Faces of the Partner: 13 Women Tech Advisors Share Advice
Hear from these women about why they decided to start their own company and how they succeeded.
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Name: Lorie Burkemper
Current Company: Bluewave Technology Group
Company Founded: iSymplify (acquired by Bluewave in November 2022)
Founded: 2009
Channel Futures: Where were you working before joining the agent side of the channel? And what made you decide to become a partner?
Lori Burkemper: I started the agency in 2009 after working on the direct side for eight years at Verizon and then a security and network MSP before launching iSymplify. We have focused on cloud and managed services since its inception.
I started my career in the direct side for what ultimately became Verizon but experienced many mergers and acquisitions along the way, carrying business cards for Compuserve Network Services, Worldcom, UUNET, and MCI during my eight-year tenure. I left in 2006 to join a small network and security MSP, where I learned about the channel and ultimately decided to start my own agency in 2009. I wanted to focus my efforts on my key client relationships and be able to design the best solution to meet their needs and not be tied to an individual company portfolio. This allowed us to drive customer satisfaction, white glove service and work on our client’s side of the table.
CF: What I hear from agents is that while moving to the partner side offers amazing flexibility and independence, it’s an absolute grind reaching financial stability in the initial years. What were some of the challenges you faced getting started on the partner side, and were any of those challenges unique to being a woman in this industry?
LB: Great question! As if starting an agency isn’t challenging enough, I left my day job 30 days before the biggest financial meltdown in recent history. 2008/2009 wound up being a completely dark period for technology sales. The projects that I had lined up literally got put in a drawer for 9-12 months unless it could show an immediate savings/ROI. That was a tough period and I had to continue the sales discipline, attend continuous training/learning and rely closely on my faith and family to get me through. I’m not sure that being a woman created any challenges but it did help our family by taking the risk to open the firm. Luckily, my husband’s position allowed us to weather that period. Although a financial adjustment, it did afford me the space to press on and even spend more time with my children during the building phase than if I was still working on the direct side.
CF: If you were to do it all over again, is there anything you would do differently?
LB: I honestly don’t think I would. There have been hires along the way that I learned lessons from and would know better now, but I wouldn’t have changed a thing. The team we had when we sold to Bluewave is still intact. We solved a lot of big challenges for our clients and most, if not all, are still clients today. We’ve had clients that have been with us 15 years, and that is all a testament to doing the right things for them.
CF: My impression of the channel is that parts of the industry are moving toward more of a 50-50 ratio in terms of the overall population – but I see that balance improving more on the vendor and distributor side, and the partner side seems to be fairly male-dominated. Is that assessment accurate? What are you seeing?
LB: Men still make up most of the channel, but I am greatly encouraged at channel events by the number of female agencies that are out there. There is a tribe of talented, smart, savvy women lead agencies, and many I respect and consider friends.
CF: Do you have any advice for women who are considering moving to the partner side of the channel and potentially starting their own agency?
LB: Have faith in yourself and believe you can do it. Starting an agency takes a lot of patience with the process and yourself. You’ll never feel like it’s fast enough so make sure you have enough savings to get through the first 12-24 months. Create a plan and work it every day and be proud of yourself for any win – it could be as little as booking a lunch with a new prospect. Doing the right thing/small things everyday does lead to success.
CF: Is there anything else you’d like to add?
LB: Finding a tribe of mentors, suppliers, employees or referral partners is invaluable. As a women owned agency, it’s important to create trusted relationships with suppliers that will deliver for you and embrace the partnership approach. After 15 years in the channel, I have many individuals that I trust and know that our projects will go well and our clients will be happy. That’s the benefit of the Channel, to drive the overall buying experience for our clients and that starts with people trusting people.
Name: Cynthia Ferrell
Company: TeamKC Telecom
Position: Owner and founder
Founded: 2020
Channel Futures: Where were you working before joining the agent side of the channel? And what made you decide to become a partner?
Cynthia Ferrell: CenturyLink. The Level 3 merger was coming, and I had channel integrated on a deal with a partner that satisfied my entire year’s quota. I wanted to be able to sell any vendor to any client. In 2018 I worked for another MSP.
Channel Futures: What were some of the challenges you faced getting started on the partner side, and were any of those challenges unique to being a woman in this industry?
Cynthia Ferrell: My biggest mistake was working for the other MSP after CenturyLink. I sold $1.3 million for them in less than two years, and they fired me and kept all my residuals. So I had to start all over in March of 2020, the week COVID-19 hit, and all this revenue was billing to someone else.
It is a huge grind! My husband was working two jobs to pay off his student loans, so he had to do that for another year longer while I got residuals going with TeamKC. But I was lucky – we had no debt except our mortgage, and no kids, so I didn’t have to take on a business partner or take out a loan. And my husband has great benefits through his job.
There are very few women owner/operators, and even fewer “solopreneurs.” So it can feel lonely. And vendors and TSDs will try to push you around.
Channel Futures: What helped you overcome those challenges?
Cynthia Ferrell: I relied on my peers for advice, and my TSD and TSD business development managers – it is their job to fight those battles – that’s why they get a cut of your deals. Go deep and wide with your TSD, get to know the solution engineers, and go to the trainings. Make yourself known.
Channel Futures: If you were to do it all over again, is there anything you’d want to do differently?
Cynthia Ferrell: I would have gone out on my own right after CenturyLink.
Channel Futures: Would you agree that the partner side of the channel remains male-dominated, despite strides in representation on the vendor and distributor sides?
Cynthia Ferrell: Totally agree with this observation.
