Strategic Alliance Magazine Q2 2019 - 47

MEMBER SPOTLIGHT

do we do something unique together?' We came up with
an idea to take a company that they bought and monetize
it, instead of enabling a practice, which was their original
reason [for the acquisition]. Our partner was willing to
champion the idea within the organization all the way to
the top. ... Having that partner willing to work together to
break down walls, to be a champion, is critical."
Select and go to market with the right emerging technology partners. "Speed is a major factor,"
Onstott said. "Recently, we were able to put a contract
together in two days. That's mind-blowing. But it's also
refreshing to talk to a person on the phone, not a committee of people and lawyers."
Holloway added, "The friction in our system for adding
partners is improving rapidly."

Tips for Success with Emerging Partners
"Technology needs to align to the strategic thrust of the
customer," Onstott said in describing lessons learned from
engaging startups and emerging technology partners.
"Startups usually are solving some very specific problem. If
what they are solving is not specific to you, then you move
onto another startup. It's literally that one thing that they
are doing." If the startup is addressing the right problem,
"then the question is, 'Are they solving the problem in a
way that's differentiated?'"
Another crucial question to ask: "Is the team competent?" Onstott noted. "With startups, the team is the
company. If that team isn't functional, that's a concern. If

every time you have a meeting with them, they have a solution for every known problem, that shows they are not
focused on executing the business plan-they want to be
all things to all people."
Moreover, "you have to have the willingness to take on a
lot of risk. Some startups have funding privately, through
angels, and are not profit-positive yet. So you can't apply
the same assessments of financial viability," he explained.
"At SAIC, we tend to do best with startups focused on customers, excellence, and growth. Others seem more focused
on raising venture capital funds, and talk very little about
what they've done for the customers. We want partners focused on growing revenue vs. focused on raising money,
which means they are focused for long-term success."
Once the right partner or partners are engaged, it becomes crucial to define "joint partnership value" and
initiate what Holloway called "the 'sell with' motion.
Sell-with often is not talked about-it's going shoulder-to-shoulder with a single customer. I love doing
this. It reduces the air in the messaging between the two
organizations and that customer."
If you don't clearly define your joint value, "It's pretty easy to have a single US government customer with
an integrator and its partner coming with two different stories. That means they probably won't buy from
either one, [because] it creates uncertainty. Going
shoulder to shoulder strengthens the overall message,"
said Holloway. "If you can get to the place where you're
sharing pipeline, it becomes a major force multiplier
when you go to market." n
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Strategic Alliance Magazine Q2 2019

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