On this week’s episode of the Investible Partnerships™ podcast, we talk to Vince Menzione, the CEO of Ultimate Partner. Dive into the intricacies of creating strong, impactful partnerships with hyperscalers as we explore topics like the human element in collaboration, the art of partner alignment, and why customer-centricity is key.
00:00 - Introduction
0:43 - Reflecting on the Partnership Leaders #Catalyst23 conference
2:59 - The increase in the importance of three cloud tech giants,(Microsoft, AWS, Google)
5:05 - Emphasizing the importance of human connections in partnerships
6:01- Creating relevance as a Microsoft partner
10:03 - Getting a seat for partnerships at the executive table
12:15 - What does the Chief Partnership Officer at Stripe focus on ?
18:34 - The Seven principles to being an Ultimate Partner
25:04 - Exploring the Art vs Science of partnerships
31:42 - Completing the outcome for the customer
37:38 – The Partnerships Fast Five
"So I think it comes back to that one thing , I think it comes back to that being that shiny quarter"
“You have to drive results and clearly show that there is additive benefit that you bring, which creates more value for the customer"
Hi everyone we're here in Denver Colorado, Investible Partnerships podcast and we've got a special guest with us. Same hairstyle, a different accent. Let's get our guest to introduce himself.
I'd love to do that. So Des thank you so much for having me as a guest. So excited to be here. I'm Vince Menzione. I'm the CEO of Ultimate Partner, and the host of The Ultimate Guide to Partnering podcast and great to spend time with you, my friend in Denver at the Catalyst conference today.
Yeah, it's been a fantastic three days, we've spent three days in Denver. This is the second partnership conference that Partnership Leaders has put together. The last one was in Miami last year and I think you and I were sitting in 100-degree heat trying to have lunch. And yes, that was our first meeting in the Partnerships space and working together at Microsoft as well. It's crazy, right?
Our paths crossed at Microsoft and then you and I have been having like this phone conversation from halfway around the world from each other. Right? We're meeting it all on hours, for a couple of years now. Yeah. And like Best Buddies, and I couldn't be a catalyst last year, because I was here in Colorado, at a wedding. So I couldn't be in Miami, which is where I live.
It has been so good. I think the Partnership Leaders Conference is really bringing together I think it was 700 people that we've had here. And from all over the world, I think 24 different countries from all over the world. And it's really been a focus of bringing the partnership community together on this platform and community called Partnership Leaders. So we've had individual contributors, we've had VP's, we've had partner managers, we've had a whole suite of partnership operators, coming together to learn best practice to understand more about this world of partnering, and also to try and help each other win a little bit quicker and a little bit more because this partnership space is really a space that is having a huge amount of investments by every single company and every single company is a tech company. But Vince, you spend tremendous amount of time working with the hyperscalers that have a huge majority of this tech ecosystem. Talk to us about what are you seeing in that particular market as regards to partnering?
Yeah, so maybe it helps just to share with you a little bit of this journey right so , I've had a career I've described his four successful business transformations, carried a bag in the early days wireless computing, did a turn around where I built a channel, spent almost a decade at Microsoft on the hyper scalars have gotten to work with both Steve Ballmer and then Satya Nadella as CEO, and then went off on my own and started this journey as a podcaster. And so we're really been seeing it's been, I would say, the increase in the importance of the three tech giants, the three hyperscalers, as we like to refer to them, and the fact that the amount of massive build out and investment that it takes to build out these data centres around the globe, the technology, the infrastructure, the networking, the software, the three clouds of software that reside on top of it. And now this generative AI increasingly important IP layer, that they're now building into their offerings. Makes them more I mean, they're really are the dominant players, when you think about this, right? And we look at the independent software vendors, the SaaS community, really coming in underneath those hyperscalers in a way, not diminishing your importance in their IP, but they really are becoming more and more reliant on these three hyper scalars. So their importance is there, I talked about how to how to best partner with them take how to take advantage of this massive opportunity between the three hyper scalars there's over $200 billion in doable cloud budgets that they hold with the large enterprises and debt market organisations. And so how do we in the partnering community, take advantage of working co selling with aligning our products and solutions and offerings with and drive incremental benefit for our organisations. So that was my talk was about yesterday was really, really great to be here, sharing, what I would say these experiences from the years.
Yeah, absolutely, I think we, often forget in partnerships that partnerships didn't just happen in the last 10 years since cloud and SaaS started to really dominate how we deliver and buy technology. We've had this for decades.
