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“The best partner people are actually awesome sellers.”
Morgan Harris debunks the myth that AEs who can’t sell get into partnerships by sharing his journey to his current role as North American Sr. Partnerships Manager at ClickUp.
He also shares how channel selling and partnerships are different, as well as the philosophies behind what makes a good partner and the future of these kinds of relationships.
RevOps Therapist and CEO and founder of Greaser Consulting, Jordan Greaser, got an education in this episode, and you will too.
Hi, everyone, this is Jordan, the owner and CEO of Greaser Consulting. On this episode, we have Morgan with us. And we’re talking, I’m gonna say, specifically more down this sort of channel and partner, if you’ve been listening to the podcast, I’ve had a couple of these conversations now. Because it seems like the, the state of the economy, the marketplace, whatever, like partnership ecosystem is becoming more and more important to find ways to do more with less heads in your own company. And Morgan hopped on today just to talk about his journey over there, how companies sort of assess partnerships, even as a partner manager, is there methodologies you can use to sort of navigate that space? Again, it’s been just personally fascinating for me to spend some more time really learning this side of the industry. And so I encourage you to definitely lean in as always; Morgan has been a partner in a couple few companies now in this capacity has a lot of good things to say. I hope you enjoy. Here we go.
Say you want some clarity in sales and marketing and SEP? Well, we have just the remedy: Our podcast, RevOps Therapy. Yeah.
Hi, everyone. I’ve got Morgan with me. Go ahead and introduce yourself.
What’s up Jordan? Great to be on the podcast man. Been a fan of RevOps Therapy for a while. So let’s see. My name is Morgan. I work in the partnerships ecosystem at ClickUp. But before that, spent some time at Outreach, which is how I know Jordan. And then before that, I spent a bunch of years at a company called Smartsheet, both as an AE, and then as a partner sales guy.
I do gotta ask you a question about Smartsheet specifically. I remember being on an airplane; this is like in 2016 or something traveling somewhere. And I saw a couple Smartsheet folks show up with the Smartsheet logo on the shirt and all this stuff. They’re traveling around; they pulled up Smartsheets. I was the creepy person on the airplane, that was leaning around the side trying to figure out what are they looking at. And I thought this is like Excel? Like, what are they even, what are they selling here? And so like once and for all, okay, let’s see if you can keep your like, we’re gonna go deep into the history books here. What’s the answer for why in the world I would need to buy Smartsheets, instead of just using Excel? We’re going to test your, like, sort of previous knowledge on this.
Sure. Yeah, no fair question. Let me ask you this.
Or Google Sheets for that matter, I guess. Yeah.
Sure. I would say like, you know, have you ever tried to truly collaborate with someone in Excel, right? Even Excel Online, you end up with these crazy versions, like, use this Final V1, V1, V1, V1, in the file name, right? It’s annoying. Or you’ve been working on something over the weekend, and you come back. Everyone’s like, “oh, no, we’re already on something totally different,” right? Similarly, with Google Sheets, like, yeah, it’s an awesome tool. They’re all awesome tools. So it just depends on what you want to do, right? So the power of Smartsheet is the ability to build in automations, build in dashboarding, reporting, making it really easy for people to use, and really user-friendly. That’s really the pitch. But honestly, the similarity to Excel is actually a feature not like, not a competitive thing. I think it actually benefits their adoption, right? If you can make it a tool, if you’re using a tool that looks like something that everyone’s already familiar with, boom, like they’re in the tool, and they’re working right away; there’s very little training; there’s very little, like, adoption issues you have to deal with. So in a way, it’s actually kind of a bonus.
So it’s not like everybody wants to talk about differentiation. And what you’re saying is actually playing into something that everybody already knows, sort of beats that hurdle right out of the gate.
Yeah, I would definitely say that. And maybe my former colleagues at Smartsheet would be like, you know, running for their pitchforks right now, but I feel that way. Very, truly.
