Director, North America Partner Sales

Build the team. Own the number. Set the standard.

SysAid's North American partner channel is being built from the ground up, and this role is the keystone hire. As Director, NA Partner Sales, you won't be inheriting a team or a playbook. You'll be hiring the CAMs, helping build the operating model, and personally closing the partnerships that anchor the program's first year.

You’ll report directly to the SVP of Sales and work in close coordination with Sales Leadership, RevOps, Marketing, and Customer Success. The foundation is in place with signed agreements across a first wave of partners; a partner portal and co‑brand toolkit; and an 8‑pillar channel maturity framework guiding the build. What's missing is the leader who can execute against it and build a team that scales.

Build & lead the NA CAM team

• Hire, onboard, and develop 2‑3 Channel Account Managers in Q2/Q3: you're accountable for their ramp
• Set territory design and partner portfolio allocation across the CAM team
• Coach CAMs through deal reg, co‑sell mechanics, and partner QBR execution
• Own the 30/60/90 ramp model for each CAM and hold it
• Define and maintain the operating rhythm: weekly pipeline reviews, partner health reporting, escalation paths

Own the NA partner revenue number

• Carry and hit the partner‑sourced pipeline and revenue target for North America
• Personally lead co‑sell motions on strategic accounts and anchor partnerships
• Drive deal registration discipline across the team: pipeline health is a team accountability, starting with you
• Identify and close 3‑5 net‑new partners in H1 to expand geo and vertical coverage

Operationalize the channel program

• Own the NA channel playbook: co‑write it, pressure‑test it with your CAMs, update it when reality diverges
• Drive deal registration automation adoption across SFDC, the partner portal, and Slack‑based workflows
• Establish and run partner QBR cadence for Top Partners
• Represent NA channel performance at ELT reviews: bring clean data, clear narrative, honest forecast
• Identify the critical unblocking decisions each quarter (resourcing, tooling, incentives, RoE) and drive them to resolution with the SVP of Sales

Enable partners & internal teams

• Ensure all active partners can demo Agentic AI and Copilot capabilities independently within 60 days of activation
• Enable SysAid AEs on channel co‑sell mechanics: partners aren't a distraction; they're pipeline multipliers
• Feed partner and competitive intelligence back into product, marketing, and the GTM framework: ServiceNow displacement, Freshservice, Halo
• Collaborate with RevOps on SFDC sprint priorities that unblock the channel workflow

Requirements

You’ve led channel programs before and carried the number.

• 6‑10+ years in channel sales, partner management, or B2B SaaS GTM, with at least 3 years in a people‑leadership role
• Built or rebuilt a partner program in a growth‑stage SaaS company, not just maintained one
• Carried a partner‑sourced revenue target and hit it, including the quarters where the pipeline wasn’t there yet
• Deep familiarity with VAR/reseller economics, deal registration mechanics, and partner incentive design
• ITSM, ITOM, or IT management industry background is a strong advantage
• Salesforce as a system of record: you know what a clean channel pipeline looks like and you enforce it

You lead this way

• You hire people who excel at execution, and you empower them to do their best work.
• You're in deals alongside your CAMs: you don't manage from the dashboard.
• You give the ELT an honest read on the business, even when the news isn't good.
• You treat the playbook as a living document: you write it, test it, and revise it based on what the field tells you.
• You thrive in the ambiguity of a build‑mode program and create clarity for your team even when you don't have all the answers.

This is probably not the right fit if

• You need a fully built program, established partner base, and mature playbooks before you can lead effectively
• You manage through reporting rather than being in deals alongside your team
• You’ve never hired and ramped channel sellers from scratch
• You treat CRM hygiene as an admin function rather than the operating system of the business

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