The partnerships and co-selling checklist: 25 things to have in place for PE-backed portfolio companies
A single-page checklist to audit whether your partnerships and co-selling setup is production-grade or a science project. Written for operating partners and portfolio CEOs inside private equity.
This edition is written for operating partners and portfolio CEOs inside private equity. In PE-backed portfolio companies, PE-backed operators run on 90-day cycles and reward operating rigor over storytelling, so the way you install partnerships and co-selling has to reflect that reality from day one.
Use this as a pre-flight before you commit spend to partnerships and co-selling. Each item takes minutes to check and hours to fix later.
List, trigger, message. If any of the three is generic, stop and fix the generic one before you touch the other two. Generic list plus sharp message beats sharp list plus generic message, but only for a week.
Owner, cadence, metric. One named human owns the model. The cadence is written down. Sourced and influenced pipeline from partners is the number in every review.
The binding constraint we see in PE-backed portfolio companies is almost always predictable execution against a hold-period thesis. Partnerships and co-selling is only useful in this vertical when it is pointed at that constraint — not at a generic growth number borrowed from another category.
Data, tooling, workflow. Data flows to one place. Tooling is minimal. Workflow survives the owner going on holiday.
Quality gate, kill criteria, learning loop. Nothing ships without a human eyeballing it. Anything below the bar dies inside a week. What you learn feeds Monday.
Ethics, brand, deliverability. You will not do anything on this list you would not want on the front page. Brand is protected. Sending infrastructure is separated from the primary domain.
Governance, budget, escalation path. Someone above the owner cares. Budget is finite and defended. Bad news travels up in hours, not weeks.
If more than three of these are missing, partnerships and co-selling is not going to produce a durable sourced and influenced pipeline from partners. Fix them in order and re-run the checklist in a month.
Concretely for PE-backed portfolio companies: the portfolio companies that install this hit the next value-creation milestone on schedule. That is the reason it is worth installing partnerships and co-selling properly rather than half-heartedly across three vendors.
Frequently asked questions
Partnerships · PE-backed — answered
- Does partnerships and co-selling work for PE-backed portfolio companies?
- Yes — provided it is aimed at predictable execution against a hold-period thesis rather than a generic growth number. The portfolio companies that install this hit the next value-creation milestone on schedule.
- How often should I run this checklist?
- Quarterly, plus any time you change ownership, tooling, or budget for partnerships and co-selling.
- What is the single most important item?
- A named owner. Every other item is meaningless without one.
- What if I fail more than three items?
- Pause the spend, fix them in order, and restart at low volume rather than push through.
- Does this checklist apply at enterprise scale?
- Yes — the items are the same. Governance and escalation matter more at scale.
- What is the PE-backed specific pitfall with partnerships and co-selling?
- Running the generic playbook without adapting to PE-backed operators run on 90-day cycles and reward operating rigor over storytelling. The install has to be vertical-first.
Growth Broker editorial
Filed under partnerships · pe-backed