Transform the technology channel for services-led growth.

“The way we’ve always made money is being compressed. Better execution of the old model won’t fix it—the model itself must change.”

When product resale margins compress, better execution of the old model is not enough. Salamander helps technology vendors, distributors, resellers and services businesses move towards cloud, managed services, marketplaces and recurring revenue—with the commercial, financial and operating model needed to protect cash, improve margin and scale the transition.

When improvement is not enough

  • Product resale is being compressed, and the business needs more services revenue.

  • A distributor or reseller wants to become an MSP, but the operating model isn’t ready.

  • Recurring-revenue goals conflict with sales incentives, delivery capability or cash requirements.

  • Acquisition, consolidation or a vendor-model change has made the existing structure obsolete.

→ How we help

How we help transform the business

Revenue, margin, cash and investment implications.

03

04

Sales, customer success and partner-motion change.

Services portfolio and managed-service model.

01

Future channel role and value proposition.

02

Transition roadmap, ownership and measures.

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Delivery governance, systems and operating cadence.

06

  • Salamander Advisory | Best Fit

    Best fit

    Technology vendors, distributors, resellers and services businesses whose channel model itself has to change — moving toward managed services, recurring revenue, or a different role in the ecosystem. Typically where resale margin is compressing and executing the existing model better is no longer enough.

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  • Salamander Advisory | Typical Mandate

    Typical mandate

    Defines the future role and value proposition of the channel, then works through what changing it requires: services portfolio, commercial model, revenue and cash implications, sales and customer success motion, delivery capability and governance. Delivered as a transition with agreed milestones and a handover to internal leaders.

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  • Salamander Advisory | What You Receive

    What you receive

    An agreed target operating model, if scoped, the financial case behind it—investment, margin progression, working capital and transition risk—a services and managed-service design, the sales and customer success changes required, delivery governance and systems requirements, and a transition roadmap with ownership and measures.

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Success Case

Problem → A global cybersecurity vendor had grown complex, and deals were slowing because prospects couldn't grasp the value fast enough.

Intervention → Salamander worked with the head of global sales to transform the pitch around what clients actually cared about.

Outcome → Within three months the team was selling from one clear narrative — adopted globally, still in use.

Meet some of our Advisors

  • Bill Padfield

    Bill Padfield

    Services Transformation

    Read Bio
  • Lalit Jagtiani

    Lalit Jagtiani

    Business models, Digital transformation

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  • Nagi Kasindhuni

    Nagi Kasindhuni

    SaaS, Edtech, Cybersecurity

    Read Bio
  • Dilip Sundaram

    Dilip Sundaram

    Finance & Operations

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Success Case

A first real budget, before year end

Problem → A fast-growing deep tech company had never built a proper annual budget, and investors were pressing for it.

Intervention → Salamander embedded a chief financial officer to run the leadership team through a full budgeting cycle—building the models they lacked and leaving behind a method they could repeat.

Outcome → The investor-ready budget landed before the new financial year began.

Frequently Asked Questions

  • Changing how a vendor or partner creates, sells and delivers value — moving from resale toward managed services, redesigning partner roles, creating recurring revenue, and changing the supporting economics and operations.

  • It takes more than packaging a service. It affects proposition, contracts, pricing, sales incentives, customer success, service delivery, tooling, cash flow, governance and talent. The roadmap must connect all of these.

  • Yes — connecting service proposition and commercial design with delivery governance, recurring-revenue economics, sales motion and operating cadence.

  • The financial model should show investment, billing, cost to serve, margin progression, working capital and transition risk. Salamander’s finance and operating depth supports these decisions.

  • No. Technology vendors may also need to rebuild how distributors, resellers, marketplaces, alliances and direct teams work together as the product, customer or revenue model changes.

  • Agreed at the start — an approved target model, financial case, implementation roadmap, operating cadence, initial execution and a handover to accountable internal leaders.

  • Defining what the channel has to become. The future role and value proposition, what customers will actually buy, and the first view of what the change means financially — investment required, margin progression, working capital and transition risk. Before any transition begins, there needs to be agreement on the destination and its cost.

  • An agreed target operating model, the financial case behind it, a services and managed-service design, the sales and customer success changes required, delivery governance and systems requirements, and a transition roadmap with ownership and measures.

  • Against the target model agreed at the outset: typically recurring revenue mix, services margin, delivery capability and the transition milestones set in the roadmap. Because transformation spans a longer horizon than a repair, progress is measured at agreed checkpoints rather than only at the end.