Results
That Show
Up in Revenue.

This Series B security ISV had been trying to pass their AWS Foundational Technical Review for nearly 12 months. They'd attempted the review twice — once with internal resources and once with a generalist AWS consulting firm — and received remediation requests both times that stalled the process for months.

The core problem wasn't their product. Their architecture was solid and their security posture was genuinely strong. The failures were documentation failures. They'd selected the wrong checklist track (submitting under SaaS requirements when their delivery model had AMI components), submitted incomplete evidence packages, and hadn't staged their ACE pipeline to meet the 10-opportunity prerequisite before submission.

Meanwhile, their PDM had cooled on them — two failed FTR attempts signals low investment to the AWS field, even when it isn't warranted.

• Audited both prior submission attempts to identify exactly where the reviews failed and why
• Reclassified their delivery model correctly — hybrid SaaS/AMI — and selected the appropriate combined checklist
• Ran a full gap analysis against the correct checklist, prioritizing the 4 items that had triggered remediation requests in prior reviews
• Rebuilt the ACE pipeline in parallel: staged 13 qualified opportunities across their top AWS territories to clear the prerequisite
• Assembled a complete evidence package including architecture diagrams, IAM policy documentation, encryption posture summary, and incident response runbook excerpts
• Coordinated directly with their PDM to flag the resubmission and signal renewed partner investment
• Managed the Partner Central submission end-to-end and responded to one minor clarification request within 48 hours

This DevOps platform had been an AWS Select-tier partner for over two years. Their product had a clear migration use case — customers regularly used it to modernize CI/CD pipelines during AWS migrations — and their PDM had mentioned MAP funding multiple times in passing. But nobody had ever followed up, and the team didn't have the bandwidth to figure out how the program actually worked.

When we audited their closed deals from the prior two years, we identified eight engagements that had been MAP-eligible — and none had been submitted. The total eligible funding window across those deals was approximately $120K.

• Conducted a retroactive deal audit across 24 months of closed business to identify MAP-eligible engagements
• Classified each deal by MAP tier (Lite, Standard, Large) based on migration scope and AWS consumption data
• Built MAP SPI submissions for the 8 qualifying opportunities, working with their delivery team to assemble required migration artifacts
• Established a forward-looking MAP qualification process so their AEs could identify MAP-eligible deals at discovery — not after close
• Created a funding tracking dashboard and intake process so no eligible deal would be missed going forward
• Coordinated with PDM on SPI approvals and ensured each submission was linked to active ACE pipeline

This analytics SaaS company had joined the AWS Partner Network knowing they wanted to reach Select tier. They had real AWS customers, a product built natively on AWS infrastructure, and a founder who had done the right thing by prioritizing the partnership early. But 14 months later, they were still Registered.

The problem was a mix of things: four certification requirements that nobody had been accountable for closing, an ACE pipeline with only 3 opportunities (well short of the threshold), and a partner profile in Partner Central that hadn't been updated to reflect their actual product capabilities and specializations.

• Ran a full tier requirement audit against current Select criteria — documented every gap with a clear owner and deadline
• Identified the 4 missing certifications needed: AWS Cloud Practitioner (2 team members), AWS Solutions Architect Associate, and AWS Developer Associate
• Built a certification study plan and accountability framework — tracked weekly with their engineering and sales leads
• Rebuilt their Partner Central profile: updated product categories, AWS service integrations, customer references, and case study attachments
• Submitted 12 ACE opportunities from their existing customer base to meet pipeline threshold
• Flagged the tier advancement candidacy to their PDM 2 weeks before the certification requirements were met to prepare for expedited review

This compliance automation ISV had done the right things early: they'd passed FTR, enrolled in ISV Accelerate, and had a legitimate product that AWS customers were buying. But their co-sell motion was flat. They had an ACE pipeline of zero. Their PDM had gone silent. And their AEs had no idea how to involve AWS in a deal.

The problem wasn't awareness — they knew what co-sell was supposed to look like. The problem was that they had no repeatable process for making it happen. There was no ACE submission standard, no PDM engagement cadence, no field rep relationship outside of their single PDM contact, and no internal enablement for their sales team.

• Designed a co-sell motion from scratch: ACE submission criteria, opportunity qualification threshold, and PDM engagement protocol
• Ran a 2-hour AE enablement session on AWS co-sell mechanics — how to identify co-sell opportunities, how to frame them for AWS, and what to expect from the process
• Reactivated the PDM relationship with a structured re-engagement: shared updated product positioning, three qualified pipeline accounts, and a proposed 30-day co-sell pilot
• Facilitated introductions to 3 AWS field reps in their top territories through PDM and PSM network
• Submitted 8 initial ACE opportunities from existing pipeline to establish baseline and signal investment
• Built a weekly co-sell cadence: ACE hygiene review, PDM sync, and new opportunity qualification — all managed by Grnmrk on a fractional basis

This FinTech SaaS platform had invested real effort in getting their AWS Marketplace listing live. They had the badge, the listing page, the product description. Nine months later: zero transactions. Their listing existed, but it wasn't connected to anything — no private offer strategy, no co-sell alignment, no CPPO motion with channel partners who were already selling their product.

The listing had been built as a compliance checkbox, not a revenue channel. Nobody had thought through how a buyer would actually transact through it — or which deals should go through Marketplace versus direct.

• Audited the existing listing: identified gaps in product description, pricing structure, category selection, and search keyword coverage
• Rebuilt the listing copy and category tags to align with how AWS buyers actually search for compliance and financial risk management tools
• Designed a private offer strategy: tiered pricing for direct enterprise buyers, and a CPPO template for their 3 existing channel partners
• Identified 6 deals in late-stage pipeline where Marketplace transacting would reduce procurement friction and help close faster
• Structured the first private offer and managed the AWS Marketplace deal room process end-to-end for the largest account
• Onboarded all 3 channel partners to CPPO — built partner-specific offer templates and trained their account teams on the transaction flow

This HR tech platform had a single alliances manager responsible for AWS, Microsoft, and Salesforce partnerships simultaneously. She was talented and knew the AWS relationship mattered, but there simply wasn't enough time to run the AWS program at the level it needed. ACE pipeline was stale. Funding opportunities were missed. PDM check-ins were quarterly at best — and mostly reactive.

They came to Grnmrk not because they were doing everything wrong, but because they needed someone to own the AWS program so their alliances manager could focus on the partnerships where she added the most strategic value.

• Conducted a full AWS program health audit: ACE pipeline, certification status, tier requirement gaps, funding history, and PDM relationship cadence
• Established a weekly ACE hygiene routine — reviewing, progressing, and retiring opportunities to maintain a clean, active pipeline
• Identified and submitted $65K in MDF and POC credit applications that had been available but unsubmitted
• Rebuilt the PDM engagement cadence: bi-weekly syncs with a structured agenda, co-sell pipeline review, and funding update standing items
• Delivered monthly executive reporting dashboards — ACE pipeline health, funding status, certification progress, tier requirements — formatted for their leadership team
• Supported QBR preparation: built the deck, compiled the data, and prepped their alliances manager for the sessions