Lindsay Riggs works in partner and content marketing. Riggs offers consulting on partner strategy, co-marketing, demand generation, go-to-market alignment, and partner enablement, and is also exploring senior partner marketing roles.
Riggs is most useful for B2B partner marketing consulting: content audits, co-marketing, enablement, and joint customer stories.
Best for
B2B software firms with signed partners and no documented partner content plan.
Not for
Consumer creator sponsorships with reach guarantees, follower-based fees, or direct product promotion.
Key takeaways
Partner marketing and partner management are the same job, not two teams.
Partners stop replying when every contact is an ask.
Four content kinds: for partners, with partners, through partners, about partnerships.
Check first: Confirm partner-side interviewees, customer approvals, formats, deliverables, audience guarantees, pricing, lead times, and usage rights.
Main ideas
Partner marketing and partner management are the same job, not two teams · Partners stop replying when every contact is an ask · A partner program runs on four kinds of content
Lindsay Riggs works in partner and content marketing, connecting partner relationships with the practical work of planning campaigns, enabling partners, and supporting shared go-to-market goals.
Their LinkedIn posts argue that partner marketing belongs in partnership strategy—not in a silo—and offer concrete ways to plan partner content, strengthen engagement, and tell joint customer stories.
They also describe consulting on partner strategy, co-marketing, demand generation, go-to-market alignment, and partner enablement.
Riggs makes partnership strategy tangible.
A four-part content model separates what a company creates for partners, with partners, through partners, and about partnerships—useful for spotting gaps beyond co-branded campaigns.
For engagement, they suggest reviewing recent partner interactions and asking whether they offered support or mainly made requests.
For joint customer stories, they outline the process from agreeing on a shared value proposition through interviews, approvals, promotion, and reuse.
They also argue that partner marketers should help build relationships and plan across the partner lifecycle, not simply produce campaigns.
A post summarizing a Partnership Leaders session credits its speakers and report for the takeaways, rather than presenting them as their own framework.
Lindsay Riggs writes about partner marketing as a relationship discipline rather than a pipeline chore.
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Three positions recur: partner marketing and partner management are the same work split across two teams at a cost; partners go quiet when every contact is an ask, so vendors should provide enablement, co-marketing support and proof of revenue before requesting pipeline; and a partner program needs content planned by audience — for partners, with partners, through partners and about partners — rather than a stack of one-off assets. Riggs also shares takeaways from Partnership Leaders sessions and reports, crediting the practitioners behind the frameworks, and describes their working mode as an outside voice brought in for defined projects.
Partner marketing and partner management are the same job, not two teams
Riggs argues that the common split — one team owning partner relationships, another owning campaigns — creates silos that cost revenue.
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They say effective partner marketers own relationships and trust, align work across the partner lifecycle from onboarding through enablement to growth, run joint business planning and co-selling, and coordinate with product, sales, marketing and customer success. The remedy is blunt: stop thinking in silos, start thinking in outcomes.
The post lays out the familiar split — one side owns relationships, the other campaigns; one drives revenue, the other “supports” — then offers a two-step instruction: stop thinking in silos, start thinking in outcomes.
Partners stop replying when every contact is an ask
Riggs treats partner engagement as reciprocal.
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Vendors whose only touchpoints are quarterly business reviews and renewals should expect to be ignored; partners are asking the same “what have you done for me lately?” question. To keep partners invested, check in outside the review cycle; provide enablement, demand-generation support and strategic alignment before asking for pipeline; make co-marketing help and useful materials real instead of leaving partners with a portal full of PDFs; streamline deal registration and marketing development funds; and keep showing revenue impact and customer stories.
The post offers a self-test: look at the last few partner interactions and sort them by whether they were about the partner — strategy, enablement, support — or the vendor — pipeline updates, renewals, asks. Riggs says the ratio may surprise you and recommends treating partnerships less like a one-hit wonder and more like a supergroup on repeat.
Riggs argues that a partner marketing strategy needs a content strategy behind it, planned for four distinct audiences.
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To-partner content keeps partners informed and motivated: program guides, enablement and training documentation, newsletters, portals, awards, webinars.
