About Me
From 1989 until 1992, I was a Global Channel Marketing and Sales Manager at Borland Software, helping make Borland
one of the top five Software companies in the world. In 1994, Philippe Kahn, the founder of Borland, invited me to help
create Starfish Software and lead the creation of the Marketing and Sales organization. After only three years, the
company had grown to over $1 Billion in annual revenue and in 1996, I helped lead the acquisition of Starfish by Motorola
Inc.
From 1997 through 2003, I led the Global Marketing, Programs, and Channel Development team at Seagate Technology
where the team took Seagate to the #1 position in Market-share in the indirect Channel by creating Seagate's award-
winning global Partner Program including S.T.A.R.T. our leading edge training system.
Bob DeMarzo at VarBusiness said, "During his tenure at Seagate, Wallace is credited with championing the channel
cause and played an instrumental role in formulating the company's first official channel program. It wasn't long after that
in 2001 that Wallace and Seagate captured first place in VARBusiness' Annual Report Card competition."
In 2003, Hitachi Data Systems asked me to help transform the company from a direct to a channel focused enterprise.
When this happened CRN wrote; "Charlie Wallace, the man credited with teaching Seagate how to spell "VAR" will be
educating Hitachi Data Systems on how to leverage the indirect channel."
In only one year, we created a global reseller channel which accounted for 50% of Hitachi's global business, created and
implemented the Hitachi TrueNorth Channel Partner Program and establish the Hitachi Service Provider Program which
certifies, trains and authorizes channel partners to sell and deliver a complete line of Hitachi branded services. We were
very proud when the Hitachi Partner Program was awarded the VarBusiness ARC for Best Partner Program in the Storage
Subsystem Category.
During the years 2004 through most of 2006 I worked as an independent consultant to companies that have been
developing their channel strategies and programs. A highlight has been the delivery of a Business Development
Workshop for vendors that are striving to create a stronger business relationship with their key partners. Over the course
of one or two days, I facilitate an intense and very frank discussion about how the vendor and their channel partners are
executing together to reach their goals. We identify the gaps and create an action plan for 9-12 months that we all agree
will underpin and drive the achievement of marketing, sales and partnership goals.
In the Fall of 2006, Network Appliance - known around the industry as simply NetApp - asked if I would help them build a
set of channel programs to help their partners success with services. I accepted the offer and for the built the NetApp
Service Partner Network. The network provides tools, training and programs to help partners sell and deliver both
support and professional services for NetApp products. The partners and the global Geos love having services in their
solution portfolio!
In the Fall of 2008, I returned to Seagate. I was charged with revitalizing the SPP (Partner Program) (that I created in
1999) and also to lead all marketing for Latin America working with distributors like Intcomex, Bell LatAm, Alcateia and SED
Latin America. In 2009 we launched a partner program throughout Latin America to keep the strong growth in the region
going. To the dismay of many, when Seagate implemented a massive reorganization in July, my Channel Marketing team,
the channel sales team and the positions of many other Seagaters were eliminated.
Now, I have, one again, become "The Channel Guy", fearless defender of the technology channels and provider of
Insights, Research and Strategies to Win by utilizing the vast network of channel partners available to the technology
vendor community.
Knowing how to target the best customers - whether directly or through a committed, enthusiastic distribution channel - is
the key to generating profitable revenue in the technology industry. By leveraging extensive experience in both direct
marketing and in global business and channel development, I help companies focus on the best customers and prospects
in our industry’s hottest growth markets.
From supply-chain and sales to marketing and channel development, our experience in the technology business provides
a unique set of perspectives and experiences that can be leveraged to help companies "Move the Meter" by creating and
implementing winning strategies, new alliances and masterful implementation and metrics.
If you would like a copy of my resume, please click here!
If you would like a copy of a presentation describing the cultural difference between North and Latin America and some
ideas about working with the channel, click here!
one of the top five Software companies in the world. In 1994, Philippe Kahn, the founder of Borland, invited me to help
create Starfish Software and lead the creation of the Marketing and Sales organization. After only three years, the
company had grown to over $1 Billion in annual revenue and in 1996, I helped lead the acquisition of Starfish by Motorola
Inc.
From 1997 through 2003, I led the Global Marketing, Programs, and Channel Development team at Seagate Technology
where the team took Seagate to the #1 position in Market-share in the indirect Channel by creating Seagate's award-
winning global Partner Program including S.T.A.R.T. our leading edge training system.
Bob DeMarzo at VarBusiness said, "During his tenure at Seagate, Wallace is credited with championing the channel
cause and played an instrumental role in formulating the company's first official channel program. It wasn't long after that
in 2001 that Wallace and Seagate captured first place in VARBusiness' Annual Report Card competition."
In 2003, Hitachi Data Systems asked me to help transform the company from a direct to a channel focused enterprise.
When this happened CRN wrote; "Charlie Wallace, the man credited with teaching Seagate how to spell "VAR" will be
educating Hitachi Data Systems on how to leverage the indirect channel."
In only one year, we created a global reseller channel which accounted for 50% of Hitachi's global business, created and
implemented the Hitachi TrueNorth Channel Partner Program and establish the Hitachi Service Provider Program which
certifies, trains and authorizes channel partners to sell and deliver a complete line of Hitachi branded services. We were
very proud when the Hitachi Partner Program was awarded the VarBusiness ARC for Best Partner Program in the Storage
Subsystem Category.
During the years 2004 through most of 2006 I worked as an independent consultant to companies that have been
developing their channel strategies and programs. A highlight has been the delivery of a Business Development
Workshop for vendors that are striving to create a stronger business relationship with their key partners. Over the course
of one or two days, I facilitate an intense and very frank discussion about how the vendor and their channel partners are
executing together to reach their goals. We identify the gaps and create an action plan for 9-12 months that we all agree
will underpin and drive the achievement of marketing, sales and partnership goals.
In the Fall of 2006, Network Appliance - known around the industry as simply NetApp - asked if I would help them build a
set of channel programs to help their partners success with services. I accepted the offer and for the built the NetApp
Service Partner Network. The network provides tools, training and programs to help partners sell and deliver both
support and professional services for NetApp products. The partners and the global Geos love having services in their
solution portfolio!
In the Fall of 2008, I returned to Seagate. I was charged with revitalizing the SPP (Partner Program) (that I created in
1999) and also to lead all marketing for Latin America working with distributors like Intcomex, Bell LatAm, Alcateia and SED
Latin America. In 2009 we launched a partner program throughout Latin America to keep the strong growth in the region
going. To the dismay of many, when Seagate implemented a massive reorganization in July, my Channel Marketing team,
the channel sales team and the positions of many other Seagaters were eliminated.
Now, I have, one again, become "The Channel Guy", fearless defender of the technology channels and provider of
Insights, Research and Strategies to Win by utilizing the vast network of channel partners available to the technology
vendor community.
Knowing how to target the best customers - whether directly or through a committed, enthusiastic distribution channel - is
the key to generating profitable revenue in the technology industry. By leveraging extensive experience in both direct
marketing and in global business and channel development, I help companies focus on the best customers and prospects
in our industry’s hottest growth markets.
From supply-chain and sales to marketing and channel development, our experience in the technology business provides
a unique set of perspectives and experiences that can be leveraged to help companies "Move the Meter" by creating and
implementing winning strategies, new alliances and masterful implementation and metrics.
If you would like a copy of my resume, please click here!
If you would like a copy of a presentation describing the cultural difference between North and Latin America and some
ideas about working with the channel, click here!
Professionally speaking . . . .
Charlie K. Wallace - The Channel Guy
 | |  | |  | |  | |  | |  |
