The Partnered Podcast

059: Partnerships & Sales with Alex Thomson and Daniel Lancioni

Episode Summary

Welcome to The Partnered Podcast Episode 059 with Alex Thomson, RVP of EMEA at Quantum Metric and Daniel Lancioni, Partnerships Director at Quantum Metric. Enjoy!

Episode Notes

Join host Adam Michalski as he interviews Alex Thomson, RVP of EMEA at Quantum Metric and Daniel Lancioni, Partnerships Director at Quantum Metric

Alex, Daniel and Adam discuss how to think about your partner ecosystem from a sales perspective.

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Episode Transcription


 

Adam Michalski: [00:00:00] Welcome back to The Partnered Podcast! Super excited to have Alex Thomson on today, VP of EMEA at Quantum Metric and Daniel Lancioni, Partnerships Director of EMEA and APAC at Quantum Metric. And guys, just to kick things off, can you tell us a little bit about your professional backgrounds and your roles at Quantum Metric?

Alex Thomson: [00:00:16] For sure Adam and happy to be here. Thanks for inviting us. So my name's Alex I head up the go-to market for Quantum Metric. I’ve been in the software business for about 15 years prior to this and was involved in backup and disaster recovery for AWS and public clouds. And prior to that was also involved in security and monitoring solutions for a company called Logic. 

Now they've been acquired by Solar Winds. So a lot of experience in the security space, the monitoring space and the big data space. And that's kind of what's led me to Quantum Metric and very much in this data analytics space, kind of bringing all that knowledge together.

Daniel Lancioni: [00:00:54] And yeah, Adam, thanks for having me long time listener. First time, caller, I guess you could say the content, my head up on technology and agency consultancy partnerships across both Amir and APAC. So to, I guess, use a classic partnerships analogy building. One plus one equals three relationships.

And I'm the first partner higher on this side of the Atlantic in line with our recent $200 million raise and focusing on winning a lot of business outside of the Americas. And then prior to quantum, I worked at a company that you know, very well. So a business called braise who are a customer engagement platform.

And just passed $200 million in ARR. And I looked after all agency partnerships there. And then prior to that, I worked agency side, basically my entire career with my latest stint at media column, as the digital director, running the Walgreens boots loads account across programmatic search affiliates and all those types of channels.

Even before working in the world of SAS, 

Alex Thomson: [00:01:47] I've always been working heavily in partnerships. 

Adam Michalski: [00:01:50] I love it. Yeah. And I've been a longtime fan, so excited to finally have you on the podcast, Daniel. All right guys. So I think the first question that I had for you is, you know, I'm obviously familiar with all the awesome work that quantum metric is doing, but can for our listeners who may not be as familiar, can you share a little bit about like what quantum metric is and the various.

Like partnerships that are involved that quantum 

Alex Thomson: [00:02:10] metric. Yeah, definitely. You know, concrete metric is a platform that was created by our CEO and founder over in Colorado, about six years ago now. And the vision for, for the business was providing the ability to our customers so that they can see what their customers doing are doing in real time.

Right. So it really is capturing end to end that customer journey. So. Click touch, scroll and everything that, that your customers do on your digital platforms, whether that's a web mobile web or native app or kiosk, even it's giving you that, that full visibility we're doing. So for example, you know, why, why have I come to the site?

What am I doing? The journey I take through that platform, through your digital property. And then giving you quantifiable insights as to the frictions I'm running. Yeah. Right. And, and, you know, we've all been there. Right. You know, every single day, it's kind of interesting. I, you know, I've got a one-year-old daughter and it's amazing how quickly they pick up on that ability.

When they, when a website doesn't load, they hit the refresh button already. And that's conditioned, then you, from the moment you're born almost nowadays, right? Maybe it's a scary thought for society, but that's conditioned than you from the very beginning. Right? Reflex reaction to refresh a page.

That's a, that's a bad experience, right? So what we're doing at concent metric is giving the ability to see customers you've run into experiences like that, but also quantify the impact. So how does that impact your bottom line? How does that impact your, your MPS, for example, or your customer experience or feedback, how does that tie into your business goals, your business KPIs, and then how do you go and fix that problem?

Right. And that's, that's kind of what we're doing from a content metric perspective. Donald don't know if you'd add an added any to that though. Yeah, I think, I think the only 

Daniel Lancioni: [00:03:48] thing I'd add on top is if you look at our CEO and founder, Mario, you know, he, he built our platform around a premise, which we were calling continuous product design and continuous product design, like rave originated as an evolution to agile methodology.

