Joe Durfey, Director Strategic Partnerships at Grow, joins me to discuss how to create and maintain successful referral partner relationships, the importance of content in the partner channel, and more on this episode of The Allbound Podcast.

Jen: Well, I'm glad to have you. You know, Grow's a really cool rapidly growing business intelligence company that's in Provo, Utah. I know you guys focus on small and medium-sized businesses, and you help them track metrics, and connect to various data sources, and then visualize that data, so some pretty cool stuff. When I say rapidly growing, Joe, when I was doing a little bit of digging, I found that Grow has grown, no pun intended, grown its sales team by 500% in the last year. That's insane. What's going on over there? And tell us a little bit about what you do.

Joe: Yeah, absolutely. Thank you, Jen. So, yeah, 2016 was just tremendous for us. I think we performed in 2016 beyond any of our wildest expectations. We set some pretty aggressive goals at the beginning of the year, and blew even our stretch goals out of the water. You know, I think the product's really, really good. I think that from where it was when we started to where it is now, it's just amazing what our developers have been able to do. But the market that we're targeting and the way we're targeting is really different. We do target, as you mentioned, Jen, the SMB and the mid-market companies. Our mission is to bring affordable, functional, customizable, feature-rich BI to the mid-market space.

When we looked at the space, we saw a lot of really great enterprise providers, like Domo, Tableau, and Sisense, and their products are awesome. You can slice and dice the data a million different ways, lots of great integrations, etc. But for a mid-market company, it's often very cost prohibitive. And on the other end, you have kind of pre-canned dashboard software that's very, very affordable, it's just really stripped down in terms of the features, and the integrations, and the customization that you can do. So we kind of look at this middle space and just viewed a huge opportunity to really give mid-market companies and SMBs a BI solution that helps them become more data-driven and helps them create a business command center for the company and to do it in a way that we really didn't see anybody doing it for mid-market companies. So that's kind of our mission, and, you know, we're still a young company, but if we can just kind of keep the momentum that we started building in 2016 into 2017 and beyond, we'll be in a pretty good place.

Anyway, Jen, I don't even know what the question was. I kind of just went off there. My role is strategic partnerships, we're pretty early to the partnership and channel game here at Grow. It seems like most organizations don't start down this path until they're probably a few years further along than we are. We just flip data, and because of the product that we have, and all of the native integrations that we've already built out, there's just a huge opportunity for us to grow through partnerships and through channel. I've been with the company for about six months, and it's been a huge learning experience, but it has been awesome at the same time every step of the way. So we're learning a lot as we go, and maybe I've learned a few things that will be helpful to some of the listeners of this podcast.

Jen: Well, I think so. I think there are a lot of companies in the SaaS space that are young companies, maybe as young as Grow, maybe not, but perhaps in the same revenue size kind of place, and are looking to begin this journey with partners. So let's dig into that a little bit. Your partner program is comprised of referral partners, integration partners, and then you have a value-added reseller type of partner. When you look across your current partner base, are those roles evenly distributed? Do you lean towards onboarding one kind of partner over another? Do you have any initiatives for targeting a certain kind of partner? Share with us a little bit about what that partner makeup looks like.

Joe: Yeah, absolutely. That's a great question. I need to go update our website, it really should be referral partners, technology integration partners, and value-added referral partners. We're young in building this out. One of the things that is important to us in this stage, and I think as we advance this will change, but right now we really want to be able to control a lot of the sales process and then all the way through the onboarding, and the implementation, and the support. We love to have our partners ride shotgun with us through that process, and that's really the best way that we've found at our stage to train our partners. So we're not doing a lot of true reseller partnerships right now. More of what we are focused on are value-added referral partners or partners that provide a complimentary service. For example, a company that goes in and helps prep data or helps organize data and get it in a good place, so that they can then plug it into a tool like Grow, those are great partners for us. Consultancy organizations, business coaches, you know, people that are really focused on the metrics, and the KPIs, and helping companies to become more data-driven, those are great partners for us. So that's one channel that's a priority right now.

The other big channel that's priority is technology integrations, and we do that two different ways. Sometimes we find companies, SaaS companies, that have great products, but they have a product gap in terms of the way that their product allows their users to interact with their data from a reporting standpoint and from a visualization standpoint. So we go in and help fill that gap, whether if it's through a somewhat embedded or OEM model, or by simply having a link to Grow and sending customers to set up their own accounts with Grow, where they can go and connect to that data source and then build the reports that they want. Both of those paths are really good paths for us. Then we also do a lot of what I would call, co-marketing partnerships with companies that we've built integrations with. So that's really been our focus and is our focus right now. I suspect over time that will remain the focus, but we'll probably add some new ones in there, some more layers to what we're doing right now.