Well listen, you got to share this with all your friends, you know, get ’em in here, get ’em listening. And then we can have your previous colleagues over here figuring out if they need a witch hunt or not. But the, anyway… I know that this is not the topic of the day, the topic of the day is, is really just a path into Channel Sales, which is really timely. I just recently had a guy named Kyle Warren that I first met with when he was at ZoomInfo, talk to me cause literally almost, like, stupid when it comes to like this Channel Sales motion, but it goes into partnerships. So that kind of bleeds together. And man, I spent 30 minutes on that call, just getting, like, a heavy education. So now I got you coming on today and you’re going to talk, at least what we had talked about is like the path into there. And shoot, you might even differentiate like Channel Sales versus partnerships and like, how do those worlds come together? Maybe they don’t. And again, this is part of my own confusion. And the big joke, right, is, is Kyle was telling me that, “well, everybody says that if you go to partnerships, you were just an AE who couldn’t sell.” So I’m framing that up so that you can fight against that the rest of the, the rest of the call today. But I mean, I would love to, I would love to hear from your perspective, why you decided to move that direction. Because, the thing that you hear in tech over and over and over and over again, as SDR, AE, leader, VP of Sales. Like, bam, bam, bam, bam, bam. Bam, bam, bam, bam, bam. Like that is the path that’s the motion, that’s what gets all the press. Very rarely have I even come across a program where it’s like, let’s gonna train, let’s actually train you out of sales into this other motion. And maybe that’s even the wrong thing to say, out of sales into this other motion. Right? Because maybe it’s more similar than I think. So talk to me about your path and a little bit of what you think about that.
Awesome. Well, I think that’s a great setup, Jordan, and there’s like a ton in there. So I’ll try to cover what I, what I can. But, yeah. I would say the first thing is, yeah, you’re definitely not training out of sales. In fact, it’s just an extension of, right? The best partner people are actually awesome sellers. And you never stop doing that. Right? You’re basically just becoming an extension of, of the sales network. So the way my personal path and then we can cover some of the other stuff, but so I had been in… I went through that same progression you were talking about, right? I was an SDR, an AE. Before that, before tech, actually, I even worked in nonprofits. I worked for a foreign government for a number of years. Like I’ve got kind of a mixed bag of experience. And I got into tech.
Wait a minute, wait a minute. I just heard spy in the age of misinformation.
No, nothing got exciting. I was a, you know, glorified Chief of Staff. Yeah, working on some biz dev-type stuff. But no, nothing. Everyone in my family thought I was a spy, but I was not. So but long story short, you know, I got into tech sales for the same reason that a lot of people do, right? Upward mobility, like economic opportunity. So I was, you know, an SDR. I worked up through an AE. And then I kind of had that same motion. I was like, man, do I want to like keep going like, as an enterprise path? Or do I want to get into sales leadership? Like what’s gonna be the best fit for my skills? Like what’s gonna be the most interesting? And actually, it was someone. It was my colleague, Michelle, who was basically doing all of our partner marketing at Smartsheet, at the time, who took me out to lunch, and basically asked, “Where do you want to have the most impact? Right? Respectfully to all my colleagues, but do you want to be one of 600 AEs and account managers? Or do you want to be one of five channel people in this company who’s having an outsize impact on revenue? And you know, billing 15% of our top-line revenue through the channel, right? Like, where do you think you can have the biggest impact in this company and the most visibility?” And to me, it was a no-brainer. It was like, you know, at the time, very direct sales-heavy company. And partnerships were not a big focus, and definitely not a priority. And so I saw an opportunity to change that, and to have partnerships be a much bigger part of the go-to-market. And I think you’re seeing now especially, you know, as companies try to get more efficient, you know, post-2022 ecosystems are everything, man. So like, partner networks, Channel Sales, like it is this beautiful web of collaboration that I think presents a ton of opportunities to people who want to get into it.
What’s the difference between a channel seller who’s grabbing, I shouldn’t say grabbing, but like putting together a network of folks that are gonna go sell for them essentially, right? Versus a partner who’s like a solutions partner, who’s trying to find folks that can do that motion. Like, is there a difference? Is the motion exactly the same? I mean, again, part of this is like my own ignorance of just understanding the battle lines here of how things are drawn.
