Aliyah Harith: Founder and CEO at QwintiQ Consulting

^{Joe Fox (00:00.853)}
Hey everyone, thank you so much for tuning into another episode of the retain grow thrive podcast. I'm your host and president at Growave Joe Fox. Today I am joined by a really, really cool guest. Aliyah is incredibly experienced in the partnership ecosystem. I'm super happy today to really dive into her hands on experience, the work that she does with a lot of sass and agencies around partnerships. I think this is going to be a real masterclass.

for a lot of our agency partners watching today. And I also think this is a really good opportunity for any of our agency partners who are feeling a little bit lost around their GTM, around their partnership structure, how they're managing onboarding, all of those sorts of things to be able to actually reach out to Aliyah. So I'll make sure all of her contact details in all of the show notes and I'll make sure her website is there.

But without further ado, I want to introduce Aliyah Harith from QwintiQ. And thank you so much for coming on board.

_{Aliyah Harith (01:04.545)}
Hey Joe, thank you so much. I'm excited to be here. Thank you for having me.

^{Joe Fox (01:09.355)}
Absolutely. I've been really looking forward to having this conversation. I know you and I have had quite a few offline conversations about partnerships and why they're so important, particularly, you know, right here and now and everything that's happening in the ecosystem and everything that's happening with SaaS and agency and all the craziness with tariffs and AI and all of those sorts of things. And obviously, you know, right now,

people may not be seeing this right now, but they're probably seeing it in 2026, but we're at the precipice of, of Black Friday Cyber Monday, which is obviously a really important time. And I think, really, really good timing of this releasing in the new year, because I think a lot of agencies are probably recovered finally from BFCM or, or SAS technology vendors. And they're like, what am I going to do for partnerships in 2026? So, I'm really excited for this one. So.

Aliyah, can you tell us a little bit about your partnerships background? What's brought you to be able to really focus on doing this full time now and being able to coach other people and organizations on partnerships?

_{Aliyah Harith (02:21.326)}
Yeah, absolutely. I think like a lot of people in partnerships, I fell into it. know, partnerships is not something you go to school and major in. So for me, I actually started in traditional public relations. I was working at a luxury lifestyle and fashion agency doing PR. I worked in the fashion tech space for Fashion Week.

^{Joe Fox (02:29.289)}
Yeah.

^{Joe Fox (02:33.438)}
Yeah.

_{Aliyah Harith (02:47.662)}
I worked in the higher education space, got my master's in public relations, did the PR and advertising for four different educational institutions, colleges and universities here in New York. And then when I was at my last in at Hofstra University, I saw a post on LinkedIn for a partnerships manager, partnerships manager position. I no idea what that was.

^{Joe Fox (03:14.621)}
Yeah.

_{Aliyah Harith (03:17.198)}
But I read the JD and I was like, I can do all of this. This is within my skill set. And so it ended up being at a legal tech SaaS company. And so that was my first entrance into the tech industry, the SaaS industry, and then also partnerships all at once. And I just fell in love with it.

I love working with people. I love the fact that we are able to drive impact and revenue through relationships. And this idea of sales through collaboration as opposed to competition, it just resonated with me a lot. And so I knew immediately that this was going to be my career path.

^{Joe Fox (04:05.573)}
Absolutely. I love that. There's so many points I want to pull out of that because I love that. And I think that might have to be the title of, of this episode is, the sales through collaboration, not competition. That's a very, very, very cool line. I liked that a lot. And I mean, talk about baptism by fire, like moving into tech and into partnerships in that first role. That's very, very cool. I love that. And I mean, I think there's so many little.

like things that you pick up when you are put in that position from a, from a partnerships perspective, right? I think a lot of, you know, seasoned partnerships, people as yourself, you, you find that those early kind of roles really shape everything you do. And I'm sure a lot of what you started doing versus what you do now and what you recommend is, super different. So I want to kind of dive into that a little bit as well as like,

What kind of are the key things that you feel that you've changed in your approach to partnerships and the key things that you recommend organizations now focus on in terms of partnerships?

