Case study
Technology Channel Partner
Helping this technology reseller move upstream from selling solutions to uncovering the business cases that create demand for them.
The situation
This was a reseller/partner for a world leading technology vendor, they had strong technology capabilities and established relationships with its customer.
But, like many resellers, its visibility was concentrated around a relatively small number of technology stakeholders, while many of the operational problems, ideas and opportunities that could create future projects existed elsewhere in the organisation.
The challenge was to uncover those opportunities without turning the exercise into a sales campaign for the partner or its technology vendor.
We designed the engagement differently.
What we ran
01: AI Compass™
AI Compass™ was configured as an initiative from the customer’s CIO to their own organisation.
No vendor agenda. No reseller questionnaire. No predetermined technology outcome.
Instead, the CIO invited people across the business to contribute to their organisation’s own digital roadmap.
Our AI agents interviewed management and staff across functions, capturing quantitative and qualitative insight into operational friction, opportunities, priorities and ideas.
For the customer, it was an opportunity to be heard. For the CIO, it created an organisation-wide view of where change could deliver value.
And for the channel partner, it dramatically increased its contact surface area within the customer, reaching people, functions and business problems that had previously sat outside the traditional technology relationship.
02: Slid3rs™
AI Compass™ turned those perspectives into a focused set of evidence-backed opportunities. But finding opportunities wasn’t enough.
The customer’s leadership team then used Slid3rs™ to score and prioritise them against business value and delivery complexity.
This changed the conversation. Instead of the reseller presenting solutions and trying to build a business case around them, the customer’s own people created the evidence for where investment was needed.
Technology followed the business case, not the other way around.
03: FlowRoom®
We then brought customer leadership, technology teams and the channel partner together for a bespoke Slid3rs™ experience in the FlowRoom®.
The customer could see its organisation’s priorities together, challenge assumptions and agree what should happen first.
Different functions stopped defending individual wish lists and started making decisions against the same evidence.
The channel partner became part of that strategic conversation, not simply as a supplier waiting for a requirement, but as a trusted partner helping the customer determine what was worth doing.
The outcome
The customer received something genuinely valuable: an evidence-based digital roadmap built from its own organisation’s insight, not a vendor’s product portfolio.
Leadership gained clarity on where to invest. Business and technology teams aligned around the same priorities. Employees could see their own experiences reflected in the roadmap.
And investment decisions could be made against evidence rather than assumptions or whoever had the loudest voice.
For the channel partner, the commercial impact was equally significant.
The process expanded relationships beyond the traditional IT buying group, exposed previously unseen business problems and created qualified opportunities directly connected to customer-defined value.
Most importantly, the partner didn’t have to manufacture demand. The customer’s own organisation created it.
The business impact
One customer engagement became a multi-year pipeline of evidence-backed opportunities.
The reseller moved from responding to technology requirements to being involved before those requirements had even been written. And the customer gained a roadmap it could genuinely call its own.
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