1. Define the problem before the vendor
Decide whether you need to protect existing inbound demand, create outbound pipeline, or connect both motions. Define the offer, buyer, sales next step, deal economics, current constraint, and what success must mean commercially.
2. Test operating ownership
Ask who owns implementation, recruiting, training, daily management, call review, data quality, systems, qualification, follow-up, handoffs, and reporting. Who is accountable when performance stalls? How often are calls and written conversations reviewed? What does the client team still have to manage?
3. Inspect quality and buyer judgment
Scripts cannot cover every buyer. Ask how reps learn the offer, recognize a real problem, handle uncertainty, qualify without forcing a meeting, and capture enough context for sales.
4. Inspect the reporting chain
A useful report connects activity to conversations, qualification, accepted handoffs, pipeline, and outcomes. Ask to see how the partner separates leading indicators from the commercial result and how sales feedback reaches coaching.
5. Verify proof responsibly
Request evidence with scope, dates, methodology, and relevant qualifications. A named logo or isolated result is not proof that the same model fits your offer and market. Avoid guarantees and ask what conditions made the result possible.
6. Agree on fit and exit conditions
Define the dependencies, launch plan, review rhythm, decision rights, data ownership, system access, and what would cause the motion to change, pause, or end. Clear limits are a sign of operating maturity.
By Jack Danish · September 3, 2026