The problem behind DealAlign
Partner-led opportunities behave differently from direct deals. The evidence that decides whether a deal is real sits with several parties — the seller, the partner and the end customer — and those versions rarely agree. A deal can look qualified, hold a credible value and carry a firm close date while resting on assumptions nobody has tested.
By the time the truth surfaces, it is often too late to change the outcome. That pattern is what DealAlign addresses today: bringing the evidence together before the forecast is committed, so risk is visible while there is still time to act on it.
Revenue and profit are also two different questions from the same relationship. A partner can lead on revenue while consuming more in commissions, discounts, presales, support and enablement than it returns — a margin problem that a pipeline report will never show, because it is not measuring cost at all.
What DealAlign is built to do
Three outcomes from one partner dataset: Increase Partner Sales — protecting and converting partner-led revenue; Improve Partner and Sales Team Collaboration — making the next action, its owner and its due date explicit across the company boundary; and Improve Partner Profitability — understanding which relationships actually return profit once attributable costs are counted. Profitability is one of the three outcomes the product exists to deliver, carried on the same partner record as reliability history.
All three run on one foundation: reconciling what the seller, the partner and the buyer each report against the evidence behind it.
Who DealAlign is for
DealAlign is aimed at the people accountable for partner-influenced revenue in enterprise organisations:
Sales leadership
Who own the forecast and carry the number.
Partner and alliance leaders
Who own the relationships, the pipeline those relationships generate, and the profit they return.
Account executives
Who work complex, partner-influenced deals day to day.
Revenue operations
Who are responsible for the integrity of the pipeline and the reliability of the forecast.
The founder
Darren Reilly is the founder of DealAlign. His background is more than 20 years in enterprise technology sales and sales leadership — enterprise sales roles at IBM and Dell, and sales leadership positions at Unily, Oracle, Siteimprove and Korbyt. He is also an Oracle-certified MEDDPICC trainer.
That background maps directly onto the three problems DealAlign is built around. Increase Partner Sales comes from carrying numbers across regions he could not cover locally, and from watching confidently reported partner deals quietly slip. Improve Partner and Sales Team Collaboration comes from managing partners as an extension of the sales team rather than as a separate reporting line. Improve Partner Profitability comes from seeing partners with strong revenue quietly return thin or negative contribution.
The background behind the product: enterprise selling, sales leadership and partner ecosystems, plus formal MEDDPICC training.
“I spent 20 years carrying enterprise sales numbers. I built DealAlign because I got tired of finding out too late that partner deals in my forecast weren’t as real as everyone thought they were.”
The product grew out of that first-hand experience rather than a market thesis: a qualification discipline applied to deals where the evidence is produced by somebody else.
Where DealAlign is today
Our MVP is ready. The core capabilities described on this site — partner deal visibility, shared actions across your team and your partners, and partner profitability — are built and working. You can walk through them today.
MVP-ready does not mean every planned capability is finished. Some things shown here, such as partner performance history drawn from your own past deals, are clearly marked as planned or illustrative. We would rather label a gap than overstate what is available.
Commercially, DealAlign is designed to give leaders a clear view of partner net contribution and contribution margin — the profit a partner’s sales actually return once its partner-attributable commercial and operating costs are counted: commissions, discounts and rebates, market development funds and joint marketing, partner account management, presales and support, training and enablement, and other attributable costs. The point is evidence-based commercial investment decisions — understanding which partner relationships create genuine financial value, and where to invest, improve performance or reallocate resource.
What is demonstrated, and what is not: the profitability figures shown on this site are calculated from fictional demonstration data. They illustrate how the calculation, cost attribution and recommendation logic behave — they are not validated customer outcomes, and no realised saving, proven profit uplift or audited result is claimed. Partner performance history is likewise illustrative; learning from a customer’s own recorded partner performance is a planned capability.
No automatic access to the product. Requesting a conversation does not provide access to the prototype or to any product material. We use your details only to respond to your enquiry.
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Talk to the founder
A working discussion, not a pitch. We can talk through where partner-led revenue is exposed to slippage or poor conversion, where partner costs may be eroding contribution, and how DealAlign approaches both — and whether early validation participation is relevant for your team. Private conversations, no sales pitch.
Talk to us