The Partnered Podcast

003: Joey Malysz • Channel Partners @ Segment

Episode Summary

Welcome to The Partnered Podcast Episode 003 with Joey Malysz, Channel Partners at Segment (previously Alliance Partnerships Manager at Mixpanel & Technical Sales at Intel). Enjoy!

Episode Notes


Join host Adam Michalski as he interviews Joey Malysz, Channel Partners at Segment. Joey offers some great insights having been early in building the partner programs at both Segment & Mixpanel.

Topics Covered:

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Episode Transcription

Welcome to the Partnered Podcast, the podcast where we interview C-level enterprise partnership leaders from the world's best SaaS companies. The goal is to give you an inside view on how leading organizations drive the most partner-sourced and influence revenue out of channel sales partnerships and alliances.

The Partnered Podcast is brought to you by Partnership Leaders, the community where the best in partnerships, channel, and ecosystems come together to share knowledge, network, and grow their programs. Apply to join the conversation at We're also sponsored by, the leading tool for managing and measuring SaaS partnership sales. helps you make more revenue from your existing partnerships. If you're using Salesforce and Slack, check out to get started today.

[00:01:07] Adam: Super excited to have our next guest on the Partnered Podcast today, Joey Malysz, Channel Manager at Segment. And I guess to kick things off, Joey, you want to give a little bit about, uh, your background and how you got into, uh, Channel Partnerships?

[00:01:19]Joey Malysz: [00:01:19] Yeah, absolutely. Thanks for having me, Adam. So, my background, I, I took an interesting route to partnerships. My education is in electrical engineering. Uh, after college, I worked for Intel for about a year in a sales rotation program, going between sales, marketing and support. And I realized that I like to work cross-functionally, but didn't really want to specialize in one of those things. Uh, I also realized that unlike working for a company as big as Intel, and I ended up getting into the current ecosystem, uh, at Mixpanel.

[00:01:48] I started off in support or success engineering, uh, helping customers answer any technical challenges and debugging. I transitioned to solutions architect, working with enterprise and strategic accounts, run implementation planning and strategy. And during that time, I, uh, worked with a number of fantastic partners who really helped, uh, set the customers up for success, and identified additional opportunities for Mixpanel to add value across an organization. And they really helped us navigate a lot of complex renewals.

[00:02:16] And around a year into the solutions architect role, we had the opportunity to start our channel, our solution partner program, and I jumped on the opportunity, coming in with, uh, a success mentality, which I think has served me well. Um, did that for about a year at Mixpanel, uh, before hopping over the fence to Segment. Um, and I've been a channel manager at Segment, working with our, uh, ecosystem of partners for about a year now.

[00:02:42]Adam: [00:02:42] Got it. And I am super excited to, you know, talk a little bit about Segment, given where you guys sit in the ecosystem. But before we dive into Segment, um, would love to learn a little bit more about how was the process of, you know, really being thrown into the fire at Mixpanel and having to stand up the, the, the partner program, you know, from effectively nothing, it sounds like?

[00:03:03]Joey Malysz: [00:03:03] It was tough. Um, I was up to the challenge, though. Uh, when I first started, I didn't really know what I was doing. We had the goal to create new relationships so that we could apply them, um, to facilitate implementations, but then also to generate leads and pipeline for our sales. Um, and so, I started by just diving in headfirst. I got on the phone, reached out to a number of partners that I knew worked with Mixpanel and other folks in the ecosystem.

[00:03:25] And it was really trial by fire. I didn't necessarily know what I was doing. I didn't know what really incentivized partners, and I cast my net as wide as possible. And after a number of different strategies, trial and error, figuring out what resonates with partners, how I can align to their specific goals, uh, I slowly over time began to get a feel for partnerships and developing, and cultivating relationships that were ultimately win-win. Uh, but it, it wasn't an easy transition. It wasn't smooth. But I do thank Mixpanel for giving me the opportunity, because once I started, I never really looked back.

[00:03:54]Adam: [00:03:54] And clearly, you must have, uh, en- enjoyed the, the channel experience, because, uh, that's obviously what, you know, lay- led you to the role at segment. Um, I guess, you know, focusing on that for a couple of seconds here, just around, uh, I mean, what, what ultimately, like, do you enjoy most about Channel?