Channel Futures: Do you have any advice for women who are considering moving to the partner side of the channel and potentially starting their own agency?
Cynthia Ferrell: Just do it!! I’m asked all the time how to do it, and I always say it is 100% worth the expense and the challenge. If you have three customers that will give you all their business, you have an agency. When I started in the channel in 2018, I thought if I could make as much money as I was at CenturyLink without the BS, it’s worth it. I make three times that now, have more free time and vastly less stress.
Channel Futures: Is there anything else you’d like to add?
Cynthia Ferrell: The channel is where I always was meant to be. I tell people that in the channel, I have the work relationships I wish I always had and didn’t know that I needed. Agents will go to great lengths to help each other, because we all know the sacrifice it takes to start your own agency.
Name: Zina Hassel
Company: ZLH Enterprises
Position: Founder, CEO and president
Founded: 1987
Channel Futures: What year did you enter the agent/partner side of the channel?
Zina Hassel: I stumbled across the channel in 2000 after having been contacted by one of the carriers to join their program. I had no clue what I was getting into. The actual business had been in existence since 1987, going through several business interests. My prior experience as a CLEC co-founder was prior to the pure channel immersion of 2000.
Interestingly, after having sold our CLEC business I thought I could coast for a while. The sale price, however, didn’t quite materialize. And when people were calling me for advice anyway I thought I should monetize that.
CF: What were the challenges associated with growing your business?
ZH: I have been quite blessed in the way the business has developed over the years. I did have a financial cushion, however, even without that the timeline to profitability was quite short.
CF: How did you overcome your challenges?
ZH: Honesty, integrity and hard work/long hours.
CF: If you were to do it all over again, is there anything you’d want to do differently?
ZH: Actually, no. Looking back the path of the company suited my requirements at the outset, and it was sort of fate that my daughter’s career path led her to work with me. If I had done anything differently I don’t know if we would have the mother-daughter company that we have today. I try not to second-guess myself or my decisions.
CF: How is gender parity in the channel changing?
ZH: I continue to see fewer women in the C-level positions of companies. I see about the same ratio of men/women as several years ago. I am always amazed at the notion that the needle doesn’t seem to be moving. Of those in the industry, there are even fewer women-owned businesses in technology. And, how many female owned technology companies can also call themselves generationally female owned?
CF: Do you have any advice for women who are considering moving to the partner side of the channel and potentially starting their own agency?
ZH: Don’t doubt yourself or your abilities. However, make sure that you have a financial cushion of at least six months. Don’t just go after the whale. Have a high sense of business ethics.
CF: Is there anything else you’d like to add?
ZH: I love the industry, and I love what I do. I think that has a bearing on the success as well.
Name: Kate Jaffe
Current Company: Bluewave Technology Group
Position: Business development and strategic consulting
Company Founded: Convergent Technologies Group (CTI)
Founded: 2011
Channel Futures: Where were you working before joining the agent side of the channel? And what made you decide to become a partner?
Kate Jaffe: I was at Comcast Business Communications, and I saw a need to support customer’s technology challenges and overall knowledge in services as a potential opportunity. Prior to CTI, I was founder and partner at CSG Global, an Avaya partner and consulting firm, starting in 2004.
CF: What were some of the biggest challenges you faced in starting a business, and were any of those challenges specifically related to being a woman?
KJ: When I started my first business, most women were in client relations, support and sales. The women business ownership in the channel has grown, along with women in leadership roles in the channel. The biggest challenge, as most owners can tell you, is time. When your getting started, you are sales, consulting, support, accounting, etc. When you want to hire someone it’s an investment, and you must do it to grow. So making the right choices is essential.
CF: What helped you overcome those challenges?
KJ: Every partner should have a few good stories to tell on failures and good old-fashioned lessons learned. Many of us owners make hiring mistakes, or not prioritize the time it takes to onboard and develop your team.
CF: If you were to do it all over again, is there anything you’d want to do differently?
KJ: I wouldn’t change a thing. I think as a business owner all my failures and should-haves are what brought me to where I am today. I am very happy with the Bluewave team and doing what I do best!
CF: What are your observations about gender parity in the channel?
KJ: I have gone to TSD events and have been in the 10% as a woman in the room, which is sad. I think it’s improving on the channel leadership side. I personally stayed away from leadership with TSDs that had boys’ clubs. I think they’re catching on, as women business owners move business to companies with more progressive attitudes.
CF: Do you have any advice for women who are considering moving to the partner side of the channel and potentially starting their own agency?
KJ: If I was starting out, I would make sure I cut through the noise with great thought leadership. What you bring to the table has to be the loudest message when you get started in either channel or agency. I was lucky enough to start a women’s channel group in Philly that allows us a strong friendship and support system.
CF: Is there anything else you’d like to add?
KJ: I think M&A is the biggest topic out there for agent owners. I would love to see in the next few years a large woman-owned agency acquiring in the marketplace. That would be exciting to see!
Name: Kat Lopez Shelby
Company: Shelby Technology Solutions
Position: Co-owner
Founded: 2020
Channel Futures: What year did you enter the agent/partner side of the channel?
KLS: I started in the channel in 2018. I originally was with a solutions provider that was direct with AT&T. In 2020, I started Shelby Technology with my husband, Mike Shelby, in January of 2020.
CF: What made you decide to become a partner?
KLS: Before I moved into the channel, I had been working for a Toshiba on-prem phone system dealer. While I was there, one of my colleagues who was from AT&T reached out to me about working with him. He had moved into the channel with an AT&T solution provider company and told me how amazing it was to be in the channel.
