Evolution and Essence of Being a VP of Alliances

I started my career in Alliances with a company called Vantiv (now WorldPay) in the summer of 2011 before joining the 甲骨文 and the Oracle ecosystem in 2016, which carried over at Accenture in 2019, and now Argano summer of 2022.? Would I say things have changed or evolved these past 13 years for me, absolutely, but the key function of Alliances has not.? As I continue my career in Alliances as now a VP, I am keenly aware that the role is a blend of continuous learning and the potential for significant rewards. This position isn't just about forming partnerships; it's about creating a symphony where each player contributes to a harmonious and impactful performance. Here's a deeper look into what it means to be part of the world of Alliances, drawing on my experiences and inspirations throughout my career.

“People Buy from People They Like” - Jeffrey Gitomer

One of the fundamental truths in business is that relationships matter. People buy from people they like and trust. True story! Alliance roles foster relationships, and it is crucial. It's about more than just being likable; it's about building genuine connections. Understanding your partners, their needs, and how you can mutually benefit is the cornerstone of successful alliances.

The art of relationship-building in business cannot be overstated. As I delve deeper into this role, I've realized that it’s not just about establishing rapport but nurturing it over time. This involves being present, consistent, and genuinely interested in the well-being and success of your partners. Regular check-ins, understanding their business challenges, and being there not just in good times but also during challenging periods, help solidify these bonds.

The Conductor of a Symphony

The role of Alliances for me is akin to that of a conductor leading an orchestra. Each instrument, representing different departments and partners, must be seen, heard, and trusted. It's my job to ensure that all these elements work together seamlessly, creating a unified and powerful tune. Trust is at the core of this process—both from my team towards me and vice versa.

A conductor’s role is multifaceted. It involves a deep understanding of each instrument’s unique capabilities and the timing of their involvement. Similarly, as a VP of Alliances, I must understand the strengths and weaknesses of each partner and department. This understanding allows me to orchestrate collaborations that are not only effective but also harmonious. It’s about ensuring that everyone is playing their part at the right time, creating a cohesive and powerful outcome.

Trust and Extension of the Organization

Building a team that trusts me, and that I trust, is imperative. This mutual trust transforms our collective efforts into becoming an extension of the organizations we support. We become more than just individual contributors; we become integral parts of a larger, cohesive unit. This synergy amplifies our ability to execute complex strategies and achieve our goals.

Trust within a team is built through transparency, consistency, and integrity. As a leader, my actions and decisions must reflect these values. It’s about being open about challenges and opportunities, being consistent in my actions and promises, and acting with integrity in all my dealings. When my team sees these values reflected in my leadership, it fosters a culture of trust and cooperation.

Influential Leaders and Mentors

I’ve been fortunate to learn from some exceptional leaders. ?Recalling their strategic insights and ability to inspire almost daily has been invaluable, teaching me how to harness my team's strengths and drive forward impactful initiatives.? My leaders throughout the years have brought unique perspectives and skills to the table. They’ve taught me the importance of balancing strategic thinking with tactical execution, the value of continuous learning, and the power of inspiring and motivating a team. ?I truly believe great leadership makes great leaders.

Ideating and Executing

A successful VP of Alliances must be adept at both ideation and execution. It's about having the creativity to come up with innovative ideas and the operational acumen to bring those ideas to life. This dual capability ensures that our strategies are not only visionary but also actionable and effective.

Ideation involves being open to new ideas and perspectives, encouraging brainstorming sessions, and fostering a culture of creativity within the team. It’s about not being afraid to think outside the box and challenge the status quo. Execution, on the other hand, involves meticulous planning, clear communication, and effective resource management. It’s about turning those innovative ideas into reality through structured and strategic actions.

Like Drawing to Like

The principle of “like drawing to like” is pivotal in forming strategic alliances. Being able to read people and understand their motivations allows me to pair the right partners together. This skill in matchmaking by design fosters collaborations that are not only harmonious but also highly productive.

Understanding people involves empathy, active listening, and a keen sense of observation. It’s about understanding their needs, goals, and motivations. This understanding allows me to identify potential synergies and align partners whose strengths complement each other. It’s about creating partnerships that are not just beneficial but also enjoyable and fulfilling for all parties involved.

?Strategic Influence on ROI

Understanding my business deeply is essential. Recognizing where the gaps are and leveraging my talent, brand, and experience to fill these gaps is where I can drive and influence significant ROI. This involves influencing the business without being a direct seller, which requires a nuanced understanding of both the market and internal dynamics.

To influence ROI effectively, I need to have a comprehensive understanding of my organization’s strengths and weaknesses, as well as the external market dynamics. This involves continuous learning and staying updated with industry trends and developments. It’s about using this knowledge to identify opportunities for growth and improvement, and strategically leveraging alliances to capitalize on these opportunities.

Conclusion

Being part of Alliances is a dynamic and multifaceted role that demands continuous learning, strategic thinking, and strong interpersonal skills. It's about creating value through relationships, fostering trust, and orchestrating collaborations that lead to mutual success. As I continue to grow in this role, I am excited about the possibilities and the impactful contributions I can make.

The journey ahead is one of both learning and earning, where every interaction and decision is an opportunity to shape a brighter, more connected future for my organization and its partners. This role is not just about achieving business goals; it’s about building lasting relationships, inspiring a culture of trust and collaboration, and creating a legacy of successful and meaningful partnerships.

In the evolving landscape of business, the roles in Alliances are more critical than ever. It’s about being the bridge that connects different entities, fostering collaborations that drive innovation and growth, and ensuring that these partnerships are mutually beneficial. As I continue on this path, I am committed to learning, growing, and making a positive impact on my organization and the broader business community.

Outside of work, you will find me raising two small children and living my best life.

Tamara Warren