SafetyCulture · Partnership Strategy

Partnership Revenue Intelligence · Board Pack

Partnership
Strategy.

Prepared by HockeyStick Advisory for SafetyCulture · The culmination of the workshop, the opportunity mapping pass, and the business-alignment build. Ready for executive sign-off and the board.

Strictly Private & Confidential · © 2026 Hockey Stick Advisory Pty Ltd · ABN 60 659 210 894 · Prepared for the SafetyCulture executive sponsor and the board. Do not redistribute without written approval.

June 2026

Board pack · Agenda

· Prepared for SafetyCulture executive sponsor

Agenda · six sections.

From the executive introductions through the bottoms-up business case to the timeline and locked next steps.

01

Introductions

Sponsors · HockeyStick team

02

Vision

Partnership vision · Revenue gap

03

Partner Strategy

Maturity · Readiness · Cohort · Strategy · 3 ICPs · Map

04

Business Case

GTM channels · Bottoms-up model

05

Crawl, Walk, Run

4 starred workstreams

06

Key Areas of Focus

24-month timeline

Section 01

Introductions.

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Section 02

Vision.

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02 · Vision

· Vision · FY26

Partnership Vision

Admired by our customers and partners for the value we create together, and the way in which we engage with them.

SafetyCulture is the partner of choice. Partners prioritise their resources, time and operating model toward creating win-wins that achieve business outcomes and drive growth.

02 · Vision

· Revenue Gap · FY26

What's possible through partnerships?

Today partners source 12% of SafetyCulture's A$220M revenue. Moving to the 25% 18-month target and on toward the 30% top-quartile benchmark sizes the partner-attributable revenue on the table.

Closeable partner-revenue gap · 18 months

A$28.6M

Closing the gap from today's 12% to the 25% 18-month target unlocks A$28.6M of partner-sourced revenue not in the plan today.

Partner-sourced revenue · A$M

Today · 12%

A$26.4M

18-month target · 25%

A$55.0M

Benchmark · 30%

A$66.0M

Based on A$220M company revenue · Crossbeam top-quartile benchmark

Section 03

Partner Strategy.

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03 · Partner Strategy

· Ecosystem Maturity Report

Ecosystem Maturity · Diagnostic Findings

SafetyCulture is Developing on the partnership ecosystem maturity scale.

Composite 2.1 / 5.0 · benchmark 4.0 for Late-Stage / Pre-IPO programmes (−1.9). Align-phase work will compound.

Composite

2.1

/ 5.0

Classification

Developing

1.5 – 2.5 band

Radar · 7 dimensions × benchmark

SafetyCulture

Benchmark

Score by dimension · sorted worst-first

Dimension

Score

Benchmark

Delta

Revenue Attribution

Sourced + influenced tracking

1.4

4.0

-2.6

Operational Infrastructure

PRM · CRM · RevOps · enablement

1.8

4.3

-2.5

Ecosystem Coverage

Partner base breadth + activation

2.2

4.4

-2.2

GTM Integration

Partners in the sales motion

2.4

4.0

-1.6

Executive Commitment

Sponsor · reporting line · budget

2.6

4.2

-1.6

Product & Integration

API · integrations · marketplace

2.7

4.3

-1.6

Partnership Strategy Maturity

Documented strategy + motion

3.1

4.3

-1.2

03 · Partner Strategy

· Partnership Readiness Diagnostic

67%

Readiness

Partnership Readiness · Diagnostic

SafetyCulture is Amber across 3 of 7 readiness categories.

1 Red 3 Amber 3 Green 9 blockers to resolve

Activation timeline

6-12 weeks

Foundation sound. Resolve Amber blockers and begin partner activation.

People

2.5/5

Team headcount + structure + RevOps + sponsor seniority.

Amber

2 blockers

Process

4.1/5

Repeatable mechanics + documentation across the engagement.

Green

0 blockers

Programs

3.8/5

Formal partner-program structure across categories.

Green

1 blocker

Technology

1.6/5

Systems + accessibility. CRM & PRM coverage is thin.

Red

3 blockers

Data

2.8/5

Partner activity tracking systems & attribution.

Amber

2 blockers

Budget

2.4/5

Partnership funding protocol & MDF envelope.

Amber

1 blocker

Exec buy‑in

4.5/5

Senior leadership ownership across the C-suite.

Green

0 blockers

03 · Partner Strategy

· Customer Impact

Win rate against benchmark, deal size, and adoption.

Cohort evidence on contested opportunities. Three metrics move when a partner is in the deal: close rate, contract value at signature, and adoption after onboarding.

Win rate

Share of qualified opportunities that close.

22%

Direct

38%

With partner

41%

Benchmark

Gap to benchmark: +19pp

Average deal size

Average annual contract value per closed deal.

