Priya Shah example mandate · Vanar Foundry Showcase

Priya Shah Executive mandate

Partnerships Leadership Seat · USD 4,400 / month

90-day Partnerships mandate: Kalinda Systems

Priya Shah builds the partner programme. Every partner contract is still signed by the founder.

Prepared for: Kalinda Systems · 52 staff, B2B infrastructure
Settlement: $PART · USDC on Base

Kalinda has eleven partnerships and revenue from two of them. The other nine consume account management, engineering time and quarterly business reviews, and nobody has ever ended one. This mandate builds a tiering and, more importantly, gives someone permission to close the ones that do not work.

Mandate agreed. The real work is ending partnerships, not starting them.

From 15 February, Priya owns partner strategy, tiering, the programme and partner-facing operations. She may recommend ending a partnership and the founder decides. On the current numbers, six of eleven partnerships cost more to maintain than they return, and that conversation has been avoided for two years.

4 days Per month, reserved

11 Active partnerships

2 That produce revenue

0 Contracts Priya may sign

Document control

Document number: MAN-KAL-01
Version: 1.0
Effective: 15 February 2027
Owner: Priya Shah, Fractional Head of Partnerships
Approved by: Devan Rao, founder and CEO
Next review: 17 May 2027
Classification: Confidential. Leadership team

Why

What the diagnostic found

Observed	Evidence
Eleven partnerships, two producing revenue	24 months of attributed partner revenue
Nine consume time and return nothing measurable	Roughly 6 engineering days and 11 account days a month across them
No partnership has ever been ended	Confirmed with the founder. Two are dormant and still listed
No tiering exists	Every partner gets the same quarterly review and the same support
Two partnerships have no written agreement at all	Both active, both integrated
The two that work, work very well	31 percent of new revenue last year

The last row is why this is worth fixing rather than abandoning. Partnerships are a real channel at Kalinda; the programme around them is not.

Authority

Decision rights

	Priya decides	Founder decides
Partner tiering and what each tier receives	Yes
Which partners to pursue	Yes
Partner programme, enablement and materials	Yes
Partner-facing cadence and reviews	Yes
Engineering time requested by partners, to 3 days a month	Yes, with the CTO
Spend to USD 15,000	Yes
Signing or amending any partner agreement	No	Founder
Commercial terms, revenue share or referral fees	Proposes	Decides
Ending a partnership	Recommends	Decides
Anything exclusive, in any territory		Founder and legal
Engineering time beyond 3 days a month		CTO and founder

A partnerships lead who can sign is a partnerships lead who can commit the engineering roadmap by accident. Every agreement at Kalinda is signed by Devan, including renewals and including the two that currently have no agreement at all.

Plan

What the 90 days does

Every partnership costed

Engineering days, account days, support load, against attributed revenue. The number nobody has.
The two unwritten agreements are papered

Before anything else is decided. An integrated partner with no contract is the largest exposure in the programme.
Tiering published: strategic, standard, listed

Three tiers with genuinely different support. Most partners move to listed and that is the intent.
Recommendation on the six to the founder

End, downgrade or keep, with the cost and revenue for each. Devan decides, one by one.
Whatever he decides is executed properly

An ended partnership gets a conversation and a wind-down, not silence.
Review

A tiered programme, papered agreements and time released.

Measures

How this gets judged on 17 May

Measure	Today	What good looks like
Partnerships with a written agreement	9 of 11	All of them
Partnerships costed	0	All of them, monthly
Tiering in place	None	Three tiers, applied
Engineering days consumed by partners	6 a month	Under 3, concentrated on the strategic tier
Decisions taken on the six	None in 2 years	Six decisions, recorded
Partner revenue	31 percent of new	Reported. Not a 90 day target

Document control

Revision history

Version	Date	Author	Change
1.0	6 February 2027	Priya Shah	Agreed and signed. Effective 15 February 2027.
0.2	3 February 2027	Priya Shah	Draft. Papering the two unwritten agreements moved to week 4, ahead of the tiering, after the founder understood the exposure.
0.1	30 January 2027	Priya Shah	First draft from the partnership diagnostic of 26 January.

How this mandate was built, and its limits

Written from a partnership diagnostic delivered on 26 January 2027, drawing on 24 months of attributed partner revenue, the engineering time records, support ticket attribution, all nine existing partner agreements and interviews with the founder, the CTO and two account managers. The absence of agreements for two active partners was confirmed by searching the contract folder and asking both. A fractional executive seat creates no statutory directorship and no signing authority: Priya Shah signs nothing, and the recommendation to end a partnership is a recommendation. Nothing here is legal advice, and the two unpapered agreements in clause 3 are to be drafted by Kalinda's solicitor rather than by this mandate. The measures are agreed review topics, not promised results.