James Massa speaks with Susanna Parry-Hoey, Founder and CEO of Recurve GTM. At the center of the discussion is a practical executive question:What determines whether two organizations that expect to be “better together” actually succeed once the difficult work of integration begins?Susanna brings extensive experience across technology, partnerships, channels, mergers and acquisitions, and go-to-market strategy, including SVP and Chief Marketing Officer roles with companies such as Cognizant, Presidio, and SoftwareOne. Her experience includes involvement in approximately 75 mergers and acquisitions, an IPO, and a billion-dollar carve-out.James and Susanna explore the similarities—and important differences—between managing Strategic Relationships such as Partnerships and Alliances and bringing companies together through Mergers and Acquisitions.Susanna explains that both partnerships and acquisitions often begin with high expectations for new revenue, capabilities, customers, and growth. The challenge comes later, when those expectations encounter different cultures, operating models, priorities, and ways of going to market.The conversation explores:• Partnerships and M&A from both sides of the relationship• Why clarity of expectations matters before and after the deal• The importance of culture in successful mergers and acquisitions• The difference between integrating companies and simply acquiring them• Why adding new products, services, markets, or acquisitions can “break” an existing go-to-market model• How complexity and organizational sprawl can dilute the value of growth• Reestablishing go-to-market alignment as companies expand• Why the CEO ultimately owns successful go-to-market alignment• How organizations move from thinking of themselves as separate teams to operating as one companySusanna also discusses her work at Recurve GTM, helping expansion-stage technology and services companies simplify their go-to-market strategies, reduce complexity, and focus growth.

The conversation ultimately connects successful Partnerships, Alliances, and M&A around a common challenge: creating enough alignment in expectations, culture, strategy, and execution to turn the promise of being “better together” into actual results.The Six Strand Weave PodcastMaking Strategic Relationships WorkHosted by James Massa, founder of Loom Enterprises and author of The Six Strand Weave.

James Massa speaks with Jaimie Fucillo, VP of Partner Ecosystem, for Personify Health a personalized health platform combining health, wellbeing, and navigation into one employee experience that employers can offer. Formerly VP of Global Partnerships for Mindbody. James and Jaimie discuss the , longtime channel strategist and CEO of The York Group, with more than 30 years of experience helping technology companies build and improve partner programs across global markets.At the center of the discussion is a practical executive question: How do you manage a very large partner ecosystem in a way that balances control of the partners with risk mitigation and what Jaimie called “optionality” while offering a world class value to your platform clients and the partners who offer services via your platform?Jaimie explains that despite being in the medical industry where privacy has regulatory oversights, there is a need to maximize the value of leading technology including AI, MCP’s, and public API’s. The conversation explores:* Managing a large number of ecosystem partners* Partnership vs. Acquisition trade offs* Optionality vs. Control* MCP’s and Public API’s and their value to partners and an industry sector

James Massa speaks with Harald Horgen, longtime channel strategist and CEO of The York Group, with more than 30 years of experience helping technology companies build and improve partner programs across global markets.

At the center of the discussion is a practical executive question:

How do you turn an existing channel ecosystem into a more effective engine for growth?

Harald explains how the shift from perpetual software licenses to subscription and SaaS models has changed partner behavior. In the past, channel organizations had to continually hunt for new business. Today, recurring revenue can reduce the incentive to pursue new customer logos, creating a serious growth challenge for software vendors.

The conversation explores:

• Why direct sales organizations are facing rising customer-acquisition costs
• How SaaS and recurring-revenue models have changed partner incentives
• Why many software companies are struggling to generate net-new growth
• The role of Independent Software Vendors, or ISVs
• How distributors, licensing organizations, value-added resellers, and systems integrators differ
• Why the distinction between a VAR and a systems integrator matters
• How customers should think about selecting the right partner based on the complexity of the solution and implementation
• Why large enterprise deployments often require significant integration, customization, training, and services
• How Channel Pros is helping software companies get more growth from the partner relationships they already have

Harald also breaks down some of the terminology that often makes the technology channel difficult to understand and explains how different partner models create value in different ways.