TD Synnex is a global distributor and solutions aggregator that runs at enterprise scale—multiple suppliers, multiple partners, and no room for guesswork. Through its CommSolv program, TD Synnex set a clear brief: keep seven supplier lines and 32 partners moving in lockstep for 12 months, and turn intent into senior-ready, BANT-qualified pipeline that suppliers can trust.
A quality gap and leads that weren’t “sales-ready”
TD Synnex came to us with a familiar but unforgiving problem set: seven suppliers to keep engaged, 32 partners to enable, and a finite runway to turn intent into senior-ready pipeline. Lead flow surged and dipped across supplier lines, forcing sales teams into rework and suppliers into wait-and-see mode. Without a steady cadence of well-qualified conversations, momentum bled out and attention shifted elsewhere.
Underneath that was a quality gap. Too many leads needed rescue before they could be called sales-ready. TD Synnex needed BANT-level rigor up front, not after handoff—so supplier sellers could move straight into value, budget, and timing instead of reopening discovery. They also needed to break out of the manager layer and consistently reach CIOs, VPs, and Directors, people with authority, budget, and the mandate to move.
Each supplier had a distinct narrative, ICP, and economic case. TD Synnex needed a way to tailor talk tracks per supplier while expanding into whitespace accounts across regions and verticals—without losing fairness in routing or transparency in reporting. The ask to TechnologyMatch was clear: build a predictable engine that protects quality, preserves equity across suppliers, and gives every stakeholder confidence that their pipeline is moving for the right reasons.
Why TechnologyMatch
TD Synnex needed predictability. Seven supplier lines had to see a steady, fair cadence of qualified conversations. We implemented governed lead routing, clear SLAs, and equitable distribution so every supplier stayed engaged and confident their lane was moving.
They needed sales-ready quality. We front-loaded BANT—budget, authority, need, timing—capturing scope, pain, and the decision loop before handoff. We booked meetings against real calendars and packaged context so sellers could start at value, not re-qualification.
They needed executive access. We built CIO/VP/Director talk tracks mapped to each supplier’s economics and risk posture, earning time with the people who hold budgets and mandates.
They needed whitespace expansion at scale. We segmented by region and vertical, targeted net-new and underpenetrated accounts, and aligned every motion to each supplier’s ICP.
They needed speed without chaos. Our appointment desk, confirmation protocols, and fast replacements reduced no-shows and kept momentum intact.
They needed transparency that sustains trust. Live reporting, cadence reviews, and criteria refinement made performance visible and adjustable in real time—for TD Synnex, for suppliers, and for partners.
How things changed for TD Synnex
Message Calibration per Supplier
Each of the seven supplier lines had its own economics, ICP, and risk posture. TechnologyMatch built discrete talk tracks for each—value articulation, objection handling, and proof points—so outreach felt native to the supplier, not generic to the program. We aligned on disqualification criteria early to protect seller time and prevent misrouted conversations.
BANT-first qualification
We shifted rigor to the front of the process. Our teams ran structured discovery to verify budget, authority, need, and timing, capturing scope, current state, success metrics, and the decision path. Every meeting handoff included context packages—stakeholder role, pain themes, suspected triggers, and next-step intent—so supplier sellers could lead with value instead of reopening discovery.
Executive access by design
We prioritized CIOs, VPs, and Directors using altitude-specific messaging: financial outcomes and risk reduction at the top, operational impact and deployment clarity one layer down. Sequenced outreach—email, live calls, and selective social—was tuned for senior calendars, with tight scheduling discipline to compress time-to-connect and reduce no-shows.
Whitespace activation with guardrails
To expand beyond the known universe, we mapped whitespace by region and vertical, then overlaid supplier fit. Manufacturing, Business Services, Education, Construction, and Legal were treated as distinct lanes with tailored hooks—security, cloud modernization, and operational efficiency—so net-new and underpenetrated accounts were engaged with relevance, not spray-and-pray.
Equitable routing and governance
Fairness was non-negotiable. We codified distribution logic to ensure each supplier received their share of qualified opportunities across the 12-month cadence. Exceptions were governed, not improvised, maintaining engagement and confidence across stakeholders. SLAs defined response times, replacement criteria, and meeting quality thresholds.
Tight feedback loops and optimization
We ran weekly and biweekly reviews with TD Synnex and supplier stakeholders to tune messaging, validate ICPs, and refine qualification thresholds. Patterns from early calls informed subsequent waves—what opened doors at the CIO level, where timing stalled, how to reposition value to accelerate. The engine improved with each sprint, and performance gains were shared across supplier lanes.
Operational excellence at the handoff
Our appointment desk managed confirmations, calendar hygiene, and follow-ups. Every invite followed a consistent protocol—clear agenda, stakeholders, conferencing, and context—minimizing friction and protecting the seller experience. If a meeting slipped, we replaced it quickly and transparently to keep momentum intact.
What moved
Opportunity Volume and Quality
- 175 BANT-qualified opportunities delivered over 12 months (100% pre-qualified on budget, authority, need, timing).
- ~15 qualified opportunities per month on average, replacing spike-and-stall patterns with a steady cadence.
- 12-month continuity maintained across seven supplier lines and 32 partners.
Executive-Level Penetration
- 10 CIOs, 19 VPs, 71 Directors, 54 Managers engaged.
- 100 senior-level engagements (CIO/VP/Director) ≈ 65% of all engaged contacts, shifting conversations to budget-holders.
Vertical traction
Coverage was national and balanced: 50 opportunities in the Central region, 40 in the Northeast, 38 in the West, 26 in the Southeast, and 21 in the Southwest. This distribution demonstrated that whitespace activation scaled without sacrificing fit or fairness across supplier lines.
Geographic reach
Coverage was national and balanced: 50 opportunities in the Central region, 40 in the Northeast, 38 in the West, 26 in the Southeast, and 21 in the Southwest. This distribution demonstrated that whitespace activation scaled without sacrificing fit or fairness across supplier lines.
Pipeline velocity and sales cycle impact
- Warm, BANT-qualified meetings reduced re-qualification effort and protected seller time.
- Consistent scheduling protocols decreased friction between first and second meetings (qualitative partner feedback).
Supplier engagement and confidence
- 7/7 suppliers sustained engagement across the full 12-month term.
- Equitable routing and transparent reporting preserved confidence and participation across supplier lanes.
What moved
TD Synnex moved from spike-and-stall lead flow to a governed, steady cadence of qualified conversations. Across seven supplier lines and 32 partners, pipeline became reliable instead of reactive, suppliers stayed engaged, and sales teams could plan with confidence.
Conversations consistently shifted to the altitude that moves budgets. With CIOs, VPs, and Directors in the room, supplier sellers were no longer pitching “interest”—they were advancing initiatives with mandate and urgency.
BANT rigor and packaged context at handoff meant sellers started at value, not re-qualification. Time-to-next-step compressed, follow-through improved, and the signal-to-noise ratio of meetings rose across the board.
What began as a campaign became an operating model—transparent reporting, equitable routing, clear SLAs, and fast replacements when needed. TD Synnex gained a repeatable, multi-supplier playbook that it can scale without sacrificing fairness or fit.
With TechnologyMatch, TD Synnex turned CommSolv into a dependable engine for executive-level pipeline—disciplined, transparent, and built to scale. The work didn’t just generate qualified opportunities; it restored momentum, reinforced supplier confidence, and established a model that TD Synnex can carry forward into future supplier lines and partner motions.
