Main Responsibilities of a Director of Technology Alliances at Glia
Daniel, Director of Technology Alliances at Glia, focuses on three key areas: managing a major reseller partnership, "managing sales conversations, partnership relationships, and developing co-marketing initiatives," nurturing early-stage partnerships, and sourcing new partnerships to drive indirect sales growth for the FinTech company. This multifaceted role demonstrates a blend of relationship management, business development, and strategic growth within the technology alliance sector.
Partnership Management, Business Development, Sales, Marketing, Strategic Alliances
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
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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. Daniel's role involves managing key partnerships, acting as a liaison between the partner and Glia, and ensuring the partnership's success through various strategies including co-marketing and sales conversations.
2. He is also responsible for cultivating new partnerships, identifying potential collaborators, and nurturing their growth using successful strategies from existing partnerships.
3. His work demonstrates the importance of indirect sales channels and partnerships in driving business growth, offering valuable insight into sales and business development roles in the tech industry.
Transcript
What are your main responsibilities within your current role?
In my current role, I'm the Director of Technology Alliances at Glia. Glia is a FinTech digital customer service platform. My main responsibilities are threefold.
First, I'm responsible for one of our leading reseller partnerships. I manage the day-to-day relationship of this partnership. In a reseller partnership, our service is sold to banks and credit unions through a digital banking platform.
My daily tasks involve managing sales conversations, partnership relationships, and developing and implementing co-marketing initiatives. I also analyze how the partnership is operating. You're also the voice of the partner within the organization. So, anytime there's an issue or an initiative that needs to be communicated, you're the advocate for the partner to the larger organization.
Second, I work on growing early-stage partners. While the mature partnership takes up about 70% of my day-to-day, I also build smaller partnerships that can flourish. I use the best practices from my keystone partnership to develop and nurture these relationships.
Third, I focus on sourcing new partnerships for either reselling or referrals. The goal of my role is to drive sales for my organization through an indirect channel. We have a direct sales channel, but my role is to use the augmented sales capacity of our partners to sell our platform for us.
This is a significant part of our business and a major way we manage the organization's growth.
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