With-partner content builds joint awareness and leads: joint value propositions, co-branded solution sheets, customer case studies, thought leadership, joint webinars.
Through-partner content makes it easy for partners to promote the vendor: customisable email sequences, sales scripts, playbooks, social posts, co-brandable collateral.
For/about-partner content explains the value of partnerships inside and outside the company: internal and external messaging guides, press releases, executive presentations, sales kickoff material.
Riggs lists the four buckets and their concrete assets, then asks how many partner professionals have a documented plan covering all four, individually and together. The question is the point: most programs default to one bucket.
Joint customer stories belong to both organisations
Riggs places joint customer case studies at the intersection of partner marketing and customer marketing, treating them as co-owned from the outset rather than co-branded after the fact.
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The method: start with a clear joint value proposition or “better together” message, involving the partner in the storytelling; interview the customer and partner teams about both the products and their experience working together; get feedback and approval from both sides and agree on a joint promotion plan; then repurpose the story for social, video, website and sales enablement for both partners.
Riggs notes that the same asset can serve as both partner program recruitment and brand awareness material, so approval and promotion should happen before the story ships, not after.
What Riggs amplifies: ecosystem strategy from Partnership Leaders
Riggs regularly writes up sessions and reports from the partner ecosystem, sharing practical takeaways and crediting their sources.
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From a Partnership Leaders session on what drives ecosystem success, they relay four points attributed to named speakers: partnerships are multi-chapter stories that need cross-functional alignment and consistent messaging, with no room for “ideas of the week” (Ron Piovesan, Okta); map partners across the customer journey and favour a smaller, more strategic partner set tracked with a partner scorecard (Penny Byron, Bridge Partners); service partners prioritise referrals over commissions — a 92% figure Riggs credits to Tai Rattigan of Partnership Leaders and Edward Cepulis of GitLab — so operations should reduce friction and integrate partners into the customer success journey; and partner selection should be judged both qualitatively and quantitatively on strategy fit, customer experience and a “better together” story (Shan Shan Li, Visa).
The 'ideas of the week' line and the 92% referrals-over-commissions figure are the speakers', which is why the post reads as curated conference notes a reader can act on rather than an original framework.
Riggs names a priority rather than making a partnership argument: success, they say, is not about climbing a corporate ladder but about building and connecting with sharp, scrappy teams ready to move.
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They cite untangling messy partner programs, writing content that sells rather than just ranks, and serving as the outside voice that says plainly when something is not working and what to do instead. The consulting pitch follows: not every team needs a full-time hire; sometimes a strategic operator can plug in and run.
One post advertises consulting and project-based work on partner marketing strategy, co-marketing and demand generation, go-to-market alignment and partner enablement, while also saying Riggs is exploring full-time senior partner marketing roles. A later post states an all-in move to the consulting practice.
The two posts point in different directions — one keeps a full-time senior role open alongside project work, the other commits to consulting — and neither has a publication date. Ask for the dates to confirm which came first.
Answers whether partner marketing and partner management should be split across two teams, and why that arrangement costs revenue.
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Start here for the clearest statement of how Lindsay Riggs believes partnership work should be organised.
The post argues that the common split — one team owning relationships, another owning campaigns — creates silos that kill revenue.
In this view, partner marketers already own relationships and build trust, align work from onboarding through enablement, run joint business planning and co-selling, and work with product, sales, marketing and customer success.
The proposed fix: stop thinking in silos and start thinking in outcomes.
For brands planning a campaign
Useful when a brand is deciding how to structure or brief a partner function. A brief organised around a shared outcome, rather than one team's deliverables, reflects this view.
Answers what content a partner programme needs across audiences that are easy to conflate.
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Start here to plan content or audit a partner programme.
Lindsay Riggs breaks partner marketing content into four audiences: TO-PARTNER (programme guides, enablement and training material, newsletters, portals, awards, webinars), WITH-PARTNER (joint value propositions, co-branded solution sheets, customer case studies, thought leadership, joint webinars), THROUGH-PARTNER (customisable campaigns including email sequences, sales scripts, playbooks and co-brandable collateral), and FOR/ABOUT PARTNER (internal and external messaging guides, press releases, executive presentations, sales kickoff material). The post asks how many partner professionals have a documented plan covering all four.