Jen: That's great. I want to just commend you for recognizing the need to focus on the referral partners and doing those sort of ride-alongs during the sales process and then holding onto that customer through implementation, especially being a young company. I'm sure you're still making adjustments to a lot of your sales process, to your implementation process. I know that there are probably a lot of partners out there who would love to truly resell Grow's solution, and sometimes it's hard to say no and "Let's hold off. We're not quite there yet." You'll get there when and if you decide to get there. So that's great.

Joe: Yeah, it is. It's always a quandary, especially for the guy that's responsible for partnerships to have to say no, that's a hard thing. I think it's really important for companies to take inventory of where they're at in their company's history, where the product is, and if it's really ready to turn over and let somebody else go sell it and take opportunities from A to Zs, set the clause and kind of give that up. I know it works for a lot of companies, and Grow might be one of those companies someday, but we just feel like it's premature for us right now. And so it is sometimes hard to say no, but I think it's the right thing.

Jen: Oh, absolutely. So when you have a partner, a referral partner, or maybe it's a technology partner, which is also going to in a way refer a new business, what are some of the tactics you've employed to help train those partners so they can be successful in sharing Grow's value proposition with prospects? You very clearly outlined, "Jen, this is what sets us apart from some of the other business intelligence tools that are out there." How do you transfer that knowledge to your partners?

Joe: Yeah, that's a great question, and it's a challenge that we talk about all the time. I think that the two most effective things that we found are, one, doing the ride-alongs and the co-selling together with our partners. One of the struggles that we've seen some partners have is feeling like they have to be experts on the platform to just tee up a conversation for us to get involved and help them close the deal. We talk to partners a lot about, "Hey, we're here for you, and nobody knows Grow better than we know Grow, and nobody can sell it better than we can sell it." So, we give them just a few talking points that we really like to focus on that we've found have been successful at teeing up conversations. We really like to have our partners learn and train as we go through the process with real clients. So, content is important and having things like the internal-facing battle cards for sales reps and CS reps, and public-facing battle cards for their customers and different content that they can use, that's all really important. What I've seen is we're all so busy with our primary job and our primary responsibility that even when we share these things with partners, some of them get in and really use it, others say "Hey, I just don't have a lot of time to really train and use all this content. I'd really just like to bring you guys in and let you guys do what you do best."

So the best thing that we found is the co-selling and just having our partners learn as we sell with them and as we onboard and implement with them. Then the second thing is we treat partners a lot like we do customers. Every one of our customers gets a dedicated CS rep. Every one of our partners gets a dedicated CS rep. Our CS reps are really experts on the platform, they're data analysts, and they're also very nice, friendly, and helpful. So every one of our partners gets one of these analysts that whenever there's a question on, "Hey, can the product do this, or can it do that?" they have a direct line to that rep. So a lot of what we've found to be successful in terms of the way we do our customer success, we've taken that and done the same thing with our partners. Those are the two things that I would probably say have been the biggest help to me in terms of getting our partners trained and knowledgeable on our platform.

Jen: That's great. What about those partners that you onboard and then they don't quite activate. What are some of the challenges you face actually engaging partners after they've signed on the dotted line? You've agreed this is a good partnership, you get their customer success or CS manager, do you ever have people that just kind of go dark?

Joe: Sure. Yeah. That's truthfully an area, Jen, where I think we can make a lot of strides in terms of doing better. We're new at this, we're truthfully casting a pretty wide net right now, and if somebody wants to partner with us and they want to refer leads and work with us, we pretty much accept all comers that fit into that referral partner box right now. And, yeah, we have a number of partners that have been really excited when I'm talking to them pre-signing a partner agreement, and then just sort of fizzle out. I knew that would be the case and expected it. We're building right now, we're doing a lot of trial and error and a lot of exploration. I know one of the things that we'll have to do in the future is kind of go back and clean up who we're partnered with so that we don't have just a lot of dead weight that's really a partner and name only. So, it's not a great answer to the question. I know we can do a lot better in terms of competing for mindshare with our partners and doing that through a content-driven strategy, and trying to make it easier for our partners to share information about Grow.

So, that's part of the building process that we're going through right now. I would say that right now we do fall into the 80-20, where already 6 months in, we have a number of partners that just aren't producing, and some of that is things that we can do better to support our partners, and some of it is just I don't think they'll ever produce. At some point, we'll have to go back and kind of filter out those that aren't ever really going to be effective partners.