Lets talk about your about your journey. So I know your experience at Microsoft. But how did you get into the partnership world.
It's funny, I ask this question on the Investible Partnerships podcast all the time, and you get such different answers. And I think not everyone's road in partnerships is the same, which is great. That kind of makes this community where people bring different perspectives and different ideas. So for me, my role in getting into partnerships was when I was in the industry team at Microsoft. But prior to joining Microsoft, I owned my own business. And I was a Microsoft partner. And my goal was to make sure that I got as much relevance and mindshare from Microsoft, as I could, as a partner, right? So what do you do, you start to understand the economics of the hyperscalers, and how they are, how they're compensated, and who you start to build a bit of a map of key influences, and you kind of start to build a bit of a game plan. Yes. And actually, that game plan then starts to roll out into your sales and marketing and how you go to market. And, you know, we got to a point where we won the, the Collaboration Partner of the Year in Australia. And through that, we built a product, we took this product, got acquired, and I started to work for a company that acquired it. And we started to build the channel for this product. And it was just an experience here in North America as well. And it was an experience that kind of led me into spending five years with a company and then going into Microsoft, and then spending seven years in the channel at Microsoft.
So there actually is a similar journey because I was at a Microsoft partner company we had built the channel for and then came over as well, what was that experience like going from being with a smaller organisation into the tech giant.
I've always been a Microsoft fan. And it was, it was kind of daunting, you know, when you've joined an org, and you've joined this organisation, and you're like, you've got the three months of enablement that's coming down the line and all your compliance, stuff that you've got to do. And everyone says to you, don't rush through it. Don't rush through it, because you just want to get it done. The reason they say don't rush through it was, you'd never get to the end of it. And you get to the end of the court, and you're your hiring managers going, Hey, I've got a couple of red dots on my score card here around training.
I think that was the one criticism of being internal at Microsoft is we had so much that we had to do internally. And not that Microsoft doesn't focus on customers and partners, because they do there's a tremendous amount of passion there. But there was just so much to do in Germany the support role.
Yeah, yeah, absolutely. And, you know, I think what really gave me a great perspective and being successful in my role at Microsoft was actually, I'd had the experience of being inside and outside of the channel. And it actually that really led me to starting Partner Elevate three years ago, in 2020. Because I was working with the SMB partner team, three and a half , four thousand partners, and I was looking at every partner discussion I had, I was looking at those partners and going, I know you I was I was you. And I can see the challenges that you're going through in running your business. I can see that the challenge is you go through into terms of prioritising what you need to do with your with the vendors that you work with. They want your mindshare, you want their mindshare? They want your attention. You just want some help to get the business ahead. And you know, the biggest realisation was that I had something bigger to contribute to more partners. And that started the idea of Investible Partner.
It's funny that you mentioned that experience because after I left Microsoft, I started the podcast seven years ago, I was doing some amazing consulting work. And one of my clients was the largest software company in a particular market, we won't mention which one, but a billion dollar publicly traded company. And they asked me to come inside. And it felt really good at the time, because they were doing a lot of great work in the world. And I went back inside for two years after being at Microsoft. And, and we received Partner of the Year awards, we were the top co selling partner, three industries. And I was building this amazing branded partnership strategy for the company. And then things changed. And I became an employee and CRO of the organisation. And I recognise the struggles, right, we talked about like, how do you get partnerships, right, and I left, and I won't say it was necessarily out of frustration, but I have a real burning desire to help organisations at scale to be more successful partnering. And that's why it's become my mission now that like, I want every organisation achieve their greatest results through partnering, and I've made it my life's work now to my ultimate desire is that every organisation the partnership role will be a leadership role at the C suite, and every organisation will be up and down the organisation partner will achieve its true place as being at least the major contributor, or at least an equal contributor direct selling function within your organisation.
Yeah that’s a really close alignment to when we think about the partnership leaders Catalyst conference here in Denver. It's really about elevating partnerships to have a seat on that executive table, where it's, it's a function that is well understood, well funded, and well supported, because it's really starting to take 30%, 40% 60% revenue as a contributor to some of the biggest and largest SaaS companies in the world. So at this event, there's been an amazing amount of sessions that we've attended and something that comes to mind was the keynote yesterday from Stripe's Chief Partnership Officer where she said , partnerships did not start in the last five years. She was the sixth hire in AWS in the partnerships team in 2010. So she got me thinking, AWS 2010, it kind of feels like it's not too long ago, right?