CF: What were some of the challenges you faced getting started on the partner side, and were any of those challenges unique to being a woman in this industry?
KLS: I would definitely agree that moving to the partner side has given me flexibility and freedom that I did not have before working with a LEC and on-prem dealer. And I will say it can be very difficult to reach financial stability in the initial years. However, I would still pick this path. I have been blessed by having a great support system around me with the TSDs and suppliers. I don’t necessarily feel any of the initial challenges were unique to me as a woman. I do know from looking at the statistics where the difference in lies is in being able to get additional funding and in growing the business.
CF: What helped you overcome those challenges?
KLS: I would say it has been a mix of grit and hustle. Also, always educating myself every chance I get. In this industry it is so important to stay up to date on trends and the ever-changing landscape of technology. I would also say it is important to get out and network within the channel. One of the differences between the channel and what I did before is that there are so many different types of partners, whether you are a technology consulting company, or an MSP, or a company that only does remediation. There is more of a chance to work together and there is more of a sense of collaboration. This collaboration with both other partners and suppliers is what makes being in the channel great to be a part of.
CF: If you were to do it all over again, is there anything you’d want to do differently?
KLS: Yes, I would have gone out on my own earlier in my career. The first time it was recommended to me by one of the owners of a company I worked for. I am grateful for every experience I have had because the bumps along the way have brought wisdom that can only be gained that way.
CF: What’s your assessment of gender representation across the channel?
KLS: I do see improvement in the supplier side. However, there is more room for improvement on the partner side. I still go to training or events where I am the only woman owner. And when you look at the statics available, they tell a similar story.
CF: Do you have any advice for women who are considering moving to the partner side of the channel and potentially starting their own agency?
KLS: I would say first, do it! It is so rewarding to be your own CEO/boss. Second, find your tribe. I cannot tell you how important it is to surround yourself with the right people. And third, always be able to pivot and be flexible.
CF: Is there anything else you’d like to add?
KLS: Ultimately, the goal is to work to build a path for other women entrepreneurs to be successful within the channel. My biggest source of inspiration are the other amazing women that are within the channel.
Name: Susan Messner
Current Company: ARG – IT Clarity
Position: Managing partner
Company Founded: Global Network Services
Founded: 1993
Channel Futures: What year did you enter the agent/partner side of the channel?
Sue Messner: Although I established my former business in 1993, it wasn’t until around 2010 that I discovered the agent/partner side of the channel. If I had been aware of this aspect of the business earlier, I would have ventured into the partner side of the channel much sooner.
CF: Where were you working before joining the agent side of the channel? And what made you decide to become a partner?
SM: Prior to joining the agent side of the channel, I was working as an independent contractor for a single provider, essentially acting as an extension of their direct sales team. Once I discovered the agent side of the channel, I made the decision to join because it offered me the opportunity to sell a wider range of products, access to multiple providers to cater to my clients’ specific needs, and, above all, it granted me the freedom and autonomy I desired to shape and run my business according to my own vision and preferences.
CF: What was it like for you getting started as an entrepreneur? What were some of the biggest challenges, and were any of those challenges unique to being a woman in this industry?
SM: The first couple of years were challenging for me. It took a lot of time and long hours to build up my book of business. The wait for commissions paid on sold products made the initial phase even longer before I could establish a profitable base. On top of that, I had to handle everything from start to finish, which meant I had to find a way to dedicate enough time to acquiring new clients while also ensuring I stayed on top of existing business and handled any day-to-day service issues that arose. However, these challenges were not unique to being a woman in the industry. Personally, I never encountered any obstacles specifically related to my gender. As I grew my business over the years, I always admired the unique skill sets and strengths that women bring to the table, and I focused on leveraging those qualities to my advantage. It has been an incredible journey over the last 30 years.
CF: What helped you overcome your challenges?
SM: The most important factor that helped me overcome these challenges was my ability to stay focused on the ultimate goal and think about the long-term big picture. From the beginning, I knew it wouldn’t be easy, but I firmly believed that hard work and perseverance would eventually lead to maintainable long-term success. Additionally, I was fortunate to have a supportive spouse with a stable income during those early years, which relieved financial stress and allowed me to fully concentrate on building my dreams.
CF: If you were to do it all over again, is there anything you’d want to do differently?
SM: In retrospect, I believe I should have made a bolder financial investment in the company from the start by establishing a sales team and expanding the staff earlier. Initially, I took a conservative approach and built my team in a more reactive manner, primarily hiring once I had sufficient income level to support this. Looking back, I think sourcing the capital to build a team earlier would have accelerated the growth of my business, allowing it to expand at a faster pace than it did.
CF: Do you see gender representation improving in the channel?
SM: Yes, over the past few years I’ve observed a more equal gender balance on the vendor and distributor side of the channel industry and would agree with that. Despite the partner side of the channel industry still being male-dominated, I’ve noticed a rising number of women joining in recent years. I do think this trend correlates with the channel’s growing visibility as well as all of the different areas of opportunity available.
CF: Do you have any advice for women who are considering moving to the partner side of the channel and potentially starting their own agency?
SM: If you’re considering it, my advice would be not to wait and make the move to the partner side. Being on the partner side has given me the freedom and flexibility to run my business according to my own vision. Building my own business has been an incredibly rewarding experience in my life. Also, with technology constantly evolving and products becoming more complex, it’s critical to seek partnerships to bridge any technical gaps in the products you sell and to prioritize information sharing. This collaborative approach will help you continue to grow in an ever-evolving industry.
