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Build and scale partner ecosystems that drive revenue and platform adoption. Use when building partner programs from scratch, tiering partnerships, managing co-marketing, making build-vs-partner decisions, or structuring crawl-walk-run partner deployment.
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SOC 職業分類に基づく
Ultra-compressed communication mode. Cuts token usage ~75% by speaking like caveman while keeping full technical accuracy. Supports intensity levels: lite, full (default), ultra. Use when user says "caveman mode", "talk like caveman", "use caveman", "less tokens", "be brief", or invokes /caveman. Also auto-triggers when token efficiency is requested.
Interview the user relentlessly about a plan or design until reaching shared understanding, resolving each branch of the decision tree. Use when user wants to stress-test a plan, get grilled on their design, or mentions "grill me".
Test-driven development with red-green-refactor loop. Use when user wants to build features or fix bugs using TDD, mentions "red-green-refactor", wants integration tests, or asks for test-first development.
Create a PRD through user interview, codebase exploration, and module design, then submit as a GitHub issue. Use when user wants to write a PRD, create a product requirements document, or plan a new feature.
Launch new products from idea to first customers. Use when launching products, finding early adopters, building launch week playbooks, diagnosing why adoption stalls, or learning that press coverage does not equal growth. Includes the three-layer diagnosis, the 2-week experiment cycle, and the launch that got 50K impressions and 12 signups.
Go-to-market strategy for AI products. Use when positioning AI products, handling "who is responsible when it breaks" objections, pricing variable-cost AI, choosing between copilot/agent/teammate framing, or selling autonomous tools into enterprises.
| name | gtm-partnership-architecture |
| description | Build and scale partner ecosystems that drive revenue and platform adoption. Use when building partner programs from scratch, tiering partnerships, managing co-marketing, making build-vs-partner decisions, or structuring crawl-walk-run partner deployment. |
| license | MIT |
Build and scale partner ecosystems that drive revenue and platform adoption. These aren't theory — they're patterns from building partner programs that drove 8-figure ARR and observing partnerships with real economic commitment.
Triggers:
Context:
The Pattern:
Most "partnerships" are co-marketing theater. Joint webinars, logo swaps, press releases. No economic commitment. No real skin in the game.
Real partnerships look different:
How to Tell the Difference:
Ask: "If this partnership fails, what does each side lose?"
If the answer is "nothing" — it's not a partnership. It's a handshake.
The best partnerships I've seen involved uncomfortable commitments on both sides. Multi-year cloud spend commitments. Dedicated engineering teams. Revenue guarantees. The discomfort is the point — it forces both sides to make the partnership work.
Framework: Three-Sided Value Proposition
Every successful partnership creates clear value for three parties:
Your Company:
The Partner:
Shared Customers:
Decision Criteria:
Before pursuing any partnership, answer:
If both sides can walk away with zero cost, it's not a partnership — it's a handshake.
Common Mistake:
Treating "partnerships" as marketing announcements. Integration launches, joint webinars, co-branded content. These create buzz, not business. Real partnerships require uncomfortable commitments.
The Developer Marketplace Decision:
Running ecosystem at a platform company during hypergrowth. Leadership debate: Open the network to anyone, or curate for quality?
Quality control camp: "We need gatekeeping. Otherwise we'll get SEO spam, low-quality APIs, brand damage."
Open network camp: "Developers route around gatekeepers. Network effects matter more than quality control."
The decision: Went open. Quality concerns were real, but we made a bet: Control comes from discovery + trust layers, not submission gatekeeping.
What We Built Instead of Gatekeeping:
Result: Network effects won. Thousands of APIs published. Quality surfaced through usage, not through us deciding upfront.
The Pattern:
Curated ecosystem (Gatekeeper Model):
Open ecosystem (Discovery Model):
When to Use Which:
Is brand damage risk high if low-quality partners join?
├─ Yes (regulated, security-critical) → Curated
└─ No → Continue...
│
Can you scale human review?
