The York Group

The York Group (www.theyorkgroup.com) helps B2B technology companies manage the business and operational transformation needed to capitalize on significant shifts in technologies and markets.

The York Group has been at the forefront of business model transformation for cloud and SaaS-based businesses ever since the concept came to market as application service providers (ASP), and works with its clients to work through the changes necessary for success.  This includes selecting the right target markets, sales organization and compensation, marketing, customer support, legal issues and more.

With a presence in almost 30 countries, we also help companies open up new streams of revenue through international expansion as well as expand business right at home by building better channels for high-performing sales. 

Our clients range from start-ups to some of the largest technology companies, including Microsoft, HP, Symantec, CA, Ericsson, Schneider Electric, GE Healthcare and Siemens.

Wingspan

Wingspan is a trailblazing consultancy dedicated to driving the transformation of Private Equity-owned Independent Software Vendors (ISVs) in the 'as-a-service' era. With a team of seasoned operators, a tailored methodology, and a commitment to co-investment, Wingspan empowers software assets to thrive in the evolving technology landscape.

My Wingspan engagement call on my skills around a) business model transformation for software companies transitioning to SaaS; b) channel development; 3) international expansion.

Wingspan Strategic Operator

MicroAge Europe

Director of European Business Development for MicroAge Europe, a joint venture between MicroAge Computer Centers, a computer store franchise organization, and Metrologie, a pan-European distributor.  Responsibilities included, identifying, qualifying and negotiating agreements with master franchise prospects across Western Europe.

Director of European Business Development

Revenue transformation strategies for software companies - Cloud, IoT and international expansion.

With over 30 years of experience in the technology sector, I am a seasoned consultant and strategist who helps software companies and OEM/machine builders adapt and thrive in the dynamic and competitive 'as-a-service' era. 

Developing good solutions, whether it is a SaaS offering or predictive maintenance for connected equipment, is not the challenge.  The bigger issue is monetization - developing the right business model, go-to-market strategy and organizational alignment to maximize the revenue opportunity.

I have worked with clients across various industries and regions to design and implement revenue transformation strategies for cloud, SaaS, and IoT solutions. Some of the clients I worked with include Microsoft, JCI, ABB, Ericsson, Danfoss, ESAB, Schneider Electric, Olympus, BASF, Siemens, and many others. I also authored multiple white papers and articles on topics such as SaaS best practices, channel optimization, and IoT monetization.

What some of my clients say:

"The workshop transformed Dynisco’s vision and provided us with the tools necessary to make an impact.”
- John Biagioni, President, Dynisco

“The workshop will quickly surface what you don’t know. It was well worth it and I would recommend it in a heartbeat.”
- Chris Palmer, Senior Manager, Advanced Technology Services, PCL

“The workshop with Harald was essential for two reasons:  1) it helped us change our perception about the go-to-market approach for a cloud offering; and 2) it drove us to identify all the things you have to work on to make the switch properly”.  André Brunetiere, Director for Strategy, Product Marketing and R&D, Sage

Our engagements are focused, practical and result in action plan that can be executed by your team.  Schedule a call to see how we can help you - www,calendly.com/hhorgen.

If you aren't a strategic partner, you’re just "shelfware."

Most vendors live in a fantasy land.

You sign a new partner and think: "This is it. They are going to champion our product and build a massive revenue stream."

Here is the reality check: To them, you are likely just a tool in their "bag of tricks." You sit on the shelf gathering dust until a customer specifically asks for you.

That is an Opportunistic Relationship, not a Strategic Partnership.

@Kyle Edmund Hayes (a great follow for practical channel advice) and I discuss this often—too many vendors confuse "hope" with "strategy." If you want sustainable revenue, you need to know where you actually stand.

So, how do you know if you actually matter to them?

If you can’t check these three boxes, you aren't strategic:

1️⃣ Skin in the Game: Is there a specific salesperson with clear targets and compensation tied to your product? If not, nobody wakes up thinking about selling you.
2️⃣ Hunter, not Gatherer: Does the partner have an activity-based marketing plan? Salespeople don't do lead gen; they close leads. No marketing plan means no new pipeline.
3️⃣ Survival Value: Does losing you hurt them? You are only strategic if you generate enough revenue (product + services) that they need you to survive.

The Hard Truth: The revenue difference between "Strategic" and "Opportunistic" is orders of magnitude.

But you can’t fix this after the contract is signed. You must set these expectations during recruitment. If you wait until the ink is dry, it’s already too late.

👇 Book an appointment if you want the no-nonsense playbook on building a channel that actually sells.

#channelstrategy #partnerships #sales #growth

Harald Horgen

Revenue transformation for software companies and OEM/machine builders. GTM and monetization strategies for your as-a-service business model. LinkedIn member #25856

I am going to riff on a post from Kyle E. (a great follow for channel content), where he talked about the importance of a clear IPP (Ideal Partner Profile). I responded that most channel programs are like Alice in Wonderland – if you don’t know where you are going, any road will get you there.

The more I thought about it, the more the analogy holds true. After 30 years in Channel Development, I’ve realized that most partner programs aren’t built on logic—they’re written by Lewis Carroll.

If you feel like you’re falling down a bottomless pit of "strategic alignment" only to land in a room full of locked doors, you’re not alone. Welcome to the Wonderland of Dysfunctional Channels.

How many of these characters do you recognize in your current program?

🎩 The Mad Hatter’s KPI Tea Party

"Why is a raven like a writing desk?" It doesn't matter! Much like your current KPIs, the questions don’t need to make sense. We track "Partner Engagement" by counting how many people downloaded a PDF in 2024, yet we wonder why revenue is flat. We’re all mad here.

🐱 The Cheshire Ideal Partner Profile (IPP)

Now you see it, now you don't. One minute the IPP is "Enterprise Security Experts," the next minute it has vanished, leaving only a lingering grin and a mandate to recruit 500 "born-in-the-cloud" MSPs. 

👑 The Queen of Channel Conflict

"Off with their heads!" yells the Direct Sales VP the moment a partner registers a lead at a Tier 1 account. Conflict resolution isn’t a process; it’s a trial where the partner is always guilty, the rules are made up on the fly, and the deck is literally stacked against them.

🐇 The "Late for a Very Important Date" Support

The partner needs a quote? The portal is undergoing maintenance. They need technical collateral? It’s being "rebranded." By the time the channel manager returns the call, the customer has already bought from a competitor who actually uses a calendar.

The Moral of the Story? If your partners feel like Alice—small, confused, and constantly changing size just to fit into your tiering requirements—they’re going to wake up and leave the dream.

A functional channel isn't magic; it’s just clarity, consistency, and not treating your partners like they’re smoking a hookah with a caterpillar.

#ChannelManagement #PartnerExperience #TechSales

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