CF: Is there anything else you’d like to add?
CF: I am grateful for having found the agent channel and the countless opportunities it has provided me with to succeed. I truly believe that everyone can find their own path to success by working hard, prioritizing continuous learning of new products and methods, and fostering strong partnerships within the channel. This is an exciting time in the industry, with more technology products and innovative ways to bring value to customers like never before.
Name: Darcee Nelan
Company: IQ Wired
Position: CEO
Channel Futures: What year did you enter the partner side of the channel?
Darcee Nelan: I first entered the channel, working for an exclusive US West agency in 1997 a year after the 1996 Telecommunications Act was passed, which turned out to be really bad timing, since that’s when CLECs were becoming all of the rage, so I was only in the channel the first time for a year, then I came back to the partner side of the business again in 2010 to work for IQ Wired.
CF: What made you decide to become a partner?
DN: I was running the channel for Integra in Colorado from 2004-2010. I had the opportunity to work with many wonderful partners, and realized that being a partner offered more options for satisfying the needs of my clients than working for a carrier directly. I also knew that in order for me to have long-term job security, I needed to work for a company that I could grow with, who would value my experience and encourage longevity rather than try to push me out the door as I grew older (which sounds paranoid, but trust me; I’ve seen it).
CF: What were some of the challenges you faced getting started on the partner side, and were any of those challenges unique to being a woman in this industry?
DN: I was fortunate to join IQ Wired as the third employee rather than joining as a contractor like most of my predecessors, so I didn’t have to struggle financially like many of the earlier agents (or even like my first time in the channel). That being said, there was plenty of pressure to produce quickly since I knew that our operating budget was tight and that I didn’t have a long runway to ramp up. Since my most recent experience had been in the channel, I decided the quickest way to produce was to “spin up” some channel. Little did I realize how quickly that would happen and that working for a small company at the time, I would be responsible for everything from “soup to nuts” in supporting the business I brought in. Having worked for larger organizations previously, I didn’t understand how business really worked at that time and didn’t realize that in a small company you often wear multiple hats and that you do what it takes to get the job done. Those first couple of years were challenging yet rewarding, because unlike in some of my previous roles, I began to see that my earning potential was in my control and began to recognize that my destiny was in my own hands. There were no caps; there were just possibilities.
CF: What helped you overcome those challenges?
DN: Tatiana Finkelsteyn was the founder of IQ Wired and my mentor. She believed in me enough to give me the latitude to make decisions without unnecessary oversight, but also had the fortitude to let me be responsible for owning the mistakes that I made, which is more difficult than I ever imagined as a leader. Ultimately, as I understood the business better, I accepted more and more responsibility which led me to my role as CEO, which I’ve held since the end of 2015.
CF: If you were to do it all over again, is there anything you’d want to do differently?
DN: I wish that I had the confidence to join the channel sooner than I did. I was intimidated at the idea of working for a small company for many years and worried about the security and longevity of working in the channel. In hindsight, I look back and see that none of my fears were founded. In fact, none of the companies that I had worked for prior to joining the channel are still in business, in their original form. They’ve all been acquired, the leadership has changed and the direction of the organizations have shifted. My experience working on the partner side has been much more stable than on the supplier side. Our industry is changing rapidly, and you have to be able to adapt and respond to changing market conditions. More and more, clients are choosing to work with agents/partners due to all of the wrap-around services that we are able to provide. It’s been rewarding to work on the partner side of the business both personally and professionally. I enjoy having the ability to control my own destiny and appreciate seeing strategic plans come to fruition and knowing that I participated in the success of the company.
CF: Is that assessment that the partner side of the channel is still male-dominated accurate?
DN: We definitely do not have as many women in the channel still as many of us would like. I think in part, because many women are experiencing a lot of success working for suppliers and once you are making more than about $200,000 it becomes difficult to shed the golden handcuffs and be willing to take a step back in order to move five steps forward. Nowadays, you don’t have to mortgage your house to become a partner, as many agencies now provide salaries or draws to help people get started. Recognizing that customer buying preferences are evolving, it’s evident that an increasing number of clients are opting to work with partners. I believe this shift in customer behavior presents an opportunity to encourage more women to consider entering the channel to ensure their long-term success.
CF: Do you have any advice for women who are considering moving to the partner side of the channel and potentially starting their own agency?
DN: Be brave, be bold and trust in your abilities, but don’t be afraid to ask for help. Probably one of the most surprising things that I’ve learned is that people generally want to help, they just need to be asked. Join a peer group, seek out best practices, ask someone you respect to be your mentor. You’ll be surprised at the amount of support that is out there!
Name: Ashley Powell
Company: Creekview Group
Channel Futures: What year did you enter the agent/partner side of the channel?
Ashley Powell: I started with Creekview Group in 2015. My previous role (in the Channel at EarthLink) had been terminated in a RIF.
CF: What made you decide to become a partner?
AP: My position at Earthlink was in the channel, so I had already transitioned from the direct side. I immediately preferred the channel (who wouldn’t?). I reached out to some contacts after losing the EarthLink “gig.” One of those contacts was Kathleen Waters, who was one of my partners at EarthLink. The thought of working with Kathleen and having her as a mentor and friend was too much to pass up. We’ve been a team since 2015. We joke that we’ve lasted longer (together) than both our first marriages.
CF: What I hear from agents is that while moving to the partner side offers amazing flexibility and independence, it’s an absolute grind reaching financial stability in the initial years. What were some of the challenges you faced getting started on the partner side, and were any of those challenges unique to being a woman in this industry?
