Winning Together: Kendra Cato of Advance Partners On How Strategic Partnerships Can Unlock New Sales Opportunities
An Interview With Chad Silverstein
Don’t be afraid to admit when you’re not sure. Ask for help. We all have blind spots. Advance Partners is looking to expand our offerings, but I didn’t join and just jump at the first shiny new tech. We sat down, looked at our staffing firm clients, and asked them, “What do you really need?” That’s how we knew we needed to focus on building partnerships that directly addressed those core issues.
Strategic partnerships have the potential to unlock growth and create new opportunities in ways that businesses can’t achieve alone. To explore this important topic, we had the pleasure of interviewing Kendra Cato.
Kendra Cato is a staffing industry thought-leader and business influencer known for her ability to build meaningful connections between people and organizations. She has 20 years of experience in strategic planning, sales, marketing, and research, and is a sought-after keynote speaker. Kendra is the Director of Strategic Partnerships at Advance Partners where she is building holistic relationships across the industry to help staffing firms grow.
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
Looking back, my career path definitely wasn’t the neat, linear one I imagined. I had these two very different passions — interior design and journalism. I got my journalism degree, thinking an MBA was next, but life, as it often does, threw me a curveball. Finances dictated I take a job at an investment banking firm, editing M&A documents. I remember feeling a pang of disappointment, like I was deviating from the “plan.” But, honestly, that job was a masterclass and ended with me managing a small team. I learned so much more than I ever could have in a classroom. And, even now, after all these years, that desire to go back to school still flickers, reminding me that it’s never too late.
After a while, I moved to a law firm, still in M&A, and while I loved the work, that creative itch never went away. So, I started my own interior design consulting business on the side. Talk about juggling! It was fulfilling, but incredibly draining. Then, I noticed this wave of young people just crushing it in the software world, and I got curious. I wanted to understand this technology that was changing everything around me. I took a leap, left both the law firm and my design business, and started in client service at a procurement tech research analyst firm, which included contingent workforce technologies.
That’s how I stumbled into the staffing industry, and it was a revelation. The idea that you could directly impact someone’s life by connecting them with a career? That felt meaningful in a way nothing else had. I spent years learning the ins and outs of talent acquisition software, and learning the value of using cloud-based recruitment software to connect people with opportunities.
When the Director of Strategic Partnerships position was created at Advance Partners, I was thrilled to be able to step into the role. We provide funding to help staffing firms grow, which means we help people find jobs, and that’s powerful. Building these strategic partnerships? It’s about building holistic relationships between staffing firms of all sizes and future-forward technology providers, as well as industry associations and other thought leaders.
It’s been a winding road, with its share of detours and unexpected turns, but I wouldn’t have it any other way.
Can you share the most interesting story that happened to you since you began working with partnerships or collaborations?
The most interesting story begins with a meeting. DeLibra Wesley, an influential and respected woman in the staffing industry, and I had known each other through the American Staffing Association where she was on the board of directors and I was a member and speaker. We sat down for a meeting and walked away with the decision to launch Women of Color in Staffing, which is a place for women of color and their allies to collaborate, elevate, and reach their full potential as leaders in the staffing industry.
It wasn’t easy, let me tell you. We were building something from scratch, trying to figure it out as we went. There were moments of doubt, moments where we wondered if we were making any difference at all. But then, you’d see women connecting, sharing their experiences, supporting each other, and you’d realize it was working.
It’s not just about networking, though. It’s about giving people the tools to build their own networks, to elevate themselves, to reach their full potential. And seeing that happen, seeing these incredible women step into their power? That’s the most rewarding thing I’ve ever been a part of.
It’s proof that partnerships, real partnerships, can change lives. It’s about more than just business; it’s about building a community, lifting each other up, and making the whole industry better. And honestly, it wouldn’t have happened without DeLibra. She pushed me, challenged me, and believed in me, even when I doubted myself. That’s the power of a real connection.
You are a successful leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
One way to encourage people to believe in themselves is to be vulnerable. When you’re willing to admit your mistakes, ask for help, and show your team that you’re human, it creates a safe space for them to do the same. This results in more than just trust and deeper connections, although both are incredibly important. It also encourages innovation because when people feel safe to take risks and admit their mistakes, they’re more likely to come up with new and creative ideas. It also improves problem-solving skills. When people are willing to ask for help, they can tap into the collective wisdom of their team to find better solutions.