So in agile, too often teams on solving the biggest problems for the customer. And, and we are looking to change that. So we have a, like an amazing analogy here that if you look at a brand like Coca-Cola their recipe, hasn't changed for over a hundred years. But if you look at a business like Spotify or Netflix or Disney plus that they're dropping hundreds of lines of code every single day, And they are continuously improving their product.

So CBD brands or continuous product design, first brands, they are constantly thinking about their biggest customer challenges and then how they're going to design their business around that. And we are that center point of helping big enterprise logos. Find those challenges across 

Alex Thomson: [00:04:47] schools. Yeah. And I think, I think the point, yeah, I think you make a pretty good point down because you know, these big enterprise brands that we work for the most brands or any company, really, you know, the, if you look at kind of the fortune 500, the amount of time the businesses stay in that space nowadays is shrinking all the time.

Right? You look at, you know, I'm going to be cliche, you know, Facebook, Amazon, et cetera, et cetera. They've been around for shorter and shorter periods of time. So the rate, the way you stay ahead of your competition is disrupt yourself. And the only way you can do that is that, that data analytics behind that.

Right. And, and again, as, as Dan mentioned this around, that was the vision that I'll see you and Mario had, it was around. How do you build that out? And kind of agile was great, but how did you go to that next? Yeah, and I think, 

Adam Michalski: [00:05:32] I mean, where the problem that you guys are solving is fascinating. I also think what's really interesting about it is that it really.

You know, it's kind of the center piece here in terms of, I mean, when you're trying to understand that entire user journey, you clearly need to pull data from multiple different sources. You probably have a lot of folks or a lot of different types of partnerships in, in your partnership ecosystem. So let's talk about that for a couple seconds is like, what does the partnership ecosystem look like?

A quantum metric? And then what we, where we can go from there. It's just like a little bit of a next step here is I really want to dig in. I think what's unique about this episode is that Alex obviously having you here from the revenue side, I really want to kind of dig into how you think about this from like the revenue perspective.

So yeah, let's go ahead and start on like what the partnership ecosystem looks like for quantum. And then we can go into the, the components on the sales side. 

Alex Thomson: [00:06:20] Yeah, definitely. Yeah. Dan obviously speaks to partners every single day. That's why Dan joined the business and, and we're scaling incredibly across EMEA and APAC on the back of that, that funding.

But essentially for us partners is the cornerstone as we grow, right. Partnerships for us is, you know, if we can win together and we can be successful and grow together, then that's going to give a better end to end experience for our customers. Right. Because there's no one single piece in that digital.

Transformation where everybody does it all. Like, you know, there are many vendors out there, many solutions that they say, oh, we do everything. Right. But in reality, everyone's got a, an area where they, they, that they specialize in all the strengths live. Right. So for example, you know, we work really well with those voice of customer solutions, right.

When you're, when you're capturing data feedback from your customers. Okay. How do you think or visualize that? Right. You've got, you've got feedback from a customer, but how do I visualize it? But on the flip side, we work equally well with, with agencies. As a place close to my heart from the prior company that I mentioned at the beginning, you know, one of the businesses I was in was, was a focus solely on managed service providers, right?

Not something very well known in digital space. Right. You know, I think it's changing slightly right now. But very, very common in the security and monitoring space and data protection and so on. Right. And it's, it's all those layers, whether it's a reseller model, you know, a more consultation Sr. MSP even.

And then also technology partners. They are, they are the foundation for us as we grow. And then obviously on top of that, you've got, you know, layer in those alliances, if those, those big of providers out there. Right. And we run on GCP and we have a very, very strong relationship with GCP, for example, and those partnerships help fuel pipeline.

But more importantly, if you have good experiences and great customer feedback, We do. We know we have a retention rate that's over 95% of all our customers, even during the pandemic, those are relationships that we can leverage with our partners. And we can add more value in back into those ecosystems.

But Dan, with anything you'd add to that, seeing as you live and breathe this every day, and obviously you're speaking to partners all the time in a way that I wish I could, but yeah, I know. I know you, I know. 

Daniel Lancioni: [00:08:28] Yeah. So I think you hit, hit the nail on the head. So, you know, we, we really split our partner program out very similarly to how a lot of other software companies work.

