#10. Nancie Calder is a Senior Vice President and Global Consulting Practice Lead at Avanade, based in Toronto, Canada. From her start as a freelance consultant to leading a global team of 3,000 people, Nancie brings three decades of experience driving innovation at scale.

Nancie shares her hard-won insights about what it really takes to nurture innovation and continuous learning across a 3,000+ person global practice—especially in the fast-changing Microsoft ecosystem. Her emphasis on combining practical experience with scalable programs really hit home.

KEY LESSONS

1. Innovation is for everyone. True innovation goes beyond technology. Nancie instills an innovative mindset throughout her team by hiring for passion and curiosity - not just technical skills. Encouraging everyone to leverage AI and new Microsoft tools is at the heart of their success.
2. Continuous learning is non-negotiable: Avanade dedicates specific learning hours, gamified certification paths, and peer mentoring to ensure their team is always up to speed. A growth mindset isn’t just a buzzword - it’s a requirement for staying relevant.
3. Global knowledge sharing matters: With biweekly cross-regional meetings, dynamic communities of practice, and creative use of Copilot to gather project learnings, Nancie demonstrates the importance of collaboration and knowledge sharing for scaling leadership across borders.

TIMESTAMPS

00:00 Helping teams deliver AI assessments and using AI in practice

00:35 Introduction to Practice Leading and the focus on innovation at Avanade

02:42 Nancie Calder introduces herself and her journey in the Microsoft partner ecosystem

05:02 Scaling a global practice and building capability across regions

06:40 Defining innovation at a global systems integrator: product development and service improvement

08:26 Balancing billable work and professional development in consultancy

10:48 Instilling a culture of innovation and continuous learning at scale

13:17 Capturing and sharing project lessons learned across the organization

16:07 Incentivizing knowledge sharing and using AI to identify expertise internally

19:34 Formal innovation initiatives like hackathons, Innovation Days, and global knowledge sharing

21:11 Practice overlaps and navigating resource contention between business units

23:48 Supporting team members with different growth mindsets and learning from client attitudes toward innovation

29:36 Choosing which Microsoft innovations to invest in and building specialized practices

RESOURCES

• Nancie Calder on LinkedIn
• Avanade on LinkedIn
• Avanade website

RECOMMENDED EPISODES

#7 From Four to Forty: Building CRMK’s Team and Culture with CEO, Kathrine Hogseth

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#8. Welcome to Practice Leading, the podcast for ambitious and curious Microsoft partner leaders who are passionate about growth, innovation, and building high-performing teams—with no tolerance for BS. I’m your host, Neil Benson, and in this special retrospective episode, I’m sharing the biggest lessons learned from the show’s first eight guests. We’ll revisit insights on creating a culture-over-hierarchy, hiring for industry expertise, empowering teams, pricing strategies, empathetic leadership, mentorship, and building a sustainable team culture.

You’ll hear the real-world results as I experiment with these ideas in my own business, Superware, and the challenges and successes we’ve faced along the way.

If you’re leading a Microsoft practice, this episode is a masterclass from trailblazers who know what it takes to succeed in the Microsoft ecosystem.



KEY LESSONS

1. Culture Over Hierarchy. Our journey began with Mohamed Mostafa from TechLabs London, who shared a secret interview question that's now a staple in my hiring process: “Tell me something not on your CV or LinkedIn.” It’s been a game-changer for uncovering cultural fit!

2. Managing Yourself First. Joel Lindstrom inspired me to prioritise managing myself first— and I share my biohacking experiments from tracking sleep to surviving cryotherapy chambers. I also experimented with team video updates (still a work in progress!) and debated the role of technical certifications for practice leaders. Where do you stand on keeping your certs up to date?

3. Pricing for Value. Ben Vollmer from RSM US drove home the importance of micro-verticals and flexible pricing. We’re testing new app and service models that reflect true customer value. Pro tip: Don’t be afraid to experiment with custom deals early on!

4. Empathetic Leadership Areti Iles of Telefonica Tech reminded us that clear communication, coaching, and meaningful feedback are at the heart of great leadership. It's pushing me to keep stretching those empathy muscles—even when it doesn’t come naturally.

5. The Power of a Talent Manager. Thanks to Bob Bell at ITK Consulting, I’m on the hunt for a talent manager to help formalise HR and talent acquisition at Superware. (If you know a good one, hit reply!)

6. Mentorship & Hackathons. Edit Kapcari at Orbis SE inspired me to rethink 1:1s and mentorship frequency. I may not be meeting every week just yet, but regular check-ins are now firmly on my radar. Plus, we’re exploring team hackathons—stay tuned!

7. Building a True Team Culture Katherine Hogseth at CRMK sets the bar high with weekly team breakfasts and a culture that dedicates 20% of company time to learning and development. We’re working towards one day per month for now, but the aspiration is there!

8. Microsoft Partnering Secrets Chris McNulty of Synozur brought clarity to the art (and challenge) of partnering with Microsoft. From leveraging customer innovation hubs to decoding dual recognition, we’re taking steps to sharpen our Microsoft alliance.

