Name: Partnership goals – Maintaining goal alignment
Uploaded: 2024-04-03T15:02:31.658Z
Duration: 186.04
Description: Fintech Founders explores partnership goals and maintaining goal alignments with our experts Matt Ong, CEO and Founder, Ctrl Alt, Victor Basta, CEO and founder, DAI Magister and Jacob Ayres-Thomson, Founder, 3AI.

Partnership goals – Maintaining goal alignment.mp4

Partnership goals – Maintaining goal alignment.vtt

ENGLISH

{{00:00:08}}
I think communication is super important
and I think particularly with our products

{{00:00:13}}
where we do more than just the technology.

{{00:00:15}}
We really help customers and
partners understand where their

{{00:00:19}}
problems are and how our product can
potentially be a solution for that.

{{00:00:23}}
So we keep the communication
lines really open and we work

{{00:00:26}}
closely with them on transactions.

{{00:00:28}}
And I think as a result, we're
very aware of what problems the

{{00:00:31}}
customer has and where they're
potentially stumbling blocks within

{{00:00:34}}
the partnership, what's not working.

{{00:00:37}}
Yeah by communicating and arguing.

{{00:00:38}}
be over communicating, I think we should
have a good grasp ahead of any problems

{{00:00:43}}
that would come up in a partnership.

{{00:00:46}}
I tend to focus ahead of the,
of the goals on the incentive

{{00:00:52}}
alignment in the partnership.

{{00:00:54}}
So whether it's like data suppliers
that we work with or companies are

{{00:00:59}}
going to partner with to create product.

{{00:01:01}}
So either suppliers, partnerships,
or even customers, I'm always,

{{00:01:06}}
we're always looking at three
AI to have perfect alignment.

{{00:01:09}}
Our success is their
success and vice versa.

{{00:01:11}}
And I think if you can all be shitting
into the same the same goalposts

{{00:01:16}}
the rest takes care of itself.

{{00:01:19}}
And I, think that echo is not just in
business, but generally in life and in

{{00:01:23}}
lots of different relationships that,
that you might have in life as well.

{{00:01:28}}
I always tell CEOs when we look at this.

{{00:01:31}}
That you should just assume that
there's probably a 90 percent chance

{{00:01:35}}
that it will not stay on course.

{{00:01:39}}
When I say that, I mean that it will
vary materially more than 10 or 20%.

{{00:01:44}}
And there will be moments over the course
of even the first year or two where

{{00:01:48}}
something will be significantly off track.

{{00:01:52}}
And there are two or three
things that one can do first.

{{00:01:55}}
Recognizing it is to plan forward
for it, which is very different than

{{00:02:00}}
talking about, for example, divorce
clauses in a partnership agreement.

{{00:02:03}}
This is, when something is wrong,
a rollout is slow, or there is a

{{00:02:11}}
problem in terms of getting alignment,
what is the plan for resolving it?

{{00:02:17}}
And at the end of the day, what It gets
down to specific people with specific

{{00:02:23}}
responsibility within both the larger
corporate as well as the growth company.

{{00:02:28}}
And so what growth companies often find
is that they need to add someone senior,

{{00:02:33}}
or take a significant amount of time of an
existing C level person's responsibilities

{{00:02:40}}
in order to really make this work.

{{00:02:42}}
That's completely different
than overseeing it.

{{00:02:45}}
It's making sure that it
develops week to week.

{{00:02:49}}
And assuming that there's going
to be a failure point and planning

{{00:02:53}}
ahead for it, strangely enough, is
usually the best way to deal with it.

I think communication is super important
and I think particularly with our products

where we do more than just the technology.

We really help customers and
partners understand where their

problems are and how our product can
potentially be a solution for that.

So we keep the communication
lines really open and we work

And I think as a result, we're
very aware of what problems the

customer has and where they're
potentially stumbling blocks within

be over communicating, I think we should
have a good grasp ahead of any problems

I tend to focus ahead of the,
of the goals on the incentive

So whether it's like data suppliers
that we work with or companies are

So either suppliers, partnerships,
or even customers, I'm always,

we're always looking at three
AI to have perfect alignment.

Our success is their
success and vice versa.

And I think if you can all be shitting
into the same the same goalposts

And I, think that echo is not just in
business, but generally in life and in

lots of different relationships that,
that you might have in life as well.

That you should just assume that
there's probably a 90 percent chance

When I say that, I mean that it will
vary materially more than 10 or 20%.

And there will be moments over the course
of even the first year or two where

something will be significantly off track.

And there are two or three
things that one can do first.

Recognizing it is to plan forward
for it, which is very different than

talking about, for example, divorce
clauses in a partnership agreement.

This is, when something is wrong,
a rollout is slow, or there is a

problem in terms of getting alignment,
what is the plan for resolving it?

And at the end of the day, what It gets
down to specific people with specific

responsibility within both the larger
corporate as well as the growth company.

And so what growth companies often find
is that they need to add someone senior,

or take a significant amount of time of an
existing C level person's responsibilities

That's completely different
than overseeing it.

It's making sure that it
develops week to week.

And assuming that there's going
to be a failure point and planning

ahead for it, strangely enough, is
usually the best way to deal with it.

Fintech Founders

Expert Insight

Fintech Founders explores partnership goals and maintaining goal alignments with our experts Matt Ong, CEO and Founder, Ctrl Alt,
Victor Basta, CEO and founder, DAI Magister and Jacob Ayres-Thomson, Founder, 3AI.