So we have firstly the big infrastructure type partners that are handled by a separate team to me entirely. So we work with Google cloud platform very, very closely because. Exactly what Alex was saying that our infrastructure is built on, on their business, but also with other businesses out there, like snowflake that are really kind of shaking, shaking up the market, then the bit that really falls into my purview is, is those technology partners.

So we work with. Totally different types of partners, customer data platforms, AB testing and experimentation vendors, voice of customer solutions, live chat providers, contact center technologies, usability testing. The list really, really goes on it for me, it's anything that can fall into the customer experience space.

That's really where we play. And then the other part of the coin is for me consultancy partnerships. So whether they. RSI GSI as MSP, whatever the different terminology is. It tends to be agency consultancy partnerships to help us deliver really, really good work on top of the content metric platform for our client.

Adam Michalski: [00:09:42] Very interesting. Yeah. And I think, I mean, it's obviously a very robust partner program. So yeah, super excited to dive in here, I guess like Alex, I mean, a couple of things that you mentioned on the sales side that I'd love to double-click on. And I mean, it sounds like you guys are, you know, fairly proficient at running like the indirect motion, you know, selling alongside your partner ecosystem.

So a question that I have for you is like, how do you go about, you know, Getting that focus for the SDRs for the AEs and making it like, I mean, to give you a little bit more context, you know, like most organizations they're very proficient at direct sales, you know, it's just a, there's the entire science behind it.

Everybody understands it. But the indirect sales that getting that message. Going and making sure that, you know, as the go to market team is really focusing on breaking into accounts or expanding accounts, they think about partners as a additional tool in their toolkit. How do you go about, you know about, you know, getting that type of culture going within the sales organization?

Alex Thomson: [00:10:41] Well, so you hire Dan? No, I'm joking apart, apart from just hiring dance, it's helped build that. Yeah. And that is a big part of it, but all jokes aside, you know, it's no simple answer. Right. And I think we're all grownups to hear, to say, look, there are always challenges when you have that partner ecosystem alongside a direct function.

And that's where my, my job kind of comes in. Right. It's about how, how do you, how do you draw both sides of the business forward, right. And, and the way that. Position it in every company I've been in is that partner ecosystem really is the way to expand your, your sales organization. Tenfold, particularly when it's like consulting partners, technology partners are different because you're, you're working to in tandem on accounts normally complimentary in that sense, but from a consultancy perspective, it's about how do I amplify the noise on making of content metric, tenfold.

Th the way with the way I've always gone about doing that across the sales operation is, is to be transparent. Now that may seem obvious in, you know, when I, when I say it that way, but what I mean by that is if you, you know, in sales and then go to market, there's a lot of emotion. In, in those salespeople and as SDRs naturally, right.

They're driven by closing revenue. That's the whole point of the sales organization. So when you, when you structure it and it's clear, it's simple and transparent to understand you get the two motions working together versus. You know, opposites, right. And instead of kind of repelling they're attracting and how they go to, okay.

Because the way we work is the, the partners are actually accelerating your deals and they're helping you win that business faster and they're helping you win more business. Right. And instead of them focusing on the margin or the ecosystem or whatever, we've built around that to obviously make it attractive for the partners we work with.

You're now focusing on the big. Because if we win and we were more of them, we have faster that everybody wins, right. It doesn't matter how much you give away from that perspective in the long run, you're winning more on winning faster and that's it in a day is what sales person cares about. So that's, that's kind of how we've always kind of built those teams in both prior companies, but also in concert metrics about aligning it to the company goals and aligning.

To the partner goals, because if you align them together, then everybody wins together. Does that, does that make sense, Adam? I don't know if that kind of answer the question for the full year, but that's kind of my, my mind. 

Adam Michalski: [00:13:03] No, that's, that's amazing. And I, and I, I mean, I really love the way in which, you know, it really, truly is that better together story.

And I think that's something that, you know, some AEs and, you know I guess the ERs, I think sometimes struggle with because they understand the direct motion. But I think when that emphasis is really coming from the top down at the board or an organization, it really makes that cultural shift such that, you know, it's, it just becomes ingrained in like the way in which the company goes to market.

So, yeah, I think the way that you think about it as fascinating Alex and, and Dan, I mean, you touched on one thing earlier that I want to loop back around to, but I know that you have like a plethora of experience really working with. Agencies and growing SAS companies, you know, with going to market with agencies.

So we'd love to kind of touch on a little bit of the learnings that you've had across your career in that regard. 

