Strategic Partnerships Leader

Role Overview

Aurigo is hiring a Strategic Partnerships Leader to build and scale a partner ecosystem that delivers measurable revenue across North America. This is a builder's seat: you will decide where partnerships matter, stand them up from zero, and convert them into pipeline, closed-won deals, and new market access.

You will work shoulder-to-shoulder with Sales, Product, and Marketing leadership to make partnerships an accountable, repeatable growth engine — not a relationship function. You will own a number, a portfolio, and a point of view.

What You Will Own

. Partner Strategy — Focus, Not Spread

• Define Aurigo's partnership strategy across 2–3 high-leverage archetypes:
• System integrators serving public sector and infrastructure markets
• Technology and integration partners that extend the platform
• Select channel and advisory partners with route-to-market leverage
• Prioritize ruthlessly based on revenue potential, market access, and strategic defensibility — and say no to the rest.

2. Partner Acquisition & Commercial Structuring

• Identify, qualify, and close high-impact partners end-to-end.
• Build joint business cases and value propositions that articulate clear, mutual upside.
• Structure commercial models (co-sell, resale, referral, integration-led) tailored to each partner's GTM.
• Ensure every partnership has a defined path to revenue before it is signed.

3. Revenue Ownership

• Carry a defined partner-sourced and partner-influenced revenue target.
• Drive co-sell motions in lockstep with Sales leadership.
• Track pipeline contribution, conversion, and deal velocity by partner.
• Course-correct or exit partnerships that aren't producing — actively manage the portfolio for output.

4. Partner Enablement & Activation

• Build onboarding, certification, and enablement frameworks designed to scale.
• Equip partners to independently position, demo, and sell Aurigo.
• Drive the activation → pipeline → revenue progression with clear leading indicators.

5. Performance & Governance

• Establish operating cadence: QBRs, pipeline reviews, and partner scorecards.
• Measure partner ROI, productivity, and strategic contribution.
• Continuously rationalize the portfolio — optimize for output, not logo count.

6. Cross-Functional Leadership

• Serve as the connective tissue across Sales, Product, and Marketing.
• Align GTM motions so partner leverage compounds rather than competes with direct sales.
• Influence product roadmap with ecosystem and market signals.

What Success Looks Like

• Revenue: measurable partner-sourced and partner-influenced revenue against target.
• Pipeline: a healthy co-sell pipeline with consistent conversion and predictable velocity.
• Activation: high partner activation and productivity rates across active partnerships.
• Market access: demonstrable entry into new markets, segments, or buyer profiles through partners.
• Operating model: a documented, scalable partner operating model the company can grow into

What We're Looking For

• 8–12 years in partnerships, alliances, or business development in B2B SaaS or enterprise software.
• Proven track record of building partnerships that delivered real, attributable revenue — not just logos.
• Strong commercial judgment: you can structure deals, negotiate trade-offs, and drive outcomes.
• Deep fluency in enterprise sales cycles and co-sell motions.
• Comfort operating in ambiguity and building zero-to-one.
• Strong stakeholder influence across functions and leadership levels.
• Experience in fast-scaling, execution-focused environments.

Nice to Have

• Experience in public sector, infrastructure, or capital program ecosystems.
• Background in SI-led or enterprise channel-driven GTM models.
• Familiarity with CRM and partner management tools (Salesforce, PRMs).

How We'll Evaluate You

• A clear point of view on where partnerships create leverage — and where they don't.
• Concrete examples of partnerships you built that produced attributable revenue.
• Evidence of commercial rigor: deal structures, scorecards, and decisions to exit underperformers.
• Demonstrated ability to influence Sales, Product, and Marketing without owning them.