For brands planning a campaign
The four buckets work as a content audit for a brief. If a proposed campaign covers only joint or partner-facing assets, this framework highlights the missing to-partner and through-partner material.
Start here for a practical diagnostic to run before committing budget.
The post opens with vendors who only ask partners what they have done lately, saying they should expect ghosting and lost revenue — and noting that partners are likely asking the same question back.
It lists four practices: check in before partners check out, rather than only at quarterly reviews and renewals; give before you get through enablement, demand generation support and strategic alignment; make the partner's life easier with real co-marketing support, useful materials rather than a portal full of PDFs, and streamlined deal registration and MDF; and prove value constantly with revenue impact and customer stories.
The post also offers a quick test: review recent partner interactions and separate the ones about them from the ones about you.
For brands planning a campaign
Offers a quick pre-campaign diagnostic: counting how many recent touchpoints were asks rather than support shows how much groundwork a partnership programme needs before a joint push.
Answers how to produce a customer story both partners will promote.
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Start here when a campaign depends on co-branded proof.
The method starts with a clear joint value proposition or better-together message, with the partner involved in the storytelling.
It then covers interviewing the customer and partner teams about both the products and the experience of working together, getting feedback and approval from both sides, and agreeing on a joint promotion plan.
The final step is repurposing the story for social, video, website and sales enablement for both partners, with partner programme recruitment and brand awareness as additional uses.
For brands planning a campaign
Sets out the sequence and approval load for a co-marketing asset plan: two organisations need to agree on the message, interviews, sign-off and channel plan before the story ships.
Answers what Lindsay Riggs does and how they work.
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Start here for the clearest short statement of their practice.
After a decade in partner and content marketing, the post says success is not about climbing the corporate ladder but about building and connecting with sharp, scrappy teams ready to move.
The stated strengths are untangling messy partner programmes, writing content that sells rather than just ranks, and being the outside voice that says when a programme is not working and what to do instead.
The post announces an all-in move to a consulting practice and notes that not every team needs a full-time hire — sometimes a strategic operator can plug in and run.
For brands planning a campaign
Describes the expected engagement as a short process of diagnosing and fixing, rather than a long programme build. Useful for scoping a project brief and setting deliverables.
Start here to check current availability before planning an engagement.
The post announces a return after a period away caring for a toddler and supporting a husband through a medical issue, and says things are improving. It offers consulting and project-based work in partner marketing strategy and execution, co-marketing and demand generation, and go-to-market alignment and partner enablement, while also exploring full-time senior partner marketing roles at growth-focused technology companies.
For brands planning a campaign
Indicates two tracks running at once: project engagements now and a possible full-time move later. A brand should scope a defined project and confirm availability rather than assume a long retainer.
Shows what Lindsay Riggs is reading and following across the wider partner ecosystem.
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Start here for the sources behind the recommendations.
A written summary of a Partnership Leaders session on what drives ecosystem success in 2025, citing the Ecosystem Compass Report and named speakers.
Four takeaways: partnerships are multi-chapter stories that need cross-functional alignment and consistent messaging, not ideas of the week; map partners across the customer journey and favour a smaller, more strategic set, using a partner scorecard; service partners drive adoption and prioritise referrals over commissions, with a 92% figure attributed to two named speakers; and choose partners on qualitative and quantitative grounds, including strategic fit, customer experience and a better-together story.
The piece presents named speakers’ ideas as curated conference notes, not an original framework.
For brands planning a campaign
Shows the events and reports shaping the advice, which a brand can use to pressure-test a partner strategy before briefing. Separate Lindsay Riggs's own framework, such as the four content pillars, from summarised third-party material.
Partner engagement as reciprocity, not a renewal ask
Riggs argues that partners ghost vendors whose only contact comes during quarterly business reviews and renewal conversations.
