Technology Alliance Manager

About the Role
We are hiring a Technology Alliance Manager to build out 20+ alliances across software composition analysis, vulnerability intelligence, developer and artifact platforms, cloud marketplaces and the wider third-party EOL support ecosystem. A few alliances are live today and several more are in active conversation, but the large majority of the target list has never had a real conversation with us. This is a recruitment and go-to-market build role. Your first year is about signing the right partners, agreeing genuinely mutual GTM plans, getting both field teams co-selling, and generating early-stage pipelines together. Converting that pipeline at scale will come later as we develop a strong basis for technical integration. You will have strong support from engineering to help ensure that the right playbook is executed to achieve this.

You will report to the VP of Global Channel & Alliances and work closely with Product and Engineering on integrations, with Partner Marketing on joint launches and campaigns, with direct Sales and Solutions Engineering on co-sell, and with Legal, Finance and RevOps on agreements and attribution. You will also work alongside our existing partner ecosystem.

Key Responsibilities

Recruit and sign alliances

• Prioritise the target list by strategic value rather than by ease — which partners touch the most customers with unmaintained dependencies, and which ones have the largest remediation gap for us to fill.
• Run genuine outbound into alliance, partnership and product leaders at target vendors, and build the internal champion network needed to get a partnership sponsored.
• Negotiate the right agreement for each relationship — mutual NDA, technology partner agreement, data-sharing and API terms, referral or reseller economics, OEM and embed arrangements, and co-marketing commitments — working with Legal and Finance.
• Understand the third-party EOL and long-term-support landscape, including where competitors are already embedded with a target partner or its customers, and build the case for displacement or coexistence.
• Own and continuously improve the alliance playbook which aligns all HeroDevs resources to the partners around mutually agreed actions and timelines.

Agree mutual go-to-market

• Build a joint value proposition that survives contact with a partner's own positioning — what problem the two products solve together, for whom, and why the partner benefits rather than just tolerating us.
• Write and agree a go-to-market plan per tier-one alliance, with named target segments, agreed activities, mutual commitments and a review cadence. Both sides sign up to something specific.
• Produce the assets that make the joint story usable: solution briefs, battlecards, demo narratives, first-call decks and objection handling for both field teams.
• Plan and execute joint launches, co-branded campaigns, webinars, conference presence and joint content with Partner Marketing, and manage any MDF attached to them.
• Make sure the partnership is visible where customers look — partner directories, marketplace listings, joint landing pages and integration documentation.

Activate co-sell

• Run account mapping with partner field teams to find overlapping customers, shared prospects and accounts where an EOL dependency is already a known issue.
• Enable partner sellers, solutions engineers and customer success teams on when and how to bring HeroDevs into a conversation — and enable our own Account Executives on how to bring partners into theirs.
• Agree clear rules of engagement, referral mechanics and escalation paths so neither side has to guess how a joint deal works.
• Be personally present in early joint customer conversations. The first few co-sell motions with any partner need someone who can hold both stories, and that is you.
• Build the internal habit too — regular rhythm with our own sales leadership so partners become a route our AEs reach for rather than one they are reminded about.

Build pipeline together

• Generate qualified, early-stage opportunities jointly with partners, and treat pipeline creation — not immediate conversion — as the primary revenue outcome for the first year.
• Track alliance-sourced and influenced pipeline accurately in Salesforce and HubSpot, with clean attribution so we can see which partnerships are actually working.
• Report on leading indicators as well as pipeline: partner-registered opportunities, joint meetings held, sellers enabled, campaigns run and integration usage.
• Hand off cleanly where necessary to our direct sales team and stay involved through the partner relationship, without becoming the deal owner.
• Be candid about what is not producing. A partnership that generates no pipeline after a fair effort should be de-prioritised, not defended.

Make the joint value real

• Translate partner requirements into concrete product asks and work with Product and Engineering to scope, sequence and ship them.
• Drive the technical work that makes NES discoverable inside partner tooling: advisory and patch-availability data, package and artifact metadata, SBOM and VEX output, and API integrations.
• Own marketplace presence and transactability where it applies, including cloud, artifact and developer marketplaces.
• Keep launched integrations current. A partnership that shipped eighteen months ago and has drifted out of date is a liability, not an asset.

Run the programme

• Hold quarterly business reviews with tier-one alliances against the agreed joint plan, and be willing to have the uncomfortable conversation when commitments are not being met — on either side.
• Maintain partner scorecards and report portfolio health, stage movement and pipeline contribution to leadership on a regular cadence.
• Keep the alliance engagement tracker current — priority, stage, contacts, last touch, next step — so it stays a planning tool rather than an archive.
• Feed the field and Product what you learn: where our roadmap is blocking a partnership, where competitors are winning, and which categories are worth a bigger bet.

What we're looking for

Required

• 5–7 years in technology alliances, ISV partnerships, ecosystem or partner business development at a B2B software vendor.
• A track record of recruiting technology partnerships from cold outreach through to a signed agreement and a live joint go-to-market motion — with specifics you can talk through.
• Genuine outbound ability and comfort with rejection. Most of this target list has never had a real conversation with us.
• Demonstrated success building mutual GTM plans and getting two field organisations to actually work together, rather than announcing a partnership and hoping.
• Enough technical fluency to run a credible conversation about APIs, data feeds, SBOM and VEX, CVE and advisory data, package registries and CI/CD workflows. You do not need to write the integration, but you need to scope it and defend it internally.
• Experience negotiating partnership agreements and working through Legal, Security and Finance review on both sides.
• Comfort operating across functions — Product, Engineering, Marketing, Sales and Legal all have a say in whether an alliance actually launches.
• Disciplined tracking and reporting habits, and willingness to be measured on recruitment, GTM execution and pipeline generated.

Strongly preferred

• Background in application security, software supply chain security, SCA or SBOM tooling, vulnerability management or developer platforms.
• Existing relationships with alliance or product leaders at vendors in this space.
• Experience with cloud and developer marketplaces, including listing, private offers and co-sell programmes.
• Familiarity with open source licensing, maintainer ecosystems and the realities of end-of-life software.
• Awareness of the regulatory drivers — CRA, NIS2, DORA, US federal SBOM requirements — that partners are being asked about by their own customers.
• Salesforce and HubSpot proficiency.

You'll do well here if

• You are energised by building relationships from nothing, and patient enough to build them properly.
• You are comfortable being told no by companies that will eventually say yes.
• You believe a partnership is only real when both sides have something to gain and both sides have committed to something specific.
• You can hold your own with a partner's VP of Product and their VP of Sales in the same week.
• You respect the open source community we come from and can represent it honestly.

At HeroDevs, we believe in the power of diversity, equity, and inclusion to drive innovation, creativity, and success. We are committed to creating a workplace that embraces and celebrates individual differences. We encourage people of all backgrounds and experiences to apply.

Originally posted on Himalayas