[00:04:10]Joey Malysz: [00:04:10] I get to wear so many different hats. Uh, so, from keeping me engaged with the role, sometimes, I put on my sales hat, and I'm trying to, um, you know, facilitate getting a deal across the finish line. Other times, I'm wearing my success hat and I'm trying to teach partners how to implement Segment successfully. Uh, and then, other times I put on more of like, uh, a product engineering type of hat, where I'm investigating critical issues that are with certain integrations with Segments, and providing feedback for how they can make our product better, and ultimately, uh, make our partners and our customers [inaudible 00:04:43].

[00:04:43] So, the versatility that the role provides is really exciting and engaging, and I think why a lot of other folks have gone into partnerships when they, you know, they weren't really willing to make the commitments go all in on sales or all in on customer success. And I think you get to see so many different parts of the business being in a role in channel or solution partnerships.

[00:05:02]Adam: [00:05:02] Awesome. And yeah, I mean, you break a great point there that, you know, partnerships, at the end of the day, it's kind of like a meshing a variety, a variety of different types of roles and responsibilities, which is what makes the, the space so exciting. Um, and with that said, so, I mean, what we found is that a lot of different, you know, uh, companies just do partnerships differently. Um, so, could you provide a little bit more about how Segment structures partnerships and more, like, specifically what, what exactly your role entails?

[00:05:28]Joey Malysz: [00:05:28] Yeah. Absolutely. So, at Segment, we break it out into three main pillars. Um, one, which is quite often its own world, is our startup program. Uh, given the fact that Segment started as an integrations platform for SMB companies, we want to reward, uh, companies going through the similar, uh, challenges of trying to identify product market fit, uh, in scaling their company. So, our startup program offers, uh, steep discounts to proof incubators, accelerators, and ultimately startups, so that they can begin, um, their company, uh, journey with a strong foundation for customer data collection and activation through Segment.

[00:06:03] Um, and they can also chain together discounts with different tech partners that we have in our integration catalog. But they're kinda off in their own world, doing their own thing. Um, the next pillar we have this technology partnerships. These are all of our integration partners you see in our catalog, with some people referred to as ISPs.

[00:06:18] And so, there's three focus grou- or areas within tech partnerships for us. First is making sure that the product works, and it's compelling and has unique value proposition. Uh, the second is making sure that we can market that solution with, uh, tangible customer proof points to develop business for both us and our technology partners. And then, finally, the joint selling motion between our own account executives and sales teams.

[00:06:40] Um, but what I cover is kinda the final component, which is channel partnerships. Some people call it solution partnerships. And this is working with all of the agencies, consultancies, and systems integrators for, uh, two main purposes for our business, and we're metric, accordingly. The first one is more traditional. We hope that the relationships with them can help us tap into net new opportunities for the business. Um, so, we've measured the success based off of, uh, leads generated, pipeline generated, and monthly revenue as well.

[00:07:07] Um, then, the next component, and I'm glad we do this is, um, actually making sure that we can cultivate experts in segments and adjacent technologies to apply them, um, for implementations or even more strategic projects, like, uh, uh, a revamp of their entire customer experience [inaudible 00:07:25]. Um, and so, ideally, we kind of get to a point where it's beneficial for both us and the partner, where we're tossing each other opportunities to work together, and ultimately to benefit our end customers.

[00:07:36]Adam: [00:07:36] That's awesome. And, I mean, just to give, you know, our listeners a little bit of a scale, uh, like, how many partners are, are we talking here? Is this hundreds, thousands?

[00:07:44]Joey Malysz: [00:07:44] Oh, man, uh, as an integrations platform, we have a very extensive catalog of tech partners, uh, for Channel. We also have a pretty big ecosystem. I think we have, uh, 425 channel partners with a signed agreement, but I would say that we work, um, insistently with some around 50 of them, and then a smaller group of around 20 of them, which we consider, quote, "focused" or elite partners, um, who are pretty well educated on our platform, and who are, um, driving, you know, revenue and opportunities for us to work together as well.

[00:08:15]Adam: [00:08:15] Got it. Awesome. Yeah. And I think, I mean, that's just a function of, obviously, where you guys sit in the marketplace and why I was, uh, particularly so excited to speak with you. Um, and when you think about that, I mean, that's obviously a substantial amount of partners, like how do you think about, you know, the prioritization between, you know, each one of the different partnerships? Obviously, there's, there's a structure component and where they fit within your partner ecosystem, but like, even within those different segments, how do you think about prioritization?