AP: It was hard at the beginning! There are a few issues:
One, you don’t get paid until the install. So even if you sell a good deal, you don’t get paid until installation is complete. That was a killer at first. Two, your commission (per deal) is relatively small and has to build over time to replace the salary-plus-commission you lost. Even though you understand that – it’s still hard to live through. Three there are no benefits like 401(k) contributions and insurance. The main challenge in being a woman in this business is that there still aren’t that many out there. Being an agent is perfect for women, in my opinion. I think of this job as very nurturing and supportive and collaborative – all things that women excel at!
CF: What helped you overcome those challenges?
AP: Luckily for me, I had a little severance when my job ended – a very little severance. But I believed in myself so I invested in myself. I used some retirement money to fund my first two years. Yes, it took about two years for me. I was able to get health insurance from my husband’s work so that helped as well.
CF: If you were to do it all over again, is there anything you’d want to do differently?
AP: I would’ve liked to have a better concept of how long it would take for me to make money. Just for my own peace of mind.
Name: Ashley Rowland
Companies: Adaptiv Advisors and Technology Advisor Alliance
Position: Partner (Adaptiv) and Co-founder (Technology Advisor Alliance)
Channel Futures: What year did you enter the agent/partner side of the channel?
Ashley Rowland: My husband Ryan and I launched Adaptiv Advisors in 2019.
CF: Where were you working before joining the agent side of the channel? And what made you decide to become a partner?
AR: We both had long careers at Comcast on the direct sales side, and then I worked at Ciena for a hot minute. I became jaded with the corporate sales culture, specifically the rules on where I could sell, what size customer I could sell to, which referral partners I could work with, which sales process they wanted me to follow, wasteful meetings that could have been an email, traveling for work, to name just a few. In my young career years … these things were a right of passage and perhaps “good” to go through this painful experience. But I was now a mom of two young babies that took up my heart and headspace. Plain and simple, I didn’t have any room left for corporate BS, and if you can tell from my tone, I am not one to sugarcoat or “fake it.” Even as a top producing sales rep, I felt like I had to “fake the enthusiasm” in the corporate world to survive because the butt-kissing culture was alive and well. Plus, I knew that as a technology advisor, I could help my customers so much better by being able to source solutions from just about any provider which I clearly could not do as a sales rep for one company. What I love about this world is not the solutions or technology itself, but interacting with people and seeing the positive impact we have on people’s businesses.
CF: What I hear from agents is that while moving to the partner side offers amazing flexibility and independence, it’s an absolute grind reaching financial stability in the initial years. What were some of the challenges you faced getting started on the partner side, and were any of those challenges unique to being a woman in this industry?
AR: Spot-on assessment. It is a grind and a half! In my case, I went from making great money (and regularly spending that money) to zero dollars overnight. Luckily, Ryan and I move fast on our decisions and made the decision to go down to one income (Ryan’s) while I worked to grow Adaptiv Advisors one (mainly SMB) customer at a time. It was hard on him because he wanted to be involved in the company that we started together, but his sacrifice in keeping his corporate job allowed us to be where we are today. Additionally, we sold our home and decided to downsize. We didn’t need a huge home with a huge mortgage bill, huge tax bill, and huge interest. So yes, the financial hurdles are real. You have to have a plan or be willing to adjust. But the reality? Since we were willing to adjust our spending habits, it really didn’t feel like a much different lifestyle. As an employee, I paid huge taxes. As an entrepreneur, I keep much more of my money.
CF: What helped you overcome those challenges?
AR: As a woman entrepreneur, you’re a bit of an underdog, but you know what? People root for the underdog! I’ve always had a good mindset about being a woman in business. I never see it as a disadvantage and instead just own it. I’m a woman and I look different from my male counterparts; I’ve always accepted that and turned it into one of my competitive advantages.
Working with your significant other comes with many challenges, but the key for us is communication and perspective. We are very grateful for each other and know that our lives could have turned out much differently (much worse!) had we not been in each other’s life. Ryan and I always make sure that even when things are difficult or we don’t agree on a business decision, that we communicate with patience and love.
CF: If you were to do it all over again, is there anything you’d want to do differently?
AR: Yes! I would not listen to advice from people who are not in the technology advisor role; for example, the TSDs. They might say, “You’ll be making money in no time – just talk with these vendors and they’ll help you.” Yes, they work with successful technology advisors and see people making it happen, but they are not doing this role; they are doing their own role. They have different motivations than we do. Our motivations as technology advisors are to reach and sell to as many customers as possible (or the right customers for our niche) in order to make sure our businesses survive. Their motivation: Earn your partnership, make connections with advisors to the vendors, get you to sell services from a specific vendor, and more. It’s just doesn’t make sense to take their advice at face value when they have motivations of their own. The alternative: Pack up with other technology advisors (and yes, we’ve made that easy to do with the TAA).
I would be way more selfish with my time. I love learning but I didn’t need to take all of the vendor meetings I took in the first year. For me, it was wasteful when I should have been focused on my own prospecting and my own customers.
CF: What are you seeing in terms of the gender balance with in the technology advisor space?
AR: I’m not sure why technology advisors are still male-dominated – perhaps it is because of our typical backgrounds – sales reps are predominantly male. Women can do this role equally to men, so come on, ladies – join the fun!
CF: Do you have any advice for women who are considering moving to the partner side of the channel and potentially starting their own agency?
