly kind of added in 2020 and 2021,
they added some self-service authorization features
where you could do things more yourself.
And then they actually added it
into Amazon Marketplace Management Portal,
otherwise known as AMP with self-service offers in 2021.
And what I think is personally the most exciting part
is as that was kind of building,
just last month, Tackle provided
or GA full support for CPPO ourselves.
And we've actually been using CrowdStrike as a beta
as well as some other kind of big companies as well.
So it's been really cool to see the growth
over really about four years of CPPO
and channel reseller go to market building
between leading ISPs and leading partners.
And so hopefully we're gonna be able to talk about
some of that stuff today and kind of hear
what the best in the business are doing.
And I wanna tie that in a little bit with data.
Some people kind of say,
hey, are many people doing this?
Is it really picking up?
Is there much?
And if you haven't read it yet or you're unaware,
Tackle is really kind of promoting
the cloud go to market story.
And we do a state of the cloud marketplaces every September.
And so we interview hundreds of ISPs,
partners and resellers,
and we understand where they're going.
And we have some really, really interesting data
that comes through this year, specifically around partners.
And many people kind of think back in the early days
of when the reseller and the marketplace
maybe were thought of as competitive
and they thought of as it's gonna be one or the other.
And it was really exciting this year
when we looked at the data,
over half, 55% actually of enterprises
are now seeing the channel resellers
as complimentary to marketplace and cloud go to market
and not competitive,
which I think is really, really cool.
And even further, when we interviewed
and talked to all the ISPs, 83%.
So more than eight out of 10 ISPs say that
marketplace deals next year will have
some type of channel involvement somewhere.
And this is a pretty massive shift, right?
This is a huge shift.
And it's being demanded by the buyers,
the end customer, which we all are looking to delight
and kind of work better with, right?
And so it's really cool how the buyers are demanding it
and the shift is happening and seeing how ISPs and resellers
along with the cloud providers
are kind of pulling this all together to bring it together.
So it is really, really cool.
And it used to be hard.
And we talked about how three or four years ago,
even just marketplace was hard,
but marketplace with channel was really hard.
And it's now become a lot, lot easier.
And 80% of us and tackle in some really cool pioneering
companies like Optive and CrowdStrike
are kind of bringing this stuff together.
So it's really neat to see how things are going.
And where we're going.
So hopefully we'll learn a lot here over the next 45 minutes.
And I'm super excited to introduce Mike and Lindsey
to chat a bit.
So I'm gonna start with Lindsey.
And it just, can you give a quick little introduce to yourself
and your journey here a little bit,
then we'll shoot over to Mike.
- Sure. Hi, Lindsey Brigman.
I am the manager of cloud and technology ecosystem
alliance operations, which is a mouthful.
But I joined CrowdStrike a little over a year ago,
though that is not where my cloud journey began.
In prior lives, I started in technology as a chat
manager doing a lot of business development.
And then I was at a reseller for a little while.
So I'm very familiar with the other side of the house.
And, but at the end of the day,
my passion really is operations and process improvement,
automation, using technology to increase our scale.
And business capabilities.
And I'm really excited to be doing that for CrowdStrike
and the cloud team and technology tech operations as well.
- Mike.
- Hi, hi everyone.
Great to be with you.
Thank you, Brian and Lindsey.
That's an exciting conversation to be a part of.
My name is Mike Peters.
I'm a VP of Partners and Alliances at Optif.
Where I oversee our cloud marketplace strategy
and execution internally, as well as relationships
around that externally.
Optif is a cyber advisory and solutions leader.
So we work with businesses from kind of SMV
all the way up to, you know, Fortune 10
on their cybersecurity goals and outcomes.
And we are both a channel reseller
and a solutions provider.
So we have re-selling capability paired with services
around advising clients on what their needs might be,
their roadmaps, deploying technology into their environments.
And then I'm operating in a managed service context.
So a little bit of an Optif, a little bit about me.
You know, we're obviously very excited
about the maturity and the evolution
that Brian spoke about in terms of the marketplace
and child partners.
And so, you know, excited to be a part of this conversation.
Awesome, very cool.
So what's super cool about this conversation?
We have the ISV and the reseller kind of
that are working together.