Yeah. Not a, not an ignorant question, actually. And it’s like, the issue is, it’s just shades of gray. Right? This is actually one of the biggest… people who come and ask me like how to get into channel sales from, from a direct selling motion… One of the number one things I tell them is like, figure out what the heck partnerships means to your company. Right? Because you ask any tech person in any company like, oh, cool, like what is, you know, what are your partners do? Do you have partners? You’ll get 50 answers from 10 different people, right? There’s affiliates. There’s integration partners. You know, there’s alliances partners, there’s channel partners, there’s a million ways to approach it, right? So specifically to your question, I would say, most partners that I work with and come across are more in the solution partner category. And I would say the biggest difference is, where the balance of the revenue is. Right? And like, what is the driver for them? So a solution partner, they’re delivering services, right? They’re doing, they’re taking the interesting technology that you have and building a services practice around it, right? Kind of like Greaser Consulting does with Outreach. Right? The, the tool is the easy part, right? It’s actually the consulting that makes it magic, right? Doing the adoption, doing the training, the change management, because otherwise, like, you know, we’ve all been part of technology rollouts that don’t stick. That’s where the solution partner really comes in. Right? Now, like a pure play, like, quote, unquote, channel partner, if it’s, if it’s more just like an economically-focused thing, that’s a little bit different. That’s where you have, you know, resellers, you know, transactional partners that can help get deals done and help unlock transactions, but it’s much more motivated by like, reseller discount margin, that type of thing. But again, it’s not a clear line; there’s a lot of overlap between those two also.
So when you’re in your sales career, right, you could do Sandler, you can do SPIN, you can do Force Management, MEDDPICC, you got all these like sales term, sales training, sales. When you go for training to become a solutions partner, specifically, like what exists for you to go get trained, or methodologies that you should use? Or is it? Is it more wild west, like, “hey, go find some folks that you think will do good, good work,” and there is no thing that you’re doing or analysis or whatever that comes into this?
Yeah, no, that’s an awesome question. And do you mean specifically for like, the, the partner manager, like the me of the situation, or for the partners in training them?
I’m talking for you specifically. Because what I’m thinking about is, like, sales orgs in general, there’s so much training to get your AEs selling, your SDRs booking, your, your CSMs expanding, right? Yeah, well, you become a, and it’s not like I expect you to be SPIN Selling solutions partners or something. But I’m just saying, like, when you walk into this world, like, what training does somebody go through to become really good at what you do?
Yeah, I love that. So the first part of your question is like, what methodology do you try to use? I try to drive really tight alignment between my partners and whatever the sales methodology is of the org already, right? So if I’m part of an, actually ClickUp, we use MEDDPICC, right? We want our partners to be like, super-detailed and understand that methodology so that they’re speaking the same language as our sellers, right? And if they bring an opportunity, we know that there’s a similar sort of qualification criteria. Now, for me, personally, like figuring out the partner world, honestly, it is a little bit of the Wild West. But there’s a lot of really cool orgs out there, who are, I think, trying to elevate and formalize and bring a little bit more consistency and rigor to the partner profession. So there’s a group that I’m a part of called Partnership Leaders. And so we’re an industry organization that does tons of ongoing training, development, events. And I think the knowledge sharing is really beautiful there, right? So we have a Slack group that we share business planning tips, like, you know, this type of partner, how do you handle this situation, and it’s a really cool, kind of like, behind-the-scenes view into how other orgs run their partnerships, and it’s kind of elevating everyone up together. So that’s what I would say there’s not like a one Sandler or, you know, above the line below the line training, I would pick. I would say, if you’re a decent seller, and you know how to run conversations, you’re gonna do great. You don’t need anything special; you don’t need a special degree. You know, everyone’s doing partnerships all the time, right? Like whether you know it or not, you are a partner professional as a seller already, right? You have to build internal partnerships with legal and finance and security. And the product team, like, you are, you’re kind of running like little partner motions all the time, whether or not you know it.
When you stepped into that world for the first time, when you were thinking about building partnerships with different clients, were there like common gotchas that, now that you’ve been in it for a while, when you’re going out and you’re looking for partners, you’re like, oh, they say this, but that tells me that; when I see this, it means that? Like, is there anything that you could think of when you first started, you’re like, I didn’t know. But now that you’re in there, oh, this is obvious.
Yeah, I love that question. There’s a bunch of them and, you know, many battle scars later… But I would say one of the ones that, I think was a little bit unexpected for me was sourcing partners by their excitement about your tool and the space, right? Like, I think a lot of new partner managers, they’ll, you know, come into their role. And the guidance from executives is like, alright, well, you know, obviously, we gotta go sign, you know, the Accenture’s, the Voids, Banes, BCGs. In your first six months.
I’ve heard that exact sentence, by the way, three different times in the last six weeks. We obviously need to go sign and you just list the name, bam, bam, bam, bam.
