Sample partnership report
Fictional companies and answers, scored by the real PartnerScope® rules. See the readiness sample
Joint report
Partner A and Partner B
Released October 1, 2026 to both sides · Framework version 1.0
Partner A
Document conditions below and assign owners.
Pause and Restructure
21-40
Proceed with Conditions
41-59
Green Light
60-75
Do Not Proceed 15-20
Partner B
No further assessment needed.
Pause and Restructure
21-40
Proceed with Conditions
41-59
Green Light
60-75
Do Not Proceed 15-20
What this means
Partner A scored 57 of 75 (Proceed with Conditions) and Partner B scored 67 (Green Light). You're at opposite ends (1 and 5) on 1 question and two points apart on 3. You gave the same score on 11 of 15. Both sides scored Commercials lowest.
What if?
Try a higher score on any question to see how the total and rating would move. Nothing on the report changes.
Now: 57 of 75 · Proceed with Conditions. Pick a question below to try it at a higher score.
Commercials
C3Is there a defined process for what happens commercially if the partnership underperforms in year one?
C2How achievable are any minimum commitments given the current pipeline and resources?
Enablement
E2If technology or process gaps exist, is there a funded, committed plan with dates to close them?
Objectives
O2Is there an agreed timeline with specific milestones both sides have signed off on?
O3How strong and visible is executive sponsorship on both sides?
Pillar scores, side by side
Partner A Partner B
Click a pillar to focus the report on it.
Gaps to discuss first
Opposite ends of the scale, 1 vs. 5. The higher score explains first, then the lower score responds. Don't push for agreement. Both scores stand, and nothing is averaged.
- C3Commercials
Is there a defined process for what happens commercially if the partnership underperforms in year one?
Partner A 1Partner B 5Partner B explains first.
Partner A: Nobody has agreed what happens if year one misses target.
Partner B: Our contract has a year-one review clause we think covers this.
Next to discuss: 2-point differences
One side sees it as partly there, the other doesn't. The higher score explains first.
- O2Objectives
Is there an agreed timeline with specific milestones both sides have signed off on?
Partner A 3Partner B 5Partner B explains first.
- E2Enablement
If technology or process gaps exist, is there a funded, committed plan with dates to close them?
Partner A 1Partner B 3Partner B explains first.
- M2Management
How will partnership performance be tracked, and what is the review cadence?
Partner A 3Partner B 5Partner B explains first.
Where you agree
- O1How clearly can each side articulate what they need from this partnership in the next 12 months?Both 5
- O3How strong and visible is executive sponsorship on both sides?Both 3
- O4How much is each side financially or operationally exposed if this partnership fails?Both 5
- C1Do the unit economics hold up when modeled at 50% and 25% of target volume?Both 5
- C2How achievable are any minimum commitments given the current pipeline and resources?Both 3
- E1Does each side's current technology stack support the integration this partnership requires?Both 5
- E3How clearly defined is the go-to-market motion, including roles for selling, support, and customer ownership?Both 5
- E4What internal training is required on each side, and who is accountable for delivering it?Both 5
- M1Are there named relationship owners on both sides, with dedicated time explicitly allocated?Both 5
- M3What is the defined escalation process for raising and resolving issues between the parties?Both 3
- M4How clearly defined is the go/no-go review timeline and decision criteria?Both 5
Commercial context
Entered by Partner A. For reference. Not scored.- Commercial model
- Co-sell, Joint pursuit of enterprise accounts
- Minimum commitments
- None in year one
Recommended next steps
A step for each 1 or 3 either side gave, from the PartnerScope® library.
Objectives
Is there an agreed timeline with specific milestones both sides have signed off on?
Put a named owner and a date on every milestone, then have an executive on each side approve the timeline in writing. Rough timelines slip quietly because nobody is on the hook for any single date.
How strong and visible is executive sponsorship on both sides?
Give each executive sponsor a specific job: attend the kickoff, sit in on a quarterly review, own escalations. Write the jobs down and share them with both teams. Awareness without a job doesn't hold up when priorities compete.
Commercials
How achievable are any minimum commitments given the current pipeline and resources?
Sit down together with the actual pipeline data and agree on the minimums from it, not from the last conversation. Write down the assumptions behind the number, so both sides can see when they stop holding.
Is there a defined process for what happens commercially if the partnership underperforms in year one?
Decide before signing what happens if year one misses. Agree on the trigger, who decides, and the options: a cure period, reduced minimums, a restructure, or an exit. Settling this after a miss turns a business decision into a fight.
Enablement
If technology or process gaps exist, is there a funded, committed plan with dates to close them?
List the gaps that block launch, give each an owner and a date, and settle who pays for each. If E1 also scored a 1, map the gaps first. A gap with no owner or budget won't close on its own.
If technology or process gaps exist, is there a funded, committed plan with dates to close them?
Get a budget line and firm dates for the plan to close the gaps. Funding is the real test of commitment. Until it's funded and dated, treat the plan as a wish.
Management
How will partnership performance be tracked, and what is the review cadence?
Put the first three performance reviews on the calendar now, with the same attendees each time. KPIs without a review cadence get looked at only when something has already gone wrong.
What is the defined escalation process for raising and resolving issues between the parties?
Document the escalation path with names and expected response times, and share it with both teams. Informal paths break the day someone changes jobs.
Conditions, Concerns, and Next Steps
Log what came up, who owns it, and by when. Both sides can edit this table.
OpenAgree in writing what happens if year one misses target
Head of Partnerships · Dec 1, 2026 · High priority
Head of Partnerships
Dec 1, 2026
High
OpenFund and date the integration gap plan
VP Product · Jan 15, 2027 · Medium priority
VP Product
Jan 15, 2027
Medium
OpenDocument the escalation path with named contacts
Partner Manager · Jan 31, 2027 · Low priority
Partner Manager
Jan 31, 2027
Low
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