[00:08:38]Joey Malysz: [00:08:38] You know, this is definitely a challenge. And one thing that I always try and keep in mind is that activity does not equal progress. Um, so, ideally, the partners will have, um, like, uh, will have a clear plan in place for them for onboarding, training, certification with a, a line of sight and the opportunities to work together in both directions. And if that's not clear, or if we don't have a line of si- sight to success on either end, then I'll deprioritize the partnership slightly until they invest a little bit more in creating more of a clear, comprehensive plan of action.

[00:09:08] And we, we try and give them the blueprint to, you know, set up themselves. A lot of partners when they first start out are a little bit more self-serve. Um, but then, once they hit more of maturity, where they have certified consultants, where our go-to market teams can validate working with them in both the sales and the implementation capacity, then we turn our focus to, you know, continuing to nurture and develop those relationships.

[00:09:28] But, uh, it's not exactly, uh, a formula or an exact science. A lot of it, and I think a lot of partner colleagues would agree, is just, um, you know, making, uh, strategic bets at the right time on, uh, what partners you truly believe in, which ones are a great culture fit, which ones bring business, and which ones do a fantastic job in ensuring that your customers are ultimately successful, uh, with your product.

[00:09:49]Adam: [00:09:49] Yeah, you make a great point. At the end of the day, I mean, these are ongoing relationships that, you know, can tend to ebb and flow, depending on, you know, the partner's willingness to, to devote resources and time to, to the actual partnership, effectively like a ligi- a living organism of its own. Um, I guess one of the questions, I mean, you had brought it up earlier, too, is, you know, just determining the overall ROI. Um, can you speak a little bit to how you think about kind of measuring partnerships and, and just the, the benefits of the organization?

[00:10:15]Joey Malysz: [00:10:15] Yeah. Absolutely. Um, so, the sales, uh, arm of the partnerships is always gonna, uh, evaluate the successful partnership based off of, uh, pipeline and revenue generated. So, for, for us, it's as simple as just ARR brought in from partners, but also the number of qualified opportunities, uh, in the size of the pipeline that they bring. Qualified opportunities, meaning that an account executive has progressed it to, for our stage two. Uh, I think a lot other people would call this, uh, SQLs.

[00:10:41] Um, and over time, once we develop pipeline with a partner, we also focus on more, um, like pipeline velocity, identifying specific blockers, as to some partners that might, you know, fill the top of funnel with a lot of leads, but they're low converting. Or other ones where, you know, all their leads do convert to revenue. What are they doing? How can we take that and, uh, replicate it with the different partners that we have that match a similar profile?

[00:11:03] Um, from the actual enablement of the partners, to determine if they're implementation-ready, uh, we measure the number of consultants who have gone through our certification tracks. We break it out into analytics, which is more high-level value proposition, and implementation as well. And we require that for eligibility into any services introduction that they have two folks that have gone through certification, end to end. That's subject to change depending on the size of the partner, but usually that's a good minimum.

[00:11:29] Um, as well as, ideally, they have a tangible customer proof point or a POC workspace that we help them create, to actually demonstrate to our go-to market teams that they can be trusted, that they know what they're doing. And we work with them to make sure that they meet this implementation health score. Um, and then, ultimately, on the customer success side of things for partners, we, um, do number of attachments of partners, but then we also monitor specific, uh, customer [inaudible 00:11:52] like, uh, again, to tie it back to revenue.

[00:11:54] Are they expanding accounts? Are these accounts renewing? But also, uh, a survey system that we have with our own internal teams, as well as the, the partner end-to-end client to figure out what was the satisfaction. Did they meet the goals that were outlined in the SOW? Are they happy with the partner fit? Is there anything that we can do to improve? Um, so, a lot of the metrics we do to evaluate our program are almost, uh, like basically how you would evaluate the success of any go-to market program, but just on a slightly smaller scale.

[00:12:21]Adam: [00:12:21] That's awesome to hear. And I, I mean, I definitely want to get back to the implementation, um, piece, but for, for on the sales pi- uh, sales piece, uh, particularly, we peel back a couple layers there, like from a more tactical perspective, um, how exactly is, you know, all those op- uh, or how are those opportunities getting logged? Are they, um, are they being done by the rep in Salesforce? Are they being done by the partner manager? Um, kind of how do you make sure that the data there is accurate?

[00:12:47]Joey Malysz: [00:12:47] So, we invested in a PRM we use in partner as our solution. Uh, and this facilitates the partners logging into the PRM or the partner portal, where they can access training and certification or register leads. And way that this works is we ask for a number of different inputs, um, specific to how we would typically qualify an opportunity, um, and relate to how we price, uh, our product. And it syncs with Salesforce.