_{Aliyah Harith (05:16.47)}
Yeah, that's a great question, Joan. It's sometimes difficult to pinpoint one or two things because partnerships, I've said before and I wrote a LinkedIn post on this, partnerships is one of the only functions within a business that operates like a business, like a sub business within the business. Like there's partner operations, there's partner marketing, there's obviously partner sales, there's...

know, customer relation or, you know, partner relations, which is similar to client success, right? There's budget, there's all of these things, right? That operate within partnerships and that partnerships manager or that especially like a head of partnerships or that first partnerships hire is really acting like the CEO of their own little company within the company, right?

And so that was my experience. I was the first partnerships hire at that SaaS company. And I was sitting under the VP of marketing, who then when I came on board became the VP of marketing and sales, I'm sorry, and partners, the VP of marketing and partnerships. So, you know, we were kind of just paired together and, you know, there were many things that I didn't, you know, do right, but, you know, things worked out anyway.

^{Joe Fox (06:15.4)}
Yeah.

_{Aliyah Harith (06:30.232)}
Thankfully, by the end of my time there, within 14 or 16 months, Partnerships was accounting for 20 % of the overall ARR of the company. And we had grown the Partnerships program from about 14 or 10 partners who just love the CEO and like the product a lot to over 100 partners that were dedicated to reselling and referring our program or our SaaS product.

^{Joe Fox (06:38.278)}
Wow.

^{Joe Fox (06:51.495)}
well.

_{Aliyah Harith (06:59.726)}
You know, I think what I learned in that case and something that I tell people a lot when they're like, OK, I want to build up partnerships. I'm like, go for the quality over the quantity at first and really drive drive depth in the relationships that you start with, as opposed to trying to just have one of your KPIs be the amount of partners within your program. You know, partnerships.

^{Joe Fox (07:12.368)}
Yes.

_{Aliyah Harith (07:28.438)}
more partners doesn't necessarily equal sales, it just equals management. It's not, and I've seen so many programs and I've had so many conversations with CEOs where I'm like, so how many partners do you currently have? we have about 50. Okay, great. How many partners are consistently driving leads to you? maybe five to seven. What? It's like the mouth emoji, like what is going on?

^{Joe Fox (07:33.755)}
Yes, yeah.

^{Joe Fox (07:51.089)}
Yeah. Yeah.

_{Aliyah Harith (07:55.178)}
You know, so I'm like, okay, something went wrong there. And I think a lot of a lot of companies, they get excited about partnerships and they want to go big. And they measure the success or the validity of their program by the amount of partners they have. And something I did, you know, at that first company, and one of my one of my KPIs was, you know, X number of partners. And, you know, that doesn't really make much sense. And it wasn't until

^{Joe Fox (08:10.67)}
Yes.

_{Aliyah Harith (08:24.968)}
after I hit that KPI and then realize, okay, well, where's the revenue? Now I just feel like I'm all over the place. It was like, okay, now we need to get specific. Now we need to differentiate partners by size, by revenue capability, by their dedication to, how many people within their team are they going to dedicate to reselling our product? What is their capacity?

right? Are they willing to be accountable? Are they willing to be held to certain KPIs? And to be honest, that was something at the outset I didn't really know to be that strategic and that intentional about. And that first early set of partners, they were great people, great business owners, but they didn't move the needle when it came to what we were looking to accomplish, you know, for our product and, you know, and beyond. So what I learned was, okay,

^{Joe Fox (09:09.689)}
Yes.

_{Aliyah Harith (09:19.604)}
Now we need to get very intentional about who we are targeting and really refine that IPP or ideal partner profile and say, within this ideal partner profile, who's hitting that maximum? Who's our star partner potentially? And really going after that and who's actually going to bring in the deals that we want to see? So we went from having partners that would bring us like,

one to two deals a month to partners that bring us 10 to 20 deals a month from one partner. And it's like, okay, if we can just keep duplicating that and keep going for those fish, know, those bigger fish, then okay, we can do a lot more with less. And now, you know, we're building a scalable engine as opposed to just managing, you know, managing a free for all here.

^{Joe Fox (09:55.77)}
Yes.