$28K

Direct

$46K

With partner

Lift: +64%

Weekly active users

Adoption multiple. Average users per account relative to a no-partner baseline of 1×.

1.6×

Direct

2.8×

With partner

Lift: +75%

Annual missed revenue · The commercial hook

$1.7M left on the table

Closing the gap from a 22% direct win rate to the 41% partner benchmark, applied to annual qualified opportunity volume and average annual contract value.

Inputs

Benchmark gap19pp

Annual contract value$28.0K

Annual opportunities320

Formula: (benchmark − direct) × annual contract value × annual opportunities.

03 · Partner Strategy

· Strategy Pyramid

Vision · Play · Win · Capabilities · Systems.

SafetyCulture's partnership strategy on one page. Five strategy questions that frame the partnership programme on one page.

01 · Vision

What is our winning aspiration?

Become the global standard frontline-operations platform for safety-critical industries, building a category-defining partner ecosystem that delivers 22% of new ARR by T+180 and 34% by Year 2, anchored on hyperscaler co-sell, Tier-1 GSI delivery, and an embedded ISV programme.

02 · Play

Where will we play?

Primary: ANZ + NAM enterprise frontline operations, scaled through Hyperscaler co-sell (Microsoft / AWS) and Tier-1 GSI delivery (Accenture / Deloitte / PwC). Secondary: embedded ISV motion across industrial IoT + EHS-adjacent platforms. Verticals: manufacturing, mining, construction, healthcare.

03 · Win

How will we win in chosen markets?

Integrator-first GTM with named partner managers reporting into Revenue. Software-led differentiation through native integrations and a procurement-ready pricing track. Fast POCs anchored on Activation. Outcome bias: partner-influenced ARR plus joint reference logos every quarter.

04 · Capabilities

What capabilities must we have?

Named Head of Partnerships reporting into the CRO. Dedicated RevOps embed for partner attribution and scorecard cadence. Certification programme for Sales + Partner Managers. C-Suite or President-level executive sponsor on the fortnightly partnership review.

05 · Systems

What management systems do we need?

CRM partner-attribution fields and workflows. PRM (Crossbeam / PartnerStack) for deal registration and pipeline visibility. Centralised collateral hub for sales, technical, and marketing materials. Quarterly MDF envelope sized to the top 3 categories.

03 · Partner Strategy

· Customer Journey × Partner Types × Executive Lens

Partners across the customer journey.

5-stage buyer journey · partner types in row 1 · KPIs that move in the centre band · executive owners in row 3. Activation is the focus stage for FY26.

Stage 01

Awareness

Lead source

Stage 02

Consideration

Conversion driver

Stage 03

Focus

Activation

Conversion + adoption

Stage 04

Expansion

Retention + growth

Stage 05

Retention

Retain + advocate

Partner types

Affiliate

Strategic

Referral

Stage 01

KPIs that move

Vol. prospects reached
Prospect → MQL conv.
Time Prospect → MQL

CMO

Partner types

Technology

Strategic

Referral

Stage 02

KPIs that move

Vol. MQLs
MQL → SQL conv.
Time MQL → SQL

CMO

CRO

Partner types

Technology

Marketplace

Channel

Stage 03

KPIs that move

Vol. SQL / SAL
SQL → SAL conv.
SAL → Closed-won
Won → Onboarded
Time Won → Onboarded

CRO

CEO

CPO

Partner types

Strategic

Technology

OEM

Stage 04

KPIs that move

Vol. onboarded accts
Onboard → ROI conv.
Time Onboarded → ROI

CPO

CCO

Partner types

Referral

OEM

Channel

Stage 05

KPIs that move

Vol. ROI-achieved accts
ROI → Renewal conv.
Time ROI → Renewal

CCO

03 · Partner Strategy

· Mapping Partners to Customer Needs · ICP 1 of 3

ICP 1 · Microsoft.

ICP: Microsoft

| Problems Microsoft solves for SafetyCulture today: the default enterprise productivity + AI platform (Teams, SharePoint, Power BI, Copilot, Azure, Entra ID).

Customer need #1

☆

Workflow consolidation

Reduce app sprawl by surfacing inspection data inside Teams, Slack, Salesforce and ServiceNow.

Customer need #2

☆

Data flow + reporting

Push inspection + incident records into the enterprise data warehouse and BI tooling (Power BI, Tableau).

Customer need #3

☆

Identity + access control

Enterprise SSO, SCIM provisioning, conditional access via the same identity provider.

Customer need #4

☆

Compliance automation

Auto-route findings to GRC + ITSM platforms; align audit evidence with existing controls.

Customer need #5

★

AI + analytics depth

Apply enterprise AI (Copilot, Einstein, Now Assist) directly to SafetyCulture data, without an extra integration team.

