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How to Choose the Right Partnership Model for B2B Companies B2B partnerships  can be one of the highest-ROI growth strategies available to a founder—yet they’re also one of the most misunderstood. Many leaders come to us looking to “launch a partnership program,” only to discover what they really need is a white-label delivery model. Others try to build a white-label offering when their business would be better served by a simple referral program. The truth is: both partnersh

Most founders think of “channel partners” as big, complex ecosystems: global resellers, large distributors, enterprise ISVs, or partner portals with hundreds of agents. But that’s not what early-stage companies need. In the early GTM stages, the best channel partners are individual consultants, boutique agencies, fractional executives, advisors, and adjacent service providers  who already sell into your ideal customer profile (ICP). They know your buyer. They have trust. And

(This is the 2nd post of a 4-part series.  If you haven’t yet read our high-level overview of partner-led growth, start with The B2B Partner & Referral Engine  to understand where client referrals fit within a larger partnership strategy.)   Most B2B founders believe they “already get referrals.” A client mentions your name in a Slack channel. A consultant forwards your website to someone. A past client introduces you to a colleague at a conference. These are great—but they’r

Most early-stage B2B companies grow the same way: the founders sell, a handful of clients refer new opportunities inconsistently, and the next stage of growth depends on how many introductions the founders can generate through networking, hustle, and personal credibility. It works—until it doesn’t. After an initial successful launch, the leaders of the company are carrying a lot of weight and the ability to do consistent networking for new business isn't always the top priori

When you’re the founder—or the first sales manager by necessity—you already know how to run a great discovery call. You’ve done it hundreds of times. You hear the subtle signals, ask the right follow-ups, and can sniff out a bad-fit prospect in the first five minutes. Your team? They can’t read your mind. And when everyone on the team asks different questions, qualifies differently, and interprets “good fit” in their own unique way, you don’t have a sales motion—you have a co

How to transform founder-driven selling into a repeatable, data-backed growth system. Introduction: When Founder-Led Sales Becomes a Bottleneck In the early days, sales runs on the founder’s energy. You know every nuance of your offering (and even how to deliver on an offering developed in the moment of a prospect conversation). You can read a prospect’s hesitation in seconds and tell the story that wins them over. The founder-led phase is a powerful advantage — until it isn’

If your company has reached a point where growth feels harder than it should be, you’re not alone.   Many founders reach $5–30M in revenue before realizing the limits of a founder-led go-to-market motion. (If you haven’t already, check out our post 5 Signs Your Business Has Outgrown Founder-Led Sales  — it’s a good place to start.) Once you recognize the gap, the next question usually follows fast:“Who should actually lead revenue for us — a VP of Sales, a CRO, or a Fractiona

For many founders, sales started as a personal mission. You knew the problem better than anyone, built the early relationships, and proved the model through sheer conviction. But there’s a turning point — when what got you here starts holding you back. At Inimity, we meet founders every week who’ve built great businesses — $5M, $10M, even $20M and more in annual revenue — but growth has slowed. Deals take longer to close, pipeline quality fluctuates, and the founder still fee

A Chief Revenue Officer (CRO)  in a B2B company is responsible for the end-to-end revenue engine of the business. This title has been popping up more and more since lead generation and go-to-market (GTM) disciplines have significantly advanced, and the lines of responsibility continue to blur between marketing and sales. That blurring is the important part - unlike a traditional VP of Sales, the CRO role is cross-functional: it integrates sales, marketing, customer success,