And so I love to hear both sides of this.
So I'm gonna start out with kind of a couple
of simple questions to frame it,
but I'm gonna start with you, Lindsey,
over on the ISV side of things.
And, you know, give me a little bit,
just talk about your company's cloud go-to-market crowd strike
is very well known in marketplace
and very well known in the space
as leaning into the cloud, especially with AWS.
And so how has your company's cloud and market journey been
as it relates to marketplace
and how has it been more recently as it relates to the channel
as you've moved more and more into the channel?
And what's your role in watching that kind of happen?
Yeah, absolutely.
So our cloud journey at CrowdStrike began
about two or three years ago.
And we started out really with white glove service
for our internal teams, trying to get them, you know,
to understand the cloud, understand the value
that AWS provides to our customers
and help them along the way,
really hand hold the process along the way
in order to push deals towards the marketplace.
You know, I think in terms of our journey with channel partners,
that changed significantly in the last year or two.
You know, the value of the marketplace
in terms of quick transactions, low-cost transactions,
once you can get there with AWS,
really shifted because ultimately,
we are a 100% channel focus company
and we can't do it without our channel partners.
What the marketplace provides is fantastic.
The value to the customers is great,
but they don't do the support.
They don't do the deal expansion in the same way
that a reseller does or a value-added reseller,
a partner like Optif.
You know, we can't support our customers in the same way
that a value-added reseller,
especially local to that customer can do,
nor does AWS.
So we need both in order to be able to support
our customers fully.
And that's what we realized in the last year, year and a half,
that the marketplace can do a lot,
but it can't do everything and neither can we.
So it's really changed and shifted our strategy into,
you know, we still try and do white love for our sales reps,
but we've shifted that to doing, you know,
white glove service with our partners
to make sure that the partners that we work with
understand the marketplace,
understand what it takes to set it up,
how to execute accurately,
and ensure that we're all working towards the same goal.
And then if you can bring all three together
to solve the customer's problems
and help them solve the challenges
that they're facing in their business,
it gets even better, you know?
So I think while we started out with volume,
we've realized that the strategy has to be there,
otherwise we won't be able to succeed together
or separately.
Yeah, for sure.
Very cool.
And I'd love to hear kind of the same thing
because it's coming from the opposite side.
You know, Mike, how as Optib, you know,
came from the reseller, kind of leaned in
one of the leaders of the cloud
and driving this with cybersecurity and other fashions.
Like how have you seen the channel in marketplace,
go to market journey, kind of grow and relate to Optib?
- Yeah, one interesting fact
that I learned because I had not joined Optib yet at the time,
but Optib executed the first CPPO opportunity at AWS
in that 2019 timeframe, like you mentioned when it launched.
So we've been along for the journey.
We've kind of been along through some of the maturity curve
and the learning curve of what partners,
what partners can really bring to the marketplace ecosystem.
And one thing that I love that Lindsey touched on was,
you know, clients are really ultimately focused
on outcomes and our case security outcomes.
And it is hard to do that by just procuring
a piece of technology.
It is hard to do that by just, you know,
migrating workloads to the cloud.
And so there's some, there's some connective tissue
that helps us to, you know, grow and expand
and accelerate migration to the cloud,
but also provide our clients,
the people who are focused on security
and their environments be comfortable and be secure
so they can go and do what they do.
- Yeah, for sure.
It's definitely a relationship that's kind of building.
Kind of going back to one of the things I was saying,
you know, I think in the early days of marketplace
and for sure in the early days of channel, you know,
like that whole bit about it being competitive.
I think, you know, you might have caught people thinking
a couple of years ago that, ah,
marketplace is going to take over the channel, right?
And then, you know, everybody realized, man,
there's billions and billions of dollars here.
And there's a really special relationship
between partners and resellers and the end customers.
And so it's kind of interesting.
And I think it's just worth chatting a little bit, you know,
like resellers and ISVs clearly have a very special relationship
and provide value back and forth.
And maybe I'll shoot over to Mike here just coming from that.
But speak a little bit more about resellers
and ISVs and the relationship and how together it's better
for the customer versus going direct.
- Yeah, it's, it's, it's interesting.
A lot of the same tenants apply if you're looking at
the legacy routes to market versus cloud marketplace.