[00:13:10] So then, it will load a lead into Salesforce. It will indicate certain fields that, uh, tie into proper attribution to the partnerships team. Um, and then we're able to enter them and then lead into any workflows for, uh, getting engaged with an SDR to qualify it and an AE to do discovery. Um, but on, I guess, when we were earlier, and back in my Mixpanel days, we use some Airtable form, which works perfectly fine, just to, you know, collect leads and load them into Salesforce.

[00:13:37] But given the fact that the CRM is the source of truth for us, um, we, we have to connect the leads, uh, in some way to that. But when you're first starting out, and I remember this at Mixpanel, we just did a very manual process until, uh, that wasn't supported anymore and just generally broke.

[00:13:51]Adam: [00:13:51] Got it. Got it. Uh, and for the, um, particular use of like, like the PRM there, are there any like best practices or like any pitfalls to avoid for any of our listeners?

[00:14:01]Joey Malysz: [00:14:01] Oh, man. It's, uh, it's really tricky. Uh, I would definitely consult other partnership managers in the ecosystem, um, around how they conducted their own, uh, PRM, uh, RFI or RFP, what they look out for kinda challenges that they ran into. For, for us, implementation was a, a bit more heavy than we thought it would be within Partner, uh, especially around the Salesforce, uh, integration. Um, I wish they had a little bit better, uh, error logging.

[00:14:28] Um, and it took us I think, uh, around three months to get it off, off the ground, once we had signed the deal with them. So, definitely when you're evaluating, be as comprehensive as possible. Think of every edge case where it could fail for a partner registering a lead or an opportunity, um, or even registering to be part of your program. Um, and, yeah, just make sure that you allocate a ton of time, like multiple months to, to getting it off the ground. It's not something that you just, you know, turn on the lights and overnight, boom, you have a PRM that's working fully functional.

[00:15:01] And it, it takes away from time that could be spent developing or creating new relationships. But in the long run, it saved us so much time, being able to onboard partners, send them the appropriate agreements in an automated way, uh, allow them to register leads and access training and certification. So, the juice was definitely worth the squeeze. But it was a little bit tougher squeeze than I had anticipated getting it off the ground.

[00:15:22]Adam: [00:15:22] That's super helpful feedback. Um, and I know a lot of our listeners will definitely be evaluating, you know, similar type solutions as well. So, um, just one more question on, you know, the sales side before we move on to implementation, um, regarding like, sales specifically. Uh, I know, obviously, there's like a lot of folks, you know, competing for, uh, the source opportunities or, you know, in a lot of organization, even influenced, uh, like opportunities. Um, how did you go about, you know, getting executive buy-in around, um, you know, getting the PRM solution in place, but also for the ability for, like, getting the actual data, um, to kind of give, you know, partnerships the credit that they deserve for each one of these touchpoints?

[00:16:02]Joey Malysz: [00:16:02] Yeah. So, there's, uh, kind of getting the buy-in for the PRM and then also attribution. So, getting the buy-in with the, with the, the PRM, um, we had to carefully log all the time that we spent onboarding new partners, um, sending them the DocuSign agreements, um, routing them to training and certification. And we're able to tie that into a labor cost with us associated with, uh, doing these processes in a very manual way, as well as the opportunity cost of some leads that actually slipped through the cracks.

[00:16:30] And our revenue operations team, after kinda seeing the data, being a data-driven team for a data-driven company, said fine, like the cost of the PRM, which I'm not going to say, I think you'd have to talk to the Bernard about that one, um, justifies our actual investments. And then, um, you know, it was I guess like a traditional sales exercise that we worked with, uh, end partner to make sure that we're correctly mapping the, uh, price to the value of the solution.

[00:16:52] Um, and as far as attribution is concerned, I'm really glad Segment did it this way. And, um, I, I think other organizations should do this for when they're first launching their partner program, is the concept of an overlay opportunity. Um, there's going to be times when, uh, we figure out a partner is involved in the lead, but the lead comes through an inbound channel or, um, you know, they attended an event. So then, the events team has the first attribution, uh, to lay claim to sourcing it.