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The remedy: check in regularly outside those cycles, provide enablement and demand-generation support before asking for pipeline, simplify deal registration and marketing-development-funds processes, and repeatedly show revenue impact and customer stories. To self-test, review the last few partner interactions: were they about the partner’s strategy and support, or the vendor’s renewals and asks?
Audit prompt: Classify recent partner touchpoints as partner-oriented or vendor-oriented before deciding what a campaign should change.
For brands planning a campaign
A campaign built on this theme should lead with partner-facing enablement and co-marketing support, not the vendor’s pipeline goals. Joint activity requests land better when they follow material support.
Content is the operating system for partner marketing
Riggs maps partner marketing content into four categories: to-partner content, such as program guides, enablement and training documentation, newsletters and portals; with-partner content, such as joint value propositions, co-branded solution sheets, customer case studies and joint webinars; through-partner content, such as customisable email sequences, sales scripts, playbooks and co-brandable collateral; and for/about-partner content, such as internal and external messaging guides, press releases and executive presentations.
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They ask practitioners whether they have a documented plan covering all four audiences and channels.
For brands planning a campaign
For a brand assessing Riggs, this shows a structured approach to building a partner content program, not just producing individual assets. A brief can ask them to audit which of the four content types is missing and which gap is blocking partner-led demand.
Partner marketing and partner management are one discipline
Riggs argues that splitting partner marketers, who support campaigns, from partner managers, who own relationships, creates silos that lose revenue.
Read more
They say strong partner marketers own relationships and build trust, align work across the full partner lifecycle—from onboarding through enablement to growth—drive joint business planning and co-selling, and collaborate with product, sales, marketing and customer success. Their proposed two-step fix: stop thinking in silos and start thinking in outcomes.
For brands planning a campaign
This position matters to brands deciding whether to buy a partner marketing engagement or a partner management one. Riggs is likely to challenge an org chart that separates the two functions and propose shared outcome measures as the campaign’s success criterion.
Joint customer stories that span partner and customer marketing
Riggs sees joint customer case studies as a point where partner marketing and customer marketing intersect.
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The process starts with a clear “better together” value proposition and involves the partner in storytelling.
Interview the customer and partner teams about both the products and the experience of working together, get approval from both sides alongside a joint promotional plan, then repurpose the story for social, video, website and sales enablement for both partners.
The story can also support partner program recruitment.
Interview-based co-creation: joint value proposition, dual interviews, dual approval, joint promotion plan, then repurposing across channels and enablement.
For brands planning a campaign
A brand can commission Riggs to build a joint customer story, from interviews and approvals to a distribution plan. Co-owned by the partner, the asset can support both demand generation and partner program recruitment.
Ecosystem strategy themes Riggs follows and amplifies
Riggs summarises a Partnership Leaders session on ecosystem success: partnerships are multi-chapter stories that need cross-functional alignment and consistent messaging, not “ideas of the week”; a smaller, more strategic partner set should be mapped across the customer journey and tracked with a partner scorecard; service partners prioritise referrals over commissions, so operations should reduce friction and integrate partners into the customer success journey; and partner selection should be evaluated qualitatively and quantitatively for strategy fit, customer experience and a “better together” story.
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The frameworks are attributed to named session speakers; Riggs synthesises them and selects the takeaways rather than presenting them as original research.
For brands planning a campaign
The post shows the frameworks Riggs brings to planning conversations. A brief can ask them to run a partner-set review or scorecard exercise before recommending where a brand should invest in co-marketing.
Riggs describes offering consulting and project-based work in partner marketing strategy and execution, co-marketing and demand generation, and go-to-market alignment and partner enablement, alongside a search for senior partner marketing roles.
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They define success as building and connecting with small, fast-moving teams rather than climbing a corporate ladder, and say they enjoy untangling messy partner programs and writing content that sells.
For brands planning a campaign
A brand can engage Riggs on a defined project, such as diagnosing a partner program or running a co-marketing push, rather than a long retainer. They position themselves as an outside voice willing to say plainly what is not working.
Riggs's posts name no employer, client, sponsor, affiliate, investment or owned business.
