Building Partnerships

In the U.S., you can grab coffee with a CEO in two weeks. In Europe, it might take two years to get that meeting. I ’ve spent years building relationships across both U.S. and European markets, and if there’s one thing I’ve learned, it’s this: networking looks completely different depending on where you are. The way people connect, build trust, and create opportunities is shaped by culture-and if you don’t adapt your approach, you’ll hit walls fast. So, if you're an executive expanding globally, a leader hiring across regions, or a professional trying to break into a new market-this post is for you. The U.S.: Fast, Open, and High-Volume Americans love to network. Connections are made quickly, introductions flow freely, and saying "let's grab coffee" isn’t just polite—it’s expected. - Cold outreach is normal—you can message a top executive on LinkedIn, and they just might say yes. - Speed matters. Business moves fast, so meetings, interviews, and hiring decisions happen quickly. But here’s the catch: Just because you had a great chat doesn’t mean you’ve built a deep relationship. Trust takes follow-ups, consistency, and results. I’ve seen European executives struggle with this—mistaking initial enthusiasm for long-term commitment. In the U.S., networking is about momentum—you have to keep showing up, adding value, and staying top of mind. In Europe, networking is a long game. If you don’t have an introduction, it’s much harder to get in the door. - Warm introductions matter. Cold outreach? Much tougher. Senior leaders prefer to meet through trusted referrals—someone who can vouch for you. - Fewer, deeper relationships. Once trust is built, it’s strong and lasting—but it takes time to get there. - Decisions take longer. Whether it’s hiring, partnerships, or leadership moves, things don’t happen overnight—expect a longer courtship period. I’ve seen U.S. executives enter the European market and get frustrated fast—wondering why it’s taking months (or years!) to break into leadership circles. But that’s how the market works. The key to winning in Europe? Patience, credibility, and long-term thinking. So, What Does This Mean for Global Leaders? If you’re an American executive expanding into Europe… 📌 Be patient. One meeting won’t seal the deal—you have to earn trust over time. 📌 Get introductions. A warm referral is worth more than 100 cold emails. 📌 Don’t push too hard. European business culture favors depth over speed—respect the process. If you’re a European leader entering the U.S. market… 📌 Don’t wait for permission—reach out. People expect direct outreach and initiative. 📌 Follow up fast. If you’re slow to respond, the opportunity moves on without you. 📌 Be ready to show value quickly. Americans won’t wait months to see if you’re a fit. Networking isn’t just about who you know—it’s about how you build relationships. #Networking #Leadership #ExecutiveSearch #CareerGrowth #GlobalBusiness #US #Europe

Hiring a new Partner is a long-term investment that many Professional Services firms underestimate. It typically takes around 2 years for a Partner to fully embed into a new firm and around 3 years before they become profitable. This is a timeframe that smaller firms often overlook, leading to challenges in managing expectations and return on investment. One major factor contributing to this slow ramp-up is that many Partners face 2-year non-compete clauses, limiting their ability to bring immediate impact. However, the larger challenge lies in the overestimation of their ability to transfer client relationships. It’s not a matter of intent—most Partners genuinely believe they can bring their networks with them. But many underestimate the extent to which their relationships were facilitated by the engine of the larger firms they’ve left behind. In major firms, Partners are deeply embedded in client organisations. Take Due Diligence as an example: large-cap Private Equity funds often treat DD reports as plug-and-play, embedded into the workflows of their investment committee. These reports are critical but not unique—they are seen as reliable and convenient, but not worth the operational headache of switching providers. As a result, the loyalty often remains with the firm rather than the individual Partner. For smaller firms, this reality means that hiring a Partner is not just about acquiring a book of business—it requires patience, effective integration, and creating the right platform to enable long-term success. It also involves proactively identifying new opportunities with emerging clients who may not yet receive the same level of service as they would from larger firms, ensuring the firm can carve out its value proposition and grow alongside them.

