Director of Implementation Partnerships

Director of Implementation Partnerships

Position Overview

The Director of Implementation Partnerships is responsible for establishing, leading, and scaling

BS&A's implementation partnerships function. Reporting to the Chief Customer Officer, this

leader takes ownership of the early-stage implementation partnerships BS&A already has in

place and builds out a broader network of certified implementation partners that extends BS&A's

implementation capacity to support continued growth and rising customer demand,

complementing the internal delivery teams while protecting the service reputation that defines

BS&A.

This leader is fully accountable for partner-delivered Go-Live ARR, grown through a measured,

disciplined ramp. The model is sub-contractor-first, with BS&A remaining prime, and graduates

proven partners toward referral engagements over time as they earn the right through

certification and demonstrated performance. As the founding leader of this function, the Head of

Partnerships is expected to balance strategic direction with hands-on program build-out, drive

AI-enabled partner productivity, and establish granular best practices that ensure consistent,

high-quality execution as the network grows.

Key Responsibilities

Strategic Leadership & Partner Growth

• Define and own the strategy, roadmap, and growth trajectory for BS&A's implementation

partnerships function, building it from the ground up into a scalable engine that extends

BS&A's implementation capacity to meet growing customer demand.

• Assume ownership of BS&A's existing, early-stage implementation partnerships,

bringing the structure, standards, and active stewardship needed to mature these

relationships and integrate them into the broader partner program.

• Hold full accountability for partner-delivered Go-Live ARR targets, managing to a

measured, disciplined year-over-year ramp.

• Identify, recruit, and onboard implementation partners aligned to BS&A's quality

standards, target market segments, and growth priorities.

• Govern the pace and mix of partner-delivered work - beginning with a sub-contractor-

first model where BS&A remains prime, and graduating proven partners toward referral

engagements based on demonstrated performance.

• Concentrate partner activity in the workstreams and market lanes where partner

enablement scales best, keeping service quality as the primary constraint on pacing.

• Establish the commercial and engagement framework for partners in collaboration with

Sales, Finance, and Legal, including partner tiers, eligible workstreams, and economic

models.

Partner Program & Certification

• Build and own the partner certification program, defining the gates, tiers, and

workstream-level qualifications partners must earn before taking on customer work.

• Ensure the quality bar for partner-delivered implementations remains non-negotiable,

with certification serving as the primary mechanism that protects BS&A's service

reputation.

• Define the graduation model that governs how partners progress from sub-contractor

engagements to referral status based on proven performance across multiple

engagements.

• Engage with the Partner Enablement function to translate BS&A's implementation

methodology, playbooks, and recommended practices into partner-ready certification

curriculum.

• Establish performance standards, scorecards, and quality criteria that determine partner

standing, continued eligibility, and tier advancement.

Operational Excellence & AI Enablement

• Establish granular, task-level best practices for how partners are recruited, certified,

engaged, and managed, and ensure consistent adoption as the team and partner

network scale.

• Serve as the AI and automation champion for the partnerships function, ensuring

partners adopt BS&A's AI-enabled implementation tools and methodology so that

partner-delivered work benefits from the same per-head productivity gains driving the

internal organization.

• Define the metrics, reporting, and analytics needed to manage partner capacity, delivery

quality, ramp pacing, and revenue contribution, partnering with Sales Operations for

tooling and reporting infrastructure.

• Continuously refine the partner operating model based on performance data, identifying

gaps in process, documentation, and enablement and implementing improvements that

drive consistency and scale.

People Leadership

• Build, lead, and develop the partnerships team over time, beginning with partner

enablement and expanding the team's structure and roles as the partner network grows

and needs evolve.

• Set clear expectations, establish performance standards, and hold the team accountable

for partner certification, capacity, quality, and revenue outcomes.

• Support hiring, onboarding, talent development, and succession planning as the function

scales year over year.

• Foster a culture of accountability, quality, collaboration, and continuous improvement

across the team.

Cross-Functional Collaboration

• Partner with Professional Services delivery leadership to ensure partner-delivered

engagements meet BS&A delivery standards and integrate seamlessly with internal

teams.

• Coordinate with Sales and Finance on partner contracts, deal registration, and revenue

tracking, owning partnership outcomes while leveraging these shared functions for

execution.

• Work with Sales Operations on partner tooling, reporting, and analytics, and with

Marketing on partner and co-marketing programs.

• Represent the partnerships function to executive leadership, providing visibility into

partner capacity, ramp progress, revenue contribution, and risks.