^{Joe Fox (10:11.674)}
Yeah, absolutely. I mean, so many valid points there, but I think, you know, speaking from experience, I think when you end up in those, sometimes like when you are, you know, number one hire in, in partnerships and you're reporting to someone who has zero kind of partnerships experience, trying to explain that to them can be a little bit difficult. Like they just in their mind, equate volume of like,

partners, number of partners to revenue output. And it's like, it doesn't work like that. And I think the way that you've articulated that and explained that is perfect because it's like, you really need to focus on quality, particularly early on, because you can spend a lot of time, you know, with the wrong partners. mean, you know, I can speak for this even as recently as Grow Wave. It's like, we have some incredible partners and we've done a lot of cool things together, whether it be

You know, we might have a shared merchant. We've done like one case study. do some events together, but it's only ever like, you know, kind of worked out in that one kind of shared merchant. Whereas we have some other partners who might be slightly smaller in size, slightly less well-known, maybe not as kind of like, I guess, fancy in terms of like the ecosystem and how they would look at them, but they're continually driving us revenue and we're continually able to.

refer to them and drive revenue and really collaborate. So yeah, I think that's a, that's a really cool point. especially for those who are new to the partnerships ecosystem.

_{Aliyah Harith (11:46.306)}
Yes.

_{Aliyah Harith (11:50.924)}
Yeah, and don't get me wrong, like the big massive partner ecosystems totally have their place, right? Like, you know, the HubSpot partner ecosystem, the Shopify partner ecosystem, like the Microsoft partners, like that, that is an illegal zone. And mainly when I'm working, when my career has been in, you know, where the startups to scale ups, the small to mid size, you know, companies were...

^{Joe Fox (11:56.441)}
Yes.

^{Joe Fox (12:05.678)}
Yes.

_{Aliyah Harith (12:17.288)}
I am directly working with the CEO or the C-suite and really building out from scratch. And I have to say, I understand what you're seeing over here, but for your benefit, we need to go over here. Right, right. So let's try and find, come from me. Your partner in your system is amazing.

^{Joe Fox (12:29.763)}
Yeah, we need to land here. Absolutely.

No, I love that. I love that. And, and so I think what I'd love to dive in there is there's some really good, you know, kind of clear lessons, particularly for, you know, as we're talking about, and as we both have been that first higher at an organization on a partnerships front, building out from scratch. And, I saw,

is Greg Portnoy over at EULA puts together some really cool content. I saw you engaging with that and you had some really good points. So I'd love to kind of dive in a little bit here because I think this is really practical advice, you know, both for agency and SAS who haven't, you know, put together a partner program yet, or they're kind of like in a bit of a situation where they're like, well, we kind of have a partner program, but we don't know where we should go. What are the first kind of things

Aliyah, do you think that a brand new partner manager first hire, let's say at a SaaS company, their startup moving towards scale up, so they're growing quite quickly. What are the first steps that they should be taking in your opinion?

Aliyah Harith (13:51.887)
Yeah, it's interesting because I think I've been asked that question a lot and I think people expect the answer of, you should formulate your IPP or you should get marketing or whatever. They think in terms of, okay, the program. My thing is always, okay, make sure you're ready for partnerships. Take a step back and assess. The question I always ask C-Suite or CEO is this.

^{Joe Fox (14:12.843)}
Hmm. Yeah.

_{Aliyah Harith (14:21.206)}
or the person that's asking me always ask, if you had 10 partners over the next 60 days who brought you five leads each, what do you do with them? what do you do with them? Like, how are you handling that partner? What's the relationship looking like? You know, what's the cadence of communication looking like? They bring you leads. Okay, what does the partner do? Where do they submit the lead?

^{Joe Fox (14:34.212)}
That's a very good frame.

_{Aliyah Harith (14:51.266)}
Do they send it to the partner manager? Do you have a system in place where they can register leads on a platform? How does it then go through that platform to get to your sales team? How is it allocated to one of your AEs? And then who is going to reach out to that potential client? Who is going to take them through that sales cycle? And once they have agreed, contracts are signed, what have you, they're subscribed, whatever, what does onboarding look like?

If you don't have that completely fleshed out, I think you should take a step back and really work with your first partnerships hire and say, what does this system look like? Because I have seen way too many companies where they are excited about partnerships and they want to just dive in. And then I have a partner, brings them a lead.

and they're scrambling internally. It's like, okay, who's handling this? Okay, so and so, are you handling this? And it's a game of like past the, you know, not past the baton, you know what I mean? It's like popcorn, like, okay, oh, tell so and so, tell so and so, whoa, wait, who's handling this? Why don't we have this fleshed out? You know, and so for me, whenever I go into a company, my first question is, okay, who handles this?

