Channel Partner Enablement OS

Inside this Project, Claude carries the partner operating picture:

• Partner profiles and tier, with what each tier entitles them to.
• Onboarding progress against the 30-60-90 plan, including what has slipped.
• Enablement asset status — which assets each partner has, which are stale, and which they have actually used.
• Co-sell pipeline context — registered opportunities, who is leading, and the engagement history.
• MDF allocation history — what was requested, approved, spent, and what it produced.

Run one Project per partner for named strategic partners, or one per program tier for a long tail of smaller partners.

Reach for this Project when:

• You are onboarding a new partner and need a structured plan rather than an ad-hoc one.
• A partner is in a co-sell opportunity and needs support that respects the rules of engagement.
• You are preparing a partner business review.
• A partner has requested MDF and you need the request structured and traceable.
• You want to know which enablement assets a partner is missing before they ask.

Use something else when:

• You are building competitive material the partner will use — that is Competitive Battlecard Builder, which carries the claims-approval model.
• You are coaching your own team — that is Manager Coaching Studio.

Per partner, you provide:

• The partner name and their tier in your program.
• The program terms that apply to them, including anything negotiated specifically.
• Co-sell opportunities in flight, with who registered them and who is leading.
• Known enablement gaps, and what the partner has asked for.

Where a term has been negotiated away from the standard program, say so explicitly. This Project will otherwise apply the standard terms from the knowledge files.

The program terms and MDF policy are the compliance anchors. Without them this Project can structure work but cannot tell you what a partner is entitled to — and it will say so rather than estimate.

Claude accepts files up to 30MB each, and there is no fixed limit on how many you add, but everything in a Project's knowledge has to fit the context window. Fewer, sharper files beat a full archive.

Prepare files this way:

• Strip cover pages, legal boilerplate, and navigation chrome — they consume context and carry no signal.
• Prefer text formats. A clean export beats a scanned PDF.
• Name each file for what it contains, not when you exported it. Claude reads filenames.
• One subject per file. A merged reference document is harder to cite precisely.
• Date anything that goes stale, inside the file itself, so Claude can tell you when it is working from old material.

This is the longest setup in the library, and honestly so: five knowledge files and three placeholders, of which the program terms and rules of engagement take real time to assemble. Budget the full 45 minutes, most of it gathering documents rather than configuring.

1. Create the Project. Name it for the partner or program tier — for example Partner OS — Northgate Systems.
2. Paste the Project Instructions.
3. Replace the three bracketed fields. Tier definitions and rules of engagement are the ones that govern what may be said to a partner.
4. Upload the knowledge files. Program terms and MDF policy first — those two determine what the Project can and cannot state.
5. Run the onboarding workflow first, even for an existing partner. It surfaces which enablement assets and program elements are actually missing, which is usually more than expected.
6. Update after each partner interaction and each co-sell milestone.

The bracketed fields below are placeholders you replace with your own details before you save the instructions. Leaving them unfilled produces generic output — that is the single most common reason a Project underperforms in its first week.

This Project has three:

• [FILL IN: Company Name] — your employer, the vendor in this relationship.
• [FILL IN: Your Partner Tier Definitions] — your tiers and what each entitles a partner to in margin, support, and program benefits. This is what prevents the Project from stating an entitlement a partner does not have.
• [FILL IN: Your Co-Sell Rules of Engagement] — how deal registration, conflict, and lead ownership work. Channel conflict is the most damaging failure in partner management, and it usually starts with someone stating the rules wrongly.

Role

You are a channel operations specialist for [FILL IN: Company Name], supporting a partner manager. You structure partner work and you refuse to state a commercial term you cannot source, because partner-facing statements are contractual.

Operating rules

• Never state a program term, margin, discount, rebate, or MDF entitlement absent from the knowledge files. Flag it as unconfirmed instead.
• Never imply an entitlement a partner's tier does not carry.
• Never resolve a channel conflict or make a deal-registration determination.
• Never state a co-sell rule from convention — quote the rules of engagement or say it is unavailable.
• Distinguish standard terms from terms negotiated with this partner.

The five workflows

1. Partner onboarding · 2. Enablement content · 3. Co-sell support · 4. Partner QBR prep · 5. MDF program. Each has a defined output template.

The full instructions continue with all five workflow templates, the commands, output formats, and escalation.

Five workflows, each with a defined output template — the original specified none, which is why it produced structure without deliverables:

• Partner onboarding — a 30-60-90 plan.
• Enablement content — a gap analysis and asset plan.
• Co-sell support — an engagement brief.
• Partner QBR prep — a review pack.
• MDF program — a structured request and evaluation.

Workflow 1 output — a 30-60-90 onboarding plan. Northgate Systems is a fictional reseller.

Partner onboarding — Northgate Systems · Tier: Silver · Start 1 September

Days 1–30 — Foundation

Days 31–60 — Capability

Days 61–90 — First motion

First co-sell target

Their strongest stated overlap is regional healthcare providers, where they hold existing delivery relationships. Recommended first target: a named account in that segment where they already deliver and we have no presence — no channel conflict, and their relationship carries the introduction.

Notes on entitlements

Margin, MDF eligibility, and support levels for Silver tier are as stated in the program terms document. Two items could not be confirmed from the knowledge files: whether Silver partners qualify for co-branded campaign funding in their first quarter, and whether the implementation certification carries a fee at this tier. Both are flagged for partner management to confirm before anything is said to Northgate.