Companies that lead with transparency, consistency, and collaboration not only build credibility in the retail IT channel but also strengthen their personal brands as reliable partners.
The RSPA asked select members of the RSPA NextGen 50 Under 40 Rising Stars to share their insights on what it takes to stand out, foster strong relationships, and intentionally build trust with partners and customers. Sharing their perspectives are:
- Christina Redell, Ravyx
- Jared Zeigler, Datacap Systems
- Max Little, Metropolitan Sales
- Arnav Kaushik, Quantic
- Michael Chalberg, Korona POS
What is one piece of advice that can help companies stand out and build credibility within the channel?
Redell: Transparency is the fastest path to credibility. It isn’t just good practice, it’s a competitive advantage. When you’re clear about expectations, timelines, and limitations, you create confidence. In the retail IT industry, credibility often becomes the deciding factor for who wins the deal. I’ve seen partnerships grow because customers knew they could count on straightforward communication, even when challenges arise. That consistency builds trust, which is the ultimate differentiator.
Zeigler: Credibility doesn’t happen overnight, and it’s rarely built on a single handshake. It really comes down to making sure your business model lines up with the values you portray. If your incentives don’t match your mission, people catch on quickly. For us at Datacap, protecting the channel is at the core of what we do, so we’ve built our whole model around that commitment. In an industry where the lines can blur, our partners know we’re not going to get in the way of their goals. And that’s what builds trust.
Little: Prioritize transparent, proactive communication with partners. This creates a foundation for building trust, aligning expectations, and increasing loyalty. When you share goals, challenges, and feedback openly, you foster relationships based on credibility and mutual respect. I prioritize scheduling regular updates with my partners to review ongoing projects and upcoming opportunities. With honest communication, you not only attract new partners (who value clarity and collaboration) but also strengthen loyalty with current ones.
Kaushik: One piece of advice that I would give is that quality communication between your team and your partners wins more than your product or solution. The channel is built primarily on relationships, and it’s always easier to break trust than it is to build it. In my opinion, being clear in expectations and being available are two of the most valuable traits any company in the channel can have. At Quantic, we continually invest in our partnerships by ensuring our partners can raise concerns and provide feedback whenever they need–this enables them to feel confident in the field against the 800 numbers.
Chalberg: Though we’re growing quickly at KORONA POS, we are a tight-knit and fun group. Beyond the extremely valuable connections and partnerships we make through the RSPA, it feels great to have the opportunity to thrive by just being ourselves. I think the idea of just being human (novel, I know!) comes first in this environment. Focusing on that builds trust and camaraderie, making the professional goals of being part of this channel come so much more naturally.
Successful retail IT channel partnerships thrive on collaboration. What’s a lesson you’ve learned about balancing your own goals with the needs of your partners to create a win-win relationship?
Chalberg: I’ll stay on a similar theme here. In a world that is barreling toward an unbridled, tech-first approach, we’ve found that differentiating ourselves with a more human approach has been key. Partners can always reach us; we have an in-house support team to field questions, problems, and introductions; even our website’s chat has a human behind it. That means our partners always feel supported and empowered when pitching to their merchants.
Little: I have found that shifting your mindset from short-term sales to long-term relationships allows you to position yourself as a long-term partner rather than just another vendor. It’s easy to get tunnel vision — focusing on pushing your product, hitting your numbers, or driving your roadmap — but by taking a step back and adopting a customer-centric approach, you can build relationships that benefit both parties. Spend time understanding your partner’s needs, pain points, and goals. This knowledge provides the insights needed to offer solutions that truly work for them. When you genuinely invest in your partner’s success, your own will follow.
Redell: Think of it like co-marketing: the best results happen when both sides get value. Listening first allows you to design solutions where your success and your partner’s success are aligned. When you approach projects with a “shared wins” mindset, it not only solves immediate needs but also positions you as a long-term strategic ally rather than just another vendor. That shift drives loyalty and opens doors for future growth.
Zeigler: Sometimes a partner wants to try something or shift in a direction we might not recommend based on our experience. Our job is to back them up and help them succeed. But also we need to be up front about any potential bumps we see ahead so they can plan accordingly. That way we’re more of a sounding board than just a vendor. Even if they take a different path, they know we’re in their corner, and that kind of honesty goes a long way toward building long-term trust.