AR: Yes – I want to go on record and say that this has been the best move of my career for my family, lifestyle and mental health. I get to decide which meetings I take and every single decision is up to me. I don’t have to request time off for a vacation or tell my manager when one of my kids is home sick.
If you’re willing to change your spending habits, take a loan, cash a 401(k), have money saved, or be able to rely on your significant other, you can make this happen. Be selfish with your time and focus on getting customers and doing your very best for those customers. You can do this and being a women is a competitive advantage in itself! Use your powers, or lose your powers!
CF: Is there anything else you’d like to add?
AR: Remember there is no best way to do this business. You have the freedom to choose your own path and make all of your own decisions. I am so incredibly grateful that this channel, this industry, and this role even exists.
“I want this sh** forever man, ever man, ever man, ever man.” -Drake
Name: Natasha Royer Coons
Current Company: Advantix
Position: CEO
Company Founded: TeraNova (merged mobility management business with Advantix)
Founded: 2007
Channel Futures: What was it like for you getting started as a business leader?
Natasha Royer Coons: In 2006, I had my entrepreneurial itch moment after a very successful decade at Sprint making it through the ranks from managing enterprise accounts to leading a team of wireless and wireline sales engineers dedicated to the channel. I saw the opportunity to create a business leveraging wireless technology to build robust networks which I dubbed the “wireless WAN.” It was bleeding edge technology – it didn’t even have a name yet. I was a good 10 years too early because back then IT managers and CIOs still had to believe that we could truly maintain a network on wireless technology.
In 2007, I took the leap of faith and founded TeraNova and began consulting for Intelisys building their first-ever mobility practice. I did not enter the channel as a partner but as a wireless solutions provider. All of these “firsts” in tech, in the channel, and even for Intelisys was a combination of entrepreneurship, taking high risk, and betting on innovation. I was building the airplane while flying it, but the Intelisys leadership believed in me and saw the potential for wireless residual revenue in the channel.
When I left Sprint, my mom, who was also an entrepreneur as was my grandmother before her, said “Natasha – you are a very trusting individual as I am. Be careful, because picture you’re prey out in the African savannah with the beating sun. You used to have Sprint like a large tree with shade and protection over for you, and now you are out there exposed and alone.” She was right.
The challenges that I faced was that my ideas were often stolen because they were so innovative, when some people and organizations saw the money potential, they became sharks smelling blood in the water, and they attempted to take my deals, my plans and go around me to gain more margin or to push me out.
What helped me was I had an incredible support system especially with Intelisys, long lasting relationships at Sprint, a media family with Phone+/Informa/Channel Partners, and family and friends who believed in me. They cheered me on, gave me opportunities, or helped me dust myself off and try again. I learned the hard way, but it never jaded me, and I still truly believe that if your moral compass is right and you are determined and resilient, you will win the long game.
CF: What helped you overcome those challenges?
NRC: In 2009, after giving birth to our second son, I returned after maternity leave to a huge surprise. The team I had in place to handle billing and collections of the company did not execute. I sat down with my outsourced corporate tax team at the time and told them I might have to fold the business. Allison Barragán, a critical person in my life who later joined TeraNova and is now senior vice president of finance at Advantix said, “No, this can’t be … you have a very good business; there surely is a way to recover.”
So I went to my most trusted source, my mother, and my extended family. My mom recommended a family friend, Steve Chu, who was retired, had previously run multimillion-dollar businesses to help me assess the situation and get the right systems, tools and people in place. Due to his expertise, experience and steady hand, not only did TeraNova recover in less than a year, but we had record breaking revenues and profits. We had the best year ever! From the eye of the storm, we emerged even stronger.
Those were hard lessons in perseverance. This is grit and determination and not giving up in the face of adversity. This is what my mother calls the “Woman Warrior” in us.
CF: If you were to do it all over again, is there anything you’d want to do differently?
NRC: I would increase my decision velocity around personnel. Sometimes despite how hard you try, it is simply not a good fit. Letting situations linger on hurts everyone but as an entrepreneur, you really can run out of runway. You need to leverage speed in critical situations because if you don’t, it can negatively impact your company and your employees.
Do not hire friends or family due to convenience. Only hire the best fit for the position and if that happens to be a friend or a family member, still consider it seriously because you don’t want to lose either.
CF: How do you assess female representation across the channel landscape?
NRC: I see many woman-owned agencies on the partner (agency) side. I see far fewer woman-owned VARs or distis. The number of women at C-levels or women CEOs completely thins out with TBs, VARs, ISVs, MSPs, and certainly solutions providers/suppliers/carriers. I do see a good number of women leaders in a management position at the carriers but not in the actual C-suite. At Advantix, I am our DE&I executive sponsor, and as CEO, I keep track of our metrics not only of our total demographic as an organization for women and other diverse groups, but also the participation at senior leadership levels. Representation is key.
CF: Do you have any advice for women who are considering moving to the partner side of the channel and potentially starting their own agency?
NRC: The philosophy: First, don’t forget to have fun no matter how tough it gets. Confucius said, “Choose a job you love, and you’ll never have to work a day in your life.”
The financials: Have a solid 24-month business plan and plan out your revenue/expenses, have a deal or two in hand or land a consulting opportunity to get you started and to provide a financial cushion, and if you don’t know how to keep your books, ensure you bring in financial expertise to keep your books clean and accurate. Finally, monitor and manage your margins and expenses closely.
The people: Outsource the things you are not good at (until you can hire) so you can focus on what you are great at. Don’t trust blindly. Vet out people by digging into their expertise and experience to ensure you have the right skill set to carry out the function or task.
