Strategic Technology Co-Marketing | AWS

The Opportunity

AWS operates within one of the world's largest and most complex technology ecosystems.

Each strategic technology partnership brings its own objectives, customers, solutions, sales priorities, and market opportunities.

That means successful co-marketing can't simply be:

AWS campaign + partner logo.

The real opportunity is finding the intersection between what AWS wants to accomplish, what the partner wants to accomplish, and—most importantly—what matters to the customer.

My role was to find that intersection and turn it into a go-to-market strategy.

From Partnership to Go-to-Market

I worked across AWS and partner organizations to translate shared business priorities into integrated co-marketing programs.

Depending on the opportunity, those strategies could bring together:

• Demand generation
• Digital campaigns
• Content and thought leadership
• Events and customer engagement
• Executive engagement
• Partner enablement
• Joint messaging
• Sales activation

Rather than treating these as disconnected marketing tactics, I approached them as components of a larger customer journey.

What are we trying to accomplish together?

Who are we trying to reach?

Why should that customer care about the combined value of AWS and this partner?

Those questions shaped the strategy before we selected the marketing tactics.

Orchestrating Across Organizations

One of the most challenging—and rewarding—aspects of strategic co-marketing is that success rarely sits within a single team.

Programs required collaboration across Partner Sales, Alliances, Product Marketing, Marketing Operations, and partner marketing organizations.

Each organization brought different priorities, timelines and measures of success.

My role was to connect those pieces—aligning business objectives, investments, messaging, execution and measurement around a shared GTM opportunity.

That required influencing across organizations rather than simply managing within one.

Marketing Built Around Business Outcomes

The goal wasn't marketing activity for the sake of activity.

Programs were designed to create measurable engagement and move opportunities toward sales.

By aligning partner and AWS priorities more closely and building integrated campaigns around those opportunities, our strategic partner marketing initiatives contributed to a:

200% increase in Partner Sales Qualified Leads.

Individual campaigns also delivered engagement of up to:

300% above established benchmarks.

Those results reinforced something I strongly believe about ecosystem marketing:

Partnerships create value. Marketing makes that value visible—and actionable—to the customer.

At a Glance

• 200% — Increase in Partner Sales Qualified Leads
• 300% — Campaign engagement above benchmarks
• Global — Co-marketing and joint GTM programs
• 12+ strategic technology partners — Including NVIDIA, AMD, CyberArk, Ping Identity, Cadence and Rescale
• Integrated GTM — Demand generation, content, digital, events, executive engagement and enablement

Why It Worked

Successful co-marketing starts with alignment—not tactics.

AWS had priorities. Our partners had priorities. Sales organizations had priorities. And customers had problems they were trying to solve.

The opportunity was to find where those interests intersected and build the marketing strategy around that point.

That approach allowed us to move beyond traditional co-marketing and create programs that connected technology, customer value, partner opportunity, and measurable demand.

Leadership Perspective

Great partnerships don't automatically create great marketing.

The strongest joint go-to-market programs begin with a simple question:

What can we accomplish together that neither company can accomplish as effectively alone?

From there, marketing becomes the connective tissue—bringing together strategy, technology, sales, storytelling, and customer needs.

That's when an alliance becomes more than a partnership on paper.

It becomes a growth engine.