Daniel Lancioni: [00:13:51] Yeah. Yeah. I mean, I think I think a lot of people look at the agency space and think it's going to be a walk in the park, but it's, it's really anything, but it's a, it's a, it's a tough channel to kind of get moving and then when you get it moving, it really starts to work.

I think there's this perception. Yeah. You know, agencies have big clients and they care about services and we have a great technology. So joining the two together should be really 

Alex Thomson: [00:14:16] easy. It's not easy, Dan, 

Daniel Lancioni: [00:14:18] it's not easy. And I'll start with like some of the, some of the main challenges that I see and how I've kind of overcome them.

Through my career. And the first biggest challenge and Adam you'll notice from well is, is the services conflict. So every software company in the world will have some wound pro professional services. A lot of them say they don't, but most software companies do, whether that seems full of consulting, customer success, support.

And it's really important that both businesses make that clear upfront, you know, don't dance around the issue and just be honest. And the second one, particularly. You know, software companies over the last sort of five to 10 years versus software companies from the late nineties, early noughties, the time to value acceleration curve is so far beyond now.

New software companies can stand their platform up in weeks and drive results in a few months. And that's different to what software companies were like 20 years ago. So for systems integrators, it means that there isn't the same kind of scale of work that was around these types of platforms. And they need to be an honest conversation around.

Well at that time to value does and where services need to move in relation to that and that the third conflict or, or challenge that I've seen a lot is around multiple partners being on one piece of business, you know, take a big enterprise CPG brand like a Procter and gamble. A few years ago, they announced they were cutting their agencies by 50% down to 300 thousands is still a huge amount of agency.

So it's very likely if you want. At software company trying to navigate P and G, you're going to have to speak to a lot of agencies on that route to find where, you know, to be able to get that deal moving. So, but you have to be honest with all partners in that, in that cycle that you're having other conversations, because I always say that no short-term revenue is worth burning a long-term relationship.

And those types of challenges that the way I've got around them and worked alongside them within my career, you know, besides just being transparent with the partner is firstly, in terms of any services conflict, make sure that you've got really clear swim lanes around what your PS, what your professional services function does.

As well as the agency or partner wants to do. And wherever you can, as a software company, be willing to give up certain areas of your scope of work to that agency partner, because it's very light. That your technology is going to form one part of many things they do for that business. And it's within your interest to make that work in terms of the second point around time to value acceleration.

You know, I always found that working with multiple technology partners with the agency creating like a suite of products makes the ecosystem far more interesting. So, you know, I used to love the formula river, an insights partner. Sort of a CDP or or a partner in the middle that does a lot of the collation and then an execution partner on the end.

And if you'd go with those three types of platforms to an agency, that's far more interesting than just one kind of point solution on its own. And then the final one around partner conflict. I've always found that working with the client really closely to understand their requirements and then where each partner could slot into that journey makes the conversation easier.

So the really simple one might be you might have a creative agency and a media agency that you're speaking to throughout a pitch process. And probably, you know, it's pretty easy to still work with both agencies without there being a conflict because the service lines are completely different. So understanding where your partner fits into that client can really help you ensure that there's no conflict along the way.

So those are the three big things that I've seen as challenges and kind of how I've overcome them through both my time at braise and also. 

Adam Michalski: [00:18:05] That's super helpful. And I think, I mean, it's such a difficult, I would argue that yeah, the agency motion is one, that's one of the more difficult partnerships to get.

Right. And I think it's very well more so conversely, like it's very easy to get wrong in a variety of different ways. So I think like some of the best practices that you provide there. Really, really helpful in thinking about, you know, how you can build out that motion, how you can really sustain it and drive value from the agency side of the business.

So thank you then. I mean, that's super helpful. And then I guess one thing you mentioned there that Alex, I'd love to get your opinion on is like diving a little bit deeper into how you think about the difference between technology partners and services partners, you know, A revenue leader perspective.

Alex Thomson: [00:18:45] Yeah. I think it's always a, you know, something you have to kind of put at the forefront of what, of what you're trying to do. Right. And I think when, when you're, you know, I've seen many businesses be successful and unsuccessful because they don't prioritize it. Right. And I think for me, that's, that's the biggest piece.

It's when you don't prioritize that technology partner perspective, it can kind of come back to, I don't want to use the word haunt you, but in the end they come back to bite you. Right. You you miss out on opportunity. You miss out on how you can actually accelerate what you're doing, but when you try and look at the differences between the two it's about what are the requirements that each of them need to be successful because they are two different motions.

