Regional Vice President, Strategic Partners

What You'll Do

Executive Engagement & Internal Visibility

• Build and maintain a structured executive cadence — both externally with C-level and VP-level contacts at the top 9 national partners, and internally with Rubrik's CRO, AVPs, and regional sales leaders.
• Proactively own your internal brand: communicate clearly and regularly up, down, and across the organization. Sales leaders and the CRO should consistently hear from you — not route around you.
• Serve as the primary escalation point for your team. When issues arise — DR, competitive, compensation, deal structure — you lead the resolution. Your team and your peers should default to you, not to your manager.
• Deliberately connect Rubrik executive and field leaders to partner leaders through structured joint business planning, executive sponsor programs, and co-selling initiatives.

Strategy & Business Planning

• Own a comprehensive national partner strategy across all 9 accounts: joint business plans with revenue targets, GTM priorities by vertical and geography, and enablement roadmaps aligned to Rubrik's product portfolio.
• Identify white space and expansion opportunities within the partner portfolio; make the investment case to leadership and drive execution.
• Partner closely with marketing, SE leadership, and product to build and execute co-marketing campaigns, partner enablement programs, and joint pipeline generation activities.
• Track and report on key partner metrics (PG, pipeline coverage, partner sourced new logo and expansion growth, attach rates) and present results to senior leadership on a regular cadence.

Pipeline Generation & Revenue Ownership

• Directly own your team's pipeline generation (PG) number and partner sourced new logo and expansion growth — not just as a monitor, but as an active participant in driving outcomes.
• Engage at an account level to accelerate strategic deals, remove blockers, and personally close gaps between Rubrik field teams and partner account teams.
• Build a culture of pipeline accountability on your NPM team through clear metrics, weekly deal reviews, and coaching.

Team Leadership & Talent Development

• Serve as a second-line leader managing a sizable team of National Partner Managers, setting clear expectations for performance and growth.
• Attract and retain top partner sales talent; actively build a bench of future leaders within the NPM organization.
• Model the executive presence and high-impact behaviors you expect from your team.