[00:17:18] And so, we, we have a concept called the overlay Q0, where if, um, there's tangible evidence that partner had, in fact, had a conversation or a meeting that led, uh, the opportu- led the lead, led the lead, to, um, to segment in any way, whether that was an event, whether that was, uh, to fill out a demo request form online, then both us and the other sourcing channel would get credit for it. However, we're a lot more strict when it comes to the, quote, "finance" view of, uh, sourcing opportunities.

[00:17:47] So, if a partner wants eligibility for any referral commission, then they have to register it through, uh, our PRM. And they have to do it with a clear first touch attribution as well. But, anyways, the, the overlay concept, make sure that that I'm not competing against SDRs, uh, our pipeline generating teams, uh, in order to, uh, make sure that we, uh, you know, source and close additional business.

[00:18:10]Adam: [00:18:10] Interesting. Yeah, you bring up a great point around just, I mean, the conflict there. So, now switching gears back to implementation. Uh, for implementation, specifically, um, obviously getting, you know, folks trained up and, um, understanding how to properly implement your tool is no small task. Um, could you elaborate a little bit about how you kind of think about, you know, that initial training program or even earlier, how you think about vetting, you know, folks to make sure that they are the types of folks that you would like to, or you feel comfortable introducing to clients for that implementation?

[00:18:42]Joey Malysz: [00:18:42] Yeah. Absolutely. We, we do some upfront qualification with partners that come in bounds or we get connected with, um, just to see the types of projects that they've done before. Have they worked with Segment or a similar technology? Are they well versed in systems integration? Have they worked with other complex to implement tools before, um, like, let's say the Adobe Suite or ecosystem? Um, and we usually have them walk us through an example, um, project that they've had with a client.

[00:19:07] How do they structure the, uh, SOW? What were the deliverables? What technologies were used? And we can get a pretty good sense upfront on whether or not they have the chops to support, uh, more, uh, technical implementations of the segment product. Um, and once they kind of, like, pass through that initial funnel, um, we then focus to actual formal certification. We have our automated pads in our OMS, um, about 10 hours of content in total, uh, focused on analytics, and then half of it on implementation.

[00:19:37] And that just kinda scratches the surface for, um, for them being implementation-ready, but it's at least a baseline to start out with. We, we feel that those 10 hours, make s- make sure that if we ever introduced them to an implementation op, that they wouldn't totally flub it, that they'd be able to uncover business goals, map that to KPIs, and then port that into an actual, uh, implementation and tracking spec with Segment.

[00:20:00] Um, but to make sure that they're truly, quote, "deliverable ready," they have to either source an opportunity to implement it themselves, which we kinda help them with. Um, they need to create a POC workspace with common tools that they would expect to interface with. Um, so, we give them a free project with all features and functionality enabled to tool around with, and we'll review that project with them.

[00:20:19] Um, but we also do additional, uh, workshops about like eight hours of content for deep dives for specific partners that we definitely want to invest in, or that we want to, you know, there, they're 75% of the way there, but they're not necessarily Segment, uh, ninjas yet, and to get them to being the fully trusted Segment ninjas. But, uh, to consider a partner, like, ultimately perfect for implementation for us, there needs to be some type of, uh, customer reference point that's been signed off by us, by partner, by the customer, and our, our success team as well. There's a, a number of different steps.

[00:20:50]Adam: [00:20:50] I love it. And I mean, yeah, you, you mentioned a great part there. Like, I mean, at the end of the day, that I guess the, the true metric here is, you know, customer success or, you know, the customer experience. Um, so, uh, in that same vein, I mean, how has, you know, how, how have the customers reacted when, rather than having, you know, an internal team or internal customer success manager responsible for, you know, implementation, um, and getting them up and running? Uh, how has the, the experience been for, you know, when they utilize like an external partner?

[00:21:19]Joey Malysz: [00:21:19] It's been great, but I want to, you know, uh, build that one back a little bit. So, we always position I think, um, you know, uh, other companies with internal professional services to position their partner services as, uh, an extension of what they can offer internally. Um, we think our professional services team is of course world class for anything around planning and implementation, uh, and deployment of CDP, with the usual suspects in our ecosystem.

[00:21:45] But our partners offer a lot more, uh, holistic understanding of different downstream tools and technologies. Um, they can, uh, navigate across different roles in the organization to uncover expansion or additional use cases. Um, or, you know, they can actually dive into code and set up, uh, Segment end to end for the customer. So, we ideally want to get to the point where they're using both internal services, um, and also partner services, uh, just to get that extra mile, that white glove approach. Then, you know, they're, they're going to be much more successful.

