B2B software pipeline through partners, field and demand.

The right motion for each partner. Most channel spend goes on through-partner marketing: co-branded campaigns, sales assets and nurture programmes partners run with their own customers. That carried the Avast channel, where the anchor product was a remote monitoring and management platform that partners bought to run their own managed-services business. With global systems integrators the work becomes joint. At Keysight I mapped partners to verticals and accounts (Capgemini and Wipro in financial services, Tata Technologies in automotive, TCS in retail, NRI in Japan), co-built campaigns with ISVs such as Sauce Labs and Parasoft, and co-marketed with Microsoft as a cloud partner. Some plays stay company-led with a partner as the proof point, such as our presence at the Gartner Financial Services Summit in London with Wipro alongside.

Measured on pipeline. With revenue operations and sales I wrote the logic that separates partner-sourced from partner-influenced pipeline in Salesforce, so the programme was judged on numbers rather than activity. Over two years partners went from 20% to 45% of EMEA pipeline, delivering $1.75M ($750K sourced, $1M influenced) against a $1.5M target, and partner-involved deals closed 1.5 times faster than direct ones. At Avast, moving spend to the tiers that were converting and re-engaging partners who had gone quiet added 15% to revenue.

Tools: Salesforce · Impartner · ChannelMechanics · Mindmatrix

Judged on opportunities. The primary KPI is opportunities created; leads and attendance are secondary. Expensive third-party roundtables get two to three months to show results; the wider portfolio gets three to six. If a roundtable provider doesn't deliver, I don't rebook them in other regions either. At Keysight I turned down Mobile World Congress as a flagship because it wasn't core to the business. At NICE I cut the largest event in the portfolio, a CX event in Germany, when it stopped producing results. Behind every event sits the same operation: badge scans uploaded to Salesforce or HubSpot each night with context notes, enrichment and UTM tagging, lead assignment by account tier and territory, and sales and SDR briefings before and after. At Avast that also meant packing the delegate bags the day before.

Built for each market. My usual EMEA weighting starts around 60% UK, 25% DACH and 15% France, adjusted by market maturity. France and DACH get native-speaker transcreation reviewed with local sales and pre-sales, local case studies, and messaging that answers data-residency and data-sovereignty questions before they block a deal. I've managed event, creative and digital agencies across the UK, France, Benelux and Germany, and covered the Nordics at all three employers: supporting a dedicated sales team at Avast and working through partners at NICE and Keysight. At Keysight I met each regional sales team weekly to review results and close gaps. At NICE, as the only marketer in the region, I ran more than twelve events a year, including CX Expo London (8 opportunities), CRM et relations clients in France (11) and three executive roundtables (7).

Tools: Salesforce · HubSpot · ZoomInfo · ON24

Targeting before volume. At Keysight I built a two-tier account-based programme with sales and revenue operations: 70 tier-one accounts, each with personalised SDR outreach, a dedicated microsite and its own account plan, with about 20% converting to opportunities. At NICE I prioritised accounts on 6sense intent data integrated with Salesforce, Marketo and SalesLoft, and swapped accounts in and out when contacts couldn't be found. At Avast I built target lists from ZoomInfo and Lusha with no ABM platform at all, and ran the SDR team directly. In every role I've agreed a lead-quality SLA with sales and sequenced outbound with each campaign and event: shared assets, agreed messaging and segments, regular check-ins on follow-up.

Straight reporting, decisive spend. Pipeline is measured on first touch, sense-checked against last touch at opportunity level and against Salesforce campaign influence, with Bizible as the attribution tool. I wrote a Salesforce campaign playbook, semi-automated campaign naming, set UTM governance across channels, ran the migration to HubSpot at Keysight and adapted global lead-scoring models to regional reality at NICE. I test display creative and email subject lines and feed the results into channel decisions. When a Demandbase campaign cost too much per opportunity, I cut it and moved the budget. When I needed more, I took a pipeline-led business case to the CMO and exec team.

Tools: Salesforce · HubSpot · Marketo · 6sense · Demandbase · Bizible · SalesLoft · Google Ads · LinkedIn Campaign Manager