^{Joe Fox (15:51.874)}
Yes.

^{Joe Fox (16:18.839)}
Yes.

_{Aliyah Harith (16:18.904)}
Who is the for this? Who handles this? Okay, and then I create like a lead flow. Okay, when a customer comes to or a potential customer comes to you, is this correct in the flow of what they're going to experience? Because at the end of the day, it's about the customer, right? About your client, who are we here to serve? It's really the clients and the customers and the partners are in the same boat. We're here to serve each other's.

^{Joe Fox (16:37.984)}
Mm-hmm. Mm-hmm. Yeah. Yeah.

_{Aliyah Harith (16:47.694)}
customers and clients. It's client first. So you need to think at the outset of that customer journey. So if we're talking about like a startup or a scale up or a company that's very new to partnerships, it's very likely they may not have that fleshed out yet. So as that first hire, to circle back and answer your question, that first partnerships hire really needs to assess the company and say, hey, are you really ready for partnerships?

^{Joe Fox (17:05.545)}
Yes.

_{Aliyah Harith (17:16.43)}
If not, here's where we need to clean things up. Like I have an example, a client of mine that I have currently, they wanted to build up partnerships, but their website was a mess. Their social media was a mess. And I'm like, guys, we need to clean this up first because if I were a partner and I go to this website, I'm not going to feel confident referring someone within my network or one of my clients to you.

^{Joe Fox (17:19.925)}
Yes.

^{Joe Fox (17:28.77)}
Mm-hmm. Mm-hmm.

_{Aliyah Harith (17:42.862)}
When this is the, you know, maybe it's my PR background, but when this is the face that you're presenting, it's not, it doesn't, you you have to have a clean, you know, you have to have a clean look if you're going to, you know, develop partnerships and say to a partner, hey, I want you to trust me and be able to feel confident recommending me. You know, it's like, so that's just an example. So I redid their entire website. I redid their social media.

^{Joe Fox (17:49.705)}
Yes. Yeah.

^{Joe Fox (18:10.716)}
wow. Yeah.

_{Aliyah Harith (18:12.118)}
You know what I mean? So if there were internal things that had to be fleshed out, so that that's that first part is the partner readiness, I call it. So that's something that in my consultancy, we help companies with if they need it. But I really encourage companies to take a step back and see, you know, are we efficient and effective if we were to bring on partnerships? Then you can jump into OK.

What is it that we're actually adding value in? What gaps are we actually filling? And agencies, looking at you, you have it harder. You have it way harder. Because SAS, I've been on both sides, SAS is very easy. This is the product. This is what it does. These are the features. It kind of is what it is. There is a lot of iteration, but this is the product. This is what it does in the market. This is who it can help.

^{Joe Fox (18:51.743)}
Yeah, yes.

^{Joe Fox (19:04.086)}
Mm-hmm.

_{Aliyah Harith (19:10.196)}
our partners should be this, this, and this demographic. Agencies, it's harder because typically they do like five or six different things, you know, and they have multiple service verticals. so then it becomes, okay, I had this conversation with a client recently. They do a lot, let's just put it that way. And I said, okay, what is your core competency? Like what is the thing that you do best? They do a lot of things incredibly.

^{Joe Fox (19:18.783)}
Yes. Yep.

_{Aliyah Harith (19:39.65)}
But one area of their business, they have a proprietary AI technology that they built internally that really changes the game for this particular service area. And I said, that's what we're leading with. And we're going build our IPP around who can benefit from this. I know you can do all of this. And maybe there's an opportunity once we partner to be able to bring these other service verticals in.

^{Joe Fox (19:50.528)}
Power. Yes, yep.

_{Aliyah Harith (20:07.426)}
but let's start with the golden, you know, the golden eggs, so to speak. You know, and so I think for agencies, it's that first step, a partner manager needs to figure out what is that, that golden egg for, you know, their, their client or their company, and then build, you know, their partnerships, their ideal partner profiles around that. So that's

^{Joe Fox (20:30.398)}
love that. I love that there was so many valuable points there. And I think, you know, this just highlights why it's so important to have the right advisors in your corner. Like the, the, the masterclass you just gave there in like five minutes was so exceptional. But I think it's one of those things like, unfortunately, I see this, you know, to your point, I see it a lot more with agency is two points like you mentioned.

