Strategic Partner Management Lead

The role will serve as the primary IP MC-E interface to assigned partners, remove internal roadblocks, and coordinate global execution across a matrixed organization, territories, or industry.

Key Deliverables

- Joint business and enablement plans for assigned global partners, aligned with IP MC-E priorities and the approximately $50 million annual sales objective.
- Partner opportunity pipeline, governance cadence, executive engagement plan, and documented escalation path.
- Partner-ready technical and business information package, including solution positioning, roadmap context, training resources, customer evidence, and reusable sales assets.
- Regular partner-performance, risk, dependency, and action-closure updates for IP MC-E leadership.

Qualifications and Experience

- Bachelor’s degree in engineering, computer science, telecommunications, business, or an equivalent combination of education and practical experience.
- Typically 8+ years of relevant experience in strategic partner management, channel or alliance development, business development, Sales, or Pre-Sales.
- Demonstrated success working with large global partners, system integrators, technology partners, or channel organizations to build pipeline and achieve revenue objectives.
- Strong understanding of IP networking solutions and the needs of mission-critical enterprise customers.
- Experience developing joint go-to-market plans, partner enablement programs, sales plays, and executive engagement plans.
- Strong executive communication, negotiation, facilitation, stakeholder-management, analytical, and problem-solving skills.
- Ability to work autonomously, manage competing priorities, remove ambiguity, and drive action without direct authority.
- Willingness to travel for partner engagements, customer meetings, business reviews, and industry events.

Success Measures

- Partner-influenced pipeline, sales, and order intake progress against the approximately $50 million annual objective.
- Improved partner readiness, engagement quality, access to information, opportunity progression, and satisfaction.
- Faster resolution of internal roadblocks, with clear ownership and fewer route-to-market or execution ambiguities.
- Quality and consistency of joint planning, partner governance, executive engagement, and action closure.
- Positive feedback from GSCO Partner Sales, assigned partners, Regional Sales and Pre-Sales, and IP MC-E leadership.

Key Interfaces

- Internal: IP MC-E leadership; GSCO Partner Sales; Regional Sales and Pre-Sales; Product Line Management; marketing; services; operations; finance; legal; and technical teams.
- External: Priority global partners, system integrators, technology partners, channel organizations, and selected customers.