The Partnerships Manager is responsible for identifying, structuring, and managing
strategic relationships that generate measurable and repeatable revenue.
This role exists to expand revenue beyond direct sales by:
• Creating institutional, corporate, and distribution partnerships
• Unlocking new customer segments and markets
• Building channels that consistently deliver pipeline and revenue
The Partnerships Manager is accountable for:
• Revenue generated through partnerships
• Quality and scalability of partnership channels
• Long-term value and performance of partner relationships
This is not a relationship management role for visibility or networking. It is a
commercial role focused on structured, monetised collaboration.
3. FUNCTIONAL SCOPE & REVENUE LINKAGE
a. Core Functional Scope
The Partnerships Manager is responsible for:
• Identifying and engaging potential strategic partners
• Structuring agreements that define clear commercial outcomes
• Activating partnerships into functioning revenue channels
• Managing partner performance and ensuring accountability
The role must ensure that every partnership:
• Has a defined commercial objective
• Produces measurable results
• Is actively managed and optimised
b. Revenue Linkage
This role contributes to revenue by:
• Creating new pipeline sources through partner networks
• Structuring deals that generate direct or indirect income
• Expanding reach into new markets without increasing internal sales cost
The Partnerships Manager is directly accountable for:
• Revenue generated via partnerships
• Pipeline value sourced through partners
• Conversion rates of partnership-generated opportunities
4. KEY RESPONSIBILITIES
4.1 Partner Identification & Targeting
The Partnerships Manager must continuously identify organisations, institutions, and
entities that can:
• Provide access to customers
• Enable distribution of products or services
• Facilitate large-scale transactions
This includes:
• Corporates
• Educational institutions
• Cooperatives and associations
• Financial institutions
• Retail and distribution partners
The role requires a structured approach to targeting high-value partners, not random
outreach.
4.2 Partnership Structuring & Commercial Design
The Partnerships Manager is responsible for converting discussions into formal,
revenue-generating agreements.
This includes:
• Defining clear commercial terms
• Establishing revenue-sharing or pricing structures
• Aligning expectations on performance and deliverables
• Ensuring agreements are practical, executable, and measurable
Each partnership must answer:
How does this generate revenue, and how much?
4.3 Partnership Activation & Execution
Once a partnership is agreed, the Partnerships Manager must ensure that it becomes
operational.
This includes:
• Coordinating internal teams for delivery
• Ensuring partner readiness
• Launching joint initiatives, campaigns, or programmes
• Tracking early-stage performance
A partnership is only considered successful when it produces active pipeline or
revenue.
4.4 Pipeline Generation via Partnerships
The Partnerships Manager must ensure that partnerships consistently generate:
• Qualified leads
• Opportunities for sales
• Direct transactions
This includes:
• Setting targets for each partner
• Monitoring lead flow and deal progression
• Ensuring that opportunities are handed over eSectively to sales teams
4.5 Partner Relationship Management & Performance Monitoring
The role requires ongoing management of active partnerships to ensure:
• Performance targets are met
• Issues are resolved quickly
• Relationships remain productive
This includes:
• Regular check-ins with partners
• Reviewing performance metrics
• Adjusting strategy where necessary
4.6 Expansion & Scaling of Partnerships
The Partnerships Manager must identify opportunities to:
• Expand existing partnerships
• Increase revenue contribution from active partners
• Replicate successful partnership models in new markets or sectors
4.7 Reporting & Commercial Visibility
The Partnerships Manager must maintain clear visibility into:
• Active partnerships
• Pipeline generated via partners
• Revenue contribution from each partner
All data must be recorded and tracked within the system.
5. PERFORMANCE FRAMEWORK
5.1 Weekly Performance Expectations (Execution Layer)
The Partnerships Manager must deliver:
• A defined number of targeted outreach engagements
• Scheduled meetings with potential or existing partners
• Progression of active partnership discussions
• Movement of partnership-generated opportunities into pipeline
Weekly output must include:
• Number of partner conversations initiated
• Number of partnership discussions progressed
• Pipeline value generated via partnerships
• Status of active agreements
5.2 Monthly Performance Expectations (Revenue Layer)
• Number of partnerships signed
• Revenue generated through partnerships
• Pipeline contribution from partners
• Conversion rate of partner-sourced opportunities
5.3 Quarterly Performance Expectations (Scaling Layer)
• Expansion of partnership network
• Increased revenue contribution from partnerships
• Development of repeatable partnership models
• Entry into new markets or segments through partnerships
6. KEY PERFORMANCE INDICATORS (KPIs)
• Revenue generated via partnerships
• Pipeline value sourced through partners
• Number of active and performing partnerships
• Conversion rate of partner-generated leads
• Average revenue per partnership
• Time from partnership initiation to revenue
7. 90-DAY EXECUTION PLAN
Phase 1: Days 1–30 (Assessment & Targeting)
• Identify priority sectors and partner types
• Build a structured list of target partners
• Initiate outreach and begin discussions
Outcome:
Active pipeline of potential partnerships
Phase 2: Days 31–60 (Structuring & Activation)
• Convert discussions into formal agreements
• Begin activating initial partnerships
• Coordinate internal execution
Outcome:
First partnerships signed and initial pipeline generated
Phase 3: Days 61–90 (Performance & Scaling)
• Ensure partnerships generate measurable results
• Optimise underperforming partnerships
• Expand successful models
Outcome:
Revenue contribution from partnerships established
8. REPORTING LINE & INTERNAL INTERFACES
Reports To:
Commercial Lead
Works Closely With:
• Sales Manager
• Sales Executives
• Account Manager
• Digital Marketing Manager
• CRM & Growth Operations Manager
Authority Level:
• Authority to initiate and manage partnership discussions
• Authority to structure commercial agreements (within defined limits)
• Responsibility for partnership performance
9. SUCCESS DEFINITION
After 3 Months:
• Active pipeline of partnership opportunities
• Initial agreements signed
After 6 Months:
• Partnerships generating consistent pipeline
• Measurable contribution to revenue
After 12 Months:
• Strong network of performing partnerships
• Partnerships contributing significantly to overall revenue
10. FAILURE CONDITIONS
This role will be considered unsuccessful if:
• Partnerships do not translate into measurable revenue
• Agreements are signed but not activated
• Pipeline from partnerships is weak or inconsistent
• Relationships are maintained without commercial outcomes
• No scalable partnership models are developed