_{Aliyah Harith (20:40.963)}
soon.

^{Joe Fox (20:58.719)}
You know, as an example, the website, I see so many amazing agencies and they might even be famous for building websites, but their own website is horrendous and they don't like list out their core competencies or their strengths or their niches. They just chuck a whole bunch of logos that they may or may not still be working with. And then they put up a couple of awards and then they don't touch the website for like 10 years. And there's no kind of like.

_{Aliyah Harith (21:10.091)}
Sorry.

^{Joe Fox (21:26.706)}
opportunity for SaaS partners to be like, can we actually compliment what this agency is doing? So that's number one, kind of like just offhand and comment to go with that. But second of all, I mean, I think there was some incredible points you made there around like the niching. And I think like really identifying what it is that sets you apart because I'm reading this really good book.

I can look it up on Amazon. I'll make sure it's linked in the show notes, but it's around scaling. Peter Kang over at Barrel Holdings sort of recommended it, but it's really interesting. what is really clear on there is like having this really big, you know, kind of core focus or this like audacious goal that actually allows you to peel back all of the other layers and really focus on

that core niche or that key competency. I think that's such a valid point you made like with that, agency where they've got all of these core strengths, but they've actually developed like proprietary technology around this one service. So it's like, if they just scale back on the other things and double down on that kind of core offering, and then to your point, like identify agent, sorry, partners that are going to like get value from that.

That's such a cool like concept. I think, you know, probably sometimes agencies from my understanding of talking to, you know, so many people and so many really well educated and very competent people such as yourself that are working with agencies. What I tend to often hear is that agencies and, and, shouldn't be afraid to niche down because I think in their mind, they're like, well, we're not going to get all of this business and

If we niche down, we're going to, you know, miss out on all of this, but it's like, yes. But if you niche, you're going to excel and stand out above everyone else. And you're to have less competition and you're going to get the right partners involved. And everything's going to be a lot more scalable and easier if you kind of like niche down and focus. And I think that's a really cool point you make. Sorry to go on a tangent there. just, I think, I think it's just, I think it's just, it's just really like relevant because like.

_{Aliyah Harith (23:38.926)}
many tantrums in the past minute.

^{Joe Fox (23:46.162)}
There's such a, when you're, when you're in a, and I know this from having my own agency, like you can be so tunnel visioned with like, I've got to make payroll or like I've done this huge, you know, in our case that happened a few times, like with this huge government, like web projects. And it'd like for an entire state redoing the entire like emergency services, website and system, everything that's public facing and then make everything on the backend connect. Right. And so it's like.

these 12 to 24 month kind of big projects. And then you're on like 120 day billing terms and you're focused on like making sure the team reaches their sort of like checkpoints to get the billing through. And then you've got partners who want to work with you and you're like, I can't even focus on that because I've got to focus on this, but narrowing that focus down and sort of saying, well, is that even worth it? You know, in the longterm or should I be focused purely on this that we've

built like a proprietary moat around. And I think that's like a really good point that you made of like stepping back, analyzing everything and sort of saying, well, if you were to get this big influx of leads, what are you going to do with that? Like if you were to get more of whatever service are you able to service it? And I think that's so important because, you know, and you do see it with SAS too, where SAS will kind of go down this path.

_{Aliyah Harith (24:59.278)}
Mm-hmm.

^{Joe Fox (25:14.559)}
Of saying, is our ICP. You've got these imaginary targets that's the C-suite have created for partnerships. How is anyone ever going to reach that? Like, especially in a quarter, it's crazy. But yeah, I think that's why it's so important that, you know, Aliyah, to have people such as yourself, like that can be the voice of reason to the C-suite bridge that gap between the partner managers and the senior partner hire and the C-suite and say, look.

_{Aliyah Harith (25:21.71)}
imagine.

^{Joe Fox (25:44.24)}
I've seen this at, you know, hundreds of companies in the past. And if you do it this way, it's going to work out like every single one of those. But if you do it the right way and you take a step back and think of how all of this is going to translate to the end user, then that's how you're going to get it right. So absolutely love that.