It wasn't. In fact, I wanted, I have one colleague at Microsoft, who left Microsoft at that point, to start on the public sector business and AWS around 2010. And it was a startup and look at look at this $88 billion of cloud revenue. Now those numbers are astounding.
Yeah that’s crazy and in her talk, what really resonated was the same challenges that partnership teams were facing 16 odd years ago, are the exact same challenges in a larger scale. Yes, you know, you were dealing with hundreds of partners, now you're dealing with 10s of 1000s of partners. There was a couple of vendors out there that had partner channels. Now there's 9000 technology vendors that have a through partner or to channel business model. And the challenges are a bit daunting sometimes. So when you think about it from a ultimate partner, what do you think are the right principles that you should start to think about when you're trying to partner in an organisation like.
So identify this came out of the work, obviously, the career the long history of doing this, and then over 200 podcast episodes and interviewing people about what makes successful partnerships or partnerships fail, why they fail. And so I've organised around a set of operating principles. I was a big fan of so he's talking about Stephen Covey or other big fan of Stephen Covey and the seven habits sometimes their habits sometimes their principles, but I believe principles come first and tactics come second, we spent so much time on tactics.
Tactics are very individual to the type of organisation function, what you're looking to achieve and these universal principles I've organised around the seven. Start off with the internal victory, like how do you get your organisation to achieve its mindset, get the executive commitment of the organisation, and align to a vision and a set of operating principles and OKRs. For the organisation, you need to get that first right? Before you lock arms with a partner, right, you got to lock arms in a partner, you need to get your internal organisation structure for success. And then trust always has to be involved when you lock arms with a partner, trust us to be in the room.
Without trust, I'd like to either refer to it as the oxygen in the room or the lifeblood of partnerships. If you don't have trust relationships, you have a transaction. And then we move on to the other side. And the fact of partnering includes several components, but I've organised around like three sets of things that are fundamental and true, maniacal focus, right. So once you once you've got your vision internally for what success looks like, and you've you use that vision really to instil in the organisation, or around the organisation around why we need to do this, then when you go to the other side to the partner, you have to decide like, what's the one thing we're going to do together? What's the thing that's going to set us apart?
What is our better together, that's the vision for the partnership, and then organise your set of objectives and key principles and metrics even to drive against. But you had to apply maniacal focus to that. And I've seen so many times I've been in the room. And you know, we'll have a great meeting, we'll do a QBR with a partner used to do this at Microsoft all the time. And then I never hear anything about that partnership. Again, we'd all be high five. And when we left, and six months later, I'm like, Well, what happened with that partner and nothing happened? Crickets. So if you're not applying maniacal focus, and that is constant communication, that's inspection of the data, inspection of the numbers ensuring that you're aligning on are we good here? Are we green here? Those are all important to the success when I've been focused.
Then branded story like you talked about this, like the what's in it when you were working as a partner trying to work with Microsoft? Yeah. How do you show up as a shining quarter to bucket bullish shining quarters? You figured that out? Right, that's a successful, and that's ultimately how you joined Microsoft. But organisations don't do that. They try to be all things to all people have one thing that sets you apart, and I'd like to go back to the what's in it for me, to the Microsoft side, why is Microsoft even interested in working, you need to define that very discreetly niche it down to that one thing that sets you apart, and then build that brand and story. And, and then the next thing we got to do is you have to go execute results, right, so start small. And then you can build this operational model around it.
But you have to start with maybe an account, maybe with a vertical market, where you think you can have the most attribution and drive the greatest result quickly. And then build your business. From there, build your flywheel and then come back to your brand and story because you're going to use that those results to say, this is why I'm relevant to you. I'm doing this Yeah. And I like to organise around like, this is what I'm doing for you as my partner. This is what we're doing together jointly. And this is what you're doing for me. And those three buckets, whether it's pipeline, its revenue, its number of wins. It's all the metrics that you're going to drive your business against. You do that and you build this dashboard. And you are continually coming back to the data.
Yes, I think that's been a massive learning from the partnership Leaders Conference is as leaders in the field, how do we partner better and more effectively. And one of the core themes through a lot of the sessions is really being quality over quantity, in partnering, but then when we double click on that, and we go or what does quality over quantity mean, for a partner who's partnering with you is coming right back to that focus. And as hard as it it's quite easy for a vendor to be really focused on what they want to do with their partners, because they've got a strategy.