Then, there’s authenticity. That’s huge. And it brings me back to DeLibra. Before we became close, we’d just bump into each other at events. But what you saw was what you got, every time. No masks, no pretending. That helped us build trust early. It also helped me get my position at Advance Partners. When the team was checking my references, they were consistently told “if you met Kendra, then you know exactly who she is because what you see is what you get.”
And don’t underestimate humor. We work in a serious industry, but if you can’t laugh at yourself, you’re missing out. I try to create an environment where we can have fun, where we can be a little silly sometimes. When you create a positive, supportive environment for your team it allows them to tap into their inner child. And that’s where the best ideas come!
Let’s now jump to the focus of our interview. What does a “strategic partnership” mean to you, and why do you think it’s such an essential part of sales growth today?
I believe a true partnership is about more than making money. It should be a mutually beneficial relationship with agreed upon goals and defined priorities. When I sit down with clients, I don’t just want to talk numbers. I want to know what’s keeping them up at night. Are they trying to reach new markets? Do they need to add new services? Are they just trying to keep up with the pace of change? What are they really hoping for?
Because once we know what they’re trying to achieve, we can actually build a plan that makes sense. A plan that leads to real growth. Without that, we’re just spinning our wheels. We’re making calls that go nowhere, having meetings that don’t mean anything. It’s a waste of everyone’s time. So, it’s about being thoughtful, being intentional, and making sure we’re all on the same page. That’s a true partnership.
How do you go about identifying potential partners that align with your business goals? Are there specific qualities or traits you look for in a partnership?
Finding the right partners is a bit like making new friends in adulthood. You’ve got to really get to know them. First thing I do? I sit down with my clients, and we dig. We talk about their headaches, their dreams, what’s working, what’s not. We get real about their needs, their timelines, everything. It’s about really understanding them.
Once that’s established, it’s easier for me to identify potential partners because we’re starting from a place of mutual understanding. And when I bring them together, I don’t just want the big bosses in the room. I want the people who are actually going to be doing the work such as client operations, the tech wiz, the industry SME, etc. They’re the ones who’ll make or break the partnership.
As for what I’m looking for in a partner? Innovation, definitely. I need to know they’re not just solving our clients’ “today problem,” but that they’re thinking ahead. I’m also very focused on company culture. Of course, I want them to be a strong business partner but I also want them to be ethical, have good character, and treat their employees well. Because if they’re not, it’s going to bleed into the partnership. Another important quality is competitiveness, but I’m not looking for sharks. I want people who are driven, ambitious, but still human.
What steps do you take to build trust and ensure that a partnership will be mutually beneficial for both sides?
Building trust? It’s all about honesty. First thing I do is listen. Really listen. I want to know their struggles, what they’re hoping for. I even use surveys to get a sense of what vendors our clients are using, including what they need now and what they might need down the line. It’s about getting the full picture and coming to the table with an understanding of our clients’ needs.
And then, it’s about being crystal clear on expectations. Not just what they want, but what I can deliver. If they’re expecting something in three months, and I know it’s going to take six? I tell them. They might not like it, but it’s better than setting them up for disappointment.
I also try to be upfront about where they stand, priority-wise. It’s a tough conversation, but it’s necessary. I’m not going to pretend I can give them my undivided attention when I’m swamped. I’d rather say, “Look, I’m stretched thin right now but let’s revisit this next month,” than make promises I can’t keep.
And I always try to bring value to the table. Sharing industry insights, news, research — it’s about showing them I’m invested, that I’m not just here to take. It’s about building a relationship, not just a transaction.
Can you share a specific example of a strategic partnership you were involved in? How did it come about, and what impact did it have on your business?
One partnership that is proving to be a game changer is Advance Partners’ work with the American Staffing Association (ASA). They’re all about pushing the staffing industry forward through advocacy, research, and education. We’ve always supported ASA and other industry associations through membership, event attendance, and thought leadership. But when I came on board we looked at our shared mission of helping staffing firms grow and said, “We can do more. We should do more.”
We crafted a formal Corporate Partnership with ASA that’s not like a typical referral partnership. Instead, we made a multi-year investment in the organization, which helps us drive meaningful advocacy for all staffing firms, allows us to address the challenges facing our industry, and makes it clear to staffing firms that we’re here to stay. We’re working with them on their initiatives, helping them strengthen their projects, and we’re seeing some real impact. It’s about raising awareness, building that trust, and showing the industry that Advance Partners is here to elevate the whole playing field, not just our own bottom line.