The mantras I live by: Be bold and fearless, stay humble and receptive, breathe and enjoy the journey. It will fly by!
CF: Is there anything else you’d like to add?
NRC: I’ve had three main lessons in my business. The first one was when I took the leap of faith. That was entrepreneurship, which equaled risk taking, innovation and vision. My second main lesson was perseverance in the face of adversity. My third lesson in coming together with my business partners and especially Nathan Brown at Advantix was in trust, vulnerability and openness. This unlocked the courage to tap into ourselves and our talented team members to reach our fullest potential not only as individuals, but as an organization and a work family.
Name: Angie Tocco
Company: LanYap Networks, an Upstack company, and Tech for Change (formerly Telecom for Change)
Position: Managing partner (Upstack) and Co-founder (LanYap Networks)
Founded: 2011 (LanYap) and 2014 (Tech for Change)
Channel Futures: Where were you working before joining the agent side of the channel? And what made you decide to become a partner?
Angie Tocco: MFS, WilTel, then Inter-Tel/Mitel. I wanted the freedom to do what was right for my customers, rather than having to meet quotas or selling the product of the moment that wasn’t the right fit.
CF: What were some of the challenges you faced getting started on the partner side, and were any of those challenges unique to being a woman in this industry?
AT: It’s a solid 18-24 months of financial struggle. I don’t feel that I had it harder as a woman since I had already established myself with carriers and customers alike.
CF: What helped you overcome those challenges?
AT: I had the luxury of substantial savings to live off of while building my business.
CF: If you were to do it all over again, is there anything you’d want to do differently?
AT: I wish that I had done it earlier. Giving up the safety net of a regular paycheck and health insurance was terrifying, but in hindsight, I’m so glad I did it.
CF: Is that assessment that the partner side of the channel is still male-dominated accurate? What are you seeing?
AT: I think for the most part that’s accurate. I think women have been conditioned to think more pragmatically about long-term security and don’t always have the resources that allow for taking risks. Women are also more likely to be single parents, so the time commitment and temporary lack of income can be especially prohibitive.
CF: Do you have any advice for women who are considering moving to the partner side of the channel and potentially starting their own agency?
AT: Yes! Find a mentor and partner with other like-minded businesses. If you’re starting your own agency, it’s probably because you feel that you bring something unique to the market. Do not let anyone diminish your contributions or take that away from you. Once you do find success, hold the door open for the next woman coming through.
CF: Is there anything else you’d like to add?
AT: Integrity and authenticity are everything. Your opinion may not always be what’s popular or what’s expected but don’t fear the repercussions of having a voice. Advocate for your customers, yourself and others.
Name: Trish Van de Bovenkamp
Current Company: Upstack
Position: Managing director
Company Founded: United Technology
Founded: 2005
Channel Futures: Where were you working before joining the agent side of the channel? And what made you decide to become a partner?
Trish Van de Bovenkamp: I left my corporate role at CenturyLink in 2005 to be of greater service to both clients and suppliers. Being a channel partner presented opportunities to be a better person, wife and mother. It also afforded me a very flexible, lucrative and exciting work life. I felt limitless!
CF: How was the challenge of starting your business?
TVB: I’m very minimal and appreciate frugality. The first year was challenging but we scaled back and saved for it. The second year was on par with my best corporate earnings and after the third year, I never looked back. Get a loan, trim your expenses and sacrifice.
CF: What helped you overcome those challenges?
TVB: A small loan and a lot of focus. I realized I didn’t need much, and my kids were small and had small needs. We could manage on less for a while. I worked all the time, but it was freedom I sought and that meant everything to me. What price would you pay for your freedom? That’s a better question.
CF: If you were to do it all over again, is there anything you’d want to do differently?
TVB: I would have taken more risks. I would have been less afraid to scale faster. I would have invested more in myself.
CF: What’s your assessment of the gender demographics in the channel?
TVB: There are still more women in supporting roles. Leading ladies represent less than 10% of all founders. I hope this article helps more ladies bust out and do it!
CF: Do you have any advice for women who are considering moving to the partner side of the channel and potentially starting their own agency?
TVB: Yes! Build equity in both supplier and client relationships equally. Do not let anyone control the suppliers entirely and know thy customer. Stay relevant! Keep learning and growing yourself. Build a support network of people who will elevate you and stretch you. Stay focused. Sign all your own checks and hire the best legal and financial advisors possible.
CF: Is there anything else you’d like to add?
Join Upstack!
Name: Kathleen Waters
Company: Creekview Group
Position: Founder and CEO
Founded: 2009
Channel Futures: Where were you working before joining the agent side of the channel? And what made you decide to become a partner?
Kathleen Waters: I was on the end user side as well as hardware side of telecom. My decision was based on making a difference for myself and customers knowing my work ethic far exceeded most people I had encountered in telecom.
CF: What were some of the challenges you faced getting started on the partner side, and were any of those challenges unique to being a woman in this industry?
KW: This is still a male-dominated partner business. Some of the challenges I faced were competing for that seat at the table. I believe I had to work harder to prove my abilities were matched or better in my technological abilities. But I am a bulldog and fought hard to bring deals together, and I started winning big. I could out-work anybody.
CF: What helped you overcome those challenges?
KW: I surrounded myself with people smarter than myself. I joined associations, became certified, read as many books as I could get my hands on.
CF: If you were to do it all over again, is there anything you’d want to do differently?
KW: Have enough money saved to finance this jump for 18 months minimum. Find a mentor before you made the jump. Relationships with current customers are the best way to launch yourself independently.
