Andrew Kisslo on Navigating the Chaos—and Opportunity—of Modern Ecosystems
In a world where ecosystems are colliding and growth is being redefined, Andrew Kisslo – SVP, Global Partner Marketing at SAP, believes partner marketing isn’t just evolving—it’s being reborn in this complexity.
“This isn’t a resurgence,” he says. “It’s something we’ve never seen before.”
The New Ecosystem Reality
For decades, partner roles in B2B tech were well-defined. Distributors, VARs, ISVs, SIs—they all knew their lane. But today’s cloud-first, API-connected, marketplace-enabled world has obliterated those lines. As companies launch two-sided marketplaces and embed platform strategies, they’re smashing old structures and building something messier—but more powerful.
Kisslo describes it as “ecosystems of ecosystems.” The result? Stress on every go-to-market function, especially partnerships.
This new environment forces a rethink: companies can’t grow on their own. Whether it’s extracting more from existing customers or acquiring new ones, partner strategy becomes the core lever. As Kisslo puts it, “You either get more wallet share from who you’ve already sold to—or you take share by finding someone who’s never bought from you.” To grow in this market, you have to do both.”
SAP’s Shift to Lifecycle-Led Partnering
SAP has traditionally been a direct-heavy organization, where partners handled post-sale implementation. But that model no longer scales. “We’re great at selling to the Fortune 500,” Kisslo says, “but to grow wallet share or go down market, we need partners doing more than install.”
SAP is shifting towards a full customer lifecycle with partners in what Kisslo calls “partner-sourced, partner-sold, partner-supported, and partner-renewed.” It’s a major transformation requiring long-term change. SAP cleared segments they no longer compete in—giving full ownership, even of SAP-sourced leads, to partners.
To support this model, SAP is rethinking how it funds partners. Traditional MDF programs, based on accruals, give vendors little control. “You can beg them to use it for demand gen,” he says, “but they might not.” Instead, SAP is moving toward BDF (Business Development Funds), where partners propose and justify plans to receive funding—aligning investments with strategic priorities.
Owning the Seat at the Table
Kisslo is clear-eyed about the perception of partner marketing: “In most companies, it has a reputation of where marketing dreams go to die.” Often misunderstood, partner marketing is seen as secondary to traditional demand gen. But at SAP, Kisslo holds a real seat at the table—thanks to a background that spans product marketing, business development, and chief of staff roles.
“I show up to this role with a different Rolodex in my head,” he says. “I pressure-test strategy. I point out where things will break—because I’ve seen it break before.”
That credibility earns him a place in strategic discussions with SAP’s leadership. But it’s not without constant effort - “You have to keep earning your seat by adding value in every discussion.”
Co-Selling: From Fantasy to Function
Kisslo is quick to demystify co-sell. “Everyone says it’s about alignment and collaboration—but let’s be honest. In the early stages, it’s a race for the customer. Whoever gets there first defines the deal.”
This pragmatic view is shaped by experience, both at SAP and Microsoft. He’s seen sellers and partners working in separate systems, competing for credit, and lacking a shared view of customer data. “When those systems don’t talk,” he says, “you end up hiding leads from sales to protect partners, or vice versa. That’s not scale.”
Real co-sell, he argues, only thrives when incentives are aligned—and everyone gets paid. “You often have to overpay early on to kickstart the culture change. But once you get there, it can be a flywheel.”
Fixing the Partner Tech Stack
Kisslo is overhauling SAP’s partner tech stack. Today’s tools don’t talk to each other. He’s pushing for a unified, SaaS-centric approach.
“A partner portal should be more than a content repository with a UI. It should work hard for the partner—personalized, interactive, intelligent.”
That’s especially true for lead routing. When Kisslo joined, SAP couldn’t route a lead to a partner. Within six months, they fixed it. But the goal is bigger: ensure all systems—customer, seller, and partner—connect, so SAP never pays twice to acquire the same customer.
AI’s Role in the Ecosystem
Kisslo sees AI as a force multiplier. First, for content: generative tools will help partners create campaigns tailored to verticals and regions. “Think oil and gas in the Nordics, mid-market,” he says. “AI can make that happen.”
Second, for support. AI-powered concierge tools will help mid-to-low maturity partners ask basic questions—“I have $1,000 in funds to spend, what should I do?”—and get smart, ROI-driven answers based on data.
Third, for telemetry. He cites Microsoft’s Project Orland, which flags churn risk using behavioral and usage data. “They’re literally breaking up with you right in front of your eyes,” he says. “You need to see it—and act.”