What role does communication play in maintaining a strong, long-lasting partnership? Are there particular practices or tools you use to keep everyone aligned and engaged?
Communication? That’s the glue! It’s the difference between a partnership that thrives and one that fizzles out. You have to be clear about what success looks like. And not just the end goal but what the relationship looks like. How are we going to talk to each other? What’s the plan for keeping things moving? Because these partnerships are marathons, not sprints. It’s so easy to let things slide, to lose that momentum. So, I’m big on action items. Every meeting ends with, “Okay, who’s doing what, and by when?” And I always schedule the next meeting right then and there. If you wait, it can take weeks to get something on the calendar.
One thing I’m working on is how I handle inbound requests and questions, which typically come to me in an email. I used to get so caught up in crafting the perfect, most thoughtful response. Now, I just send a quick “Got it, I’ll get back to you with answers.” It’s kind of like using email as a corporate text function and people seem to appreciate it.
And internally? I live by my workflow management tool. It keeps me sane. And I keep running notes on my phone, one shared note for each of my 1:1s, so we can drop ideas and thoughts in real time. It’s about staying organized, staying connected, and keeping the lines of communication open, always.
Let’s now focus on actionable strategies. Based on your experience, can you share “5 Steps to Create Strategic Partnerships That Drive Sales Growth”? If you can, please share examples or stories for each.
1. Don’t be afraid to admit when you’re not sure. Ask for help. We all have blind spots. Advance Partners is looking to expand our offerings, but I didn’t join and just jump at the first shiny new tech. We sat down, looked at our staffing firm clients, and asked them, “What do you really need?” That’s how we knew we needed to focus on building partnerships that directly addressed those core issues.
2. Look for people who share your values, not just your bottom line. Trust your gut. When we were looking for a tech partner to support our clients’ back office needs, we could have gone with a big name that promised everything. But we would’ve been one of many. Instead, we chose a smaller company whose CEO talked about growing WITH their clients and genuinely cared about helping small businesses. That alignment in values is what made the partnership work.
3. Write it down. Talk it out. Don’t leave anything to chance. With the American Staffing Association, we weren’t just writing a check. We sat down and had some tough but honest conversations about what we both wanted to achieve. We outlined specific goals for advocacy, education, and support. We even set up regular check-in points to make sure we were on track. That clarity was crucial.
4. Listen more than you talk. And when you do talk, say what you mean. When we were working with a new tech integration partner, there were some hiccups. Instead of pointing fingers we had daily stand-up meetings. We just talked it out, problem-solved together. And when someone had a crazy idea, we listened. Because sometimes those crazy ideas are the best ones.
5. Remember, it’s a marathon, not a sprint. Invest in the relationship. With Women of Color in Staffing, it wasn’t about instant results. It was about building a community, creating a space for women to connect, learn, and grow. We invested time, energy, and resources, even when it was challenging. And seeing the impact it’s had? That’s the real reward.
What advice would you give to smaller companies or startups that may not have the resources or networks of larger businesses but want to start building strategic partnerships?
If you’re a small company and you’re thinking, “How do we get these big partnerships?” Don’t get discouraged. You’ve got more power than you think. And your salespeople are your secret weapon. When you’re hiring them, bake partnerships into their comp plan. Make it part of their job. Because as they’re out there building their network and talking to prospects, they’re going to naturally stumble upon opportunities. They’re going to be the ones in the field making those connections.
You don’t need a whole partnership department when you can reward the folks who are already doing it. Give them a reason to bring those deals in. Formalize it, write it down, and make sure they’re properly incentivized. Don’t underestimate the power of your people. They’re your best ambassadors and your best connectors. And if you treat them right, they’ll bring you the partnerships you need to grow.
How do you handle challenges or conflicts that may arise in a partnership to ensure that the relationship stays strong and productive?
Challenges and conflicts are going to happen. It’s just a fact. But how do you handle them? That’s what makes or breaks a partnership. And honestly, it all comes back to those shared goals.
When things start to go sideways, the first thing I do is take a step back. We all do. We go back to the drawing board, back to that original mission. “Why are we doing this? What were we trying to achieve?” Because usually that’s where you find the problem. Someone’s drifted, lost sight of the big picture, or maybe things have changed, and we need to pivot.
And it’s about creating a safe space for honesty. People need to feel like they can say, “Hey, this isn’t working,” or “We messed up,” without fear of repercussions. Because bad news doesn’t get better with age. It just festers. So, we encourage people to speak up, get it out in the open. It clears the air, it avoids misunderstandings, and lets us work together to find a solution. It’s about being real, being honest, and remembering that we’re all in this together.
Can you share a surprising or unexpected lesson you learned from a past partnership?
One surprising lesson I’ve learned is that partnerships are almost never 50/50. We all want to think it’s a perfect balance with everyone bringing the same value. But in reality, most partnerships are lopsided.
And here’s the kicker: sometimes, that’s a good thing. You might be the one giving more. But people notice that. They see how you treat your partners and they think, “Hey, I want that.” It builds trust and can also open up new markets for you. For instance, if you partner with a demanding start-up that has a disruptive technology you’ll probably be putting in more than you get. But you’ll be learning a new industry and building your portfolio, which makes the extra effort worthwhile.
And don’t ever believe that “no news is good news.” If you’re not hearing from your clients and partners, they probably don’t value the relationship and are looking elsewhere. My recommendation is to talk to each of them at least once a month.
What trends or changes are you seeing in how businesses approach strategic partnerships, and how do you think this will evolve in the coming years?
The biggest trend I’m seeing is that more businesses are realizing it’s no longer about slapping together logos and so they need someone dedicated to building meaningful relationships across their ecosystem. When the responsibilities are dispersed among different members of the team it’s easy for them to get pushed aside. And, some people are not natural at making connections.
I recently read that building strategic partnerships is a lot like M&A work and I can see the similarities based on my time in valuation. Both require a unique set of skills — on the one hand you need to assess needs, identify risks, interpret financials, and analyze data. On the other, you need soft skills such as communication, leadership, and problem-solving to help build relationships between the different parties who may have competing goals.
I’m also seeing more data-driven management of partnerships. But, we can’t rely on data alone to evaluate a program. The value is often subjective and not immediate — numbers on the board may not always be wins and sometimes it’s more effective to evaluate long-term results.
In your opinion, how do strategic partnerships impact not just sales, but a company’s reputation, relationships, and long-term growth?
Generating sales is primarily done directly through building relationships with existing and potential customers. But creating relationships outside of this network can indirectly generate revenue by driving innovation and accelerating the development of fresh ideas.
Advance Partners is an example of an extremely relevant brand that has an innovative business model and an established reputation. But, I was surprised to learn that many enterprise staffing agencies didn’t know about Advance Partners because they didn’t need its services. Yet, who starts new staffing firms? Often employees of enterprise staffing companies, especially those in sales. This means that no matter how well-known your brand is within your established network, it’s important to focus on brand visibility for new audiences as well.
You are a person of great influence. If you could start a movement that would inspire more companies to embrace collaboration and partnerships, what would that be? You never know what your idea can trigger. 🙂
If I could start a movement it would be to shift the focus from building networks to building community.
I find networks to be primarily transactional connections that are often built with the goals of exchanging information, gaining referrals, and securing opportunities. The relationship can be superficial and is often based on gaining professional advantages. I find that by nature networks are broad and less intimate because they include a large number of contacts with varying levels of interaction.
In contrast, community connections are deeper and more meaningful with an emphasis on shared values, interests, and experiences. The relationships are typically more personal and supportive because members feel a sense of belonging and shared identity. And communities are naturally composed of smaller, tightly-knit groups, making interactions more frequent and with deeper levels of trust and support.
Yes, communities are smaller, tighter. But that’s the point. You get to really know people. You build trust and you support each other. It’s not about what you can get. It’s about what you can give and what you can share.
I think we’ve gotten so caught up in building these huge networks, we’ve forgotten what it means to actually connect. We’ve forgotten that business is about people, not just transactions. So, yeah, I’d start a movement to bring back community. To remind people that we’re all in this together and that real connection is more powerful than any network.
How can our readers further follow you online? https://www.linkedin.com/in/kendracato/
This was great. Thank you so much for the time you spent sharing with us.
About the Interviewer: Chad Silverstein is a seasoned entrepreneur and Thought Leader with over 25 years of business experience. He has founded, operated, and exited multiple companies and now builds into a handful of high impact CEOs. Chad has launched multiple online communities, including a recent leadership development platform, and also serves as a strategic advisor for Authority Magazine’s thought-leader incubator program. To learn more and connect with Chad visit: chadsilverstein.io
Winning Together: Kendra Cato of Advance Partners On How Strategic Partnerships Can Unlock New… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.