🌟 𝐒𝐭𝐨𝐩 𝐓𝐡𝐢𝐧𝐤𝐢𝐧𝐠 𝐁𝐢𝐠 - 𝐒𝐭𝐚𝐫𝐭 𝐓𝐡𝐢𝐧𝐤𝐢𝐧𝐠 𝐖𝐢𝐝𝐞! The biggest breakthroughs don’t happen by digging deeper into one area - they happen when ideas, industries, and technologies collide. Think about it: AI combined with IoT has transformed healthcare. Sustainability powered by cloud solutions is opening new markets. The magic lies at the 𝐢𝐧𝐭𝐞𝐫𝐬𝐞𝐜𝐭𝐢𝐨𝐧𝐬 - where fresh opportunities emerge. 🚀 𝐖𝐡𝐲 𝐓𝐡𝐢𝐬 𝐌𝐚𝐭𝐭𝐞𝐫𝐬 1️⃣ 𝐅𝐚𝐬𝐭𝐞𝐫 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧: Combining technologies like AI and cloud accelerates growth. 2️⃣ 𝐍𝐞𝐰 𝐌𝐚𝐫𝐤𝐞𝐭 𝐑𝐞𝐚𝐜𝐡: Partnerships across industries unlock untapped customers. 3️⃣ 𝐒𝐡𝐚𝐫𝐞𝐝 𝐕𝐚𝐥𝐮𝐞: Cross-industry collaboration lowers costs and drives new value. At Deloitte, I’ve seen the power of collaboration. By partnering with organizations like #Celonis, #Schaeffler, #HumboldtInnovation, and #GermanEntrepreneurship, we’ve established the European non-profit AI ecosystem, #KIPark. This initiative brings together players from different industries to unlock innovation. For example, we’ve developed an ESG platform, marking a significant step toward sustainable solutions that are robust and business-relevant. 🛠️ 𝐓𝐡𝐫𝐞𝐞 𝐖𝐚𝐲𝐬 𝐭𝐨 𝐒𝐭𝐚𝐲 𝐀𝐡𝐞𝐚𝐝 1️⃣ 𝐋𝐨𝐨𝐤 𝐎𝐮𝐭𝐬𝐢𝐝𝐞 𝐘𝐨𝐮𝐫 𝐈𝐧𝐝𝐮𝐬𝐭𝐫𝐲: Who could you partner with to create something new? 2️⃣ 𝐁𝐮𝐢𝐥𝐝 𝐌𝐢𝐱𝐞𝐝 𝐓𝐞𝐚𝐦𝐬: Pair data scientists with operations or customer-facing teams. 3️⃣ 𝐄𝐱𝐩𝐞𝐫𝐢𝐦𝐞𝐧𝐭 𝐁𝐨𝐥𝐝𝐥𝐲: Start small pilots that combine tech and business ideas. 🌍 𝐓𝐡𝐞 𝐁𝐨𝐭𝐭𝐨𝐦 𝐋𝐢𝐧𝐞 The future belongs to businesses that connect the dots others don’t see. Breadth - not just depth - is the key to growth and resilience. 💬 𝐘𝐨𝐮𝐫 𝐓𝐮𝐫𝐧 What’s one unexpected partnership or idea you’ve seen recently that sparked innovation? Let’s exchange ideas. Who knows what new intersections we might uncover together? #Deloitte #AI #Innovation #Leadership #BusinessStrategy #Partnerships 𝐴𝑟𝑡𝐵𝑎𝑠𝑒𝑙. 𝐶ℎ𝑎𝑛𝑔𝑒𝑂𝑓𝑃𝑒𝑟𝑠𝑝𝑒𝑐𝑡𝑖𝑣𝑒. 𝐹𝑜𝑢𝑛𝑑 𝑎𝑡 @𝑔𝑎𝑏𝑟𝑖𝑒𝑙𝑙𝑒𝑒𝑒𝑟𝑢𝑡ℎ

I made it to VP at Amazon because of the people I partnered with. The same is true for building my part-time business that made $950k last year. Create the partnerships that will let you leap forward - here’s how: 1) Understand Productive Partnerships Here are some examples of the partnerships that propelled my career: a) I partnered with my first boss out of college. I taught her technology, she taught me leadership and drove my first two promotions (lead engineer, then manager). b) At Amazon, my first lead engineer and I worked together for 8 years. I went from Senior Manager to Director to VP while he went from SDE to Senior SDE to Manager to Senior Manager to Director - FOUR PROMOTIONS. c) My COO, Jason Yoong, reached out to me and initiated our partnership by volunteering to build my Substack newsletter. Someone has to take the first step, and he did. d) Most recently, I formed the “Career Growth Collective,” where I invited LinkedIn voices Omar Halabieh, Steve Huynh, and Rajdeep Saha to work with me to amplify our messages across platforms and groups to help more people. Each person in this partnership brings different strengths. Steve and Raj are senior individual contributors with strong YouTube presences. They bring the “Principal” level perspective. Omar is based in Dubai and is actively leading a big team. He also cranks out amazing graphics every day. The different strengths that each person brings leads me to part 2. 2) The Partnership Recipe: i) Build trust with your potential partner Be honest, be friendly, be helpful! ii) Figure out a win-win partnership With my first boss, she needed a technical advisor and I needed management sponsorship. Years later, my first lead engineer did for me what I had done for her. He provided the technical expertise while I sponsored his growth With Raj, Steve, and Omar, we all want to find new readers who will get value from our work. Tip: Take the first step. Invest in the other person without a guarantee of repayment. This will kickstart the partnership, whereas waiting for the other person to make the first move will not. iii) You don’t need perfection I proposed the Career Growth Collective idea to 4 people. 3 accepted and we are thriving together. The main message I want to share with all of this is that you do not need to “go it alone” in your career. What you do need to do is risk that a few people will not return your investment in them when you try to establish partnerships. That is OK. Learn, move on, find others who will. The value of the successful partnerships will greatly outweigh the time and effort put into the ones that didn’t pan out. Who have you partnered with? Praise or thank them in a comment! Who would you like to partner with? Send them this post with a note saying it inspired you to work more closely with them. Steve, Omar, and Raj have shared their own ideas on partnership today. Follow them and read their ideas.