And, you know, I think what our partners kind of look to look
for from us, I characterize as reach relationships
and revenue ultimately.
So the ability to be, you know, in the office,
walk in the hallways with key clients up and down
market segments, to have those great relationships
to become a trusted advisor.
You know, we operate across the spectrum of cybersecurity
across various domains.
And so whatever, whether your challenge is around,
you know, perimeter, endpoint, identity,
you know, communication security,
we have the right relationship.
So we have the right knowledge to point our clients
in the right direction.
And we have the, and we have great partnerships
with folks like, like Linsic at CrowdStrike,
such that we can execute together to deliver,
to deliver those outcomes.
And then, you know, when we think about it
from an AWS perspective or a cloud marketplace perspective,
as they're thinking about enabling
and accelerating the migration of workloads,
the further migration of workloads in the cloud,
that becomes really important.
That like between, you know, between Linsie and I,
becomes really important for them to be able to accelerate
and reach their goals and kind of win that share race.
So that's kind of how I, that's how I kind of figure it.
And that's what we try to do to really be as valuable
part of the emerging ecosystem as we are kind of
in the legacy routes to market.
- Yeah, awesome.
And when is the 11 to hear your side too?
Because it's interesting, like many people know,
and probably a lot of the folks here, you know,
CrowdStrike's been a leader in the marketplace.
They've leaned in a lot, and they leaned in early,
and they've let a lot of cool things.
But more recently, you've become very, very channel focused.
So yeah, like, you know, that changed clearly
over the last 12 months or 18 months
that CrowdStrike has been really cool
and seeing that lean in and, you know,
talk a little bit about how the, you know,
adding the channel to the majority of your cloud
and the market has made a difference.
- Yeah, I mean, I think, you know,
the value of marketplace in terms of transactions
is pretty clear, you know,
they, customers can burn down their spend.
We can transact quickly.
The automated billing is certainly great
for our revenue operations team
and our, you know, our backend teams on the finance side.
But ultimately, again, like I said earlier,
it does not solve all the problems for the customer.
We're in the solution selling business, you know,
we're in the business of finding the pain point
for our customers, working with great partners
like Mike at Optiv to find a holistic solution for them,
especially on our technology integration side.
There's a lot of synergy between the integrations
that we have for our customers.
There's a lot of duality in terms of the relationships
that we have on the tech side and the cloud side
and the partner side.
So when you can bring all of those,
all that knowledge set together to help solve a problem
for our child, for our customers,
we're really coming at it from a place of support.
And ultimately, while AWS and the migrations and the data
and all of that stuff is good
and that's a great transaction vehicle,
it just doesn't solve all the problems
that our customers have.
And in order for us to really support our customers,
the way that we want to, we have to involve resellers.
You know, resellers help us expand our reach,
expand, you know, land and expand within a customer's environment.
And we can't do it without them.
You know, we have a relatively small sales team considering
we can't be everywhere at once.
We need people like Optiv and, you know, partners like Optiv
to help us continue to expand within organizations
and for net new logo generation as well.
And it just doesn't all happen with AWS
as much as that would be, you know, interesting to see,
it just isn't the case.
And so, you know, about a year ago,
we made the change of policy-wise internally,
making sure that we involved, you know,
value-added resellers in every sale.
We can't just do it by ourselves.
And so between policy and process,
that's really where we pushed internally to make sure
that, you know, we're supporting our customers
the way that we need to and the way that they want
to be supported.
We don't do the implementation.
We don't do the support calls.
We don't, you know, if we can do L1 support with them,
great, you know, we're trying to find the value
everywhere that we can so that our customers receive that,
like the spend burden down with AWS.
But again, it's that services and support and expansion
that we require our partners to be engaged with our customers.
And we just can't do it alone.
And so, yeah, from a policy perspective internally,
we really pushed it.
And it's been working really, really well,
especially in the enterprise space.
- Yeah, that's cool.
I know that was a huge change
and kind of set some shockwaves through.
And of course, it's like every deal's gonna be a CPBO deal.
You know, but some other massive companies
have also taken on a very similar approach, you know,
WIS and a few of these others that we work as close to.
