CSP economics and partner program strategy reset

Summary

A Microsoft partner faced eroding CSP margins and unclear positioning under the New Commerce Experience and the Solutions Partner program. Leadership needed a defensible economic model and a partner program posture they could actually operate against.

Challenge

Pricing logic was inconsistent across customer cohorts, NCE term commitments weren't being modeled correctly, Solutions Partner designations didn't match the actual practice, and leadership couldn't agree on whether to lean into CSP, exit it, or restructure.

Approach

Tolowa Pacific built a full CSP economics model across the customer base, clarified Solutions Partner designation strategy against the firm's real revenue mix, and produced a contract motion playbook for renewals under NCE. Recommendations were tied to specific customer accounts and revenue scenarios, not generic best-practice language.

Outcome

Leadership aligned on a CSP go-forward with clearer margin guardrails, a defensible designation strategy, and a renewal motion the sales team could execute. Customer-level decisions (lean in, restructure, exit) were made with shared economics rather than gut feel.

At a glance

Focus

CSP economics + NCE strategy + Solutions Partner positioning

Deliverable

Customer-level economic model + renewal playbook

Outcome

Aligned go-forward with margin clarity and renewal motion