As the new partner at a large organization, you cannot cling to the coattails of others.

You must come in and prove how you add value.

Dr. Eric Günter Krause’s journey building the financial services unit at a globally recognized IT organization serves as an eye-opening roadmap for other consulting leaders who find themselves as the new partner of a large organization.

This article breaks down the practical steps Eric took towards winning his first major collaborative project some 1–2 years after joining as the company’s newest partner.

Let’s dive in.

Define a Unique Value Proposition That Complements The Organization’s Existing Portfolio

The fastest way to gain traction as a new partner? Focus on overlaps with the company’s existing portfolio.

Don’t try to fill service gaps. Build on areas that the organization already offers.

Why?

Because adding value within familiar territory is easier for both internal stakeholders and clients to understand and recognize.

“To drive growth, it’s easier to combine capabilities. It’s also easier to communicate something that corporate already understands.”​ — Dr. Eric Krause

In Eric’s case, this meant focusing on compliance and regulatory services. The company was strong on technology, but regulatory compliance brought a dimension that enhanced its existing offerings.

By positioning his unit as the “compliance experts,” he created a recognizable and needed service that aligned perfectly with the organization’s technical work.

So, instead of positioning your team as a standalone entity, create synergy by aligning your team’s strengths with the core capabilities of the organization.

Define Your Value-add Based on Your Team’s Strengths

To make defining your overlapping scopes easier, focus on defining your value offering based on the talent you already have.

Eric’s team was rich in regulatory knowledge, which meant compliance was a natural fit for their expertise. This talent-focused approach made it possible for his unit to scale quickly and reliably.

“It’s important to deliver based on the talents that you have, not the other way around.”

Identifying overlaps with existing services and building on your team’s strengths creates a value proposition that’s both credible and easy for the organization to support.

By defining a clear, talent-aligned value and focusing on overlapping scopes, Eric was able to position his unit as a high-value partner from day one.

Prove Your Added Value by Winning Independent Projects Early

Proving your value right from the start is crucial.

One of the most effective ways? Secure early, independent projects.

Eric took this approach as soon as he joined the company, focusing on small consulting engagements that could showcase his unit’s capabilities.

By winning projects independently, he built a track record that established his team’s credibility without relying on the company’s broader resources.

These early wins were foundational.

They allowed him to demonstrate that his unit could deliver high-quality work on its own. Not only did this give him leverage when entering larger projects, but it also reassured stakeholders that his team was bringing real, measurable value to the table.

Leverage Your Personal Network for Initial Wins

To secure these first projects, tap into your existing network.

Relationships Eric had built during previous roles helped him land early opportunities, which served as proof points for his team’s potential.

Those early wins weren’t just about delivering on a project—they were about proving that his unit had what it took to succeed independently.

Eric’s existing network also led to winning the larger collaborative project.

By having a pre-existing relationship with the client, Eric was able to ‘stretch’ the scope of services that client was willing to accept.

“The first value that you bring [as a new partner] is that the client knows you. The decision-maker knows you.”

Because they’d recently delivered successfully on unrelated projects, it enhanced the likelihood of the client agreeing to expand.

In the end, it’s all about trust.

Build Internal Networks and Proactively Communicate Your Value-add

Building your internal network is one of the most critical responsibilities you’ll have as a new partner in a large organization.

No one’s going to come to you.

You have to proactively demonstrate your value, continuously adapt, and stay attuned to the changing dynamics of the organization.

“Nobody is going to come to you. You have to accept this. This [networking] is perhaps the biggest part of your job. You have to be proactive.”​

This isn’t a one-time task but a continuous improvement cycle, requiring you to reach out regularly, track shifting priorities, and keep your network relevant and expansive.

Advice for Internal Networking

Start by identifying the key stakeholders for each strategic initiative.

For any project, you need a clear understanding of what the company wants to bring to market and where your team can uniquely contribute.

Focus on positioning yourself in a specific area where you add clear value, and align with those who oversee both the services you’ll offer and the client approach for each initiative.

Where’s your “sweet spot”?

If you pinpoint the precise area where you can contribute the most value, you’ll have a much easier time getting buy-in from the decision-makers involved.

Engage with the Sales Entity

Developing relationships within the sales organization is essential.

Sales teams not only connect you to client opportunities, but they can also become advocates for your team’s capabilities.

But this requires more than a surface-level acquaintance; you need to demonstrate how you can actively support their efforts from day one.

Build Connections with the Delivery Entities

For large-scale engagements, it’s just as crucial to connect with the delivery units.

Defining the scope of services lets you see which teams are involved and where you might bring additional value.

To establish these relationships, take the extra step of visiting key locations, especially offshore sites, and meet with delivery counterparts in person.

Building rapport with these teams is invaluable for larger engagements where collaboration across units is essential.

Make a Compelling Case for How You Can Add Value

There’s no single formula for internal networking—it’s all about understanding the details.

You may find a specific area where your team could serve as an implementation partner, as Eric did with compliance in payment transformations.

Large organizations often have specialized teams for every area, so you’ll need to make a compelling case to show how your team adds unique value. And if you see another area where you can deliver more effectively than others, position yourself there.

The takeaway?

Align with the right players, and position your team for success in impactful projects.

Stay Resilient and Build for Long-Term Success

Navigating a large organization as a new partner requires resilience, adaptability, and a clear roadmap for adding value.

Eric’s 10-year journey shows the importance of aligning with evolving corporate goals and maintaining perspective during organizational changes.

His advice?

Stay calm, focus on gradual success, and build sustainable relationships over time.

“Stay calm. Sometimes you think, ‘Oh no, this must be faster, this must be bigger, this must be different.’”​

By understanding the organization, defining a unique value, proving your worth through independent projects, and strategically building internal networks, you can create a strong foundation.

7-Step Checklist for Making Your Mark as the New Partner at a Large Organization

• 1. Research and document the organization’s service portfolio and identify overlaps.
• 2. Create a go-to-market plan for how you will present your team’s services to stakeholders.
• 3. Win projects on your own and deliver successfully. Don’t ‘piggyback’ on the projects of other partners.
• 4. Identify key stakeholders within your new organization such as partners, sales and delivery teams and schedule introductory meetings with them.
• 5. Establish a routine of proactive communication with internal teams to share updates and build strong relationships.
• 6. Position your team for a specific role in a collaborative project that showcases your ability to deliver value.
• 7. Make a compelling case to demonstrate how your team adds unique value to the project.