Make Baker Tilly the partner who helps the NetSuite AE protect the forecast.
Oracle field alignment should be operational, not ceremonial: shared account mapping, early PDR hygiene, relevant proof, synchronized software/SOW timing, and honest updates when a pursuit is slipping.
Give the AE something they need: implementation confidence.
Baker Tilly publicly maintains a broad Oracle alliance and dedicated strategic-alliance leadership. The NetSuite BDM should turn that institutional relationship into local field trust.
SOW scope, pricing, delivery start and paper process are ready when the Oracle order form is ready.
An accounting / industry SME can answer the questions a software AE should not have to fake.
In NetSuite vs. Dynamics / Intacct deals, Baker Tilly can make implementation and controls part of the reason to choose the platform.
Internal Baker Tilly referrals can create clean software pipeline for the AE, increasing the incentive to bring Baker Tilly into future pursuits.
Small, frequent operating rhythms beat alliance theater.
The BDM should know the people carrying the software number: territory AEs, Channel Managers, Alliance Managers and the Solution Consultants attached to active pursuits.
Only active accounts, current/next-quarter timing, buyer risk, implementation concern and next joint action.
Cross-reference Baker Tilly signal accounts and internal referrals with Oracle territory priorities.
Protect partner attribution and keep channel ownership visible before the opportunity becomes crowded.
Oracle order form, Baker Tilly SOW, security review and client approvals move on one close plan.
One good opportunity should create the next one.
The flywheel compounds only when both sides see revenue value.
Baker Tilly surfaces a company with a real ERP forcing event.
Match the account to the correct NetSuite field team and register the motion.
AE + BDM + SC + Baker Tilly industry / delivery expert operate one plan.
License and implementation confidence reinforce each other instead of competing for budget.
AEs learn Baker Tilly is useful and bring future implementation / competitive pursuits earlier.
Co-sell wins when it is treated as shared pipeline, not a referral inbox.
I would borrow the operating principles, not copy someone else's playbook blindly.
A 2026 channel post citing Omdia surveys reported that nearly 60% of partners see larger deal sizes and 58% see higher win rates when co-selling.
CO-SELL OPERATING MODELOne owner, real metrics, field relationshipsHigh-engagement practitioner guidance argues co-sell fails when ownership is diffuse and pipeline is not operationally managed.
EARLY PARTNER INFLUENCEBring the ecosystem in before procurementCurrent ecosystem-sales commentary emphasizes partner influence at territory planning and discovery, not as a late-stage checkbox.
PARTNER PRODUCTIVITYSell-with over signed-withPartner health should be measured by pipeline and end-customer revenue, not the existence of the relationship.