We Architect Sales Machines That Scale
Specializing in Global Channel Markets
About US
Experience
Welcome to QFS Management Consultants, where I specialize in empowering software companies to achieve their business goals in the North / South American & European markets. With over 30 years of experience in software sales, I have a proven track record in building and leading teams with industry leaders such as ESET, AVAST, Bitdefender as well as many startups. Whether you want to enhance your sales strategies or develop strong partnerships, my expertise can guide you to success.
Services Overview
- Coaching: Personalized coaching to enhance your sales skills and channel strategies.
- Sales Methodology Development: Creating tailored sales & Channel processes specific for your business model.
- Fractional Sales & Channel Management: Providing expert management services to deliver Productive level Partners in 90 days!
Why Thierry?
- Decades of Industry Experience
- Proven Track Record of Success
- Tailored Solutions for Your Business Needs
- If you follow our plan, I Guarantee Success
Our Past Clients
case study: Channel Transformation for a mature startup
Client Profile: Mature European-based cybersecurity startup with an established U.S. presence
Engagement Duration: 18 months
Role: Director of Sales, North America
Overview
The client had achieved $6M in annual recurring revenue (ARR) in the North American market, supported by over 1,100 registered reseller partners. However, fewer than 1% of those partners were generating meaningful revenue, with only three achieving a monthly recurring revenue (MRR) of approximately $20K. The sales organization was highly reactive, support queues were overwhelmed, and the channel lacked a scalable structure for growth.
Objectives
- Eliminate operational “noise” by refocusing on productive partner relationships
- Implement a scalable and tiered partner engagement model
- Improve internal efficiency and support responsiveness
- Drive consistent ARR growth without significantly increasing headcount
Strategic Initiatives
- Partner Tiering and Focus: Introduced a “Master VAR” model, designating three high-performing partners to serve as frontline support and enablement hubs. Incentives were offered to encourage 800+ smaller partners to work through these Master VARs, reducing active partner management from 1,100 to 300.
- Sales Team Optimization: The team was expanded by only one additional headcount. A new compensation structure was implemented to reward both revenue generation and partner growth. Training emphasized consultative selling and joint go-to-market planning.
- Support Restructuring: Level 1 support responsibilities were transitioned to Master VARs, drastically improving responsiveness and offloading internal teams.
- Incentive Alignment: A joint bonus system was introduced to align goals between internal sales staff and partners, reducing conflict and driving collaboration.
Execution Timeline
- Phase 1 (0–6 months): Deployed Master VAR model, restructured partner engagement, shifted Level 1 support
- Phase 2 (6–12 months): Implemented compensation and bonus plans; initiated partner-specific GTM plans
- Phase 3 (12–18 months): Focused on scaling revenue and deepening strategic partner alignment
Key Results
- ARR increased from $6M to $22M in 18 months
- Productive partners grew from 3 to 30
- Active partner engagement reduced from 1,100 to 300, with 800 partners now supported through Master VARs
- Only 1 additional team member was added during this growth
- Support wait times were reduced from 1 hour to 10 minutes
- Sales approach evolved from reactive to proactive and growth-focused
Revenue Breakdown of Productive Partners:
- 26 partners generated $20K–$60K MRR
- 2 partners generated $61K–$125K MRR
- 1 partner generated $130K MRR
- 1 partner exceeded $250K MRR
Conclusion
By implementing a focused channel strategy, leveraging high-performing partners for scale, and aligning internal and external incentives, we achieved a highly efficient, scalable, and revenue-generating partner program. The transformation delivered measurable results without scaling internal resources—a testament to the power of strategic focus and execution.
case study: Channel Turnaround for Half Billion Dollar Cyber
Client: Global Endpoint Protection Vendor with extensive North American operations
Role: Director of Channel Sales, North America
Client Profile
Established, globally recognized endpoint protection software provider with a vast North American channel network consisting of over 2,200 partners. Their partner base included a diverse mix of VARs, MSPs, MSSPs, OEMs, and Master VARs. They catered primarily to organizations ranging from 100 to 5,000 users in the large SMB to SME space, with notable enterprise deployments. End customers sold through the channel included multi-location B2B and B2C entities, state and local government, and major international airports. OEM partnerships included a well-known global OEM.
