A Day in the Life of a Director of Technology Alliances at Glia
A Director of Technology Alliances at Glia experiences "every day [as] a little bit different," juggling sales growth, co-marketing, operational efficiency, and internal alignment with partner needs; this role requires mediating differing incentives between partners and the internal organization, acting as "the connective tissue" to ensure effective communication and advocacy for both sides.
Partnership Management, Sales Growth, Marketing and Co-marketing, Interpersonal Communication, Problem-Solving and Negotiation
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
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Traits
Daniel Cuddy
Director of Technology Alliances
Glia
Boston College
UCLA Anderson (MBA)
Political Science, American Studies
Finance (Banking, Fintech, Investing), Technology
Business Strategy
None Applicable
Video Highlights
1. Every day is different, offering variety and challenges in managing partnerships.
2. The role involves a lot of calls focused on sales growth, marketing, operational efficiency, and aligning product roadmaps with partner needs.
3. The Director acts as a bridge, mediating between partner needs and internal organizational priorities, advocating for both sides.
Transcript
What does a day in the life of a director of technology alliances look like?
That's a great question. I think the unique thing about being in the partnerships or alliances world is that every day is a little different. This can be good, or it can be challenging.
A day in the life is typically focused on managing the partnerships I'm currently leading for the organization. This means I'm on a lot of calls centered around growing sales, building out marketing or co-marketing plans, and implementing operational efficiencies.
I also work with our technology and product partners, and partner teams internally. The goal is to ensure our roadmap of products and features aligns with partner needs.
Additionally, I act as a sounding board, connecting the partner team's needs with my internal organization. In reality, I'm often managing different incentives between what a partner wants and what our internal organization wants.
I serve as the connective tissue, ensuring our teams speak to one another and have advocacy on both sides. I also mediate the incentives and priorities of both teams.
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