Jen: Well, Joe, you don't like saying no to partners, just wait until you have to break up with them. So that conversation, will have to happen. On the podcast, Lisa Box from WP Engine, she talked about having that tough conversation with a partner where it just doesn't make sense anymore. But let's talk about the 80-20 rule. It's a problem that plagues many established channel partner programs, where 80% of revenue is coming from 20% of those partners. So you're aware of, "Okay, this is us. This is what's gonna happen, and we're gonna be stuck here." So what are you trying to put in place now, or what are you working on so that you can avoid this moving forward as you expand the program in the future?

Joe: Yeah. That's another really good question, Jen. I don't know that we've really settled that. We've talked about gamification and having minimum thresholds that partners need to meet and different levels and tiers where they get more resources, and support, and content as they produce and as they show that they're committed to the partnership. So right now those are things that we're thinking about, but, frankly, if your listeners and other people have great ideas on that, I'm all ears, because that's one that I haven't totally figured out yet.

Jen: Well, and it's that engagement factor, right? So I think part of it is just from listening to people who have come on this podcast or folks that we've interacted with here at Allbound, I know a lot of it starts with recruitment, right? It starts with who do you bring in, and who do you invest in, and what do you give them access to. It's a great topic of conversation, and I hope that our listeners will reach out to you and start a good conversation about that. You previously led enterprise sales teams, and before that, you were an individual contributor also in enterprise tech space. So this is a recent change to your career doing channel, right? What have you enjoyed about working with this partner program, working with channel partners?

Joe: Well, I would say just the biggest thing for me is the overall level of professionalism. I think as much as any group that I've ever been associated with, channel partners really embody a mentality of, "Let's find the mutual value. Let's work together to come up with solutions, and let's work together to drive revenue." I think channel people generally understand better than most groups that if there's not real value for both parties, it's just not going to work. So what I've really enjoyed is just the interactions and the type of people that I find that are in channel roles within their companies and they really do look for win-wins. And they really do work hard to try to drive value not only to their own company but to their partner's company. That's a lot different than sales or enterprise sales where you're just trying to do whatever you can to get a deal and to get the buyer to sign on the dotted line and then turn it over to CS and let them do their thing. There's a lot more that goes into it from a strategic standpoint and trying to solve problems. I just think overall the people that I've interacted with that are in a role similar to mine are just top grade, and really, really smart, and really thoughtful, and that's what I've enjoyed most going from enterprise sales and leading enterprise sales teams to doing channel.

Jen: Is there anything that you feel that you've brought with you from being in either a sales leadership role or an individual contributor role that you think has been really beneficial for you now in growing this partner program?

Joe: Yeah. In my last company, I had channel people calling me all the time, wanting to give my sales guys to promote their products. So I have this benefit of understanding. When I was running the sales team, and I would have another company calling on me and my reps saying, "Hey, we want you to sell our stuff and promote our stuff." and I was still concerned about my guys hitting our own numbers and the last thing I really want them to think about or be distracted with is learning somebody else's product so that they know when is the right time and opportunity to send along a referral or whatever else. So I approach that in this role, really delicately, because I relate to the pressures that go along with leading sales teams and with sales guys just trying to get their own quotas. I think it's made me think about it more creatively in terms of how do you make it frictionless, and how do you drive revenue and drive leads through partners without being a distraction to their sales teams and their CS teams? What are the co-marketing strategies and the conversion events that we can do together to drive those outcomes without having to go and convince an enterprise sales director that his sales guy should learn my product and then send me referrals? From what I've seen, that's a really hard thing to do, and I relate to that, because I was in that role. So I think it's helped me in this role to be creative about, "Okay, how do we do this to make it frictionless for our partners?"

Jen: That's great. I hear you so loud and clear, because, like you said, you understand what it's like to be carrying that quota or overseeing those salespeople who are trying to hit those numbers. In partnerships, you've got to look for those win-wins so that you're not interfering with the work that everyone else is doing. So that makes perfect sense. It's a great asset that you bring to the role.

Now, I have one more question for you before I get into some of my more fun personal questions. So, your first day on the job of building this partner program, what would you would have liked to tell yourself? What would you like to tell someone who is back six months in your shoes?

Joe: I would tell myself probably two things. One is, I thought coming in that I would need to be selective. I would go back and say that I need to be more selective and do even more work on partner profiling and partner personas to target the right partners. I mentioned earlier that we're casting a pretty wide net right now, and we're kind of doing that knowing that we're going to probably onboard partners that don't produce initially. But because we're building it, and we kind of want to make sure that we don't miss out on a partner persona that we didn't think about or we thought might be good, that's just sort of something that we've looked at and a risk that we're willing to take. But six months in now, I'm starting to see the types of partners that I think are going to be really, really good long-term partners for us are fewer and far between than I thought they probably were. I would tell myself to really be selective and really put in the time to identify the right kinds of partners before you really go too crazy just bringing on whoever wants to partner with us. So that's one.