Yep, absolutely. And it’s, and it’s because the, it’s their sexy logos, right? Like, and you feel like, if I can partner with those guys, like, they’re going to drag me upmarket and all of a sudden, we’re going to be all these enterprise deals. That can work. Definitely. And I’ve seen it work, I’ve been part of those, those opportunities, but like, that’s a two-year process, oftentimes, and takes a ton of time and investment and alignment before you see a single net new dollar from those types of partnerships, just being completely real about it. Right? So I think what I have started index on a lot more is, partners and people in the ecosystem, who are just, like, super fired up about your tool, right? So I ClickUp, for example, we have a lot of really amazing partners who have built businesses around helping their clients, their customers transform using ClickUp. Right? At Outreach, it was the same thing; you know, we have these partners who are really dedicated at what they do and are helping customers, you know, transform using the tool, and they’re fired up about using the tool, and they see it; they believe they’re really those, like, early adopter or true believer type people. And, you know, if you’re just looking at a spreadsheet of, you know, partners, and maybe this person is like, you know, only has 10 consultants, they’re kind of on the small side, you might miss some of that; you know, so it’s really getting in there talking to the partners, understanding what drives their business and their motivation, and then giving a lot more weight. And credit to that, I would say.
This, this is a loaded question, cause I’m stacking the deck against myself, actually. What I have found, or what I have seen, is there’s this like, strange motion that happens with companies, it’s like, borderline incestual, and I can’t believe I’m about to say this sentence, I don’t necessarily mean that as a bad thing. I don’t know if I get away, I’ll never get away with saying that word and say not a bad thing. But where I’ll see folks that came from the company, whatever the solution is, leave, and then come back as a partner later. And they tend to do like, like super well. Now, again, I’m stacking the deck a little bit, because that was my path. Right? I was at an Outreach, I left, came back, all these things. But in reality, like, is that really the case? That the folks that sort of came from the company that rebound, like those are the partners that just get it in a different way? Or, and I imagine this is actually the case. Like, there’s no, there’s no difference whatsoever? Or it’s something to the extent of “Well, no, this actually completely fresh perspective may even be better.” Right? Like, like, is it the case that when you find somebody who left and came back, you’re actually going, “Oh, this is really good”? Or it’s not even a criteria?
I think it depends. So love the question. And yeah, you see it all the time. I would say it really depends on the phase they’re at, in the development of your program. Right? Generally speaking, 90% of the time, I love it when former employees start consulting businesses, right? Not only do they know the tool really well, but they have the internal relationships and the credibility with the sales team. Right? So, you know, when I would, you know, talk to reps internally at Outreach. They’re like, “Oh, yeah, I know, Jordan, like let’s get to work.” Like, there was very little upfront selling that I had to do to build that trust because it was already there. Right? That’s amazing. And you can’t buy that. Right? So when, when you have employees do that, I think that’s really exciting. They’ve also seen enough opportunity in the market that they, they believe in the partner opportunity, right? So they’re, they’re seeing like, “hey, there’s this huge underserved need that I can go do.” And that’s, that’s a huge, I would say, point of conviction and confidence that should give you as a partner person. On the other side of it, though, the fresh perspective is really helpful. I mean, think about this, like as you’re growing the program, and, you know, you’re starting to maybe reach outside of your core competency. You’re going to need partners that are really good at integrations, right? You’re gonna need partners that really know how to, for example, work with the Salesforce community or the Zendesk community, and help your customers bridge the gap between what you do and what they do in a way that actually works for them. So sometimes those partners are great, because they’ll call you on, you know, whatever problems they see, like, they’ll be very transparent about challenges in your technology, and it makes you better. So I actually, it’s a balance of both. And it really depends on like, how mature the program is.
Let’s think about the folks that are coming in that maybe they weren’t an employee before; they don’t have, like, it’s just an outside practice that’s coming into partner. How much is it your responsibility as the partner to give them the same opportunity, so to speak, in front of the sales team, as the person who was at the company left, started a consulting company? Is it your job to actually be the marketer for this new thing internally? Or is it more so your job to just build the relationship? Get really good folks, and then let somebody else, like, do the marketing or whatever else internally?
Yeah. So as a partner manager, you are kind of the single point of advocacy for a new partner, right? So you’re helping them with everything, right? Marketing, lead gen, support, product knowledge, and enablement. Like, you are their, you are their everything right, and you want to make sure that they have a good experience. That being said, I actually kind of look at it from the reverse sometimes, which when we’re talking about bringing people into opportunities, I’ll start with what’s gonna be best for the customer. Right? And I’m not just saying that, because that’s what you are supposed to say, but I really mean that.
Oh, yeah. Come on. Get outta here.