03 · Partner Strategy

· Mapping Partners to Customer Needs · ICP 2 of 3

ICP 2 · Accenture.

ICP: Accenture

| Problems Accenture solves for SafetyCulture today: Tier-1 GSI delivery + vertical-industry implementation muscle and boardroom credibility for enterprise rollouts.

Customer need #1

☆

Implementation capacity

Tier-1 GSI delivery muscle for enterprise rollouts SafetyCulture cannot service direct.

Customer need #2

☆

Vertical depth

Industry practice depth across resources, healthcare, consumer for safety transformation.

Customer need #3

☆

Change management

Org-wide adoption frameworks for safety culture transformation alongside the platform deployment.

Customer need #4

☆

Boardroom credibility

Tier-1 advisor signature unlocks the CFO + audit committee buyer in regulated industries.

Customer need #5

★

Geographic expansion

Unblock international enterprise expansion (EMEA, AMER) through the GSIs' on-ground delivery capacity outside ANZ.

03 · Partner Strategy

· Mapping Partners to Customer Needs · ICP 3 of 3

ICP 3 · AWS.

ICP: AWS

| Problems AWS solves for SafetyCulture today: industrial-IoT-grade cloud + AI platform with marketplace co-sell and AWS-billed procurement for enterprise.

Customer need #1

☆

Procurement velocity

Hyperscaler marketplace co-sell compresses enterprise procurement cycles from 12 weeks to 2.

Customer need #2

☆

Reference architecture

Joint reference architectures for industrial IoT, EHS, and regulated workloads on the customer's chosen cloud.

Customer need #3

☆

AI-native roadmap

Copilot for Frontline Workers + Bedrock + S/4HANA integration. Co-built AI embedded in inspections.

Customer need #4

☆

Co-sell pipeline

Joint named-account targeting through Azure ISV / AWS Co-Sell / SAP ISA programmes.

Customer need #5

★

Defensible moat

Anchor on a hyperscaler's industry-vertical AI strategy. Competitors cannot rebuild SafetyCulture-native AI inside the customer's chosen cloud.

03 · Partner Strategy

· Ecosystem Prioritisation Map

Partnership focus · three priority categories.

Radial ecosystem canvas with 36 named partners across 8 categories. The three priority categories (Technology, Strategic, Channel) carry the load and are highlighted in dark green.

1

Technology · ISVs

Microsoft · Salesforce · Workday · ServiceNow · Slack

2

Strategic · Hyperscalers

Microsoft · AWS · SAP · Oracle

3

Channel · GSIs

Accenture · Deloitte · PwC · KPMG · EY

Section 04

Business Case.

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04 · Business Case

· 2026 GTM Channels

2026 GTM Channels · funnel target per growth lever.

Leads, trials, and revenue mix targets across four channels. Partner-led is the compounding lever once activated and the one that moves SafetyCulture from 12% to the 25% partner-sourced target.

Product-led growth

Self-serve trials convert to small-team purchases. Compounds with NPS and word-of-mouth.

Leads12.0k

% Trials18%

% Revenue10%

Self-serve · Bottoms-up · WOM

Marketing led

Content, paid, and events fill the sales pipeline with qualified opportunities.

Leads8.0k

% Trials35%

% Revenue20%

Content · Paid · Events · ABM

Sales led · outbound

Direct outbound into named enterprise accounts. Vertical-led campaigns.

Leads1.5k

% Trials22%

% Revenue40%

Outbound · ABM · Vertical

Partner led ★

Partners source and deliver. The compounding lever once activated. Targets the Crossbeam top-Q benchmark.

Leads3.5k

% Trials25%

% Revenue30%

ISVs · Hyperscalers · GSIs

Revenue mix · 100% · FY26 target

10%

20%

40%

30% ★

PLG

Marketing

Sales · outbound + ABM

Partner · ISV · Hyperscaler · GSI ★

Partner-led 30% revenue mix · broken down by category

Technology · ISVs

45% / 30%

Trial / Revenue

Microsoft · Salesforce · Workday · ServiceNow

Strategic · Hyperscalers

35% / 25%

Trial / Revenue

AWS · SAP · Oracle

Channel · GSIs

20% / 18%

Trial / Revenue

Accenture · Deloitte · PwC

04 · Business Case

· Bottoms-Up Partnership Model

Bottoms-up partnership model · each layer ladders up.

Built from the partner pool up to the north-star revenue. Layers multiply through one another; each yields the next.

