XChange LATAM 2026: Why Partners Own The Customer Relationship As The Channel Model Evolves

‘The partner has the real relationship with the customer and is the one leading the transformation,’ said Karenina Gallardo Salazar, senior partner technology strategist at Microsoft.

During XChange LATAM 2026 a debate over who leads the customer relationship reached a clear conclusion.

Karenina Gallardo Salazar, senior partner technology strategist at Microsoft, put the channel at the center of the conversation, analyzing how pressure to differentiate, advances in artificial intelligence and demand for comprehensive solutions are reshaping the business.

Moving beyond the traditional discussion of who owns the commercial relationship, Gallardo was emphatic.

“Definitely, the partner has the real relationship with the customer,” she said. “We support and enable the partner, but the one who handles the day-to-day and has direct contact is the partner.”

The remarks reinforced the central role of the partner ecosystem while redefining vendors’ responsibilities, which are increasingly focused on enabling capabilities and strengthening joint strategies.

That shift comes as customers demand far more than products alone.

“Customers are no longer asking for products; they are asking for 360-degree solutions,” Gallardo said, pointing to a fundamental change in the channel’s value proposition.

She said organizations are looking for partners who act as technology advisers, with a deep understanding of the business and the ability to provide ongoing support.

Differentiation is the key short-term challenge

One of the biggest concerns for Microsoft and its partner ecosystem is the growing commoditization of services and products, a trend Gallardo said threatens the competitiveness of partners that fail to stand out in a crowded market.

“In the short term, what concerns us the most is the commoditization of services or products, and that partners are unable to find their differentiator,” she said.

Gallardo emphasized the urgency of building distinct value propositions, particularly around artificial intelligence, which she described as a major driver of innovation.

Her message to partners was straightforward: Invest in capabilities, develop specialization and build offerings that go beyond the standard. As technology becomes increasingly homogeneous, she said, differentiation depends on expertise, customer proximity and the ability to turn tools into concrete solutions.

Model evolution toward strategic partnerships

Asked about the future of the channel’s traditional quality model, Gallardo rejected the idea of disruption, instead describing a gradual evolution.

“It is definitely evolving,” she said. “It is evolving to become the partner we envision for the future.”

According to Gallardo, tomorrow’s partners will not only adopt emerging technologies such as artificial intelligence, but also develop their own services, build integrated solutions and position themselves as agents of change inside customer organizations.

That shift requires both deeper capabilities and a cultural transformation in how business is done.

In this model, the channel is no longer simply an intermediary, but a strategic player capable of driving digital transformation. Customer relationships, she said, become deeper, more consultative and focused on business outcomes.

Customers are redefining expectations

Changing customer demands are the primary force behind this evolution.

“Customers are asking partners to be much more like technical advisers, to provide day-to-day support and to fully understand their business end-to-end,” Gallardo said.

Those expectations are forcing partners to rethink their role and expand their scope. Selling technology alone is no longer sufficient; partners must understand industries, processes and strategic priorities.

In that environment, customer proximity combined with a strong technical foundation becomes a critical differentiator.

Artificial intelligence presents both an opportunity and a challenge, Gallardo said. Partners that successfully integrate it into their offerings can build sustainable competitive advantages, while those that fail to do so risk falling behind.

Desirée Jaimovich is Editorial Director of ITSitio.