StackAI's early attempts at using resellers were counterproductive because the product and messaging were evolving too quickly. Partners can't sell a moving target. The channel only became successful after the company established a clear ICP and repeatable value proposition.

Don't treat partnerships as a magical fix. They are a scaling mechanism. If your core sales process, messaging, or product-market fit is weak, a partner channel will only magnify those problems across a wider audience, just as it would with your successes.

Pursuing large "whale" customers for early validation is risky because they often come with heavy demands that can derail the product vision. Instead, seek out innovative, mid-level companies who are early adopters. They provide better feedback, and building traction with them opens doors to larger clients later.

Rather than viewing retail partners as mere buyers, Beekman 1802 treated them as strategic consultants. They actively asked for guidance on scaling production, finding labs, and co-manufacturers, leveraging the retailer's expertise and vested interest in their success.

To truly meet partners where they are, align your internal team structure with your partner segmentation strategy. Create dedicated internal groups specializing in different partner types, such as one team for advisory MSSPs and another for high-volume resellers. This ensures partners interact with managers who deeply understand their specific business model and needs.

Instead of letting a partner program evolve organically, start with a clear vision of the ideal channel based on board-level metrics. Actively build towards that future state, which includes strategically stopping activities that only service a legacy model.