CyberSmart
Partner Account Manager
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Description
The Partner Account Manager (PAM) is responsible for accelerating growth and time-to-revenue across a curated portfolio of high-potential partners, including both directly managed accounts and a selected group of distributor-transacting partners where additional commercial engagement is expected to generate significant upside. The role focuses on identifying, activating and developing partners that demonstrate strong commercial potential but have not yet reached the scale or maturity of CyberSmart’s largest managed accounts. Through regular engagement across sales, technical, operational and leadership teams, the PAM helps partners build confidence in the CyberSmart portfolio, create pipeline, improve opportunity progression and establish repeatable revenue motions. The role also assesses partners graduating from A&A, determining whether they should be managed directly or continue to be supported through Distribution. Success is measured by partner productivity, revenue growth and the ability to help partners build sustainable businesses around the CyberSmart solution set.
Understand how partners operate
This PAM Will Understand
- how MSPs and reseller partners operate
- how they transact through distribution
- how they package and sell services to their customers
- where CyberSmart fits commercially within that model
They build strong relationships across commercial and operational stakeholders and become trusted commercial advisors, not reactive account handlers.
Create commercial momentum
This PAM will help their partners create pipeline and progress opportunities.
Specifically, They
- help partners identify customer opportunities
- reinforce product positioning and commercial plays
- maintain momentum through the sales cycle
- coordinate internal support where needed
They Actively Increase
- partner activity
- product adoption
- opportunity progression
- repeatable sales behaviour
Accelerate high-potential partners
This PAM will identify and focus on a small number of direct and distributor-transacting partners with the strongest growth potential.
They
- identify partners capable of scaling faster
- increase partner productivity and sales activity
- expand adoption of strategic products and bundles
- reinforce repeatable commercial motions
- help partners operationalise CyberSmart successfully
This PAM Will Know Which Partners
- justify deeper investment
- are ready for more strategic engagement
- can scale into larger managed relationships over time
Reduce friction and manage risk
This PAM Will Maintain Visibility Across
- Partners transitioning from A&A, accelerating their growth journey post-activation
- pipeline
- renewals
- partner engagement
- operational blockers
They coordinate effectively across DAMs, Growth, CX, Solutions Specialists, and RevOps to keep momentum high and reduce contraction.
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Mission
Drive revenue growth in mature partners, accelerate post-activation productivity and high retention levels across a curated portfolio of high-potential partners by increasing partner productivity, improving opportunity progression, and expanding adoption across the CyberSmart portfolio.
Core objectives
- Accelerate revenue growth across a selected portfolio of high-potential partners through direct management and those transacting via Distribution.
- The goal is a managed partner set of no more than 30 partners.
- Increase product penetration and adoption across their account base.
- Improve partner productivity through structured commercial cadence and enablement.
- Identify partners ready to scale into strategic PAM ownership (tier 3 or 4 level).
- Maintain strong forecasting visibility and CRM discipline.
What success looks like
- High-potential partners consistently generate and progressing opportunities.
- Increased product penetration and repeat revenue across the portfolio.
- Partners becoming more commercially independent and operationally mature.
- Strong visibility of pipeline, risk, and next steps.
- Clear progression of top-performing partners into larger strategic relationships.
Overall, we should accelerate revenue growth in distribution transacting accounts without a PAM overlay. We would expect proactively managed accounts to grow materially faster than unmanaged distributor-transacting accounts - with a working target of 2x growth versus comparable accounts without a dedicated commercial driver.
For direct managed partners…
Responsibilities
Partner growth
- Manage a curated portfolio of high-potential partners.
- Help partners identify customer opportunities and build repeatable CyberSmart sales motions.
- Increase penetration across the partner’s existing customer base.
- Reinforce positioning across the CyberSmart portfolio, including:
- Leading with Core, Complete
- Ensuring adoption: CSVM, Learn, Patch
- Scaling CE / CEP as standard partner proposition
- Introducing and gaining traction with any new offerings
Pipeline and opportunity progression
- Build and manage pipeline across the assigned partner portfolio.
- Maintain momentum through structured follow-through and commercial coordination.
- Identify stalled or at-risk opportunities early and drive corrective action.
- Maintain visibility into partner revenue potential and commercial risk.
Expansion and product adoption
- Identify opportunities to increase product adoption and partner productivity.
- Drive upsell and cross-sell conversations across the existing customer base.
- Support strategic campaigns and adoption initiatives with DAMs, where appropriate.
- Work with Solutions Specialists where additional product depth or onboarding support is required.
Partner governance and cadence
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- Maintain regular operating cadence with assigned partners, including:
- pipeline reviews
- activation follow-through in A&A graduating partners
- renewal visibility
- commercial planning
- enablement reinforcement
- Ensure partners understand:
- how to position CyberSmart
- how to manage the renewal process
- how to transact efficiently (Direct or via Distribution)
- how to operationalise products successfully
- Keep actions, ownership, and next steps visible and measurable.
Cross-functional coordination
- Work closely with:
- DAMs on distributor priorities and partner alignment
- Growth on partner programmes, campaigns, and activation initiatives
- CX on certification renewal motion and operational blockers
- Solutions Specialists on demos and complex opportunities
- RevOps on CRM hygiene and forecasting
- Escalate issues appropriately while maintaining partner confidence and momentum.
CRM and operational discipline
- Maintain accurate opportunities, tasks, activities, and next steps in Salesforce.
- Ensure renewals and follow-ups from business planning, complete on time.
- Maintain clean forecasting visibility across the portfolio.
- Ensure no partner or opportunity falls into an unmanaged gap.
Operating model
- Portfolio-led: owns a curated portfolio of high-potential distributor-transacting partners.
- Growth-focused: measured on partner productivity, progression, and revenue growth.
- Selective investment: focuses time where additional commercial engagement creates disproportionate upside.
- Cadence-driven: maintains consistent commercial rhythm and structured follow-through.
- Cross-functional: works closely across Distribution, Growth, CX, Solutions, and RevOps to accelerate partner success.
Reports to VP Commercial (until such time that a new Head of Channel Sales is on place), with whom there will be a regular cadence to support & map progress against core objectives.
Required competencies
- Experience in partner, channel, or distributor-led sales environments.
- Strong commercial mindset and revenue focus.
- Ability to manage a portfolio with disciplined prioritisation.
- Strong pipeline management and Salesforce hygiene.
- Confidence leading partner enablement and commercial conversations.
- Strong follow-through and operational organisation.
- Understanding of MSP, reseller, and indirect sales motions.
- Ability to balance relationship management with commercial accountability.
What this role is not
- Not responsible for distributor strategy or distributor QBR ownership.
- Not responsible for broad distributor partner management.
- Not responsible for partner acquisition or onboarding - this sits with Growth.
- Not a general support or customer service role.
- Not responsible for deep technical onboarding or implementation.
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