Short answer: How to start co-selling is to pick one partner, agree on the joint number with that partner’s senior leader, name three accounts per AE on each side, ship a one-page joint value prop, and book a weekly thirty-minute deal review on both calendars before the kickoff call ends. The whole motion fits on a single page and runs against a single recurring meeting. Co-sell does not start with a kickoff dinner; it starts with a calendar invite.
The motion that produces revenue is operationally narrow at the start. One partner, a small account set, a one-page asset, a weekly room. Adding scope before the cadence works produces theatre.
Why starting co-selling matters in 2026
The decision to start co-selling is more urgent in 2026 than it was three years ago. Direct outbound efficiency has dropped sharply across B2B SaaS. Paid acquisition costs sit at uncomfortable highs after two cycles of channel saturation. Ecosystem-routed revenue closes faster and at higher win rates than self-sourced pipeline for the average growth-stage company.
The math forces the question: when does co-sell start? The wrong answer is “after we hire a partner manager and run a six-month plan.” The right answer is “this month, with one partner, three accounts per AE, and a Wednesday recurring invite.”
Starting small and running a tight cadence produces signal within four weeks. Waiting for the full program design before starting produces a year of delay and no pipeline lift.
How to start co-selling, step by step
The motion that gets a co-sell program off the ground runs on five steps. Each one is small enough to complete in a working week.
Pick one partner with real customer overlap: Use a Crossbeam-style overlap report or your customers’ partner mentions. Real overlap, not logo prestige, is the signal. A partnership with no customer overlap will not produce co-sell deals regardless of brand.
Agree the joint number with the partner’s senior leader: A single sentence with the joint pipeline target for the quarter and the sourced and influenced split. If two senior leaders cannot agree on a number, the partnership is not ready to co-sell.
Name three accounts per AE on each side: Three accounts per AE per quarter is the working ceiling. Three is the number that fits in working memory; ten is the number that fits in nobody’s.
Ship a one-page joint value prop: Headline, two named buyer problems the partnership solves, one proof point per problem, the joint discovery question, and the call-to-action. Two minutes to read or the AE will not use it.
Book a weekly thirty-minute co-sell deal review on both calendars: Same time, same room, partner manager and AE owners from both sides. The recurring invite is the program. Without it, the motion dies in week three.
Common pitfalls that kill the co-sell start
Starting with five partners at once: Splitting attention across five partnerships in week one produces zero working motions. Start with one partner, get the cadence working, then add the next.
Skipping the joint number conversation: A partnership without a joint number is a press release. Get the number on paper in the first conversation with the partner senior leader.
Picking a hundred accounts to “show ambition”: Long target lists signal that nothing is expected of any one account. Three per AE beats one hundred every time.
A sixty-page joint enablement deck instead of a one-page value prop: Length is the single best predictor of non-adoption. The asset has to fit on one page.
A monthly check-in instead of a weekly room: Monthly cadence is a status meeting; weekly is a working room. The motion will not move on monthly.
What this looks like in practice
A B2B SaaS company starting its first co-sell motion picked one regional system integrator with strong customer overlap, agreed a joint pipeline number for the quarter, named three accounts per AE, shipped a one-page joint value prop, and booked a Wednesday thirty-minute deal review. Within four weeks, twelve of fifteen named accounts had a partner-sourced meeting; within one quarter, the partnership produced its first three co-sourced deals and the AE team was ready to add a second partner.
Forecastable’s POV on starting co-selling
The teams that win at co-sell do not start with a program design. They start with one partner, three accounts per AE, and a Wednesday calendar invite. The teams that struggle write a six-month plan, hold a launch event, and wonder why the pipeline does not move by month three. The plan was never the constraint. The cadence was.
Finance reads the start the same way. A team that shows a single working partnership with a real joint pipeline number after four weeks gets funded for the next motion. A team that shows a slide deck and a partner roster gets discounted.
The honest read is that most co-sell programs would be twelve months ahead if they had started with one partner and a calendar invite instead of a planning cycle. Pick the partner, agree the number, name the accounts, ship the page, book the room.
Forecastable is a partnerships operating platform; the tools above are independent third-party platforms, and naming them is not an endorsement of any specific deployment over another. Evaluate each on your own motion.
Frequently asked questions
How many partners should we co-sell with at the start?
One. Get the cadence working with one partnership before adding the second. Starting with three or more produces zero working motions.
Do we need a head of partnerships before starting co-sell?
No. A motion with one partner, three accounts per AE, and a Wednesday room can run with an existing AE leader as the partner liaison. Hire a partner manager when the motion is ready to scale.
How fast should we see results from a co-sell start?
First partner-sourced meetings within four weeks; first co-sourced deals within one quarter; meaningful contribution to the partner pipeline number within two quarters. Anything faster is a one-off; anything slower is a cadence miss.
Do we need a PRM to start co-selling?