_{Aliyah Harith (26:04.334)}
I appreciate that. No, 100%. I think at the end of the day, you have to be okay with disagreeing with the season. Not caring if they're upset about it, but being like, look, you hired me for a reason and you admittedly don't know partnerships. I've worked with other CEOs that have said that.

^{Joe Fox (26:14.3)}
Yes, yes, absolutely.

^{Joe Fox (26:20.722)}
Yeah. Yeah.

_{Aliyah Harith (26:34.326)}
And it's like, then they come with, but we, you know, this is what we want to do. It's like, hold up now. You literally said you don't know lot about partnerships. So, you know, I'm here to work with you, right. And, make sure we get the outcome we're both looking for. But I think something that.

^{Joe Fox (26:40.197)}
Yeah, yeah, no, yeah, yeah, yeah.

_{Aliyah Harith (26:58.158)}
a lot of CEOs in C-suite and understandably so because they're looking at the bottom line, but they equate partnerships with sales and they are not the same. Partnerships are the revenue generating engine, right, if you do it right, but it is not direct sales. Direct sales is one-to-one. You hire a BDR, AE, and you can expect

^{Joe Fox (27:09.499)}
Yes. Yeah. Yeah.

_{Aliyah Harith (27:26.988)}
you know, deals to come in because they're controlling the revenue right there. Partnerships is a one to many, right? You have to invest in creating, it's a pipeline. You invest in creating that relationship, that depth, enabling them properly, getting them set up properly, doing whatever needs to be done to make sure they're supported and that the relationship is rock solid, right? And then...

^{Joe Fox (27:33.968)}
Yes.

_{Aliyah Harith (27:51.406)}
it blossoms. Then it's like that one relationship that you invested the time and energy and resources into developing is going to yield all of this, you know, all of these leads and all of this revenue if done correctly. But that takes time. That's not going to happen in a month. You know, it's not going to happen in 10 days. You know, it's just not. And even like you do the same actions in terms of prospecting partnerships and doing

^{Joe Fox (28:11.121)}
Yes.

_{Aliyah Harith (28:20.654)}
all of the outreach and the cadences, you do the same actions, but you're not going to see that immediate result because there's a relationship obviously in between you and the revenue, right? But that relationship is so worth it. And I've seen companies like bulldoze over that trying to get the revenue immediately. And it's like, need to patient. Like this is not sales.

^{Joe Fox (28:40.56)}
Yes. Yeah.

_{Aliyah Harith (28:46.976)}
you are doing this for a level of residual income, right? You need to be patient with it.

^{Joe Fox (28:56.226)}
Absolutely. Yeah. I mean, and unfortunately, like it's still to this day happens quite a lot. Like I see, you know, unfortunately, partner managers who are just under a lot of pressure from C-suite, you know, to my point earlier, these imaginary plucked literally out of thin air targets that is, I have no idea how they were created happens a lot mainly like to, find with like a VC.

_{Aliyah Harith (29:17.442)}
There.

^{Joe Fox (29:25.692)}
or private equity backed startups less than boot, less than bootstraps. Yeah. And it's, yeah. And it's just like, Hey, this is the imaginary target that we've put towards the board. We need to make up for it for all our departments. Sales isn't going to be able to do it. Marketing isn't going to be able to do it. So we're going to slot like. Hove off this chunk that is just allocated to partnerships.

_{Aliyah Harith (29:27.98)}
No, that's I use the back source.

^{Joe Fox (29:51.673)}
go out there and just burn bridges and relationships to try and hit these numbers. And then we're going to double them for next quarter because you didn't hit them this quarter. It's just, it's so insane to me and it happens so much. I, I just, I just like, yes, VCs, if you're watching this, this is exactly what your yes, yes, nodding head C-suite is doing to you. So please like take some pressure off.

_{Aliyah Harith (30:14.669)}
Ew.

^{Joe Fox (30:18.523)}
And if you see sweet and you're doing this to your partner managers, go have a hard look at yourself in the mirror. Cause it's just, it's ridiculous. But anyway, um, I, I, do, I do not mean to cut you off because I feel like we can talk about this forever. And I would really love to do a part two on this because I think, you know, the, the insights here have been absolutely amazingly. Um, where can people who are watching this, who might be C-suite and they're like, okay, I want to do this the right way.