The Metrics That Matter
When asked what keeps him up at night, Kisslo names three things: SAP’s speed in capturing the cloud opportunity, the company’s culture shift, and being measured by metrics outside his control.
“I love quota,” he says. “But I’ll take pipeline targets if you’re willing to take your paycheck on my cholesterol levels. You know you have the right metric when your efforts impact it directly”
His point: partner marketers shouldn’t be held to sales KPIs unless sales is required to use what marketing builds. He advocates for attribution models—like SAP’s MEPSO (Marketing-Enabled Partner Sourced Opportunities)—that track engagement and contribution across the lifecycle.
The Bottom Line
Kisslo is making the case for a more strategic, tech-enabled, and accountable approach to partner marketing—one that embraces the complex, modern ecosystem and turns it into an advantage.
Meaghan Moore on Why Partner Marketing Is the Engine Behind $20B Ambitions
Meaghan Moore, Vice President of Global Partner Marketing at ServiceNow, is helping redefine how modern ecosystems accelerate growth. In this conversation, she breaks down why partner marketing is at the center of transformation, how AI is reshaping go-to-market, and why the most ambitious companies are betting on scale—with partners as the multiplier.
The Ecosystem Is No Longer Optional
Moore sees a pivotal shift happening across the enterprise landscape: growth is no longer a solo sport.
“For years, companies defaulted to direct sales. Ecosystems were considered too complex. But today, the partner is the glue—the ecosystem surrounds the deal and makes it executable.”
In a world of multi-vendor solutions and AI-powered buying journeys, co-creation and partner orchestration are now table stakes. Many enterprise deals today include 8–10 stakeholders, making ecosystem collaboration indispensable.
VCs and Founders Are Reprioritizing Channel
From her position in Silicon Valley, Moore notes a growing trend: early-stage companies are looking to the channel earlier and more strategically.
“Startups can get to $50M with inside sales. But real growth? That requires an ecosystem. That’s the moment they start asking: ‘What’s our channel strategy?’”
With AI agents and new automation layers transforming how buyers engage, Moore believes channel and ecosystem expertise are becoming non-negotiable for sustainable scale.
Why Partner Marketing Is the Accelerator
Strategy alone isn’t enough, Moore emphasizes. Execution matters—and that’s where partner marketing comes in.
“Marketing is now responsible for finding the customer. The model has flipped. We’re not just supporting sales—we’re initiating demand.”
With the buyer journey starting long before a sales conversation, ServiceNow co-markets with ecosystem giants like AWS, Microsoft, Google, and NVIDIA to shape preference from Day One. If you're not in the buyer’s mental shortlist early, Moore says, "you're already behind."
Three Distinct Co-Sell Motions
Moore breaks down partner engagement into three core motions:
- Sell With – Joint go-to-market with strategic partners like hyperscalers and GSIs
- Sell Through – Enabling ISVs and resellers to independently drive growth
- Sell To – Engaging partner-customers who use ServiceNow internally and amplify its value across their networks
Each motion demands different marketing support—but all require clear positioning, consistent enablement, and digital scale.
Bridging Sales and Marketing with Shared Ownership
Moore’s role is intentionally dual-hatted, reporting into both sales and marketing. That alignment drives shared priorities, shared outcomes—and shared budget.
“Marketing and sales co-fund my team 50/50,” she says. “It gives us true accountability across the funnel.”
Her team is measured on tangible outcomes: partner-sourced pipeline, net new ACV, and marketing-influenced revenue—all reinforcing partner marketing’s business impact.
AI-Powered, Always-On, Built for Scale
At ServiceNow, AI isn’t a future initiative—it’s the operational core. Moore’s partner marketing engine is built on an integrated, AI-enabled tech stack:
- StructuredWeb – Automated campaigns with built-in localization
- 360 Insights – Incentives and partner portal management
- ServiceNow’s PRM – Built in-house and connected end-to-end
Partners can now launch AI-fueled co-branded campaigns in real time—translated, funded, and globally deployed. “What used to take the partner side nine weeks from start to localization now happens the same day as the corporate campaign launches,” Moore notes.
Defining the Tech Stack—By Design
Moore doesn’t just use the tools—she selects them.
“My team leads the tech stack decisions. We’re intentional about creating a best-in-class experience for our partners.”
From agency marketplaces to localized campaign workflows, her team is focused on building a platform that’s fast, flexible, and partner-first.
Leading Through Pressure—and Ambition
ServiceNow’s growth targets are bold. And Moore knows it.
