Unlock Cloud GTM Season 2, Episode 5 Key Takeaways
Here’s a reality check: If your cloud bill is the second-largest expense after payroll, why are you treating your go-to-market strategy like an afterthought?
That disconnect is exactly what Joe Henderson, Head of Partnerships at Vantage, is working to solve as he builds out the company’s partner ecosystem from the ground up. Joe joined host Patrick Riley on the Unlock Cloud GTM podcast and shared how he’s building Vantage’s partner ecosystem by treating FinOps and GTM with the same level of strategic rigor—and why that approach is becoming essential for any cloud-native company.
FinOps and GTM are two sides of the same coin
For years, companies treated FinOps and GTM motions as separate disciplines. But Joe sees those paths converge: “You’re completely wasting the opportunity to actually turn this cloud into a revenue generation engine,” he explained.
The same scrutiny companies apply to cloud spend should be applied to their cloud sales motions. FinOps has matured from simple visibility into cloud costs to detailed optimization and unit economics. And that same level of rigor is now demanded on the GTM side.
“If you’re a cloud-native company, your second biggest expense after people is probably cloud. So why wouldn’t you analyze your GTM like you do your cloud bill?”
In Joe’s view, uniting FinOps and GTM isn’t just a smart move—it’s a necessary one for modern SaaS companies navigating complex cloud commitments.
Internal enablement > everything
Before Joe even thinks about external partners, he focuses on something most partnership leaders overlook: internal enablement.
“I would say it’s arguably more important to do consistent internal enablement of partner stuff,” he noted. Because here’s what typically happens when you launch a partner program: Two sellers will love the partner motion, two will resist it, six will wait to see if it works.
Joe’s approach is to start with the early adopters, make them wildly successful, then use their wins to pull in others.
Externally, partner enablement should be tailored by role. Sales teams need talk tracks and deal reg processes. Technical teams need demo flows and implementation support. Without this foundation, even the strong partner motions will fizzle out.
The new and improved partner map
Once you’ve got internal alignment, it’s time to think strategically about your ecosystem. There’s no one-size-fits-all when it comes to partnerships. That’s why Joe built the Vantage partner ecosystem with a broad and intentional lens. He included:
- Cloud resellers and distributors
- MSPs and consultants
- Integration partners
- VC and PE firms
- Referral networks
His advice? Start with your ideal customer and ask: Who surrounds them? Then get clear on what your potential partners want. Are they looking to enhance their FinOps services? Increase stickiness with their clients? Unlock new revenue streams? Start chewing on questions like these.
Take VC and PE firms, for example. “It’s not just about introductions. It’s about helping VC and PE firms understand how their portfolio companies are spending and how to stretch that runway,” Joe explained. That’s a specific value proposition that goes way beyond generic referrals.
By defining partners based on customer context rather than rigid categories, Vantage is building an ecosystem that’s both more adaptable and more aligned with actual market needs.
Marketplace momentum is only speeding up
If you’re not leaning into marketplace, you’re falling behind. Joe sees the writing on the wall and he’s planning accordingly. “They want to make the AWS Marketplace like Amazon.com but for commercial software. That’s where this is all going,” he noted.
From CPPO to multiparty offers to service listings, cloud marketplaces are evolving fast. And Joe’s not fighting it. Joe’s vision for the modern cloud partner:
- Become a CPPO partner for every ISV you work with
- List your services on the marketplace
- Sell bundled offerings that include ISV software and services
Not only does this create a better buying experience, it also makes it easier for cloud sellers to back your deals. As Joe puts it, “You tick every box.” For partners and sellers alike, marketplace fluency is quickly becoming table stakes.
Success takes time (and executive patience)
Here’s where Joe gets brutally honest about expectations. Many companies bring on a partner leader expecting instant pipeline. Joe is quick to reset that expectation. “You might not get anything the first six months or a year, but you’re going to get some influence,” he explained.
Joe recommends being upfront during the interview process: Is the executive team truly bought in? Do they understand that cloud partnerships aren’t a faucet you can turn on and off?
Start by tracking influence. Did co-selling help a deal close faster? Was a partner involved in a critical renewal? Over time, you can expand metrics to partner-sourced pipeline, conversion rates, and revenue contribution.
This is long-term work. It requires leadership alignment, realistic goals, and the discipline to measure what matters.
Partnership success is built, not bought
Joe’s approach at Vantage offers a blueprint for any company looking to scale through ecosystem partnerships and cloud collaboration. But his most important insight might be this: “Most executives’ perception is like, we just need to hire an alliance person, then the leads show up. It doesn’t work like that.”
Partnership success is built, not bought. It requires the same strategic rigor you’d apply to any other business initiative. Don’t just hope partnerships will work. Build the infrastructure, trust, and time to make them succeed.
Listen to the full episode of Unlock Cloud GTM for more insights from Joe Henderson and other Cloud GTM leaders.