Or they might be like a new partner manager and they're looking for that external guidance or they're a startup or a scale up and they're like, Hey, I need help with partnerships. I don't understand it. Like you clearly do. they, and they don't have your expertise. Uh, where can people get in touch with you?

_{Aliyah Harith (31:04.622)}
Yeah, absolutely. So you can reach out at say hey, S-A-Y-H-E-Y at quinticconsulting.com. So it's Q-W-I-N-T-I-Q consulting.com. So shoot me an email or you can reach out to me on LinkedIn, Aliyaharrith. Yeah.

^{Joe Fox (31:27.925)}
Awesome. Aliyah, thank you so much. I'll make sure all of those links are below because, you know, have some incredible conversations on here, but this was literally like so many amazing points that I think I've wanted to be able to articulate, but never have you articulated them perfectly. So thank you so much, Aliyah, really appreciate it. And we'll definitely get you on for a part two, but just quickly, I ask everyone this.

_{Aliyah Harith (31:45.966)}
Thanks.

^{Joe Fox (31:53.915)}
I don't have it next to me, but what I, what I like to ask everyone, um, in this space, because I feel like in SaaS and partnerships and everything, so much of what we do is face to face and, and a lot of that involves traveling to different places and different locations. So I always like to ask the guests, uh, what is the one thing that they can't travel without? You cannot say a pet and you cannot say a person. Yeah.

_{Aliyah Harith (32:18.414)}
Oh, bang, I was gonna say my walk-approved grace station. And you cannot say a person, you said? One thing I can't travel without. That's hard. I'm low-key high maintenance with a lot of things. What did you say?

^{Joe Fox (32:24.61)}
You cannot say a person, no.

^{Joe Fox (32:32.43)}
I should have prepped you for this one. I said, I should have prepped you for this one and let you know, but I, I like asking it because I have so many different, questions, but selfishly I end up with all of these like little travel hack ideas. Like people are like, I always like pack this so that it's like this and I can get more into my suitcase. And I'm like, that's a brilliant idea. So I'm learning all of these like.

_{Aliyah Harith (32:40.046)}
Good.

^{Joe Fox (33:00.132)}
travel hacks to travel better to events.

_{Aliyah Harith (33:03.244)}
Hmm. I my answer, but it's not something that I particularly use. It's just like, if it comes in handy, it really comes in handy. So I put an air tag in my suitcase. Do you do that? You do do that. That's not important. You do that already.

^{Joe Fox (33:17.474)}
Okay. Okay. Yes. Yes. I do. I do. I've done. I did that. No, it is. No, no, that's a great one because I'm sure a lot of people don't, but that's a great one because I've had to use it before. So, and I think it's really, yeah. So it is worth it. Air tags are expensive. There's no denying that, but it's worth it if you need to find where something is.

_{Aliyah Harith (33:31.052)}
Yeah.

I've had to use it before too, just once. Yeah.

_{Aliyah Harith (33:41.907)}
Yeah.

_{Aliyah Harith (33:45.357)}
Yeah.

^{Joe Fox (33:45.59)}
so I think that's a very good one and no one said that one yet. So that's a great one. That's a great one. Yep. Absolutely. Awesome. Awesome. Well, look, Aliyah, thank you so much for coming on today. Like I said, tons of great insights here. I'm super excited to rewatch this one. I know there's going to be some incredible sound bites that the editor pulls from this as well. Cause

This was amazing. So I will make sure that all of the links that you put in are in the show notes audience. I very much encourage you to go collect, connect with Aliyah. The LinkedIn content that she consistently puts out is incredible too. Super insightful, just like this conversation has been. And also if you're someone who is struggling with putting together a partner program or to the point of this conversation, you're not sure if you are ready for a partnerships.

program and you want to take the steps to be ready, I really encourage you to reach out to Aliyah and get that happening. But thank you so much for tuning into another episode. Aliyah, thank you so much for coming on board and I look forward to doing a part two.

_{Aliyah Harith (34:55.502)}
No, thank you, Joe. I'm a huge Joe Fox, Grow Away fan, so this has been my pleasure and honor. Thank you so much for having me.

^{Joe Fox (35:03.769)}
Thank you so much, Leah. I'll talk to you soon.

_{Aliyah Harith (35:06.094)}
Sounds good.