Consultant or Full-Time Hire? Making the Right Call for Your Technology Alliances Program
One of the most important questions executives face when considering or refining a Technology Alliances program is whether to bring in a part-time consultant or hire a full-time employee. The decision has long-term implications for strategy, budget, and ultimately the success of your program.
The right choice depends on your company’s stage, objectives, and readiness. Below is a structured way to think through the options.
When a Part-Time Consultant Makes Sense
1. You are in exploration mode
If your company is evaluating whether alliances should play a meaningful role in your go-to-market strategy, it is usually premature to commit to a full-time leader. A consultant can provide:
A clear-eyed assessment of whether alliances fit your growth model.
Early identification of the most viable partners.
Recommendations for the organizational investments needed to support success.
2. You require strategy before execution
Too often, companies hire an alliance professional and immediately expect them to deliver revenue without a supporting framework. A consultant can define the strategy, establish measurable goals, and create a plan that a future hire can execute against.
3. You need to balance ambition with budget
For early-stage or budget-conscious organizations, a consultant offers senior-level expertise without the cost of a permanent hire. This allows you to gain traction and insight before making a larger commitment.
4. You value independent perspective
An external consultant brings objectivity and is not constrained by internal politics. This perspective can be particularly useful when assessing existing efforts or when difficult recommendations need to be made.
When a Full-Time Hire Makes Sense
1. You are ready to scale
Once alliances have proven their value, and partners are engaged in meaningful joint initiatives, a full-time leader becomes essential. At this stage, the role demands dedicated ownership.
2. The workload exceeds part-time capacity
Managing multiple strategic partnerships, driving joint sales initiatives, and coordinating across internal teams is a full-time responsibility once the program reaches critical mass.
3. You are building an organization
If you are ready to formalize alliances as a core growth function — complete with its own team, metrics, and processes — you need a permanent leader who can provide sustained leadership and continuity.
Guiding Questions for Executives
To determine the right approach, consider:
Do we have clarity on our alliance strategy, or are we still defining it?
Are we testing the waters, or have we already made alliances central to our growth plan?
Is our immediate need guidance and structure, or sustained execution and scale?
If the emphasis is on assessment, design, and initial traction, a consultant is likely the appropriate choice. If you are prepared for execution and long-term scale, a full-time hire is warranted.
Conclusion
Engaging a part-time consultant is not a compromise. It can be a deliberate, cost-effective way to build the right foundation for an alliances program before making a full-time investment. By approaching the decision with clarity, executives can align resources to their company’s true stage of readiness.
If, after weighing these considerations, you determine that a part-time consultant is the right fit for your organization, I would welcome a conversation. Find more information here:
