Host: Most people think the hardest part of partner work is the sale—closing the deal, getting the signature. But at MyOrbit, the structure is actually built around what happens next: supporting the account.

Listener: Wait, what do you mean it's 'built' for that? Usually, support feels like the after-thought, or the thing you hand off to a call center once the check clears.

Host: Exactly, but here, the incentive is flipped. You share in an account's subscription revenue only while you're actually serving them. There's no big one-time commission at the start. So, whatever gets an account live is actually worth less than whatever keeps it working.

Listener: Okay, so the long game is the only game. But if I'm the one supporting them, does that mean I'm basically a human help desk? Am I just answering tickets all day?

Host: Not at all. In fact, if you act like a support address, you've already lost the advantage. The document describes you as being 'inside the customer's orbit.' You're in the room where their business runs. You answer the question where it happens, the moment it happens.

Listener: That sounds high-pressure. How do you stop everything from breaking in the first place so you aren't constantly put on the spot?

Host: The secret is the first two weeks. The report says that almost every account failure can be traced back to something set up wrong in the first fortnight that nobody noticed. The advice is to go back in early—before anything breaks—and just watch them. Fix the one thing they got slightly wrong and show them one capability they missed.

Listener: So it's more about proactive maintenance than reactive fixing. I guess it's better they hear from me when things are fine than only when they're angry.

Host: Precisely. If you only call when something is broken, it's damage control. If you call when things are fine, it's service. It's the same phone call, but a completely different relationship.

Listener: I can see how that builds trust. But what if they keep asking me to do everything for them? I don't want to become their full-time admin.

Host: That’s a trap. The mantra is 'Teach, don't do.' If you fix it for them, it's faster today, but you've just signed up to do it every week for the rest of time. You have to do it with them on the screen, make them drive the mouse the second time, and let them be a bit slower. If they depend on you for every change, they stop growing, and stagnant accounts eventually cancel.

Listener: That makes sense. Empowering them keeps the account alive. But what about when the software just doesn't do what they want yet? I'd be tempted to promise it's coming soon just to keep them happy.

Host: Don't do it. The report is very clear: say the true thing about limits. If you oversell a roadmap, they'll feel lied to in month two, and you’re the one who has to stand in front of them then. It's much stronger to say 'let me find out properly' than to give a confident guess that turns out to be wrong.

Listener: It sounds like this whole model is about depth over volume. It's not about how many accounts you have, but how well you're actually serving the ones you've got.

Host: Spot on. Because there are no quotas and no territories, you're rewarded for being the same person next quarter that you were at the start. Month three matters more than week one. For the actual details on how those support shares are paid out, you'll want to check the full partner agreement mentioned in the doc, but the strategy is clear: serve them well, and the account stays in your orbit.