It's pretty neat that like you,
you're kind of leading the way,
as you did with some of the other stuff,
but it's pretty amazing to see
some of the other folks following.
So, yeah.
So obviously these things aren't easy.
Like this is hard.
Like we're trying to put a lot of people
in a lot of companies and, you know,
companies that have been around for a while
and doing things, you know, I mean,
this is a bit of a softball,
but everybody always loves to, you know, to hear about it.
But, you know, like what were one or two things
that over that past year?
And I guess we can try to keep going with you, Lizzie.
But what were one or two of those big rocks
that were you, when the policy changed,
it was like, holy smokes,
we need to kind of really work through this.
Or is anything come to mind as like,
what was the challenge
and when you were kind of trying to build
this more repetitive motion at scale?
Like you knew you could do it a little bit,
but like you were down,
now I'm gonna start doing this at scale.
- Yeah, so I think for us,
the scale is still challenging, you know what I mean?
But, you know, some things that I would say
is making sure you have people
who really understand cloud,
understand the value of both sides.
You've got an operations team that can execute,
you know, one of the real challenges that we face
is that regardless of the size of an opportunity
or the size of a marketplace deal,
the work is the same, you know?
There's still a lot of back and forth
that needs to happen, even with an MPPO,
you know, even with a direct purchase.
It almost doesn't matter.
If it's a $10 deal or a million dollar deal,
what we do is the same.
So you've got to have people who understand the nuance
of, you know, what you're sending,
making sure that when you're sending something
to a reseller, it doesn't look the same
as what you're sending to a customer, you know?
And it's definitely been challenging,
but we have pushed very hard on AWS and tackle
to support this line of business, you know,
to support this way of purchasing
and increase our own productivity, you know?
Updating your app so that we can do everything
in a single screen or even in Salesforce directly
and decreasing the amount of manual entry that occurs.
I mean, I'm on the operations side,
so I definitely get into the nitty gritty,
but unfortunately that's where errors occur.
Your listing setup is also really important.
How you, you know, how you relate all of your SKUs
that you have in your portfolio to a single listing in AWS
or in JuicyPewe however you want to transact.
That has definitely been a challenge
and a work in progress.
You know, it's very wabi-sabi.
There's no perfect way of doing it
and it's always changing and moving.
So being able to scale, make changes quickly
and have a team who really understands the back end
of how this needs to work
so that we can troubleshoot quickly.
Those are, yeah.
- No, that's awesome.
That is true.
There is a lot of data moving around
between the groups, which is hard,
when you're now passing data between two
or three, you know, three legged stool instead of a two legged stool.
- Yeah, and enablement.
Enablement is also really, really important.
Enablement for our internal sales team
to understand the value, what it is that we're doing.
'Cause really it's revenue recognition
is what the marketplace is doing.
You know, traditionally you would say,
okay, maybe it's a deal desk or quoting,
but it's not, it's actually finance.
So it's really, really important to make sure
that you've got a lot of checks and balances,
that you have a team who's able to execute quickly
and accurately, and that we make sure
that the partners that we're working with
have our support to help set up their own teams
to help support the marketplace.
'Cause it's definitely operationally more heavy
than just invoicing.
- Yeah, it can't just be kind of, you know,
directionally correct, it has to be to the penny.
- Exactly.
- Totally.
Yeah, so Mike, I'd love to hear your side.
You know, I'm, you know, newly promoted,
the VP of Alliance as a partner is over that Optif,
which is super exciting.
You know, you're obviously maybe weren't involved
in this as much in the past,
but you're really looking at it.
So what are the things that you're working on now,
or going to be working in on it in the next 12 months
to really get this stuff working?
Like what's in the queue to kind of really ramp up,
you know, get through some of the challenges
and ramp up Optif to kind of be the leader in this space?
- Yeah, yeah, thanks Brian.
Some of the same things that Lindsay just said
really apply to Optif, right?
It's just another kind of leg of the stool,
but we're still, we're very much tied together.
So, yeah, I did, one of the first things that I did
when I joined Optif a couple of years ago
was undertake kind of a cloud marketplaces strategy exploration.
Which was okay.
You know, CTVO is live, where as AWS,
there is GCP, there's Microsoft, there are others.
