TL;DR – Key Takeaways
- Understand how partners make money (margin, services, managed offerings) and help them build a program, not a one‑off product or project.
- Don't lump VARs, MSSPs and GSIs together. Define each, tailor your approach, and make specific asks.
- For startups with low brand recognition, hire known operators with existing partner relationships.
- The one metric that matters: closed revenue through partners (not Deal Reg volume).
- Go quality over quantity on partners; use big wins to amplify inside the ecosystem.
- Ensure executive alignment (CRO/CEO) and integrate channel with core sales motions.
Q1) What separates a successful cybersecurity channel program from one that stalls?
Chris: Winners understand partner economics and translate that into a repeatable program. A $100k vendor quote isn’t a $100k deal for a partner—their world is margin and services. Give partners a way to build a business around you:
- Provide sample SOWs for services that wrap your product (implementation, health checks, managed options).
- Map follow‑on services and stickiness plays.
- Coach teams to “sell programs, not products.” Products \= transactional; programs \= recurring revenue for everyone.
Q2) Common mistakes when working with VARs, MSSPs, and GSIs—and how to fix them
Chris: The first mistake is treating them as one bucket. They’re different motions:
- VARs: Trusted advisors embedded in accounts. Ask for buying‑process intelligence (who says yes/no, PO mechanics, procurement traps, budget size, late‑stage discount norms). Treat them like strategic co‑sellers, not order takers.
- MSSPs vs MDRs: True MSSPs own the license and integrate your tech into their service. MDRs often manage the customer’s license post‑sale. Don’t expect MDRs to create new logos.
- GSIs: Best for mature vendors. They typically spin up practices after demand exists. Early‑stage companies usually shouldn’t start here.
If you define the partner type, you’ll know what to ask and what value you bring to them. Without that, you get misaligned expectations and stalled pipelines.
Q3) Startup play: What’s the smartest first step for an early‑stage vendor with little brand recognition?
Chris: Hire known people. In a market with thousands of vendors, access is everything. You need leaders and sellers who can call Optiv, GuidePoint, Trace3, SHI, CDW, WWT (etc.) and get time on the calendar now.
Avoid the “big‑logo” trap: leaders from huge generalist vendors (e.g., legacy enterprise IT) often lack security‑specific partner networks. Operators who’ve built through channel at high‑growth security companies (think SentinelOne, CrowdStrike, etc.) will ramp faster and open doors.
Q4) The one metric to know your channel is working
Chris: Closed revenue through partners. Deal Registration is a leading, gameable indicator. You can manufacture Deal Regs that never convert. Track actual closed‑won via partners, then back‑solve the correlation between Deal Reg and revenue for forecasting.
Pro tip: If your channel leader optimises for closed revenue, partners will lean in because they see wins—and wins compound.
Q5) Quality vs quantity: How many partners do you really need?
Chris: Fewer, better. Signing 5,000 partners gives you 5,000 headaches if no one sells. Prioritise:
- Known tier‑1s in your target accounts/regions.
- High‑calibre boutiques with concentrated enterprise coverage.
- Local intel from field teams to spot new breakaway resellers (ex‑big‑firm teams starting niche shops).
When you land a big logo with a major partner, amplify it inside that partner to unlock more reps and more opportunities.
Q6) How much executive alignment is required?
Chris: At minimum, the CRO must be involved. In strategic deals, CEO involvement helps align pricing and approvals.
Two quotes matter most:
- Vendor → Partner quote (are you comfortable with that price/margin?), and
- Partner → Customer quote.
Treat channel as an integral part of Sales, not a separate island. Alignment here speeds approvals, reduces discount theatre, and increases win rates.
Q7) Your one takeaway for founders and CROs building their first channel program
Chris: Close business early with partners—and over‑communicate. Early wins teach partners how to fish, create belief on both sides, and fuel expansion.
About the interviewee
Chris Catanzaro — Global Channel Chief, VAR, MSSP, & Alliances @ Qualys — has been leading cybersecurity channel teams for over 16 years (since 2009). He has built and scaled channel programs for high‑growth vendors including SentinelOne, where he drove the MSSP program to contribute 41% of total company revenue, helping scale ARR from $37M to $721M during his tenure, and Halcyon, where he built and led a high‑performing global channel sales team that accelerated revenue growth and market expansion.
About Pursue Talent
We help VC-backed security vendors hire high‑impact GTM leaders and sellers (AE, SE, Channel, CS) across the US & EMEA. If you’re building or tuning your channel‑led motion, we can help you hire operators who already open doors with the right partners.
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Interview recorded on September 5, 2025. Edited for clarity and brevity.