Your success as a leader comes down to how well you set others up to succeed. And I’ve gotten this wrong more than once. When onboarding new leaders, I would give them a stack of docs, send them on a listening tour, and check in often. I assumed that was enough. It wasn’t. I gave them information—but not context. And context is what actually drives clarity, confidence, and results. I’ve since rethought my entire approach to onboarding leaders. This year, when two fantastic leaders joined our team, I did something different: spent a week on providing context. No shortcuts. We talked through: Our mission, strategy, and priorities What success looks like in their first 90 days, 6 months, and year What’s worked—and what hasn’t—in these roles before How we’ll share feedback and stay in sync The shift? Less “onboarding” as a task. More “transferring judgment.” We left with shared context. And here’s what’s interesting: the same thing applies when onboarding AI agents. You can’t just dump data into a system and hope it performs. AI needs context too—about your customers, your voice, your goals, and what “good” looks like. Whether you’re onboarding a new employee or a new AI teammate, the principle is the same: Context isn’t a nice-to-have. It’s the difference between getting started and getting results.

The headline that caught my eye this week was "Moody's, MSCI to Offer Private-Credit Risk Assessments." Here's my take: This partnership represents a meaningful evolution in the maturing private credit landscape. While the market has grown (depending on how you define it) to an estimated $2.5 trillion, the analytical frameworks haven't kept pace with its increasing complexity and scale. This gap between market size and transparency tools has been particularly noticeable during periods of economic uncertainty. What's interesting about this collaboration is how it addresses a fundamental tension in private markets. The very opacity that creates alpha opportunities for sophisticated investors also limits broader adoption. By developing standardized risk assessments that weigh factors like leverage, profitability, and borrower size, Moody's and MSCI are effectively creating a common language for evaluating credit risk. The collaboration also highlights a wider trend: the growing institutionalization of alternative investments. As private markets scale, they inevitably adopt more of the analytical infrastructure that's long been standard in public markets. This represents both a challenge and opportunity for asset managers – greater transparency typically narrows information advantages but also expands the total investor base. The line between "alternative" and "traditional" investing continues to blur – mostly through the gradual institutionalization of private markets. https://lnkd.in/ezv67EWN