Initial Challenge
Just prior to the engagement, the company experienced a mass resignation event that left the North American channel sales organization in disarray:
- All but two channel sales reps resigned the day before onboarding
- Within weeks, another rep left, leaving only one channel representative to manage over 2,200 partners
- The channel was disorganized, overwhelmingly reactive, and lacked strategic engagement
Despite these setbacks and ongoing competitive pressure, the mandate was clear: stabilize and restructure the channel to become an efficient, revenue-generating engine.
Objectives
- Preserve relationships with top-tier revenue-generating partners
- Rebuild the regional channel team and onboard new talent quickly
- Transition the sales motion from reactive support to proactive partner development
- Identify and activate strategic partners within each region to drive scalable growth
- Maintain service coverage and support for the legacy partner base
Strategic Response
- Stabilize Existing Relationships
- The remaining rep was tasked with securing communication and continuity with all major producing partners
- Existing Master VARs were asked to temporarily shoulder additional support and outreach responsibilities
- Rebuild the Channel Team
- Hired and fully onboarded five new channel reps across six U.S. regions within 90 days
- Training focused on strategic engagement, consultative selling, and building partner-specific go-to-market plans
- Partner Segmentation and Recruitment
- Each rep was responsible for identifying six high-potential strategic partners in their respective region
- Where the partner base fell short, reps recruited externally to fill strategic gaps
- In the end, ~50% of strategic partners were selected from the existing base; the other 50% were newly recruited
- Dual Engagement Model
- Reps operated in two modes:
- Strategic Mode: High-touch collaboration with their six strategic partners
- Service Mode: Maintain and support existing partners within the broader territory
- Reps operated in two modes:
Execution Approach
The turnaround was executed in fluid, overlapping phases, with efforts on multiple fronts progressing in parallel rather than sequentially.
- Stabilization and Relationship Retention: Immediate engagement with key partners and Master VARs ensured no disruption to major revenue channels.
- Talent Acquisition and Enablement: A regionalized hiring effort onboarded five reps in 90 days. Enablement focused on consultative selling, strategic partner planning, and GTM execution.
- Strategic Partner Development: Reps used a structured but adaptive filter to evaluate potential strategic partners. Where the base lacked qualified candidates, they pursued targeted recruitment.
- Operational Shift: The team was empowered to move beyond firefighting and into proactive territory development, balancing strategic growth with territory-wide coverage.
- Pipeline Building and Execution: Over time, reps activated GTM initiatives, pipeline acceleration, and partner-specific execution plans in alignment with regional goals.
Results
- 100% retention of top-tier partners despite organizational disruption
- Fully rebuilt regional channel team within 90 days
- Established a scalable channel engagement model based on strategic segmentation
- 50% of strategic partners identified internally; 50% successfully recruited
- Channel reps transitioned from reactive support to proactive growth execution
- Despite internal turnover and competitive pressure, delivered 15% YoY channel revenue growth
Key Takeaway
In the face of organizational collapse, this engagement highlights the power of structured urgency, decisive leadership, and strategic partner segmentation. By rebuilding the team, refocusing the channel, and balancing strategic growth with operational support, the channel not only recovered — it outperformed the previous year.
TESTIMONIALS
Additional Information
"Thierry has played a critical role in our senior management team. A true visionary/out-of-the-box thinker who helped us crystalize the direction of our company. A positive thinker with a team player attitude. He’s not afraid of wearing a few hats, jumping in, rolling up his sleeves to get the job done. In building our Enterprise Sales Strategy, he developed a sales methodology that he taught to an inexperienced team with success.." - CEO of a 40+ person Software Startup
"Thierry has great vision into channel sales and operations. He understands how things are supposed to function, and knows the actions to take to make sure that we have everything needed to be successful. Rarely does anyone walk into a new environment with this kind of foresight, and execute, with intelligence, the best possible decisions for all". - CEO of a N.A. Cyber Security Reseller.