Kaushik: Since the industry is always changing, it helps to find partners that are on the same wavelength in regards to how they evolve. For existing partnerships, balancing mutual goals can be a way to increase its quality and strength. The key seems to lie in the planning of where the partnership is headed. Software and hardware companies will often find the current problems and plan a mutual resolution without disrupting their existing roadmaps. This careful alignment creates a more sustainable, win-win relationship.
How do you measure trust or the health of your relationships with partners and customers?
Zeigler: Trust is tough to measure directly, but you can see it in how partners use the platform. If we’re just being pulled in for one-off edge cases, that’s one thing. But when partners really embrace Datacap by using our wide range of processors, OEM integrations, and premium features, it shows a deeper level of confidence and commitment. That kind of buy-in is the best indicator to us that the relationship is strong.
Chalberg: We can keep this pretty simple in the SaaS space – how sticky is our product? With a 95% 1-year retention rate and an ever-growing list of active partnerships, we are excited about what the future holds for us.
Kaushik: I think being able to receive constructive feedback is a great indicator of trust and health in a partner or customer relationship. As a software provider, we integrate customer and partner feedback heavily in our product. In a healthy partnership, our partners will invest time in providing us with their feedback from their merchants, whereas a partnership that has issues may result in less productive communication. Whether the response is positive or negative, a great partnership results in actionable feedback, and to me, that is an important indicator of our partnership’s health and trust.
Redell: Referrals are the ultimate KPI. If a partner introduces you to a colleague or a customer recommends you to their network, that’s proof they see you as a trusted resource. Of course, you can look at renewals, retention, and engagement, but the strongest measure of relationship health is when your network becomes your marketing engine.
How does your personal brand — how you show up, communicate, and deliver — impact contribute to building trust with partners and customers? What advice would you give others about intentionally shaping their own personal brand?
Kaushik: I believe the most important quality that contributes to building trust is being available. The more value I can provide to partners and customers, the more likely I am to receive support from these same partners. Therefore, the time I put into partnerships directly correlates to the relationship’s strength and success. One piece of advice that I would give to others on shaping their personal brand is being transparent. Being realistic and honest will ensure that people come back to you when they need something, because they can rely on you to help.
Redell: In marketing, consistency builds recognition. The same applies to your personal brand: how you show up, follow through, and handle challenges defines how others perceive you. Treat your personal brand like your company’s — be intentional, consistent, and authentic. If people know what they can expect from you, they’ll trust you more, and that trust fuels stronger partnerships.
Little: When shaping your own personal brand, give yourself permission to grow, shift, and show up authentically without needing to have everything perfectly polished first. Your personal brand should allow you to build trust with partners and customers through authentic interactions. Personal branding is most effective when it is genuine.
Zeigler: For me, trust comes down to being authentic. I’m not one for “spin.” I try to be up front, whether the news is good or bad. Partners don’t feel like they’re being “handled”; they know they’re getting the straight story. That kind of honesty might not always be the easiest path, but it’s what builds strong relationships over time.
RSPA and its members continue to collaborate and find ways to recruit and build the next generation of leaders. A prime example is best practice sharing that takes place in the RSPA Community meetings. The RSPA NextGen Leadership Community meets several times each year to provide a support network and resources for future generations and their companies to advance in the retail technology industry. If you would like to get involved in the NextGen Leadership Community, please email RSPA VP of Education Kathy Meader at KMeader@GoRSPA.org.
About RSPA NextGen Rising Stars
RSPA NextGen Rising Stars acknowledges the contributions of young professionals who exemplify the industry’s next generation of channel leaders. Each Rising Star possesses expertise, innovation, and leadership skills that has propelled them to the forefront of the industry, inspiring their peers and colleagues. The RSPA is proud to recognize and showcase these Rising Stars online year-round and in person at our RetailNOW trade show and conference. Meet the 2025-26 RSPA NextGen 50 Under 40 Rising Stars on this webpage.
About RSPA NextGen Leadership Community
The RSPA NextGen Leadership Community works to identify and develop opportunities for future leaders and the rapidly changing technology landscape. Joining this community allows you to meet others who share passion for retail technology and provides a forum to share ideas on how the industry, and the RSPA, should move into the future. The NextGen Leadership Community hosts virtual discussions throughout the year and meets in person at RSPA’s signature conference RetailNOW. Learn more about the RSPA NextGen Leadership Community on this webpage.