├─ No (thousands of potential partners) → Open
└─ Yes (dozens of partners) → Curated
Common Mistake:
Defaulting to curated because "we need quality control." This works when you have 10 partners. At 100+, you become the bottleneck. Build discovery and trust systems instead.
The Certification Wedge:
Early in a cloud partnership, looking for channel leverage. Targeting managed service providers (MSPs).
The insight: Buried in the cloud provider's partner program requirements: "Must include [our product category] in certified stack."
The play: Built entire partnership pitch around that one line. MSPs didn't just want our product — they needed it to maintain certification.
Result: We became required, not "nice to have." Closed MSP deals 3x faster than generic partnerships.
Framework: Partnership Leverage Types
1. Requirement leverage (Strongest)
2. Economic leverage (Strong)
3. Competitive leverage (Moderate)
4. Customer leverage (Moderate)
5. Co-marketing leverage (Weak)
How to Apply:
Before pitching partnership, identify your leverage:
High leverage (requirements, economics) → Full partnership investment Moderate leverage (competitive, customer) → Light partnership, test first Low leverage (co-marketing only) → Don't do it, you'll waste time
The Qualification Question:
"If we don't do this partnership, what happens to you?"
Common Mistake:
Pitching partnerships based on your benefit, not theirs. "We want access to your customers" is co-marketing theater. "You'll maintain cloud provider certification" is leverage.
Structure partner programs into clear tiers based on commitment and capability:
Tier 1: Integration Partner (Self-Serve)
Tier 2: Partnership Partner (Joint Development)
Tier 3: Strategic Partner (Co-Development)
Decision Criteria:
Common Mistake:
Treating all partners equally. Tier 1 partners want self-serve, Tier 3 want white-glove. Mismatch creates frustration.
De-risk partnerships with phased validation before full commitment.
Crawl (4-8 weeks):
Walk (8-12 weeks):
Run (6-12 months ongoing):
The Pattern:
Most partnerships fail in Crawl phase. That's good — you learn fast with minimal investment.
Common Mistakes:
Go/No-Go Criteria:
After Crawl:
After Walk:
Enter Run Only If:
If you can't articulate what each party gets, the partnership will fail.
Partnership Charter (Required Before Launch):
Mutual Goals:
Value Exchange:
Timeline:
Measurement:
Governance:
The Signature Test:
Both sides should sign the charter. If either side won't commit to paper, there's no real partnership.
Common Mistake:
Verbal agreements without documentation. When things get hard (and they will), you need written alignment.
Pre-Launch (4-6 weeks before):
Launch Week:
Post-Launch (Weeks 2-8):
Common Mistake:
Treating launch as finish line. Real work starts after launch — adoption, support, iteration.
Is this capability core to our product differentiation?
├─ Yes → Build it yourself
└─ No → Continue...
│
Would building this delay our roadmap by >6 months?
├─ Yes → Partner
└─ No → Continue...
│
Is there a credible partner who needs us too?
├─ Yes → Partner
└─ No → Build
Does partner have engineering resources to self-serve?
├─ Yes → Start at Tier 1, evaluate for Tier 2 after 6 months
└─ No → Continue...
│
Is this a marquee logo that shifts our positioning?
├─ Yes → Tier 3 (Strategic)
└─ No → Tier 2 (Joint Development)
Did Crawl phase meet success criteria?
├─ No → End partnership, learn from failure
└─ Yes → Continue...
│
Did Walk phase meet success criteria?
├─ No → End partnership or restart Crawl with changes
└─ Yes → Move to Run phase
Treating partnerships as sales channel, not platform expansion
Launching without clear integration pathways
Expecting partners to self-promote
Creating too many tiers
Ghosting after launch
Pursuing partnerships for vanity
No clear exit criteria
Before starting any partnership:
Before launching any partnership:
Partnership leverage hierarchy:
Go/no-go criteria:
Based on partnerships work across multiple platform companies during hypergrowth, including running a developer marketplace ecosystem (open vs curated decision) and leveraging cloud provider certification requirements for channel growth. Not theory — patterns from partnerships that actually drove revenue and platform adoption.