Embedded finance (EF) is the biggest shift in banking in decades. Yet, most banks do not realize that the opportunity is bigger than the threat. This is how to play the game. EF is a game changer because it enables banks to compete in the experiences economy and reposition themselves within the customer journey, as both enablers and distributors. Next-gen consulting house and venture builder DefineX mapped out the new banking playbook: 1. Commercial Partnerships Direct, co-branded agreements with consumer-facing brands (e.g. retailers, airlines) let banks expand reach beyond traditional channels. Example: co-branded cards or loyalty-linked financial products. 2. Plug-and-Play Products Banks offer white-label, pre-built financial tools (e.g. lending, payments) for fast integration into third-party platforms - enabling fast, scalable distribution. Example: embedded checkout loans or instant payout APIs. 3. Bespoke Integrations Banks co-develop tailored financial solutions for specific industries or platforms, embedding deeply into partner ecosystems and building lasting B2B ties. Example: custom APIs for mobility, healthcare, or SaaS platforms. 4. Open Banking: API Aggregation Banks leverage open banking and BaaS rails to aggregate data and initiate payments - becoming enablers of multi-bank connectivity and digital finance tools. Example: account aggregation and payment initiation. 5. Bank-Exclusive BaaS Enablement Banks provide BaaS capabilities internally or to select partners - retaining control while enabling new models and monetizing core infrastructure. Example: BaaS partnerships (fintechs, digital brands). 6. Enablement Platforms (BaaS Providers) Banks commercialize their regulated infrastructure via APIs - powering fintechs and non-banks at scale and monetizing compliance, licensing, and balance sheet. Example: acting as full-stack BaaS providers behind fintech apps. 7. Super App Integration Banks embed services into high-frequency platforms (e.g. messaging, mobility, commerce) or develop their own - placing financial products directly into users’ experiences. Example: powering super apps offering finance layers. Understanding the distinction between BaaS and EF is key: BaaS is the bottom, infrastructure layer that feeds into EF on the outcome, front-end side. Banks can take on dual roles: powering EF via BaaS and embedding their products into third-party platforms. These roles aren’t mutually exclusive - banks can enable others, embed themselves, or pursue stand-alone strategies. But as the DefineX report highlights: many banks haven’t yet defined their role clearly. They invest in APIs, explore partnerships – but often without a cohesive BaaS strategy guiding these moves. Opinions: my own, Source: DefineX - Consulting, Technology & Labs, Banking-as-a-Service: Reconfiguring value chains in financial services – link in the comments 𝐒𝐮𝐛𝐬𝐜𝐫𝐢𝐛𝐞 𝐭𝐨 𝐦𝐲 𝐧𝐞𝐰𝐬𝐥𝐞𝐭𝐭𝐞𝐫: https://lnkd.in/dkqhnxdg

The best AI partnerships don’t just sell technology. They build new capabilities together. #IBMPartner That is what struck me most when I looked deeper into the 30-year relationship between IBM and TD SYNNEX. TD SYNNEX could have treated AI as another technology to distribute. Instead, it used it internally. With TD Insights 2.0, multiple specialized AI agents work together across different data sources to help teams move from reactive conversations to proactive ones. And there is a bigger lesson here. The value of AI does not come from having one agent that knows everything. It comes from orchestrating specialized agents around a clear outcome. Just like a great team. In my latest article, I explore what the IBM–TD SYNNEX story teaches us about agentic AI, orchestration, and why long-term partnerships may become even more valuable as AI accelerates. Technology gets copied. Strong ecosystems compound. 👉 What matters more in the AI era: the technology itself, or the ecosystem around it? #ArtificialIntelligence #AgenticAI #AIOrchestration #BusinessTransformation #TDSYNNEX

If you could invest in one thing to live a longer, healthier, and happier life, what would it be? For more than 85 years, researchers at Harvard followed hundreds of people across their entire lives, tracking everything from their physical health and mental well-being to their careers, relationships, and aging. It became the longest-running study of adult development in history. After decades of data, one finding stood above the rest: The strongest predictor of a long, healthy, and fulfilling life wasn't wealth, fame, social status, cholesterol levels, or genetics. It was the quality of your relationships. The people who were most connected to family, friends, and community lived longer, stayed healthier, and were happier as they aged. In fact, participants who were most satisfied in their relationships at age 50 were the healthiest at age 80. The researchers also found that close relationships helped protect the brain. People with strong, supportive connections experienced less cognitive decline and maintained better memory and mental function later in life. Investing in meaningful relationships may be one of the most powerful things you can do for your longevity, happiness, and overall well-being.

Real conversations at work feel rare. Lately, in my work with employees and leaders, I’ve noticed a troubling pattern: real conversations don’t happen. Instead, people get stuck in confrontation, cynicism, or silence. This pattern reminded me of a powerful chart I often use with executives to talk about this. It shows that real conversations—where tough topics are discussed productively—only happen when two things are present: high psychological safety and strong relationships. Too often, teams fall into one of these traps instead: (a) Cynicism (low safety, low relationships)—where skepticism and disengagement take over. (b) Omerta (low safety, high relationships)—where people stay silent to keep the peace. (c) Confrontation (high safety, low relationships)—where people speak up but without trust, so nothing moves forward. There are three practical steps to create real conversations that turn constructive discrepancies into progress: (1) Create a norm of curiosity. Ask, “What am I missing?” instead of assuming you’re right. Curiosity keeps disagreements productive instead of combative. (2) Balance candor with care. Being direct is valuable—but only when paired with genuine respect. People engage when they feel valued, not attacked. (3) Make it safe to challenge ideas. Model the behavior yourself: invite pushback, thank people for disagreeing, and reward those who surface hard truths. When safety is high, people contribute without fear. Where do you see teams getting stuck? What has helped you foster real conversations? #Leadership #PsychologicalSafety #Communication #Trust #Teamwork #Learning #Disagreement