Detailed client stories
How we approach B2B partnership and affiliate programmes, told in full.
Representative engagements, shared to show how we work.
From unfocused affiliate channel to predictable pipeline
Challenge
An established SaaS company ran an affiliate channel that produced activity but little qualified pipeline. Partners had been recruited for reach rather than relevance, and the model rewarded clicks over closed business.
Approach
We repositioned the programme around a smaller set of B2B-relevant partners and rebuilt the commercial model to reward qualified opportunities and closed deals.
Execution
Tracking was connected to the CRM so attribution followed the full sales cycle; underperforming partners were retired and replaced with better-fit ones.
Results
Over three quarters, the channel moved from a marginal contribution to a consistent, forecastable share of new pipeline, with partner-sourced deals running larger than the blended average.
Lessons learned
Relevance beats reach. A smaller programme aimed at the right partners outperformed a larger one built for volume.
Launching a partner programme from nothing, across new markets
Challenge
A growth-stage fintech wanted a partner programme in several new markets, with no infrastructure, partners or commercial model to build on.
Approach
We designed the programme market by market and set a commercial model suited to a longer B2B sale.
Execution
An initial group of partners with genuine reach into each segment was recruited and onboarded, with terms and tracking established before launch.
Results
The programme went live across its first markets within a single planning cycle and produced its first partner-sourced revenue within the opening months.
Lessons learned
Sequencing matters. Entering markets one at a time kept the programme coherent as it scaled.
Rebuilding a neglected programme around quality
Challenge
A professional-services firm had inherited a neglected affiliate programme, heavy with low-quality partners and wasted commission.
Approach
We audited the partner base and refocused the programme on a smaller group of trusted referrers.
Execution
Partners who added no real value were removed, and the terms were reworked to protect quality and reward genuine referrals.
Results
Lead quality rose, wasted commission fell, and the programme became something the firm could stand behind rather than tolerate.
Lessons learned
Pruning is progress. Removing the wrong partners improved the programme more than adding new ones would have.
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