Life in the Channel


of accounting experience or they already sell ERP, it tells us they’re used to the longer sales cycles, more complex systems and integrating multiple solutions. Tat experience makes a big difference, the reason being that all Xledger UK consultants, support and presales teams are from accounting backgrounds, meaning they understand, more than most, the customer challenges and pain points. Tis is also how we support, train and onboard all our partners. It’s a model that works well because it’s not just about reselling a


piece of soſtware; it’s about embedding Xledger into the way they support their clients day-to-day. We’re also seeing growing interest from consultancies which offer financial planning or performance management, but don’t currently have a financial tool or ERP that would create a truly dovetailed service. Combining aspects of planning, performance and technical


tools for a truly holistic and consultative approach is what will allow us to more effectively scale over time.


Structuring partnerships for the long term Too many reseller arrangements in the market are transactional – you sell a licence, take a discount and move on; however, feedback from our partners is that Xledger is more collaborative. For starters, we offer a share of SaaS revenue for as long as the


customer stays with us. Tat means partners aren’t just rewarded for bringing in new business; they benefit from maintaining strong relationships too. On top of that, our tiered model increases their share as they grow, so they have a clear incentive to build steadily. We also encourage partners to take on professional services


work. Implementation can be lucrative, but more importantly, it helps them build lasting client relationships. When a consultancy is responsible not just for the sale but also for delivering and supporting Xledger, they naturally develop a deeper stake in the client’s success. We’ve been most deliberate in partner onboarding. From my


perspective, this is where many soſtware vendors fall down. A lot of organisations come to us because they had a system that could


have worked for them, but the implementation was rushed or mishandled. Once trust is lost, the technology itself doesn’t matter. We want to avoid that at all costs. Tat’s why we’ve created


a structured onboarding process for partners. It starts with a five-week training programme, our internal ‘bootcamp’, which combines self-guided learning with ongoing support. We know partners have their day jobs to do, so we’ve designed it to fit around their workload while still giving them a solid foundation. Aſter this training, partners move through a shadowing model;


first watching a project, then sharing the workload, and then taking the lead with us in the background. Come the time that they’re delivering independently, they’re already confident and capable, and we’re comfortable that the client will get the right experience. Yes, this is a slower process, but it’s the level of onboarding


that’s both required and expected when implementing an extensive ERP. It’s also a question of reputation, which is far more important than speed.


Focusing on organic growth We’ve had fantastic success building new partnerships this year, and we’re confident that everyone we’ve chosen to work with aligns with our vision of sustainable organic growth into the UK market A big part of my role is working closely with partners day to day,


helping them build opportunities and supporting them through the sales cycle. We’ve recently added a new Partner Development Manager to the team, which has already made a big difference too. Te point isn’t to chase size for size’s sake but to build a programme that partners value, that clients trust, and that delivers consistently over time. Over the next few years, the partnership programme will


become an increasingly important part of our UK business. It will sit alongside our direct work, giving us the reach to support more organisations without losing focus on quality. We’ll always look for partners who bring deep expertise and


a willingness to invest in relationships, and although smaller, specialist consultancies oſten fit that profile well, large resellers also have their part to play, provided they can provide the right balance of knowledge and attention. Of course, broader industry trends will shape the channel, and


AI is the most obvious one. From sales tools that help target the right prospects to new


capabilities within finance systems themselves, AI is already changing the way we work. But what won’t change is the importance of knowledge, care and building trust over time. Tose are the things that matter, whatever technology is in play. Building a partner programme is about more than just numbers.


It’s about relationships, trust and making sure clients get the right outcome, no matter who they engage with. At Xledger, we’ve always believed in taking the time to do things


properly, and our approach to the channel reflects that. Partner selection, onboarding and long-term collaboration may not be the fastest route, but it’s the one that delivers quality. For me, that’s what sustainable growth looks like, and that’s the kind of growth we want Xledger, our partners and our clients to share in.


62 | September/October 2025 www.pcr-online.biz


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