[00:22:16] However, we do have some who went on to Segment and they, they're not necessarily at the specific price point or tier for segment professional services, or, um, they just don't necessarily have the budget. And we always say, you know, it, it's better to use some help than to try and do this alone. And in that case, we'll recommend the partner as an outright replacement of Segment professional services often at a, at a discount.

[00:22:38] Um, but, but so far, it, it's been great. It's not without its bumps. Um, you know, inevitably, a partner you introduce isn't gonna be as good as your internal professional services team at your specific technology. Um, they're not going to know all the tips and tricks, bells and whistles. They're coming in with maybe doing one or two Segment implementations versus, you know, 50 to 100. Um, so, it, it's really important to hold their hand through the first couple of ones and ideally have them shadow, uh, SA implementation onboardings, or have them shadow internal trainings.

[00:23:08] Um, and, like, ideally, we want to turn them into like a solutions architect light, uh, for Segment, um, but in reality, that's not going to be the case. So, we, we make sure that we offer dedicated support channels for them, uh, where if there's an urgent client issue that we can, you know, allocate some of our own services, or our partnership's resources for a little bit. Um, but, uh, yeah, overall, I would say that our, our customers who implement, uh, with a partner are more likely to grow, uh, in the long run and be retained.

[00:23:36]Adam: [00:23:36] Okay. You make a, you make a great point there. I think, I mean, at the end of the day, especially for, you know, younger organizations, um, uh, outsourcing this or bringing in a third party to, to handle this is usually just a, you know, a big mental barrier. But at some point, the ability to actually, you know, scale your organization really depends on the ability to bring in other folks, whether it be for smaller ACV accounts or, or, or otherwise. So, I mean, you know, these learnings are definitely fantastic to hear, especially from a more mature, you know, partner programs such as yourself.

[00:24:05]Joey Malysz: [00:24:05] Yeah. Absolutely. And, um, uh, a lot of times, organizations can, you know, they'll try and aggressively apply their own services for revenue generation, because you can go for services. And I think, like, you know, it's good to get revenue from your own services team. But, uh, the opportunity cost of not looping in a partner is greater, where if you actually lose a partner in to do the service, like granted, they, they might, uh, you know, have a couple of fumbles throughout the process, and need a little bit more help.

[00:24:30] But, um, once they become an expert in your technology, then they become evangelists and force multipliers. Then they become better at implementations, but also they're identifying additional opportunities to bring Segment to the table. And internal services teams aren't, you know, having necessarily that same, um, effect in being able to bring new business, uh, to Segments. Um, yeah, it's just an important thing to understand when, uh, you're scaling your services and your partnerships even at the same time.

[00:24:55]Adam: [00:24:55] Super helpful. Super helpful. So, for, I guess, in general, this is gonna be a very broad question. Um, but, I mean, what, what are you most excited about, you know, for the, whether it'd be the future of Segment partnerships or, uh, just the future of the industry, in general?

[00:25:08]Joey Malysz: [00:25:08] For the future of the industry, I'm really excited to see, uh, partnerships be more and more prioritized for companies similar to Segment. Uh, and we have our own, like, Partner Leaderships Institute Group, which is a great place to go for, uh, connecting with like-minded peers or getting advice on how to scale your program. Um, but I think we all agree that, uh, partnership should be its own, uh, you know, organization within, uh, your go-to market team.

[00:25:32] A lot of times partnerships rolls up into sales. And then, the problem you have there is, um, you know, your partners are just trying to squeeze everyone for... Or sorry, your partnership's team is trying to squeeze partners for as many leads as possible, without trying to reciprocate or having, uh, you know, customer success in mind. Uh, likewise, if your team rolls up into EPD, uh, more on like the technology partnership side, then they'll be able to execute, um, you know, a little bit better in building the integrations, but maybe your ability to co-market or co-sell with partners struggles a bit.

[00:26:00] And I'm excited to see, uh, you know, different companies adopt the, the mindset that partners and partnerships in order to be successful, the partnerships with BD team needs to be entirely, uh, cross-functional, where they're working in tandem with the different organizations, rather than, uh, rolling up and being metric-exclusive to one team. Um, so, I'm excited to see the, the rule evolve, especially as more and more companies see benefits of having a thriving partnerships team, and the cost of not.

