Effective partner vetting is key to long-term success. Learn from Danny Porter how to identify the right partners, spot red and green flags, and say "no" without burning bridges.
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Modern partner programs measure success based on metrics that reflect partner quality and productivity â such as partner-sourced or influenced revenue, revenue growth rate, average deal size, and ROI â rather than simply on the number of partners added.
Yes, growing your program requires new partners. But that doesnât mean saying âyesâ to everyone who knocks on your door. Even with existing partners, you donât have to agree to every request or initiative.
Eleanor Thompson, Founder and Principal Consultant at Branchworks, and Heather K. Margolis, President and CEO of Channel Maven, point out a common mistake in partner leadership: partner pleasing.
Partner pleasing (noun): The act of overcommitting to partner requests in an attempt to strengthen relationshipsâoften at the cost of long-term scalability and success. This includes saying yes to unrealistic demands, overloading a program with unsustainable commitments, and making one-off promises that lead to operational chaos.
Saying no can be tough. But setting boundaries is essential for both the health of your program and your sanity.
Will Taylor, Founder of BD Paths, emphasizes the 80/20 partner rule: 80% of results typically come from just 20% of partners. So, sometimes, a well-placed ânoâ is exactly what your program needs to thrive.
To help navigate this, we teamed up with Danny Porter, Co-Founder and CEO of CoPort, to create a partner vetting checklist (so you can say ânoâ or ânot yetâ) without guilt.
The checklist
When launching or revamping a partner program, itâs common to partner with anyone willing to join. But as Danny points out, âThe problem with saying yes to everyone is that, over time, youâll struggle to prioritize. Youâll start questioning why one partner is more important than another. If you donât set criteria, your program wonât scale effectively.â
A successful vetting process should be personalized (based on partner goals and type) and scalable. Some companies meet directly with potential partners, while others send questionnaires first. Your approach should align with your programâs needs.
âYou need a recruitment process that attracts the right partners,â Danny says. âOtherwise, you risk missing out on a partnershipâs true potential. No two companies or Partner Managers will have the exact same recruitment process.â
Whether itâs a questionnaire or a discovery call, you need to cross-check key factors before saying âyesâ. Danny shared his own partner vetting checklist to guide you.
You can access the same checklist in CoPort too.
Beyond his checklist, Danny also takes into consideration two additional critical elements:
1. Align with your partners
A strong partnership starts with shared goals and a clear strategy. If a company lacks a mission or a plan, the partnership is set up for failure. Before committing, ask:
- What does your current partner program look like?
- Do you work with any of our competitors?
- Whatâs your GTM motion structure?
- What are your GTM plans for this year?
- Whatâs your value proposition?
- Do you believe in our product?
- Do we align culturally?
- What are your company and team goals?
- Whatâs your ICP (ideal customer profile)?
- What resources can you dedicate to this partnership?
2. Use the 4Câs method
Bernhard Friedrichs, Founder of PartnerStandard (former PartnerXpericience), and Martin Scholz, Global Partner Program Consultant at Semrush and Owner of CEG Consult, developed the 4Câs framework to assess partners across key areas:
- Customer base: Does the partner have a relevant, mature customer base that fits your ICP?
- Credibility: Can the partner credibly represent your product? Do their offerings complement yours?
- Capability: Do they have the operational, technical, and sales capacity to execute their role effectively?
- Commitment: Are they genuinely invested? A Mutual Action Plan (MAP) should align expectations from the start.
Watch out for green and red flags
Just like in relationships, before committing, you need to spot red and green flags early on. According to Danny, hereâs what to look for:
Green Flags
- The partner has done their homework and presents a vetting list, showing they see value in the relationship.
- They may not have a concrete plan, but they share past GTM plays, indicating direction and initiative.
- They use data-sharing and partner relationship management tools, reflecting a mature program.
- High account mapping overlaps, suggesting strong sales synergy potential.
- Their partner manager is willing to guide their sales team through initial co-selling, demonstrating commitment.
- They disclose relationships with competitors and explain their engagement rules, signaling transparency.
Red Flags
- They ignore vetting questionnaires, suggesting a lack of commitment or direction.
- They expect you to âfigure outâ the partnership together, revealing they lack a plan or data.
- They ask for leads upfront before discussing strategy or mutual value.
- They refuse to share even basic data (e.g., CSVs, Excel sheets), making collaboration difficult.
- They promise to co-sell but lack sales buy-in, meaning execution will be a struggle.
- Their GTM strategy and company culture completely clash with yours.
- They donât communicate resource commitments, partner tier status, or partnership vision, indicating uncertainty or a lack of transparency.
âThese red flags donât necessarily mean âstop,ââ Danny notes, âbut theyâre warning signs to address before saying yes. Identifying them early can prevent future frustration â maybe in the end the partnership didnât work because your partner was a hard core seller and you are a relationship seller.â
Saying ânoâ (without burning bridges)
For many, saying no is uncomfortable. But pleasing a partner wonât make your program successful. If a partner has potential but the timing isnât right, consider a ânot yetâ approach:
âThanks for the partnership offer. Right now, we donât have the resources to make this partnership successful, but letâs revisit in [X months].â
This keeps the door open for future collaboration without compromising your integrity or resources.
Sometimes, a partner makes it through all the filters â only for you to realize youâre just not a good fit.
âThis is where you need to have the âDefine the Relationshipâ conversation,â says Danny. âIn love, itâs the equivalent of âItâs not you, itâs me.â In partnerships, itâs more like: Itâs not me, nor you â we just donât align.â
The key to saying no with grace relies on being real, sharing your process, and using data to explain your decision. âIf they arenât a good fit, donât waste resources,â Danny advises. âSimply say: The timing isnât right for both companies. Letâs not force something that wonât work.â
Building stronger partnerships
A strong partnership is like a strong love relationship â itâs built on trust, alignment, and mutual benefit. By setting clear criteria, identifying red and green flags, and mastering the art of saying ânot yet,â you can ensure that every partnership is a step toward long-term success.
Want to learn how to vet partners using ecosystem data? Book a free ELG strategy call with our team and discover how data-driven insights can help you make smarter, more strategic partnership decisions.