Give me a hot take here. Yeah, no, no. But honestly, like, I think about who’s going to deliver the best experience, right? And if it’s, if it’s a situation where we’ve got, you know, a trusted partner that’s been, you know, in the ecosystem for a while versus someone new, like I mentioned earlier, maybe there’s a competency that the customer needs; maybe they need someone who’s done a bunch of work in the utility space, or the government sector, like you want to match up like for like, so that they’re speaking the same language, and they get each other, right? Actually, a good example: one of our best partners at ClickUp is a company called ZenPilot. They’re also in Pennsylvania, with you, Jordan, actually. And they’ve really become masters…
It’s the greatest state, as you know.
Greatest state, that’s it. That’s it, they become masters of using ClickUp, specifically for SMB and mid-market marketing agencies. Right? So, and that’s like, their wheelhouse and their niche and like, so if I, if I come across, you know, small to medium-sized company that has marketing challenges or an agency in that space. Absolutely. I’m thinking of them right away, because I know that the experience is going to be the highest quality.
So in a AE role where you came from, you have a quota; let’s say it’s $100,000 a month, right? You’re, you’re high-flying here, okay? You bring that in, you hit the number; everybody knows, like, Morgan is just knocking it out of the park. Is there a typical measurement for like the partner ecosystems that you’ve been a part of that, hey, if Morgan has, you know, 50 solution providers that have signed up, that means, oh, they’ve been tied to this many deals that’s typically like, what does good look like in your world?
Yeah, the gold standard is sourced revenue. So like, completely partner discovered and partner-led. So hey, we’ve got a partner who went to someone that they already worked with and found a cool opportunity for us and brought us in. That’s the best, right? So that… because that’s an opportunity we wouldn’t have seen as a sales team otherwise, right? It was completely the partner doing all the lead gen. And the delivery, right? So I’d say like, partner-sourced revenue is definitely number one. There’s partner-influenced revenue, you’ll hear a lot people talk about, and that’s a little bit like, that can be a little bit more shades of gray, like, how much did the partner do? You know, maybe you have a situation where they’re involved with the customer adjacent to you, and they’ve got executive relationships that can help bring the deal forward. Awesome. But that actually, that’s a trickier one, going back to your comment at the beginning, from the other channel professional, you spoke to who said something to the effect of like, you know, people are just trying to like, attach themselves to deals; that, that’s where that reputation comes from is like, oh, yeah, the partner made a phone call. And so you know, that’s partner influence. It’s like, no, no, you have to have a higher bar for like, what counts as partner influence right? So I would say…
It seems to me that there’s a different, for your world, you’re talking about solutions providers. So a solutions provider, let’s say they give fantastic services, but their a solutions provider; they’re not necessarily bringing new business. They’re working with your product, for example, okay? If somebody is on your product, they’re gonna get a hold of them, and then they’re going to uplevel, whatever. Let’s say they’re 110% on their other seat or their P SAT scores, okay? And then you got a partner over here, they don’t do any solutions. They don’t do whatever. But gee whiz, they’re bringing you a bunch of revenue. Okay? What it sounds like to me, is, hey, you can be a fantastic solutions provider. Okay? But if you’re bringing us revenue, like, we’re going to prefer you over just the solutions provider any day of the week; is that actually the case?
I would dig in a little bit to the, to the first case with the, you know, the solutions partner that you mentioned. If they’re actually delivering really cool solutions, they’re often finding new use cases and like new lines of business. So even though they might not be like purely revenue-focused, they’re also like discovering a ton of new business. So they can be like “Oh, hey, like, we found like this marketing use case or this IT team; they need some help.” Like, boom, like, there’s another 50 seats of whatever solution are selling. Right? So even though they might not come across as like, hard-driving sellers, they’re actually in there doing a ton of evangelizing for you and driving your business. Right? But to your question, yeah, I mean, it really depends on the measurement of your program; I would say, like, anyone who’s bringing a lot of revenue, like, they’re definitely getting some attention, no doubt.
So on that note, how much pressure, you don’t have to name names of companies or whatever else. But, let’s say you have a company that brings in a lot of revenue, and they do decent work, whatever, from a solutions perspective. But whatever it is, they’re well connected; they’re just able to sell really well, whatever the case. Okay, so they bring in $100,000 a month, just for fun. Okay? We have company number two who brings in $20,000, but their P SAT scores are fantastic. Is there pressure on partner managers to say, “Hey, listen, the folks that are bringing it like, like, you need to make sure that they have services first, like make sure that they’re taking… because they’re bringing in more revenue for…” like, does any of that go on in that space? I have to imagine that it would.