So when you look at the services and the technology partner, the perspective they require. Different support from the revenue perspective to go and be successful. So we've, we've always viewed them as a separate motions, but also we try and bring them together. Right. And we try them in together because there's a need for both.

So we don't, we don't say, oh, we only want to work with technology partners. Or we only want to work for service partners on this. We kind of say, well, what's, what's right for our customer. As in, as a group, whether you're a technology partner or a service partner, what does our customer need to be successful?

And when you start thinking in that way, it changes the conversation. That may sound obvious. I know. And, you know, forgive me if somebody's not sitting there thinking I'm going ahead and going well, obviously, sometimes it's those simple, obvious things that people forget to do in the real world. And that's why I come back to what I said earlier.

When you, when you try to over-complicate the message. You miss out on things. So for me, it's always about what does the actual end customer need, and that then helps you figure out how best to support them with a technology partner services partner or both combined. Right. 

Adam Michalski: [00:20:32] I love that. Yeah. I mean, you know, it really is so important to keep the customer front and center and just think about what I mean overall.

No pun intended here, but I mean, what that customer experience and customer journey is like, you know, working with your company and thinking through each element of that and partners are frankly, you know, you know, your sales team is one component of that. Your product is one component of that, but partners are also a huge component of that.

Both in terms of the services component, but then also the, obviously the, the, the product experience and the integrations and all the technology. That comes with that. So I think that that's really interesting and something that, you know, more folks could do a better job at it. I think simplicity is often the stuff that that gets left to the wayside and the, in the day to day.

So it's a good reminder. One thing that I want to touch on with you guys, and I know that we spoke on a little bit is, you know, quantum is really. Like building a new category, which I think is pretty fascinating. And I think one of the things that you can do when you're building a new category is really work with you know, the major thought leaders in the space like Forrester and Gartner to kind of expand and expand the, kind of the presence of that category.

So just to be curious, you know, if you have like any high level, best practices on how you go about doing so when you think about paving a new category, 

Alex Thomson: [00:21:46] I'll tell you this one first. So obviously. When you're trying to create a category, you know, you need to work closely with likes like Gartner and Forrester is, as you mentioned, and a constant metric, kind of the whole vision about what we're doing is, is around.

How do we take that? Tried and tested agile way of working forward. And that's, that's what continuous product design or CPD for sure. Comes into play. And to do that, you know, it's in your interest to work with the analysts like Gartner, Forrester, and that's exactly what we're doing. A lot of that tends to normally happen in the U S obviously, you know, most software businesses kind of get the scale there and then grow out, not all of them.

But that is normally how the general flow goes. So a lot of that engagement tends to happen for us in the us. And then we kind of go global for. And obviously, as we think about that, and we kind of think about how do we move it forward? It's about how's the interest for the customer digital products, the customer central digital products.

Using conceptual design to describe that. But, you know, we can't decide forgotten or Forester what they ended up using to create that, to create that category. Obviously we'd love it to be continued for design and, and, you know, we're heavily influencing that piece on our side of how we build our platform and how we go to market.

But whether they use it or not in the end, you know, is, is kind of down to them. But that's very much something that we believe strongly at, right. And if that helps the whole industry move forward and that's, that's a good place to be because. They let you go in, you know, when the water rises, all boats rise with it.

And that includes competition because end of the day, competition is what keeps you moving forward, keeps you pushing, pushing forward. So when we create, when we have the cancer be created and you know, let's assume that it will be created at some point, you know, that category will benefit. Every vendor out there and every customer out there, because it will, it will push businesses to keep advancing things and keep driving things forward, which will have a knock on effect to our customers to get the best, the best solutions out that they can.

Yeah. I think 

Adam Michalski: [00:23:36] that's such a, I mean, a good point that you make there. And I think it's, I mean, frankly also relevant to a lot of what we're seeing. I think in the partnership tech space where a lot of the category creation is happening, you know? Right. As we speak. And you know, regardless of. I think one of the benefits of really going out there and actually coining these terms and making sure that, you know, folks can rally around the terms, whether it be forests or Gardner, you know, or just the, the broader ecosystem and market is, I mean, just really having some, a universal language, I think just makes life much easier for everyone involved, because I think what's really difficult is all of these different technologies, which continue to pop up.

