technologyreseller.co.uk 29 Q&A ...continued from page 20 market retailers; global system integrators or GSIs; ISVs, other technology firms; and OEMs – we have quite a few ISVs and solution providers that have created their own IP or wrap services around our product; they natively integrate solutions and then brand it as their own. We have hundreds of partners globally, and many of them are global in nature. For example, all our GSIs are global in nature and most of them have entities and representation with Alteryx in EMEA, APJ and the Americas. Overall, I’d say 20% to 30% of our partner community has a presence in EMEA. TR: What do you see as the key elements of the support you provide partners? BH: In updating the programme we wanted to make sure that we addressed all partner types – the solution providers, GSIs, ISVs and OEMs. I didn’t feel that the previous programme addressed them all and recognised that each type has a different journey. So, we now have benefits and requirements that differ by that partner type and really address how they go to market. The second thing is, when you look at programme requirements and benefits, oftentimes you see a programme, and I’m going to make this up, where eight things are required before the partner starts to receive benefits. We didn’t want to make partners wait six to nine months before they started seeing benefit from us, so we have introduced a progressive benefits requirements flow. For every investment a partner makes, we provide them with a benefit, even within a tier (Registered, Select, Premier), so that they receive benefit and resources and support from us sooner. The third thing we did was roll out enablement to our partners, really viewing them as an extension of our own go-tomarket teams. Everything we do internally to enable our employees, the programmes and resources, is now extended to those partners. And we have rolled out new role-based enablement paths, so if you are a seller, you have an enablement path; if you’re a pre-sales engineer, you have technical paths, as well as professional service matching. Lastly, and again pivoting to that partner-centric strategy, we wanted to make sure that we instituted clearer rules of engagement. How can we include best practices that really help partners optimise the results with Alteryx and provide a consistent set of global guidelines for our internal go-to-market team as well so that they partner well and successfully with that partner ecosystem? From a go-to-market perspective, we moved to enterprise-wide selling, instead of concentrating on the individual analyst level, and developed a go-to-market play that is focused on driving customer outcomes and selling at the persona or broader use-case level. While the company has always had a partner programme, we jokingly refer to 2022 as ‘the year of the partner’. This has been our year of transformation, including investments in the partner programme, people and how we’re going to market more broadly with a partner-centric strategy and culture. TR: Please can you tell me a little more about what you are doing on the channel side in this ‘year of the partner’. BH: Partners have always been central to the company strategy. We started adding partners to our ecosystem back in 2013 and we've had consistent year-over-year growth, adding new partners since 2016. We recognise the deep customer relationships they have, the value-added professional services and technology integrations that they bring, and the domain expertise by use case that are really helping partners accelerate their customers’ business or cloud transformation journey. With service attach outpacing technology sales growth by three or four times, there’s also a great opportunity for our partners to continue driving their own service attached. We recognised that we needed to integrate the partner ecosystem into our overall go-to-market strategy more tightly and have really pivoted to being more partner-centric. Activating our partner ecosystem is now a strategic element of our overall go-to-market strategy and the programme is really the mechanism to make sure that we provide our partners with the right benefits for those investments with Alteryx, while also attracting new partners that we might need in certain geos or partners with expertise in certain vertical markets. TR: And is the UK one of the regions where you need more partners? BH: Absolutely, and we already have a significant partner organisation here. We’ve probably tripled the size of our partner organisation in EMEA. TR: How many partners do you have in EMEA? BH: Globally, we put partners into four partner types: solution providers, which are your traditional resellers, VARs, direct TR: Which partner type do you think has the most potential for Alteryx? BH: I think they all do, because they're all very, very different and they provide a different need in the market. And as a matter of fact, many of them partner together. For example, at our Partner Advisory Council here this week, we have solution providers, GSIs, ISVs and OEMs all in the same room. Many of our solution providers work with the GSIs; they provide complementary services to our customers and want to work together. When one of those solution providers partners with Alteryx and another ISV partner, the average deal size goes up three times, so it’s a very cohesive partner community. TR: Can you give me some idea of the growth you're experiencing? BH: Let me pivot that to growth with partners, because that's what’s important to our partner community. As we move to this partner-centric culture, we want to make sure that more and more of our business is transacted with and through partners. In EMEA, our partner attach rate, when a partner engages with us selling to a customer, is already up 29% year-overyear for 2022. And we're in month six. TR: What proportion of your transactions now have partner involvement? BH: It does vary by theatre. In EMEA it’s probably two thirds. TR: How big is the potential market for data and analytics? BH: We have a $48 billion data and analytics TAM (total addressable market). One could say that less than 5% of that market has been penetrated, so we’re certainly in hyper growth mode. And by virtualising our go-to-market approach to partners, we expect to accelerate our market penetration across several different customer segments. Our direct go-to-market teams are focused on three customer segments – global customers, strategic enterprises and SMBs – and we partner with channel partners who have expertise in those customer segments in specific verticals. We address all verticals but have the greatest success in finance, tax, accounting, supply chain management, where we really focus on end user personas. Within those use cases, there are department heads who are looking to solve problems, using data from many, many sources and our platform helps them get to those breakthroughs much sooner. www.alteryx.com
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