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They mention Partnership Leaders as the host of a partner-ecosystem session Riggs summarized. For a campaign, ask Riggs to confirm whether they have a commercial relationship with Partnership Leaders.
Partnership Leaders
Mention
Riggs wrote a recap of a Partnership Leaders session on ecosystem success in 2025 and quoted several speakers from that session.
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The post does not state that Riggs works for, sponsors, or is sponsored by Partnership Leaders.
Riggs writes about partner marketing as a relationship and content discipline.
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Start with the four-audience partner content model — to-partner, with-partner, through-partner, and for/about-partner content — then explore the argument that partner marketing and partner management are one discipline and the reciprocity test for partner engagement.
The joint customer case study method shows how these ideas work in practice.
Conference notes from a Partnership Leaders session show which ecosystem themes they follow and amplify, with credit to the named speakers.
Two posts describe their consulting and project-based partner marketing work.
For adjacent reading, Josh Scott covers SMB channel partner marketing and vendor program design; Olga Bondareva covers broader B2B marketing and sales trust-building and content effectiveness; Ari Hoffman covers customer marketing, advocacy, and community-led go-to-market.
Partner marketingPartner management and programsCo-marketingPartner enablementContent strategy for partner programsGo-to-market alignmentEcosystem strategyCustomer marketing and customer storiesFractional and consulting partner marketingPartner marketing and partnership leadersLinkedIn posts
Scott's posts focus on partner and channel marketing for B2B technology vendors, especially why SMB channel partners do not market their vendors and how vendor-led programs fail to scale.
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Both writers treat partner behavior as something programs must earn rather than assume.
Scott's posts focus on SMB channel partners and vendor-side program mechanics, including MDF, portals, and channel partner overload. Riggs's posts range across partner marketing content, co-marketing, joint customer stories, and the partner marketing/partner management split, and often amplify Partnership Leaders sessions.
Bondareva's posts target B2B marketing and sales leaders, covering how trust, relationships, content, and borrowed authority drive buyer decisions.
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Both writers publish practical frameworks and takeaways from practitioner conversations.
Bondareva writes broadly about B2B marketing and sales strategy, content effectiveness, and authority-building tactics such as analyst relations and influencer marketing, often through interviews and conference promotion. Riggs stays inside partner marketing and partner management, with partner program content design, partner engagement, and joint customer stories.
Hoffman's posts treat customer-facing marketing and go-to-market alignment as strategic work, not tactical functions.
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Both writers connect marketing, customer success, and cross-functional teams through relationship-led growth.
Hoffman's posts focus on customer marketing, customer advocacy, community-led growth, and book commentary that gives language to cross-functional GTM work. Riggs's posts center on partner marketing and partner management, including partner content models, co-marketing, and partner engagement.
Lindsay Riggs’s posts offer practical advice for partner-marketing practitioners and leaders on partner enablement, co-marketing, ecosystem strategy, and joint customer stories—making them a clear subject fit for a campaign on modern partner ecosystem growth.
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Before committing, request recent LinkedIn audience analytics for geography and seniority, and a documented audience survey or equivalent evidence for professional roles and employer types.
Lindsay Riggs describes working as a partner marketing consultant and practitioner, offering consulting and project-based help with partner marketing strategy, co-marketing and demand generation, GTM alignment and partner enablement, and content strategy across the partner lifecycle.
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The posts don’t establish a standard sponsorship or creator-partnership package or an official inquiry route. Brands should ask directly about formats, deliverables, audience guarantees, pricing, lead times, usage rights, approval requirements, and how to inquire.
Strong fit for a defined consulting or project engagement. The campaign need aligns with the work Lindsay Riggs describes doing and the frameworks in the posts. The scope points to a short diagnostic engagement, not an open-ended retainer.
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Brief
A B2B software company has signed a few dozen partners, has no documented content plan for them and wants partner-sourced pipeline moving within two quarters. The work: audit existing partner content, build a joint customer story with one or two flagship partners, and create a repeatable enablement set the partner team can run without outside help.