No. A spreadsheet, a shared doc, and a recurring meeting will run a co-sell motion for a quarter. Bring in a PRM (Introw, Euler, Impartner, PartnerStack, Channelscaler) when the motion is repeatable.
What if the partner’s AEs do not show up to the weekly review?
That is the partnership’s first stress test. Surface it to the partner senior leader within two weeks. If attendance does not recover by week four, the partnership is not yet a working co-sell motion.
Next step
If co-sell is on the roadmap, the move this week is to pick one partner with real overlap, schedule the joint-number conversation with their senior leader, and book the weekly thirty-minute deal review before either side closes the call.
Start your growth journey now to walk through what starting co-sell looks like in your specific environment, or read the orientation on co-sell for the broader operating model.
Uncover Your Growth Potential
Whether starting with a single sales team or a single partner, any co-sell motion can be live within 30 days.
What is a co-sell strategy? Short answer: A co-sell strategy is the set of decisions about which partners you sell with, which accounts you go after together, and how the joint motion runs. It chooses where co-sell effort goes so the company produces partner pipeline by design rather than by lucky overlap. It is not […]
What is co-sell training? Short answer: Co-sell training is how a company teaches its reps to run joint deals with partners, the pitch, the workflow, and the handoffs that a co-sell motion requires. It exists to turn a co-sell strategy into rep behavior, so the motion runs in the field rather than living in a […]
What is co-selling? Short answer: How to co-sell comes down to four steps: find the accounts you and a partner both have reason to work, agree who does what, run the joint deal, and settle credit before close. It is two companies working one account together so the combined motion closes faster than either would […]
What does getting a sales team to co-sell mean? Short answer: How to get sales team to co-sell reduces to one rule: make the partner the easy path on accounts reps already work. They adopt a partner when it shortens their next close, not when they are told partners matter, so engineer that on real […]
Mollie Bodensteiner is an experienced operations professional with a demonstrated track record of utilizing technology to support operational processes that drive performance and innovation.
She currently is the Vice President of Operations at Sound and owns go-to-market agency, MB Solutions. Mollie has previously held operations leadership roles at Deel, Syncari, Corteva and Marketo.
She has over 14 years of experience in both B2C and B2B operations and technology. When she is not working, Mollie enjoys spending time with her husband, three small children, and two large dogs.
Childhood Career/Dream:
Growing up in the age of Disney and Nick@Nite I always wanted to be a child actor (good thing that never was actually pursued 🙂
Favorite Win:
I am not sure I have a specific “win” but I think I get the most joy and excitement from coaching others and watching them hit major milestones in their career. The first time you get to promote someone on your team or watch them lead a major project – are always career highlights!
Personal Fun Facts:
Favorite Song: If it’s love, Train
Favorite Movie: Good Will Hunting
Favorite Meme: Disaster Girl
My journey from Education to Operations has equipped me with a unique perspective and skill set that perfectly aligns with Forecastable’s mission to help businesses improve sales collaboration through partner co-selling strategies.
At Forecastable, I am passionate about empowering teams and organizations to unlock the full potential of strategic partnerships. By leveraging my expertise in communication, leadership, and operational efficiency, I contribute to creating seamless co-selling processes that align with business goals and deliver exceptional results.
The intersection of my educational foundation and operational experience fuels my dedication to fostering alignment, building trust, and enhancing collaboration between partners. I am driven by the opportunity to contribute to a platform that not only optimizes sales strategies but also strengthens relationships that lead to long-term growth.
Paul Jonhson
Chief Technology Officer (Co-founder)
Paul Johnson has 20+ years of software development and consulting experience for a variety of organizations, ranging from startups to large-enterprise organization with highly-complex needs.
Mr. Johnson has a long track record of successful technology deployments.
This, combined with his deep passion for machine learning and exceptional user experience design, allows him to lead our technical direction from the front with confidence.
Alex Buckles
Product, Partnerships, and Value Engineering (Co-founder)
After serving in The United States Marine Corps, Alex Buckles spent the next two decades as a student of revenue production and an advocate for innovation.
Along the way, he has helped numerous companies achieve double and triple-digit growth by crafting and executing high-performing go-to-market strategies, with co-selling at the center of each.
As a once-advanced technical marketer, an expert sales & partner professional, and a strong customer success advocate, Mr. Buckles understands the impact of these functions aligning not only on revenue production, but on the day-to-day execution of the go-to-market strategy. This concept of revenue-team alignment is what quickly became the foundation of Forecastable back in January of 2018.
In his free time, you’ll find him spending quality time with his children, one of whom is on the autism spectrum. 1 in 36 children in the U.S. are on the spectrum and boys are four times more likely to be diagnosed than girls.
With that in mind, Mr. Buckles plans on dedicating the rest of his life serving those living with autism, through his organization Pathways for Autism. From his perspective, there must be a scalable and financially self-sustaining infrastructure established to put as many individuals with autism as possible on a path towards complete independence as adults.