They've got a number of OKRs, or KPIs around particular industries or verticals or products. When we replay this to a partner, who is not dealing just with one vendor and is dealing with many vendors, is probably dealing with a business that is predominantly technology related, is predominantly they might have a leadership team. They might be partners. quite large and GSIs. We've been talking about those but those partners in small, medium, corporate and largest of integrators, the reality is, it's so hard for them to be able to pick up focus, because the focus is something that is challenging them across their business, the focus is challenging, their go to market, they need to niche down and not be everything to everyone. So the reality is, they're really challenged with being able to get enough demand coming in from one particular vertical or one particular topic.
That’s right but you have to niche down you have to niche down, you have to know exactly what your ICP your ideal investment profile looks like. And you have niched down to it. And then coming back on this next piece, right, so once you've gotten all that greatness going on, you know, this, the seventh principle comes in, right? I built this great business with Microsoft, Amazon and Google. And then the tech giant goes and changes their business strategy like they do from time to time, right?
So you need to be agile, you need to apply agility as the seventh principle. And Microsoft just did this, right? They just basically said to all of the partner ecosystem, if you don't have we don't have a transactable marketplace offer. You're no longer relevant to Microsoft. Yeah. And so all of these ISVs independent software vendors as companies and even systems integrators and channels, they now need to think about transactable Marketplace offers first, and build and change their strategy.
So if you weren't paying attention intuitively listening for those signals, and that's why you need to have a listening mechanism with Microsoft or Google or Amazon, you need to be listening for that feedback. And you need to build your relationships internally, it all comes back to this right. We talked about how you build relationships internally at Microsoft, when you're a partner? I did we both have done that since. And you need to have that listing mechanism. So you really intuitively know where you need to take your business. And that's where agility comes in. To play. So you're not left on backwards?
Yeah, absolutely. I think the most important thing that I would love to be able to see every partnership manager or every partnership facing role is to really just have this empathy, towards what you're actually asking the partnership to do. Because you are asking for attention, you're asking for investment. And you just have to make sure that you are going to get the results that you need before you start to invest the time and energy and the results. When we go too far down the road is we it's great to, it's great to try things and it's great to take small steps with your partners. But we've got to be really super clear upfront about the overall objective of this partnership, because that's going to really determine whether this is a go or no go. thing. And in your experience. Do you think we're good at really being clear with partners, what we want from them? Or do you think that we sometimes are blinded by what we're trying to achieve as an organisation?
Well that's a loaded question. I think you struck a chord when you said empathy. And so often, we're only we're insular and thinking only about our own set of objectives. And this is where empathy needs and trust all come in. And I talked about mindset, I talked about mindset, a little bit in terms of eternal victory, like, you need to leave with mindset. And mindset is inclusive of empathy. And empathy is a component of it as well, and learning how to fail fast and learn from those mistakes and moving on. But always having that growth mindset.
Yeah. And to your point, like you have to be might apply, like, this is what I'm looking to achieve. And maybe you're going to learn with empathy, and maybe what you're looking at Achieve isn't exactly what the partnership looks needs to look like. And so you need to be malleable in a way to course correct and make sure that you know, and that's why the joint vision needs to happen. And that joint, you come in with your own vision, they have their vision, but then build on that joint vision is where empathy enters the room.
It's where you're having a lot of communication and diplomatic dialogue, but a dialogue where you're being open to conversation, because you have to say, and this is where sometimes partnerships really fail. You don't always people don't they want to be so diplomatic, that they don't say what they need to say. Yeah, and then they walk away from the meeting. And they're saying, Oh, well, we're not going to get what we're going to get. So we're just kind of disengage or they just they'll turn it there. two novels.
Or, they just go quiet.
Exhibit. Exactly. That's what happened. So you really have to look at we can equate this to merit integrate this to any really strong relationship building exercise, where you need to have that continual constant communication. And feedback two way feedback is just so important did that and it brings up the brings up a really interesting point that I wanted to talk about, which is like getting back in the room and doing events. And that's why I'm moving what I'm doing into live events, because I do believe there is a craving and it's why this event was so desirable to so many of us. They doubled, almost doubled the attendance to this year from last year. It's because people want to have that communication. They want to have that two way communication with one another. They want to have that feedback.
Yeah, absolutely. And you, you just ran an event a month ago.
