A channel partner’s work continues after a client signs. A clear handoff, named point of contact and regular business reviews help the client use the platform and identify its next priorities. Product and technical teams should remain responsible for the support they have agreed to provide.
Turn the sale into a shared handoff
Before onboarding starts, record the client’s objectives, agreed scope, launch date, decision-maker and day-to-day operator. Include commitments made during the sale and anything still awaiting confirmation. A signed agreement does not automatically tell the implementation team which course launches first or who can approve the setup.
| Activity | Partner contribution | Company contribution |
|---|---|---|
| Requirements | Confirm business goals and client contacts | Confirm product fit and implementation scope |
| Demonstration | Bring the right people and their questions | Demonstrate the relevant product workflows |
| Launch | Coordinate client readiness and agreed milestones | Provide setup and technical assistance within scope |
| Support | Remain the relationship contact and track follow-through | Investigate and resolve technical issues |
| Growth review | Discuss adoption and upcoming client plans | Explain suitable capabilities and scope changes |
Agree what ready to launch means
Create a short checklist with the client and the implementation team. It might include course content readiness, access permissions, commercial configuration and a representative student journey. Assign each item to someone and record what has been checked. Use the actual agreed platform scope; this checklist does not imply that every feature or migration service is included in every package.
Remain the primary contact without becoming the technical helpdesk
The partner should understand what the client is trying to achieve and ensure questions reach the right team. For a technical issue, capture the affected workflow, timing and business impact without collecting passwords or unnecessary student information. Give the client the agreed support route, keep track of the response and confirm whether the issue is resolved. Do not promise a fix date that the technical team has not accepted.
Review business activity, not just installation
A live app or website is a milestone, but it does not by itself show that the client is using it successfully. Discuss whether the intended courses have launched, whether staff can operate the workflow and what is preventing students from accessing their purchases. Keep sales results, usage observations and client feedback separate so the review does not confuse activity with revenue.
How often should a partner review an account?
Set the cadence around the client’s launch and operating needs. A new launch may need closer coordination than an established account. During a review, capture what changed, the next action and who owns it. A useful agenda covers unresolved issues, the next course or test-series launch and any product requirement that needs company review. Avoid recurring meetings with no decision to make.
Reconcile revenue share with the agreed terms
Check credited clients and reporting periods against the partner statement. Ask about adjustments rather than treating gross client sales as the amount owed to you. The written agreement should explain eligible revenue and settlement. Read the revenue share guide for the distinction between client sales, platform earnings and partner earnings.
What does being a growth partner mean?
It means maintaining the relationship, spotting relevant opportunities and helping the client take the next agreed step. It does not mean guaranteeing the client’s sales or promising unsupported functionality. A practical suggestion could be to prepare an upcoming course launch, improve an existing workflow or arrange a demonstration of a capability the client actually needs.
Explore the PrepLab Channel Partner Program if you already work with coaching institute owners or course creators. Partners build and maintain client relationships; PrepLab provides product demonstrations and technical support. Commercial terms are agreed individually. This is an independent revenue-sharing partnership, not employment or equity ownership.