Reasons
The four-audience content model offers an audit tool for this exact problem: to-partner, with-partner, through-partner, and for/about-partner material. The first deliverable can be an inventory showing which bucket is missing and which gap is blocking partner-led demand, rather than a new content strategy built from scratch.
The joint customer story method maps onto the brief step by step: agree on a better-together value proposition, involve the partner in the storytelling, interview both the customer and the partner team, get approval and a joint promotion plan from both sides, then repurpose the story for social, video, website and sales enablement on both sides, and reuse it for partner recruitment. The result is a scoped project with a finished asset.
The reciprocity diagnostic is a low-cost first move before making any requests of partners. Count how many recent partner touchpoints focused on the partner's strategy and support versus the vendor's renewals and asks. That tells the buyer how much groundwork the programme needs, and the test can run in week one without new spend.
The brief raises an organisational question the posts address directly: splitting relationship ownership and campaign ownership across two teams is identified as a cause of lost revenue, with shared outcome measures—not separate deliverables—as the proposed fix. Buyers should expect a challenge on team structure before agreeing on campaign design.
The working mode matches. The posts describe consulting and project-based help with partner marketing strategy and execution, co-marketing and demand generation, go-to-market alignment and partner enablement. They frame the value as an outside operator who plugs in, identifies what is not working and executes. That suits a two-quarter project with defined deliverables better than a long retainer or a full-time hire.
Limits
This judgment rests on seven LinkedIn posts. Before committing, ask whether the vendor can provide partner-side interviewees and secure customer approvals on schedule; the posts do not address those dependencies.
When to choose a specialist
Poor fit based on the posts. They do not support a sponsorship deal of this shape: the campaign requires reach guarantees and consumer product promotion, neither of which the posts address.
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Brief
A consumer snack brand wants a paid creator sponsorship: one LinkedIn video a month for six months, a guarantee of five million impressions, a fee set by follower count, and direct product promotion to the creator's audience with a discount code.
Reasons
None of the posts describes a sponsorship or creator-partnership programme. They set out no standard formats, deliverables, audience guarantees, rates, lead times, usage rights or approval requirements, so a buyer cannot price or scope a sponsorship package from them. Ask for those details before proceeding; the posts do not establish whether Lindsay Riggs accepts sponsorship.
The posts offer practitioner advice and commentary for partner and marketing professionals, not product endorsements aimed at consumers. Their subjects—partner enablement, content structure, joint customer stories and ecosystem strategy—address a different audience from a snack brand's shoppers.
The posts do not demonstrate a video-per-month deliverable; the material available to review is written text. Ask for video samples before assessing that capability.
The only audience figure available is a follower count in the low thousands; no analytics are available for geography, seniority or engagement. That cannot support an impressions guarantee. Ask for audience data before considering a campaign that requires one.
Limits
This is a judgment about fit with the brief, not about ability to make video or about the size of the audience. If the brief shifted from consumer reach to a partner or channel marketing engagement for a B2B audience, this assessment would change.
A worked campaign example
Angle
Treat the first two weeks as a diagnostic that earns the right to ask partners for anything. Use the four-audience content model to show where the programme is thin, apply the reciprocity test to check whether the company has been asking before giving, then build a joint customer story with one partner as a worked example of the missing content type. Deliver a live asset and a template, not a strategy deck.
Brief
Six-week project for the B2B software company in the good-fit brief: audit partner content, produce one joint customer story with a flagship partner, and hand over a repeatable set the partner team can run.
Changes the decision
If the brief is rewritten to require audience-scale reach guarantees, consumer product promotion or a long retainer with monthly deliverables, this worked angle no longer applies; the poor-fit assessment governs instead.
Sequence
Weeks 1 to 2, content audit: classify everything the company already has into to-partner, with-partner, through-partner, and for/about-partner buckets, then identify the missing bucket that is blocking partner-led demand.
Weeks 1 to 2, reciprocity test: sort the last twenty or so partner interactions into partner-oriented and vendor-oriented, then report the ratio. If vendor asks dominate, open the campaign with enablement and support; make the co-marketing request later.