[00:26:27] Um, I think a lot of companies that have struggled in, uh, our ecosystem struggle to find scale. Uh, you can actually point to, uh, a lack of an investment in partnerships, where they tried to be kind of like an all-in-one suite and they're not focused on technology partner integrations, or they don't have good joint sales motions with, uh, a different technology partners, so that, um, they're leaving opportunities on the table. Or their competitor ends up dominating the channel, um, or their solution partner ecosystem. So then, once they actually come around and realize that they're getting beat up pretty bad, uh, upfront through having a competitor with a thriving ecosystem, uh, it's more and more difficult for them to establish their own, um, their own channel and their own solution partner ecosystem.

[00:27:10]Adam: [00:27:10] What are you most excited about for the future of Segment?

[00:27:12]Joey Malysz: [00:27:12] Uh, I think from the Segment-centric perspective, the market opportunity for CDP is, is vast. It's incredible right now. I think Gartner estimates that it's a $17 billion, uh, market in 2020 alone, with almost 2X, uh, that for services opportunity for all of our channel and implementation partners. Um, and with Adobe, Salesforce and some big players entering the ecosystem, uh, it, it fur- further validates the future and the need of CDP enterprise.

[00:27:41] Um, and it presents its own challenges. Like, we are technically competing against, um, you know, these established partner networks that have existed for 15 plus years, with, uh, dozens and dozens of people who are dedicated even full time to the relationships with some partners. Um, but it's, it's a, a challenge that I'm excited to tackle. Um, I think because we're smaller, we're a little bit more nimble and quick. So, we can, uh, you know, play by our own rules, which can be an advantage, rather than having to deal with big, uh, well-established process.

[00:28:11] Um, and it's really rewarding once you see it click for someone that, uh, you know, actually gets their hands to keyboard on your product and wants to evangelize it from the rooftop. Uh, so, we're building something, I think big and special, slowly, but surely, and, uh, I'm confident that Segment is gonna be successful. But what I'm most excited about the Segment success bringing is the, um, you know, splash effect it's going to have for all of our, uh, awesome tech partners in our ecosystem.

[00:28:35] Um, we've been able to unlock so much value, uh, and help our cust- or help our partners tap into additional customers, through having them being in our integrations catalog. People don't buy Segment for Segment. They buy it for a specific stack in mind, whether it's a growth stack, a MarTech stack, and ad stack, or an analytics stack. Uh, and to actually realize value, you need a bundle of best in breed tools. So, we're giving all of these different tools a fighting chance legacy marketing clouds, and we're empowering them to, uh, tap into new opportunities that they wouldn't have had access to before.

[00:29:08] It's as simple as someone saying, "I want to enable this integration to go on to Segment's platform and turn it on." And it's a key factor. Um, so, I'm really excited that we're not going to do this alone. But the success that we will experience is going to, um, also result in the success for, uh, our technology partners in our broader ecosystem, and, you know, by, uh, in effect, also the partner managers that work tirelessly with.

[00:29:32]Adam: [00:29:32] Awesome. And for, uh, anybody who's looking to partner with Segment, obviously, you have a pretty extensive partner program, I mean, where, where should they head?

[00:29:40]Joey Malysz: [00:29:40] Yeah. So, uh, best place to get started is Um, we'll ask you to fill out, uh, uh, a brief form with some information on, uh, if you're a channel partner, uh, the types of projects and customers that you work with, why you want to partner with us. Uh, and then for technology partners, how your pricing model works, um, the value that the integration would provide to customers, other existing ones. Um, but once it's in the PRM, then it gets routed to the appropriate teams, and we'll hop on the phone with you to scope things out, and, uh, make sure that we welcome you with open arms into the partner program.

[00:30:10] Um, in building on Segment, we also have a developer portal. So, we actually now empower, uh, new partners or people interested in building integrations between Segment and their platform to self-serve the ability to build that and add it to our catalog as well. So, we want to make sure that we're not a blocker in anyone wanting to partner and work with Segment from the technology side of the house. But everyone can always reach out to me, um, on LinkedIn, Joey Malysz, M-A-L-Y-S-Z, Joey.Malysz, Joey.M-A-L-Y-S-Z at And I'm happy to help.

[00:30:37]Adam: [00:30:37] Joey, this has been incredibly insightful. And I just wanted to thank you so much for taking the time. I really appreciate it.

[00:30:43]Joey Malysz: [00:30:43] Of course. Thanks for having me today, Adam.

[00:30:45]Adam: [00:30:45] Talk to you soon. Thanks for joining us. 

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