Yeah, it was wildly successful, we handed out our first ultimate partner live digital event. But it was a live digital event, we co hosted alongside Microsoft. Had Microsoft sponsored it, and several great executives tackle came on board as a partner, and was wildly successful. And now we're going to be moving into doing live in person events. The first one is going to be November 14, and 15th, in Dallas, Texas, at the Microsoft headquarters. And then we think we're coming to Australia, I think we're going to be doing something in Australia.
We've had some good discussions the last couple of days. And I think that there's there is a massive appetite for this. And we'd love to partner and bring something like this, to the to the APAC region.
I can't wait, I can't wait to come. Of course, I want to come to Brizzy but Sydney is kind of a locale and I've never been. So it's going to be an exciting trip, I'm looking forward to doing
That is going to be an absolutely massive mess of fun. We've been trying to actually get together, just do just do something, just do something together, think this is the partnership world. When you have this alignment, when you have alignment on a number of different scales on the way we think the way you see the opportunity in the market the way you want to address the opportunity in the market, and you leave space for each other.
Because in reality, there's a space for all of our thoughts, all of our frameworks and all about thinking in the market, there's no one framework to rule them all, if you know what I mean. I really feel from a partnering point of view, and this is what we do so well in this publisher, Peters community. It's all about winning together. And your experience, my experience, and the other 1000's of partnership professionals out there.
There's centuries, which probably gives a lot of our age away this century is our experience that we all really need to need to learn from. And, you know, I actually did a post about this poll on LinkedIn. And there's this as we craft this, as we master our craft in partnerships, I really feel that there's these two dimensions that we are always trying to balance. And I actually see that when we don't balance or we're out of balance we probably be it's reflective of the results that we're seeing for the partnership. And the two dimensions are the art of partnering and the science of partnering.
Oh my goodness.
And we're going to get philosophical here, right. So the, to bring it home, the art of partnering would be I'm at the beach, we're building a sandcastle. I've got a couple of buckets and I'm going to start to build the boulders, Hey, there's that looks like a really good castle. I've got a bucket of shells. Would you like me to put some shells in here? Because I think it would look good. So you come and you stick the shells on there. We've now created something, but it's more, it's more great. It looks good. It feels good. You've helped me you helped me build it. That's common thought. That's kind of I think about the otter pondering.
I love it because I live at the beach and I got to thinking about being in Jupiter beach. But then what happens? I think you're going to elude to this . Is like a wave comes by blow out our sandcastle.
Exactly so how do we think about the science of partnering and I've got another analogy. This is thinking about The Science of partnering like Lego blocks, really clear instruction on what to build 1,2,3,4,5,5 steps, you're going to connect it in this particular way. And you get to build something that is a lot sturdier can probably get used that might be a Lego boat that you can run on the water, or something tangible, but you're building that empire, right. And it's very structured. And you can measure your results. You built it, there's no pieces left over it's steady. And that's the science of partnering, which is the ultimately we're looking to grow revenue. We're either saving the company revenue in partnerships, or we making the company revenue.
Without revenue, there's no and that's why I talked about getting results, right. If you don't drive the results for the business, if you can't show concretely that there is additive benefit, you're getting more I like to use to wrap acts like I'm getting more opportunities. I'm increasing my deal velocity. In other words, it's quicker to close a deal because I have whether it's a partner, a trusted partner, who's influencing or I'm one of the seven seats at the table is our friend Jay McBain likes to talk. And then my when my close win ratios are higher, either because I had more of a solution I've layered in a complete solution, or the partner has a trusted relationship. You know, oftentimes organisations talk about the Microsoft or other hyper scalar in that they have those executive relationships that maybe you don't have that or they can come into the C suite and say, This is a partner that we trust. And so the all those factors come in to increasing, hitting your KPIs more effectively, and hitting bigger KPI numbers and overachieving. KPI numbers are what partnerships are on.
And I think it's also, you know, you talk about executive buy-ing and executive relationships. There's a lot of partners in every ecosystem that don't have that level of executive buying, or they're not at a level of a working with that vendor where they get the chance to sit down with the executive of engineering, or something like that. So how do you think about the results from a partner that doesn't have the ability to show up in that particular way?
Does it just come down to the brass taxes of the vendor is looking for let's take Microsoft as an example. They've got a solution, partner programme, now, the old partner programme and a lot of challenge around that. And there's really three things they want to see partners do drop menu, customer acquisition, get your technical skills, and grow the ship, right. And they've been really deliberate on what that is. And so showing up with those results, elevates, where you are positioned in how the rest of the organization's sees you. That is how you start to build towards that credibility and trust that allows you to be positioned in that vendor or that hyper scalar to have those conversations. Would you agree, disagree? Is it isn't that simple? Or is there any other advice you could give the rest of the partners that aren't a GSI, or a multibillion dollar organisation to show up in front of a partner manager?