The other one is, as a young company, and every company, I guess it doesn't matter whether you're young or not young, you have bottlenecks and you have resource constraints. One of the things that I didn't really think too much about was how important content is to the partner and channel relationships. A little plug here for the CO:LLABORATE conference that Allbound puts on that I went to earlier this year, and one of the things that I heard there that just really resonated after a few months in the job was content isn't the key, it's the kingdom. I can't remember who said it or what presentation it was, but that is something that I've just found to be so true with our partners. We have partners that are more than willing to help promote Grow, and what we do, and how it works well with their products, but they have the same bottlenecks and resource constraints that I do. So if I'm waiting for them to create a webinar outline, or write a blog post, or come up with some content or some messaging for targeted e-mails, it just doesn't happen, because they're so focused on their own businesses.

So, I think one of the things for anybody that's new coming into it is to think about that it's really is more than a channel manager, it's an organization-wide commitment. I've got to work with my product team, and my dev team, and my marketing team to really give our partners the tools and the resources that they need to be successful. That's something that I don't think I fully grasped coming into this role.

Jen: Well, those are some really great, great insights and I think extremely valuable for folks who are in this place of maybe just thinking about getting started. So thank you. I appreciate you sharing that with us. Before I let you go, at the end of all of my podcasts, I like to put people through a little speed round, where I pepper you with a few questions. They're really more about you. Are you open to this?

Joe: Yeah, sure, as long as I have the veto authority to say "I'm gonna plead the Fifth." No, let's do it. It'll be fun.

Jen: Alright. They're pretty easy. They're kindergarten level. You'll be okay. So question number one. What's your favorite city?

Joe: My favorite city to visit I would say is...oh, that's a good one. I really like San Francisco. I think San Francisco is a really, really cool city. So let's go with San Francisco.

Jen: I like that answer. That's my favorite city, too. Question number two. Are you an animal lover, yes or no?

Joe: I am an animal lover. I have a silver Lab for a pet. I also have four children, and sometimes I wonder why in the world we thought a dog would be a good idea on top of four young kids.

Jen: I thought you were calling your kids the animals.

Joe: No. Sometimes they are animals. I'm saying it's added responsibility on top of the four kids. So sometimes I wonder why we did it, but, we love our dog, and I am an animal lover. So, yeah, I would say for sure on that one.

Jen: I don't think I know what a silver Lab is. Is it like a silver-haired lab? Like a gray coat?

Joe: Yeah, it's got like a silver-grayish tint. They're not very common. They're really beautiful dogs, and yeah, it's a Lab, but it's silver.

Jen: Awesome, very cool. Okay, question number three, Mac or PC?

Joe: Mac all the way.

Jen: Perfect. Question number four, Uber or Lyft?

Joe: Well, I've actually never ridden Lyft. So let's say Uber, because I've used Uber many times.

Jen: Okay. And last question. Let's say I was able to offer you an all-expenses-paid trip. Where would it be to?

Joe: I'm really an outdoorsman. I'm an avid fisherman and I love hiking and all that stuff. So I would say somewhere like Alaska, or maybe like Peru to go do like Machu Picchu. My parents did that last year, and the pictures were unbelievable. So I don't know. I think something like that would be really cool.

Jen: Alright, sounds good. Well, thank you so much. Thanks for taking some time out of your day to share your insights of growing Grow's partner program. It was such a pleasure. If our listeners would like to reach out to you personally, maybe to connect with you about some of the questions that we were discussing or to ask anything else, what's the best way for them to reach you?

Joe: My e-mail address is really easy, it's Joe, J-O-E, @grow.com, joe@grow.com. Or can I give my phone number?

Jen: You can do whatever you want.

Joe: My phone number where you can reach me is 801-615-0633. Those are the two best ways to get a hold of me. And call, or text, or e-mail, whatever you want.

Jen: Wonderful. Yeah, joe@grow.com, that's got a nice ring to it. I'll probably never forget that e-mail address.

Joe: I lucked out with that one.

Jen: You certainly did. You certainly did. Well, thanks again so much for joining us, Joe.

Joe: Well, thank you, Jen, for the invitation. It's an honor to join you and talk a little bit about what we all love to do. So thank you so much, and I would love to come back sometime, maybe down the road when I've learned a little bit more.

Jen: Sounds like a plan. Thanks so much. And thanks, everyone else, for tuning in. Join us next week for an all-new episode of The Allbound Podcast.

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#190: Communication Is a Core Function