CF: What are your thoughts on the gender demographics in the channel?
KW: I am starting to see younger women move earlier into the partner role. I am currently a mentor to several gals on the supplier side. My goal is help identify these go-getter women and start the mentor process with them early.
CF: Do you have any advice for women who are considering moving to the partner side of the channel and potentially starting their own agency?
KW: As I mentioned, you must have money, mentoring and clients. Then take the leap of faith with partners like myself by your side!
Name: Kathleen Waters
Company: Creekview Group
Position: Founder and CEO
Founded: 2009
Channel Futures: Where were you working before joining the agent side of the channel? And what made you decide to become a partner?
Kathleen Waters: I was on the end user side as well as hardware side of telecom. My decision was based on making a difference for myself and customers knowing my work ethic far exceeded most people I had encountered in telecom.
CF: What were some of the challenges you faced getting started on the partner side, and were any of those challenges unique to being a woman in this industry?
KW: This is still a male-dominated partner business. Some of the challenges I faced were competing for that seat at the table. I believe I had to work harder to prove my abilities were matched or better in my technological abilities. But I am a bulldog and fought hard to bring deals together, and I started winning big. I could out-work anybody.
CF: What helped you overcome those challenges?
KW: I surrounded myself with people smarter than myself. I joined associations, became certified, read as many books as I could get my hands on.
CF: If you were to do it all over again, is there anything you’d want to do differently?
KW: Have enough money saved to finance this jump for 18 months minimum. Find a mentor before you made the jump. Relationships with current customers are the best way to launch yourself independently.
CF: What are your thoughts on the gender demographics in the channel?
KW: I am starting to see younger women move earlier into the partner role. I am currently a mentor to several gals on the supplier side. My goal is help identify these go-getter women and start the mentor process with them early.
CF: Do you have any advice for women who are considering moving to the partner side of the channel and potentially starting their own agency?
KW: As I mentioned, you must have money, mentoring and clients. Then take the leap of faith with partners like myself by your side!
For many women who lead careers as tech advisors, their biggest regret is not starting sooner.
The indirect technology sales channel is undergoing a shift in demographics, as many partner leaders are retiring or selling their businesses. The technology advisor (agent) landscape in particular is witnessing a changing of the guard, with people entering and exiting the space. And some of the partner community’s most influential women are encouraging their female peers to try their hand at running an agency.
ARG’s Sue Messner
“If you’re considering it, my advice would be not to wait and make the move to the partner side,” said Sue Messner, managing partner at ARG. “Being on the partner side has given me the freedom and flexibility to run my business according to my own vision. Building my own business has been an incredibly rewarding experience in my life.”
Channel Futures earlier this year commenced a series titled, “Faces of the Partner,” highlighting individuals from across the ecosystem who are helping to move the industry forward. The series has focused on new technology advisors, retiring technology advisors, and tech advisors in growth mode.
At the same time, Channel Futures is preparing for October’s Women’s Leadership Summit – part of the Channel Futures Leadership Summit – in partnership with Alliance of Channel Women. In anticipation, we are rolling out this Q&A with 13 different women who founded or have led a technology advisory firm.
Register now for the Channel Futures Leadership Summit, Oct. 30-Nov. 2, in Miami. It’s home to the MSP Summit and the Women’s Leadership Summit. |
Technology advisors, also known as agents, help business customers source and manage a wide variety of telecom and IT solutions and vendors, earning a monthly recurring commission from the suppliers they refer.
Woman-Owned Agencies
Although woman-owned tech advisors may amount to a small number, many of those firms have built deep longevity. BuzzTheory senior partner Khali Henderson said many of the women-led channel businesses featured in this story have existed for more than 10 years.
“They’re trailblazers, embracing the opportunity presented by agency or resell models early on. Many of them chose this venture after training for or having successful careers as lawyers, accountants, engineers, scientists, direct tech sellers, etc.,” said Henderson, who previously served as editor in chief for Channel Partners and Phone+.
Buzz Theory’s Khali Henderson
Henderson, who also serves on the boards of Cloud Girls and Alliance of Channel Women, said many women have reaped the benefits of starting a partner company.
“For many women founders, the channel offered an opportunity for greater control over their work life, giving them flexibility in their work schedules for their families while enabling them to pursue fulfilling careers and build wealth with recurring revenue streams,” she told Channel Futures.
And much of their success in the channel came from operating as consultants instead of as sales reps, she said.
“They’ve built repeatable processes for auditing and assessments, sourcing and negotiation, project management and more. As a result, they tend to build long-term relationships with their customers, nurturing them over time with continued counsel and guidance as new technologies come to market,” she said. “Of course, creating ongoing trusted relationships is true for many partner-owners regardless of gender, but it seems the women founders come by it naturally. They’re unlikely to become agents who are MIA. If you listen to their origin stories, most will tell you that they still work with many clients they signed in their first year doing business.”
Some of the tech advisors profiled in this article started their business in the last five years. Others have been going for more than a decade and recently sold their business to a larger agency and now are executives in those purchasing companies. Others are keeping things in-house and handing off the business to the next generation.
“Fast-forward to today, it’s exciting to see many women founders selling their businesses and reaping the rewards of entrepreneurship with a payout,” Henderson said. “They’re shining examples for the next generation of women in the tech channel.”
Scroll through the 13 images above to hear from some of the channel’s leading women tech advisors.
Then, check out the first three editions of the Faces of the Partner series:
Want to contact the author directly about this story? Have ideas for a follow-up article? Email James Anderson or connect with him on LinkedIn. |
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