So I think it comes back to that one thing , I think it comes back to that being that shiny quarter. What is good because yeah, we talked about those three generalisations, right. But is there a pain point? Is there something that you uncover that you can do differently, better and differently than anyone else? I think that, to me is you're different, you're highly differentiated yet.
And then differentiation starts to show that leadership.
And the differentiation is on a number of factors. Internally, how you're viewed in terms of the value you unlock for a customer, because I actually think that is in partnering. Why do besides driving cost of sales down and everything like that in terms of why companies built partner ecosystems? It's what is the additional value that you can add on top of this vendors product.
That's right. And recognising that the customer is Just find your one solution if they are solving for a business problem. And that's where, and by the way, they're going to look to their trusted advisors as well to help solve that problem. There's a consumerization, almost that's happened in it. And what's happened since COVID, right, we have become more aligned to find behaviour of three clicks on my phone, and Amazon shows up with a box in 12 hours, right? We expect the same thing in technology. And when you're buying, like, let's say, you're buying a vehicle, like what a Jeep six months ago, I spoke to several friends that had the same model. And I asked them for advice. Now, you know, I also taught them so I think that their people are bringing a little bit more of their buying behaviour, yes, consumers into the room. So I might be making a decision about your solution. And I'm going to ask the other vendors that I'm working with, what do you know about that solution? How do you trust that solution worked with that organisation before? What's their delivery capacity? Like, not going to trust you as a sales rep call? And, by the way, I'm not even going to take your phone call? Yeah, yep. I mean, that's, I mean, they might not even have a phone any longer, I mean, not going to respond to your email. And so that's your entry into the market, your ability to affect the decision process. And then also, I need to work with these other organisations because I'm delivering my solution. But it's not just my solution that the customers buy. That's why the partnership, that's where the benefits of partnerships, building the trust, building the credibility, completing the solution, accelerating the deal, flow, I mean, all those things.
That's been good. I think great conversation. We could go on, we can talk. I'll do it.
Just do like a weekly podcast. Yeah.
I think the opportunity to drill into a bunch of those principles that you that you mentioned, is something that I think the investable partner audience, and particularly your audience would absolutely love to. So we'll make some time. So I like to do things a little differently. As you know, Vince.
You're not going to ask , "the three seats in the dinner table".
So we call this the partnerships quick five. And I'm going to ask 5 questions.
and I haven't seen these questions before, by the way, you
Des Russell 37:38
How quickly , what's top of your mind when I say , I am going to give you a couple of words. And you just blurt out what's top of your mind? Remember, this is a rated show. So not expletives. Okay.
And can I find a friend?
No, there is no phone a friend on this one. So we've got five questions and then were going to wrap up. Okay, so if I said to you , partnerships thrive on ?
Oh, that's tough. Partnerships embody ...one word?
You can give a couple of words.
Love it. Through partnerships, you?
Achieve your greatest results.
Good tagline. Partnerships succeed through?
That's so much fun. So great to see you, Des.
Hey, lovely to see you in person again. Same here. Hopefully we see you down in Australia. December or something like that.
December looks like it might be it might be a chance to get you there might be there for the holidays. Yeah. It would be great.
Des Russell 39:10
And so our audience, the baseball partnership audience, how can they learn more about you and follow you? Where should they go? And what should they listen to.
Yeah, so Ultimate Guide to partnering podcast on all channels, Spotify, Apple, Google and your favourite listening platform. Also a YouTube channel that we're not using as exclusively but we are starting to use it more now with video. And then the ultimate guide to partnering.com or the ultimate partner.com or ultimate guide to partnering.com will take you to our web properties. We have posted our digital event so people can go and sign up and watch that. As well as look at our previous episodes. Sign up for our newsletter there. You also can sign up for a newsletter On LinkedIn, we have a new LinkedIn newsletter as well that's actually doing very well.
Now I love reading that once a week. It's it's really good. But Vince, thank you so much. It's great to have you on the show and look forward to do more things with you.
There's so great to be part of this journey with you. I'm so proud of you're doing this podcast. We've been talking about it for so much so much time and honored to be a guest so much for having me.
Thanks very much Vince.