• Own the partnership thesis (who we partner with, why, and when), not just a target list • Convert relationships into signed deals with measurable commercial or product impact • Structure complex agreements across revenue share, integrations, co-marketing, and enterprise expansion • Run long-cycle deals (6-18 months) without losing momentum or stakeholder alignment • Navigate complex stakeholder maps across legal, compliance, procurement, security, marketing, product, and field • Negotiate firmly and without being adversarial; know what matters in an MSA and avoid scope traps • Drive activation post-signature; the deal is not done at close • Serve as the bridge between market signals and product priorities, and vice versa • Keep internal leadership aligned on what is real, what is needed, and what is next • Identify white space and leverage points in the ecosystem; position us against competitors • Understand unit economics and cost-to-serve; recognize and avoid partnership margin traps • Frame strategic narratives clearly; translate complex deals into crisp internal and external stories • Use partnerships to build category leadership and external credibility