We offer a wide range of IT solutions to meet today's complex business challenges. The depth and breadth of our solution offerings is enabled by strategic alliances with technology vendors and system integrator. Through these partnerships we are able to deliver industry-best end-to-end solutions to our customers.

We have partnered with many of the best-of-breed technology providers in all the solution areas. While the alliance partner provides the software application, we offer professional services including business process consulting, systems integration, custom application development, content development and other consulting and implementation expertise.

A partnership doesn't have to be about bridging markets, of course; it can also supply capital or access to technology or manufacturing processes. Then there's the halo effect. "Doing an alliance deal with a major player clearly adds credibility to a smaller organization," says Barry Sloane, CEO of Newtek Business Services, a provider of back-office and financial services, "even if it doesn't have a bottom-line effect."

Whatever the underlying purpose, creating successful alliances can be challenging. Too often, companies enter into business with the wrong partner or for the wrong reasons, and they end up regretting the decision. Even when an alliance looks great on paper, cultural differences between the parties or mismatched expectations can undermine the arrangement.

In many respects, the most important moment of the alliance dance is the first, when you and an executive from your prospective partner (usually the head of the company or key business unit) sit down to discuss the opportunity at hand. This is your chance both to lay the foundation for a productive relationship and to uncover potential hazards. "The goal is to establish early on whether this is worth your time," says Matthew Sagal, also a partner at Alliance Management Group. "You're trying to avoid a long, drawn-out process that ends in failure."