If there is no way of understanding, you know, differentiation or who is really, you know, focusing on which piece it's really tough for the consumer or the end, you know, the end user to understand, you know, how all this technology plays together. So I think category creation is something that's really fascinating.

We could probably do an entire podcast on this, but 

Alex Thomson: [00:24:30] yeah, I mean, you know, it's for us, look, I mean, if they, if they use CPD. If, if, if they use something else, you know, for me, I'm confident, we're confident that it will mean the same thing. Right. But yeah, I would say maybe that's the fall one podcast, right?

Maybe that's the fan. That's how you get them back. Right. And then we do a deeper dive it. I don't know. 

Adam Michalski: [00:24:50] I love it. Yeah. We'll we'll we'll yeah. Dan, you and I can sync up on that in a, in a couple months and we'll see what comes out of it. 

Daniel Lancioni: [00:24:57] Once it kills the categories once the categories trade. Yeah. Once you've got the category in play, we'll do another whole session about a bike.

I think your point around customers are using these. Categorizations a lot to kind of discover the technology they want to work with. Even me from a partnerships perspective, when I'm trying to find industries to go after I'm often aligning myself to what Forrester and Gartner are creating for this category, to allow me to understand what, who are the leaders who's in this space.

And I think for us as a business, it's imperative that we create this category because it's going to help, like Alex was saying not just us, but the whole ecosystem around us. I think everyone I think a lot of people can get a bit kind of mudslinging with their competitors and that's not the way to go.

Like if all of your competitors are pushing the market, it's a good thing. So we want to really, really grow this category and make it big and get it really on the roadmap of, of of C-suite individuals across 

Alex Thomson: [00:25:47] brands all over the world. If I could just jump in and just add one more point, because I think Dan makes it really good, really good comment there.

Right? Like, you know, obviously, you know, And rightly so, we're very, very proud of the investment we had at the beginning of the year series B 200 million. That's, that's huge for a series B company. Right. And, and it's only possible because of our partners, because of the people on our board, like John Chambers, insight, venture partners, you know, all the other founder of the funding behind that.

Right. And, you know, take nothing away from that. But when some people out there, they see investment in other solutions, competitive or similar in markets, you know, there's a tendency sometimes to like clench up. Right. And then people go, yeah. With baker with bad or whatever. Right. But, but the actual answer is that's a positive sign for business because it means the market's growing, right.

There's nothing worse than being in a segment that isn't getting that investment because that's just setting the alarm bells ringing more than, than being in one way. You and everybody around you is getting is getting funding coming in. That's that's a good sign that the market is there. There's a demand.

A hundred 

Adam Michalski: [00:26:49] percent, I think, yeah. This is something that I think is so counter intuitive to a lot of folks because you think that, yeah, everything has to be, you know, competitive or everything is, you know, like, well, there's only going to be one winner or things along those story when the reality is like, you know, these markets are huge nowadays.

The ability for, you know, they're the, you know, to see more investment coming to your space is always going to be a positive because to your point, that means that the market is growing. And then, you know, ultimately better for the consumer because competition, you know, breeds just more best in class.

So yeah, I couldn't agree with you more there. I guess, Dan two more questions that I had for you. And the first one, I'd be really curious to get your take on, because I think you've seen a lot. Ecosystems, both at braise now in quantum metric, where do you see the future of B2B partnerships heading?

Daniel Lancioni: [00:27:33] So I think twofold. So like, there are a ton of massive macro trends that are going on and everyone should definitely be white riding those waves. And then there's some micro trend stuff, which I'm. Seeing in my general day-to-day, which I think is going to be quite impactful. I guess firstly, from like a macro perspective, definitely.

I'm not the most qualified person to talk about the whole Alliance ecosystem from a global perspective with everything that's going on. So I often plagiarized the great work from people like Jamie bane at Forrester. Who's probably one of the most impressive channels. In the industry. And he did a really cool report last year that I think it was a global technology channel report and he made three kind of massive observations, which were firstly, you know, the number of value added resellers, which has been a massive channel today.

Is he in a double. Did you drop in the number of those that are existing in the marketplace year over year? So that's the first thing that he noted that was really big. The second thing that he picked up was the, some models like the MSP model size, even kind of digital agencies and management, consultancies, that industry sort of flat to slightly down year over year.

And then the final bit that he picked up on is the ISV space, the SAS vendor space, like all the technology businesses out there, that channel is continuing to rise and to, to grow. So from, for me, like the big macro trend that I'm expecting to see, and this shouldn't come as any surprise, but I'm expecting more and more companies to double down on their, on their technology partnerships and to keep growing those and, you know, to allow them to get breadth and coverage across a number of big, big accounts.