“We’ve been called one of the darlings of the industry—and that’s both a privilege and a responsibility. Expectations are sky-high.”
With revenue goals rising from $10B to $20B, Moore sees ecosystems as the only scalable path. “We have to stay humble, stay hungry, and lead with elite execution—without burning out.”
Hyperscalers as Channels and Brand Engines
Moore sees hyperscalers as more than just marketplaces—they’re strategic co-sell platforms with global influence.
“They are the OS of the enterprise. Every customer runs on one of their platforms.”
That reach, combined with co-branding and executive-level alignment, creates unmatched potential. Moore’s goal? Use joint narratives to open doors to new buyers and accelerate pipeline at scale.
The Bottom Line
Ecosystems aren’t a side bet—they’re the growth strategy. And partner marketing? It’s no longer about events and enablement. It’s the engine powering the next $20B.
Steven Kellam on How AI, Data, and Sales Alignment Are Reshaping Partner Marketing
Partner marketing has often been the overlooked middle child of the go-to-market engine. But Steven Kellam, Chief Revenue Officer of StructuredWeb and longtime ecosystem and channel marketing leader, says that’s finally changing—and fast.
“Partner marketing has been pretty weak historically,” Kellam admits. “But people are starting to realize the ROI is better than ever if you do it right.”
So, what’s driving this resurgence? According to Kellam, it’s a mix of urgency, opportunity, and a new level of tech-powered enablement that’s finally catching up to the ecosystem’s complexity.
There’s a Gap—and a Big Opportunity
Companies are increasingly recognizing that they can’t scale without partners—but they’re also identifying major weaknesses in how those partners are engaged, especially on the marketing side.
“People are realizing the importance and complexity of partnerships,” says Kellam. “But more importantly, they’re seeing where things are broken—and that partner marketing is one of the areas where investment could really pay off.”
The drivers? A changing buyer demographic, more vendors per deal, and longer digital journeys. Kellam points to a shift from top-down, single-decision-maker models to multi-constituent buying cycles, often involving four or more vendors and partners in a single opportunity.
“That’s a lot of messaging,” he notes. “And traditionally, partners have been terrible at marketing—especially long-tail and midmarket. Now, we’re amplifying their biggest weakness in the most complex GTM environment we’ve ever had.”
AI Isn’t Optional—It’s the Enabler
The complexity of today’s ecosystem marketing can't be solved by brute force. Kellam is blunt: purpose-built AI is the only path forward.
“You simply can’t do this without AI,” he says. “We’re talking about personalized, blended, localized, translated messaging—at scale. Across longer journeys. Across more stakeholders. Across more vendors.”
The vision Kellam paints is one of AI assistants deeply embedded in partner portals—or replacing them entirely. Partners won’t dig through 40-page MDF guides or navigate clunky dashboards. Instead, they’ll say:
“Hey Paula, I sell business continuity to wineries. Build a four-week campaign for COOs. Use the most effective content. Check past performance. Apply any available incentives. Let’s go.”
What used to take three days could take 20 minutes.
And while the tools exist today, there’s still a gap in adoption. “Sixty percent of partners are still hesitant about AI,” Kellam says. “You have to incentivize usage. Try it. Measure it. Iterate. Improve.”
Alignment with Sales and the Fall of the MQL
On top of the tech shift, there’s a cultural shift happening in how partner marketers align with sales—and how they’re being measured.
That means understanding what content is needed at each stage of the funnel, from awareness to closed-won, and even post-sale. It also means building systems that automatically tailor joint messaging, solution stories, and ROI assets for multi-partner deals.
Again, AI plays a starring role.
“Purpose-built AI can tell you what content works best at each stage, for each persona, in each region. It’s no longer a dream—it’s happening now.”
The Two Big Rocks: Data and Enablement
When asked what’s keeping him up at night, Kellam is clear: it’s not the vision—it’s the execution.
“It’s all about data and enablement,” he says. “You can’t build an effective knowledge base or personalized experience without the right data. You need to know who the partner is, what they sell, who they sell to, what content performs, and what challenges their buyers face.”
Second, you need to make it dead simple for partners to take action.
“No partner wants to go into a portal,” Kellam says. “They want an assistant. They want to tell it what they need and get to work.”
The Bottom Line
Partner marketing is finally being recognized as a lever for real, scalable impact. But it’s only going to deliver if companies are willing to invest—strategically—in the right infrastructure, data, and AI-powered enablement.
“This is all real,” Kellam says. “And we’re going to see a massive gap open up between the partners and vendors who adapt—and the ones who don’t.”