How do we kind of navigate that,
from our perspective as really being like client focused?
And so it's harder for us to kind of pick and juice
what we want to do, 'cause ultimately, you know,
if a client environment is in one versus the other,
it's gonna impact like what they wanna do.
So the strategy is kind of three main pillars
of what we're going to try to accomplish over the next year.
I think one of the biggest things is simplification
for our clients.
And that goes right into operational excellence,
which Lindsay just kind of spoke about all the key elements
of that, which really do apply to us as well.
But if we're able to make transacting the marketplace
kind of seamless and efficient for our clients
as kind of live up to the promise of the cloud marketplace,
then we can add a lot of value there
and kind of simplify it for both our technical buyers
and the procurement aspect.
And then that leads into kind of confidence
with our technical buyers and our sales deal,
which Lindsay else is both.
Are they comfortable with the content?
Are they comfortable doing something a little bit differently
than they have done throughout most of their careers?
And so once we've established that in operational excellence
and I think at this point, we have it, we need to scale it.
So that's our next year.
Then we can start to really be more proactive out in our clients
with helping them migrate their workloads,
secure their workloads and kind of grow with their,
the security organization is growing with the broader enterprise.
And then the third part is really working with partners
like tackle and AWS on building a really strong relationship
as we're all recognizing, I guess maybe opt has been saying it
for longer, but just the value of the channel partner
and how we can make like make the four kind of parts of that
all indispensable and all driving toward the same outcomes
for the client, which then ultimately, you know,
drive success for everybody.
Yeah, yeah, it is, it is interesting times for sure
as all the stuff is kind of changing, but that is,
that is cool.
Excited to see where that stuff kind of goes.
So, you know, this is kind of the, the, the topic that everybody's
talking about forever, but you know, the economy's changed a ton.
In the last 12 months, I think, you know, the entire, you know,
software world went through a fantastic party in 2020 and 2021
and, you know, had a little bit of a hangover in 22.
And now everybody's shaking it off going, okay,
what are we doing here?
And so, we'd love to just hear, you know, with, with being forced
to do more with less, you know, and, and being forced into a more
efficient mode, I guess, you know, what is, what are some of the
things that you're thinking like with the economy changes as
much?
What are, what are some of the things that you're looking at a
little bit differently?
Maybe then you were six months ago with respect to the economy
changing, maybe the way buyers are even buying, right?
Because buyers are buying differently than they were a year ago,
right?
And, and how that applies to the, to the channelized relationship as
it goes.
And, yeah, Lindsay, you can kind of go first.
Sure.
So, you know, the, the economy has certainly been challenging this
year.
I think customers are looking at what are their highest value
services and solutions that they need to keep business going.
And maybe some of those more, you know, optimization sort of deals
are kind of falling by the wayside.
Fortunately, security is not really something you should skimp on,
especially now.
So we're, we're in a pretty good place on that front.
However, being able to be flexible for our customers is really
important to, you know, change maybe the deal for the,
you know,
change maybe the deal structure for our customers and be a little bit
more flexible rather than, you know, a single annual payment.
Can we break that out into monthly payments or, you know, kind of
change, change some of, some of the way that we transact on that
front.
And from an internal perspective, automation is really where we
need to go.
You know, we need to get everything into sales for us.
We need to reduce the amount of bodies and people who have to
touch individual opportunities. We need to be able to scale quickly.
And tackle has really been a fantastic partner to help us get
there.
You know, at the volume of transactions that we do, if we had to
do that one by one by one, you know, manually entering all
different stuff, going into three different portals to try and
close out one deal, it's just not efficient.
And it's not efficient. And it takes a lot of skill.
You know, it takes a lot of understanding of the why.
Why is this happening in this deal? You know, you got to
understand a lot about the business itself before we even start
transacting on the marketplace. So scale automation, making things
faster.
You know, auto reconciliation even is, is another one that we're
looking into for this year.
And so we're looking at how we can do that.
Just trying to optimize our time as best we can so that the
creation and sending out of private offers is faster so we can
then take our people who have been focused on that for the last
two or three years and move them to focusing on optimizing the
rest of our business and just have that running and able to run
in a much more lightweight fashion as opposed to, you know,
the cost of the business.
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