And in the services landscape, like in the agency side, I'm expecting to see continued consolidation and strengthening of those businesses. So whether that's vertically, so an SSI moving up the chain to do managed services and consultancy and strategy. Or you know, my favorite one, like a horizontal move.

So acquiring new capabilities altogether. So, you know, for instance, recently brain labs who have been traditionally like a paid media and digital agency, they bought user conversion, which is a CRO agency. More said Martins to rails, always buying stuff, but recently bought media monks and extension buying camaraderie.

So I'm expecting this kind of consolidation growth around the agency landscape. That's the big macro trend that I'm I'm watching out for. And then from a micro perspective especially in a mayor, I think the people that are gonna win short term in partnerships is. You know, getting out to being physical again and meeting up with people face to face, because I think we've got so used to, especially since March last year of being.

Zoom calling or Google me whatever you're using to have your conversations. And I think kind of getting back out and having lunches, having conversations, meeting people in offices, it's really going to get you leverage again. I've always been a strong believer that if your competitors are zigging, then make sure you're you're zagging kind of getting out there and doing something different.

This for me, real, real short term trend over the sort of next six to 12 months that the people that move up faster, I think you're going to get, get some quicker and the final bit I'm seeing from a micro perspective. I know you'll like this one, Adam, but I think it's the, I'm expecting further automation of partnerships to continue.

So I don't know how many thousands of partners or in the average. Partner program. But if you think about things like account mapping, solutions, partner, relationship management, technology, legal technologies. So, you know, anyone who's moved from account mapping in a Google or an Excel sheet. So shout-out to, or you'd be look up fans out there.

If you've ever moved to a platform like crossbeam or reveal, like it's literally night and day different sectors. Tons of hours a week. And I'm only expecting this kind of partner automation to continue to grow in the 

Adam Michalski: [00:31:21] industry 100%. Yeah. And I'm hoping that your prediction on getting back in person comes to fruition quicker.

Because I think that's one of the things that I think a lot of folks, you know, especially dealing with, obviously everything that's happened over the past year and a half are really excited about to just really kind of cultivate more of that in-person interaction. So. The one point that you made just around doubling down on growth?

I think will also frankly, apply to obviously quantum metrics. I'd be curious, Dan is the last question here. For any of our listeners who want to partner with quantum metric, how do they get in touch? Yeah, 

Alex Thomson: [00:31:51] so, 

Daniel Lancioni: [00:31:52] Best the best two ways. I think either hit me up on LinkedIn. So if you're able to spell down Lencioni then, then hit me up on LinkedIn or just Google my name and try and find me.

The other way is just Google content, metric contact tasks you come through. We've got a nice contact form for all of our partners to come through. So you can come through to that way. And the partnerships team will we'll speak to you. So those are the best two reads. I'd say Alex. 

Alex Thomson: [00:32:15] Yeah. If you can't, if you can't get to Dan's name, you can always find mine Thompson without a P.

So a much, much easier to spell. Now I'm more fun to work with. So me first. Yeah, that's true for sure. I think, I think the whole whole team is always happy to engage with new partners. We're always looking for new and exciting ways to do things. You know, we're, we're flexible where. You know, we're flex flexible and quick and how we go to market.

So any partners who want to engage more than happy to have the conversation, and we're always looking for interesting ways to, to grow both sides of the business. So 

Adam Michalski: [00:32:50] I love it for our listeners. We'll go ahead and we'll link out to yeah, obviously quantum metrics partner page, but then also, you know, Dan and Alex's LinkedIn in our show notes.

So feel free to check them out there. Alex, Dan, thank you so much. This was incredibly insightful. And I'm really excited to, to see the future of what content metric is going to do it, not only defining the category, but also just, you know, hopefully increasing the entire market and you know, bringing all of the folks who are trying to understand their user journeys.

With you. So thank you so much again for joining. I really appreciate it guys. Thanks Adam. 

Alex Thomson: [00:33:22] Thanks the 

Daniel Lancioni: [00:33:23] movie. We'll be back when the CBD category is born. 

Adam Michalski: [00:33:25] Exactly right? Yeah. We'll have you on as an expert at that point. 

Alex Thomson: [00:33:30] All right. Thanks Adam. Thank you.