Strategic Partner Management Lead

The role will serve as the primary IP MC-E interface to assigned partners, remove internal roadblocks, and coordinate global execution across a matrixed organization, territories, or industry. Key Deliverables Joint business and enablement plans for assigned global partners, aligned with IP MC-E priorities and the approximately $50 million annual sales objective. Partner opportunity pipeline, governance cadence, executive engagement plan, and documented escalation path. Partner-ready technical and business information package, including solution positioning, roadmap context, training resources, customer evidence, and reusable sales assets. Regular partner-performance, risk, dependency, and action-closure updates for IP MC-E leadership. Qualifications and Experience Bachelor’s degree in engineering, computer science, telecommunications, business, or an equivalent combination of education and practical experience. Typically 8+ years of relevant experience in strategic partner management, channel or alliance development, business development, Sales, or Pre-Sales. Demonstrated success working with large global partners, system integrators, technology partners, or channel organizations to build pipeline and achieve revenue objectives. Strong understanding of IP networking solutions and the needs of mission-critical enterprise customers. Experience developing joint go-to-market plans, partner enablement programs, sales plays, and executive engagement plans. Strong executive communication, negotiation, facilitation, stakeholder-management, analytical, and problem-solving skills. Ability to work autonomously, manage competing priorities, remove ambiguity, and drive action without direct authority. Willingness to travel for partner engagements, customer meetings, business reviews, and industry events. Success Measures Partner-influenced pipeline, sales, and order intake progress against the approximately $50 million annual objective. Improved partner readiness, engagement quality, access to information, opportunity progression, and satisfaction. Faster resolution of internal roadblocks, with clear ownership and fewer route-to-market or execution ambiguities. Quality and consistency of joint planning, partner governance, executive engagement, and action closure. Positive feedback from GSCO Partner Sales, assigned partners, Regional Sales and Pre-Sales, and IP MC-E leadership. Key Interfaces Internal: IP MC-E leadership; GSCO Partner Sales; Regional Sales and Pre-Sales; Product Line Management; marketing; services; operations; finance; legal; and technical teams. External: Priority global partners, system integrators, technology partners, channel organizations, and selected customers.