Layer 4 · North Star

$19.7M

gross deal value · HSA revenue $3.2M

APAC

$6.6M

34%

EMEA

$3.7M

19%

Americas

$7.5M

38%

Emerging

$1.9M

10%

× ACV

Layer 3 · Client activations

579

accounts activated through partners (FY)

× clients per partner per year

Layer 2 · Active partners

205.7

partners contributing to pipeline this year

× activation conversion %

Layer 1 · Partner pool

428

partners targeted across 8 categories × 4 regions

Section 05

Crawl, Walk,
Run Strategy.

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05 · Crawl, Walk, Run Strategy

· Starred Workstreams

Four key workstreams to make this partnership program a success.

The highest-leverage workstreams across the first 90 days. Each compounds into the 18-month 25% partner-sourced target.

WS-01

★

Effort · HighROI · High

Stand up the partnerships function

Name a Head of Partnerships reporting into Revenue. Stand up the RevOps embed for partner attribution. Set fortnightly executive partnership review cadence.

Owner

Alex Chen · CRO

Window

Day 0 → Day 28

WS-02

★

Effort · HighROI · High

Activate top 12 priority partners

Per-partner activation kit across Q1/Q2: champion, contract paper, joint motion, T+30/T+90 success criteria. Scope: Microsoft, AWS, Salesforce, Workday, ServiceNow, Accenture, Deloitte, PwC + 4 more.

Owner

Priya Singh · Head of Partnerships

Window

Day 28 → Day 75

WS-03

★

Effort · MedROI · High

Lock executive alignment + targets

Run the workshop with the executive sponsor and lock the 12 / 24-month partner-sourced targets (25% / 34%). Fortnightly partnership review cadence with the CRO.

Owner

Alex Chen · CRO

Window

Day 0 → Day 14

WS-08

★

Effort · MedROI · High

Bottoms-up model + Crawl/Walk/Run cadence

Build the Bottoms-Up Partnership Model (8 categories × 4 regions). Run the Crawl / Walk / Run review with the executive sponsor every 90 days. Reconciles top-down vs bottoms-up.

Owner

Priya Singh + Alex Chen

Window

Day 20 → ongoing

05 · Crawl, Walk, Run Strategy

· Crawl · Walk · Run

Crawl · Walk · Run Strategy.

Phasing the path forward. The partnership plan bucketed by due date into Crawl (Days 1-90), Walk (Days 90-180) and Run (Days 180+). Crawl lays the foundation, Walk builds the partner motion, Run scales the programme.

Crawl

Days 1-90

Run the workshop and lock 12 / 24-month targets
Reconcile partner-sourced ARR target (<5% variance)
Stand up the partnerships function with a named owner
Land the top 3 priority categories as Year-1 commitments
Run partner-program qualification on the top 12 (4-C + customer gate)
Migrate to canonical 4-C ICP scoring across all recommended partners
Ship the executive scorecard + cadence (weekly · monthly · QBR)
Build the partner-facing value proposition
Define partner expectations · behavioural · commercial · cultural
Close the integration-readiness blockers
Build the Bottoms-Up Partnership Model (8 cats × 4 regions)
Wire inputs → outputs and prove the measurement loop
Activate top 12 priority partners across Q1/Q2 with named owners
Run the Crawl / Walk / Run review every 90 days

Walk

Days 90-180

Map second-degree partners and name intersections to drive co-activation
Build the Non-Financial Partner Marketing programme (10 motions, ranked)
Lock partner expectations across the 5 customer-journey stages
Stand up CRM/PRM with partner-attribution fields + workflows
Launch the partner programme publicly (collateral + comms + portal)
Hit 12% partner-sourced of new ARR by T+180

Run

Days 180+

Scale the programme. Move from 12% partner-sourced (T+180) toward the 25% 18-month target and the 34% Year-2 aspiration anchored on hyperscaler co-sell, Tier-1 GSI delivery and embedded ISVs.

06 · Key Areas of Focus

· 24-Month Timeline

Key areas of focus · 24-month timeline.

Starred workstreams plotted across the next 24 months by due date. High-priority milestones in red, medium in amber, sustained outcomes in emerald.

Key Areas of Focus · Timeline · 24 months

Q1

Q2

Q3

Q4 · FY26

Q1 FY27

Q2 FY27

H2 FY27

FY28

WS-01 ★ Function

JD signed

WS-02 ★ Top 12 partners

Top 12 named · Q2 wave

WS-03 ★ Exec alignment

Sponsor wkshp

QBR · target lock

WS-04 CRM/PRM + attrib

ARR reconcile

CRM/PRM live · attribution

WS-06 Mktg + journey

10 motions ranked · 5 piloted

WS-07 Public launch

Programme launch

Global playbook

Playbook v1 · ANZ → EMEA → AMER

WS-08 ★ Bottoms-up + CWR

Model live

30%+ sourced

High priority

Medium priority

Low priority

★ = starred · Key Areas of Focus

Powering your
Partner Led Revenue.