In the channel, performance pressures are relentless. Quotas don’t shrink, market demands don’t ease, and the pace of change only accelerates. Channel leaders and program managers are expected to simultaneously manage internal expectations, partner enablement, and global execution — all while navigating budget constraints, organizational shifts, and evolving business models.
It’s easy to understand why so many channel teams operate under a persistent cloud of stress. But what if the antidote to that pressure isn’t found in more structure or stricter oversight but in something as deceptively simple as fun?
At Cloudflare, Chief Partner Officer Tom Evans is proving that fun isn’t frivolous. It’s foundational.
Since joining the company a little over a year ago, Evans and his lieutenants have worked to establish a team culture that values energy, engagement, and enjoyment alongside execution. The goal is not to dilute accountability or lower expectations. Quite the opposite. By building a collegial environment where people feel safe, seen, and supported, his team operates with greater clarity, collaboration, and creativity. When people enjoy their work and the people they work with, they show up differently and stay longer.
Cloudflare’s channel transformation journey reflects this mindset. While the company was already successful when Evans joined, its partner strategy was underdeveloped. Rather than treat the channel as an afterthought, Cloudflare’s leadership committed to a full-scale investment, adding head count, refining systems, and aligning sales with a partner-first model. That transformation is being carried out not by rigid top-down mandates but by a team that takes ownership, shares ideas, and collaborates to solve problems together.
It helps that the fun is intentional. Trivia contests, inside jokes, and light-hearted banter aren't distraction; they’re instruments of cohesion. Remote work adds complexity to team dynamics, but Evans and his team compensate by holding regular check-ins, engaging in inclusive activities, and fostering open conversations about life beyond the job. People know their goals, but they also know each other.
What's important to note is that Evans doesn't conflate fun with laxity. Expectations are articulated. Benchmarks are set. Milestones — both large and small — are celebrated. Everyone knows what success looks like, and everyone is accountable for contributing to it. That clarity, combined with the camaraderie of a shared mission, enables people to perform at their best. And when challenges inevitably arise, as they do in every go-to-market motion, the team has the resilience and cohesion to adapt quickly and stay focused.
In a business defined by relationships, having a team that genuinely enjoys working together becomes a strategic advantage. It’s evident not just in internal interactions but in the way partners experience the brand. Enthusiasm and authenticity are hard to fake — and easy to follow.
Creating a fun, open, and productive channel culture isn’t about perks or platitudes. It’s about leading with intention, hiring for both mindset and skill, and never losing sight of the fact that people are the engine of every channel program’s success.
Evans joins Channelnomics CEO Larry Walsh on "Changing Channels" to discuss why fun is an important attribute for a channel team.