Matthew
Frederickson.

Two seats. I own HP's global channel AI program end to end, strategy through product through field motion. I also run executive alignment on HP's move to a single transactional net metric, which means keeping five-plus organizations pointed the same direction while a core business metric changes underneath them.

• Designed and launched Amplify AI, HP's global channel AI program. 4,200+ partners, 72% of addressable channel revenue, $399M of influenced AI PC revenue in six quarters at 8× non-participants. Owned strategy, program architecture, partner engagement model, and measurement from concept.
• Product owner of the HP AI Hub, the worldwide partner enablement platform. Roadmap, backlog, release cadence, and requirements with five engineers. 9.2k users, 4.4k companies, 40k clicks since the November 2024 launch. 20,000+ users trained, 100k+ use-case views.
• Lead worldwide executive stakeholder readiness and post-launch hypercare for HP's shift to a single transactional net metric. 35 stakeholders, SVP and VP briefings, five to eight workstreams, five-plus organizations. Built the escalation, communications, and support frameworks that resolve compensation, target-setting, data-quality, and partner-performance issues.
• Run the feedback loop between the channel, the enablement platform, and HP's AI roadmap, translating partner and field signal into product and program decisions.
• Recognition: four Stevie Awards across the Amplify AI program (2024 Gold at the American Business Awards, 2025 Silver, and two 2026 Silvers), the 2026 TechXcellence Partner Engagement Champion Award, and the 2024 HP President's Club Award.

HP had 600+ tier-one distributors and no consistent read on which ones created value. I built the assessment framework that answered it, built the tool that made the answer usable, and drove the decision to act on it.

• Designed the distributor landscape framework driving an approved ~20% reduction of HP's worldwide distribution base across seven global markets, identifying 80+ distributors for exit plus new geographic coverage and product offering opportunities. Initiated execution before transitioning the role.
• Product manager for the Global Distributor Repository and the internal worldwide landscape tool. Owned roadmap, backlog, release cadence, and user requirements, leading six engineers and market super-users to deliver distributor data accuracy, program eligibility tracking, and performance visibility across product category teams.
• Formulated the worldwide capability assessment and framework evaluating 600+ distributors, gauging depth and breadth of current and future-ready capability, identifying channel value creation opportunities, and managing up to $150K of program budget.
• Built the data insight layer taking landscape analysis down to product line and country, surfacing over- and under-saturation and partner value assessment that had not previously been visible anywhere in the organization.

Rebuilt how HP engages its top services resellers. The ask was an engagement model for 1,500+ partners. What it took was a compensation redesign, a platform, a legal coverage structure for affiliate networks, and a C-level advisory board willing to tell us the truth.

• Led research, design, and implementation of the channel partner engagement program and web-based platform for 1,500+ top HP resellers, built on the LAER (Land, Adopt, Expand, Renew) outcome-based sales framework.
• Designed the software and services partner compensation and benefits structure, projecting 20% three-year subscription growth.
• Program manager for HP Amplify Power Services. Identified and implemented the solution providing legal and strategic coverage for 3,500+ partner affiliates, buying groups, and reseller networks, managing up to $200K of program budget.
• Developed the end-to-end three-year GTM channel services strategic plan that surfaced the gaps and opportunities leadership then built against.
• Facilitated the partner advisory board of 15 HP partner C-level executives, owning content, scheduling, and communications, and surfacing affiliate model and product feedback that informed HP's channel program simplification.

Three years building services revenue through partners instead of around them. NPI, a global delivery network, an APJ pilot, and the installed base program that found revenue in data HP already owned.

• Led NPI and the Channel Services Delivery Enablement program for reseller and distributor delivered HP Personal Systems Services, generating ~$70M of five-year incremental revenue.
• Directed GTM strategy for the HP Partner Services Network, a global partner delivery network expanding coverage, capability, and capacity for ~$40M+ of five-year incremental revenue. Navigated regional, interorganizational, and executive relationships to land profitable delivery strategies.
• Established the worldwide Installed Base Optimization program, using end-customer registration data across AMS and EMEA to lift refresh and renew opportunity conversion 24% and drive ~$15M of annual incremental TCV.
• Launched the India and Southeast Asia installation services channel delivery pilot, onboarding and training 10 partners. Learnings from the pilot prompted additional automation and infrastructure investment.
• Coordinated worldwide research across 19 countries, 5 languages, and 150+ partners, delivering the insights that defined HP's channel services delivery strategy.

The intern year the patent portfolio started. Incentive design, KPI reporting, and competitor research by day. HP's invention process in the margins.

• Named inventor on 9 granted US patents, 15 filings in all, on HP's DaaS service kiosk and locker program: isolated device lockers, self-service repair and provisioning, and configuration through sealed packaging. Filings ran from 2018 into 2019, past the internship itself. Full list ↓
• Developed the commercial growth-based incentive program that drove $35M+ in revenue growth.
• Built automated KPI reporting that improved best-in-class partner programs representing $419M of annual revenue.
• Led the research campaign on competitor services programs representing $2.4B of revenue.

Licensed archiving tech out of a lab and tried to build a company around it while working full time at HP. Prototype built, 15 buyers committed, NSF grant won. Ended when my co-founders moved.

• Licensed archiving and digitization technology, manufactured a working prototype, and developed B2B sales and as-a-service business models securing 15 committed buyers.
• Awarded an NSF I-Corps startup grant from BYU's Rollins Center for Entrepreneurship & Technology.
• Presented the solution to 300+ archivists at Archiving 2018, the international archiving convention in Washington, D.C.
• Wound the company down cleanly when the co-founders relocated. Worth including because founding it taught me more about customer discovery than any framework has since.

M&A screening for a company about to IPO. Both of our recommendations happened.

• Analyzed six potential acquisition targets using the McKinsey 7S framework and a custom M&A screening criteria framework, delivering market-based valuations of six major IT learning companies.
• Pluralsight formed a Stack Overflow partnership on the team's recommendation as its final major strategic move before the May 2018 IPO, and acquired GitPrime, another team recommendation, post-IPO.

First real data job. Automated the research nobody wanted to do by hand, then used the output to go find revenue.

• Designed an Excel database of county-specific food code regulations for every county in the United States, saving 500+ hours of manual work through a repeatable data retrieval VBA macro.
• Generated $20K+ in sales revenue by building a target market list from strategic analytical research on company growth.
• Oversaw client services for 8 US states and 36 corporate accounts totaling $75K+ of yearly revenue.

Started at ten and ran it for a decade. Most of my commercial instincts come from a driveway stand, working out why the same 20 people kept coming back and how to find 230 more.

• Founded and grew a ten-year cherry business from 20 to 250+ customers, employing 3 to 5 seasonal workers and sustaining high retention through a low-cost, high-value differentiation strategy.
• Generated $5.5K+ cumulative profit on 500+ lbs of annual summer sales.