Konnect Insights sells its platform through a partner network. Before we built anything, we were the ones assembling deal rooms from scratch before every pitch, forwarding PDFs to champions and hoping they’d travel, watching deals go quiet in the space between a strong demo and a signed contract.
We knew exactly what was going wrong. We just didn’t have a fix for it.
Konnect DSR was created to solve the challenges channel partners face when managing complex, multi-vendor sales processes. After experiencing firsthand how difficult it was to organize proposals, support buyer champions, and keep deals moving, the team built a platform designed specifically for partner-led selling. By focusing on partner branding, simplicity, vendor-agnostic workflows, and buyer alignment, Konnect DSR helps partners deliver a more structured and scalable sales experience.
The problem we kept running into
Selling as a partner is a different job from selling a product you built. When you sell your own platform, every resource already exists. The case studies are written. The ROI calculator is on the website. The competitive battlecard is in a Confluence page someone updated last quarter.
When you sell someone else’s platform, you build that infrastructure yourself. Every time. For every vendor. You pull materials from three different partner portals, reformat them for the customer you’re speaking to, and assemble something that looks like a coherent pitch.
Then you send it. And hope the buyer can navigate it.
The problem we kept running into wasn’t the first meeting. It was everything after. The proposal sitting in an inbox with no clear next step. The champion trying to sell internally with a PDF and a prayer. The deal drifting not because the buyer said no but because nobody gave them a reason to say yes this week.
We were organized, inside our own systems. The buyers couldn’t see that organization. So to them, it wasn’t there.
Why we didn’t just use what existed
There were tools. Seismic, Highspot, Showpad, Qwilr. We looked at all of them.
They are built for enterprise direct sales teams. Teams that sell one product, have a dedicated enablement function, and an annual contract budget to match. The feature sets are deep because they need to be for those organizations. The pricing reflects it.
None of them were designed for a partner selling five different platforms to buyers who each have different requirements. None of them made it easy to present yourself as the partner, not just as a reseller of vendor X. Most assumed the vendor’s brand was the primary identity in the room.
For a partner, that’s backwards. Your relationship with the buyer is what you’re building, not just the vendor’s product.
We tried adapting what existed. It worked, technically, in the same way a proposal template technically works. A document gets produced and gets sent. But the friction was real: setup time, vendor-specific templates that didn’t transfer, pricing that made no sense for a partner margin model.
The constraint that shaped everything
When we decided to build DSR, we set one rule that shaped every other decision: it had to work for any vendor, any product, any pitch.
No assumptions about which platform was being sold. No templates tied to a single vendor’s brand kit. No workflow that assumed a single-product sales motion. The partner’s brand had to be the default, not an afterthought.
That constraint made some things harder to build. It made everything more useful.
If you design for the most constrained case, the simpler cases work automatically. A partner juggling four vendors is harder to design for than a direct AE with one product line. Get it right for the partner, and it works everywhere.
What that forced us to get right
White-labelling from day one, not as a premium tier. Partner-first branding meant the room looks like it came from you, not from us or from any vendor you’re representing.
Vendor-agnostic templates, because the structure of a good deal room doesn’t change much by product. A mutual action plan is a mutual action plan whether you’re selling CX software or cloud infrastructure.
Free for partners up to ten users, because partners already operate on thin margins and should not pay separately for the infrastructure that holds their deals together. Direct sales teams have dedicated enablement budgets. Partners don’t. We priced accordingly.
Simplicity over feature depth. A partner managing twenty active deals across four vendors doesn’t have an hour to configure a new tool. It needs to work in five minutes or it won’t get used. We cut every feature that required setup before it produced value.
Who this is for
Konnect DSR is not for the enterprise sales organization with a dedicated enablement function and a six-figure tooling budget. Those teams have options.
This is for the partner running more deals than they can track, across more vendors than any single portal was built for, on behalf of buyers who are already navigating enough complexity. The reseller. The VAR. The agency that sells SaaS alongside its own services. The consultant who is technically a one-person channel for three different platforms.
That is who we built it for. Because that is who we were.
We built it because we needed it. We are publishing it because the channel needs it too.
