Turnover Is Targeting the “Old School”: Why Channel Leadership Is Evolving Faster Than You Think

There’s a silent coup happening in the channel—and it’s not subtle if you know where to look.

From boardrooms to booths at CP Expo, our consultants have been hearing the same observation in conversation after conversation:

“Have you noticed that most of the old-school channel chiefs are just… gone?”

They’re not moving laterally. They’re not retiring. They’re being replaced.

And the pattern is becoming too consistent to ignore. Turnover in the channel isn’t just about cost-cutting or reorgs. It’s targeting a mindset—one that’s rooted in legacy leadership styles no longer aligned with how the market operates.

The End of “Hugs and Mugs” Leadership

The classic channel playbook—built on instinct, influence, and institutional memory—is being rewritten. We’re seeing a deliberate move away from what we often call “hugs-and-mugs leadership”—a model where relationships reigned, and results were often secondary.

That doesn’t mean relationships don’t matter. They do.

But charisma without accountability? Presence without performance? That formula isn’t holding up under today’s demands for data-driven, partner-centric, and outcome-based growth.

Today’s Winning Channel Leaders Operate Differently

The leaders thriving in this new environment are fluent in:

• Partner segmentation and scoring
• Conversion metrics and partner CAC
• Cross-functional GTM strategy
• Automation and partner activation platforms

We’re seeing stronger adoption of tools like PartnerOptimizer, intent-based targeting, and segmentation models that identify where investments will drive scalable growth. In short: instinct is being replaced with intelligence.

Convergence Is Fueling the Acceleration

For over a decade, industry analysts predicted the convergence of telco, IT, cloud, and MSP channels. But for just as long, those sectors remained siloed.

That’s changed.

Today’s buyers want a single provider—one partner, one invoice, one support model. And that’s forcing a new level of integration across traditional channel boundaries.

We’ve seen this play out directly in our work supporting AT&T’s MSP Evolve program, where the convergence between telecom and IT services is no longer hypothetical—it’s profitable.

What This Means for Vendors and Boards

This trend isn’t temporary.

It’s a rebalancing of value—from personality to performance, from influence to insights. For vendors building out leadership teams or boards shaping channel strategy, the implications are clear:

• Look beyond legacy resumes and ask for partner analytics fluency.
• Prioritize leaders who understand GTM mechanics across converging ecosystems.
• Recognize that turnover may be less about cost—and more about capability.

👉 For a deeper breakdown—including examples, data points, and the key capabilities modern channel leaders need—visit our full blog Turnover Is Targeting the “Old School”