Yeah, yeah. To answer your question, simply, totally. I mean, there’s prioritization. I mean, this is why you see a lot of partner programs, working with things like tiers, right? So like, depending on, you know, your trailing ARR, you, the number of certifications you’ve done, basically, your investment into the company, then you’ll be, you know, afforded, you know, a certain tier level, for example. And oftentimes, that also dictates, like, how much channel account manager time you have, or how much partner manager time you get, right, and how much focus you get, how strategic you’re to the business. I would say like the revenue definitely is, is a big part of it. I would also say, like, thinking about, who are the partners that you really trust to go into really complicated customers, right? So you know, maybe someone from the sales team brings me this huge whale of a customer that, you know, has had challenges with deployments with other tools, and they’re, they’re worried and there’s all these, you know, exigent risks, right? Who’s the partner that like, who’s my first phone call? Right? That, that is… that’s kind of like a gut check on how strategic the partners are to you, right? They might bring in a lot of revenue. But if I don’t trust them to, you know, provide a really good white glove service, then maybe they’re actually not that, that important. And so there’s a lot more to the story than just the dollars.
So, last question. This is for all of our young minds listening in, or I should say early-in-their-career minds are SDRs, AEs that are thinking like, what’s my next move? What’s the, what’s the big pitch for why you should go into partnerships before going into that next sort of traditional sales position?
Yeah. I would say, you’re going to do a job that is changing and different every single day. And it’s part of a wider ecosystem that is just going to keep growing and being more important every single year. So not only is it like, a lot more variety in the day-to-day, but the job security that you’re going to see, you know, in 5, 10 years, I know it’s a long way to think out front, but this is where the industry is going and you’re going to build a lot of amazing skills that will give you, like, transferability kind of anywhere you want to go. It’s like, I mean, but I want to be very clear. It’s not that different than sales in that way, right? You can be an incredible salesperson and do anything with it that you want. It just depends on the type of impact you want to drive. So yeah, there’s I mean, there’s no right or wrong answer. But for me…
Well, tell me, what do you mean by the type of impact you want to drive? What do you mean by that?
Yeah. So for example, if I’m a drug seller, right, blow my number out of the water, that’s awesome. And I should be, you know, compensated well; I should be at club every year, that’s great, I’m driving a huge impact for the business. If I am a partner manager, and I put in place an alliance or partnership, that, you know, that can drive many multiples of what a single rep can do, potentially, right? And also outlast me, as, as a partner manager. If I leave the company, that alliance might still continue, and have a big impact on that company, right? So I think, you know, without putting like real numbers on it in this interview, it can be hard to illustrate, but I would say there’s many multiples of, of impact that can be driven through the partner motion, that would be hard to do as an individual contributor.
Are you paid as well? Again, you don’t have to give me the actual number. Right? But like, if you go down this path, and you’re making that impact is the pay, is the pay similar?
The pay can be really good. It all depends on the company. Yeah, I would say we’re not like, you know, we’re not like your top enterprise rep. Definitely not. But you can, you know, you’re aligned to revenue, right? So you’re still carrying a revenue number, and still carrying quota. So yeah, you’re definitely still in the right ballpark.
Alright man, listen, you, you’ve continued my education, down this whole channel partnership motion. So I, I, I’m indebted to you, for sure. Man, just thinking about this whole thing, I, I kind of joked about this before, but I’ll say it again, that the channel world, you know, I go into sales orgs all the time and consult with them. And then we start talking about channel, and it’s like, well, it’s just this whole other thing, right? It’s just this whole other thing. So it’s been fun for me to jump in and start exploring, like, what is this whole other thing? So Morgan, if somebody wants to get ahold of you, want to chat through partnerships, whatever else, what’s the best way?
Yeah, feel free to send me a message on LinkedIn. And we can chat there. Like I said, also, definitely check out Partnership Leaders. They have a lot of good free content that they put out for people who are interested in this space. And yeah, thanks so much for the time, Jordan; this was awesome.
All right. Thanks for coming on. Thanks for listening in everybody, and we’ll see you next time.
32:42Hot dog. That was a great episode. Thanks for listening. If you want to learn more about Greaser Consulting or any information you heard on today’s episode, visit us online at www.greaserconsulting.com. Be sure to click the Follow button and the bell icon to be notified on the latest here at RevOps Therapy. Thanks and see you real soon.