Weeks 2 to 5, joint customer story: draft a better-together value proposition with the partner, interview the customer and partner team about both the products and the experience of working together, get approval and a joint promotion plan from both sides, then adapt the story for social, website and sales enablement on both sides, and for partner recruitment.
Week 1, team check: agree which team owns the partner relationship before work starts. If the company has separate partner management and partner marketing teams, set shared outcome measures for the project so the story is not handed across a silo at the end.
Week 6, handover: deliver the content audit, published joint story, interview and approval checklist, and distribution plan as a repeatable set for the next partner.
Why this shape
Every step draws on a documented position: the four-audience content model, the reciprocity test, the joint case study process, and the argument that partner marketing and partner management are one discipline. The scope fits the described working mode: plug in on a defined project and say plainly what is not working.
When the partner base that must move is mostly SMB or long-tail resellers, and the block is getting those partners to market the vendor at all rather than producing a documented content plan.
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Josh Scott's posts argue that most SMB partners do not market their vendors because they lack time and specialist marketing staff, rarely receive MDF, are overwhelmed by asks from 20 or more vendors, and do not use self-service portals.
The recommendation is proactive, automated marketing support rather than another portal or enablement layer.
That makes Josh Scott a stronger alternative if the two-quarter target depends on activating many small partners, especially if the company has been trying to solve the problem with a partner portal.
Lindsay Riggs's posts do not address the four-audience partner content audit, the joint customer-story process, or partner marketing and partner management alignment.
Ask for evidence of their experience with those areas before choosing them for that work.
Choosing Josh Scott trades a structured partner-content and joint-story method for a channel-activation diagnosis aimed at SMB scale.
If the campaign needs one flagship joint customer story and a reusable content audit, Lindsay's posts are closer to the work.
When the real problem is broader B2B demand generation and trust-building across sales and marketing, with partner-sourced pipeline as one channel inside that system.
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Olga Bondareva's posts lay out a trust-building plan for AI-era B2B: relationship building through social selling, community, events and long-term nurturing; building authority through thought leadership, personal brands, employee advocacy, case studies and public speaking; and borrowing authority through strategic partnerships, analysts, influencer marketing, podcasts and PR.
A second post interviews practitioners on why B2B content gets created but not used by sales, covering buyer-centred messaging, local-language content, measurement and AI as a thinking partner.
This is a better choice when sales adoption of content or wider authority building is the bottleneck, rather than partner content structure alone.
Lindsay Riggs's posts treat partnerships as one item under borrowing authority.
They do not detail partner content audits, to-partner, with-partner, through-partner and for/about-partner content, or joint customer story production.
Choosing Olga Bondareva trades a focused partner-content programme for a wider GTM content and trust strategy.
When the route to partner-sourced pipeline runs through customer community, advocacy and customer-led growth.
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Ari Hoffman's posts discuss The Purpose Code and The Community Code: culture without alignment, product co-created with customers, engagement with empathy, and community as infrastructure across marketing, product, support, customer success and sales.
One post states that advocacy, feedback, deflection, adoption and pipeline are the same signal with different labels, and most teams still do not run it that way.
Ari Hoffman is a stronger alternative when the vendor already has active customers whose stories and community can be mobilised, or when the blocker is cross-team ownership of customer evidence rather than partner enablement.
Lindsay Riggs's posts focus on book commentary and community and advocacy arguments, not a partner-program content audit or joint partner case-study method. Their posts map directly to partner content buckets and a repeatable joint-story process, so the tradeoff is customer-community depth against partner-program specificity.
Seven LinkedIn posts by Lindsay Riggs cover a four-audience model for partner content, a reciprocity test for partner engagement, the argument that partner marketing and partner management are one discipline, a method for joint customer stories, takeaways from a Partnership Leaders ecosystem session, and two posts about consulting work.
No long-form articles, videos, or third-party profiles are featured here, and the posts do not include publication dates, so they are presented as recurring themes rather than a timeline.
Ideas credited in the session recap belong to the named speakers, not to Riggs, as the profile notes.
The topic list, work examples, and similar-creator comparisons elsewhere on this page come from the same seven posts.