TIMESTAMPS

00:00 Welcome to Practice Leading and Neil’s mission

01:00 Why Neil started Practice Leading and what Superware does

01:49 Lessons from episode one: Culture over hierarchy and secret interview questions

03:45 The challenge of hiring for industry experience and onboarding new talent

04:24 Managing yourself first: Healthspan, conferences, and the power of routines

06:13 Should leaders keep technical certifications up to date?

08:52 Pricing strategies and focusing on micro-verticals

09:46 Leading with empathy: The importance of career conversations

11:35 Hiring a talent manager and building HR capabilities

12:25 Mentorship,...

#8. Chris McNulty heads Strategic Markets at Synozur. For almost ten years, he was Senior Director of Product Marketing for Microsoft 365 at Microsoft. Chris’s prior experience as CTO includes companies such as Dell and Quest Software. He is the co-host of The Intrazone and host of the Polaris podcasts.

KEY LESSONS

1. Understand the Microsoft field. Navigating Microsoft requires you to “study up in your abbreviations” and truly understand the distinct roles (ATU, STU, PDMs, etc.) within the Microsoft sales organisation. There’s no easy button—successful partners learn where to plug in and how to make life easier for sellers.
2. Build credibility through track record. Sellers are motivated by what’s on their scorecard—not by the promise of flashy add-ons. Building trust takes a proven track record, compelling customer references, and an understanding of what Microsoft sellers care about most.
3. Find white space to complement Microsoft. Don’t try to compete head-to-head. Look for industry or vertical solutions that Microsoft won’t cover directly. Fill those gaps (the “white space”), remain Microsoft-friendly, and stay nimble—being a strong complement gets you invited in.

TIMESTAMPS

00:00 Sometimes ignoring Microsoft is the right approach

00:33 Neil Benson introduces Practice Leading and today's guest, Chris McNulty

01:38 Chris McNulty's background at Microsoft, Dell, and Quest Software

04:13 Are you coaching Microsoft partners or mostly end customers?

05:29 Understanding the Microsoft field, acronyms, and partner programs

08:13 Navigating Microsoft's structure in Australia and missing opportunities

10:03 How Microsoft sellers are motivated and why partners should care

12:43 The changing value of Microsoft partner certifications

14:11 Balancing Microsoft alignment with independent product marketing

17:31 Deciding how Microsoft-centric your marketing should be

18:03 Using Microsoft Innovation Hubs to build relationships

21:00 Being proactive in bringing Microsoft into niche sectors

27:43 Risks and opportunities of filling product "white space" as an ISV

RESOURCES

• Chris McNulty on LinkedIn
• Chris' The Intrazone podcast
• Synozur Alliance website
• Synozur Alliance on LinkedIn
• Synozur's Polaris podcast
• M365 Community Conference in Las Vegas, 6 to 8 May 2025
• TechCon365 in Seattle, 23 to 27 June

RECOMMENDED EPISODES

#3. The future of partner pricing models with Ben Vollmer

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#7. Kathrine Hogseth is the CEO of CRM-Konsulterna (CRMK), a Swedish Microsoft partner business that she has led for 10 years. Kathrine has a master’s in electrical engineer and held several roles in telecommunications before achieving her MBA and then venturing into the technology industry. Today, CRM-K is one of the most highly regarded business applications partners in Sweden with a team of 40 people that has recently expanded into Germany.

KEY LESSONS

1. Building teams through values & genuine connection. Kathrine shares why “competence, honesty, and win-win” aren’t just words on a wall, but the living foundation of CRMK’s culture. She reveals how every new hire goes through a values analysis—and how the team revisits those values every two years to ensure they still reflect who they are.
2. Weekly company days for learning & belonging. Forget monthly check-ins—CRMK brings their people together every single Friday. Over breakfast, the team shares customer wins, lessons learned and actively fosters their culture. Kathrine credits this consistent connection as crucial to consultant growth and team happiness.
3. Leading with empathy & flexibility. Kathrine discusses the importance of supporting team members through different life seasons, providing space when needed, and leading transparently as a leader—showing up authentically, even when life gets tough.

TIMESTAMPS

00:00 People are people: Understanding individual growth and challenges in consulting

00:33 Introduction to Practice Leading and guest Kathrine Hogseth

01:34 Kathrine’s background and CRMK’s journey

02:48 What it’s like to lead a business for over ten years

05:09 The role and setup of an advisory board in a Microsoft partner business

06:45 Working with a spouse in business leadership

08:49 Letting people grow and challenges in supporting team development

13:06 Company and personal values: How they shape CRM-Konsulterna

14:53 Weekly company meetings and fostering a learning culture

17:05 Remote work, flexibility, and bringing teams together in the office

19:56 International expansion: Opening offices in Germany and southern Sweden

23:40 Specialization, industry focus, and identifying win-win client relationships

29:11 Meeting rhythms, one-on-ones, and team dynamics at CRM-Konsulterna

31:43 The benefit and challenge of having multiple MVPs in a small business

RESOURCES

• Kathrine Hogseth on LinkedIn
• CRMK on LinkedIn
• CRMK website

RECOMMENDED EPISODES

• #4 Building Diverse and Empathetic Leadership with Areti Iles

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#6. Edit Kapcari is the Head of Solutions Development at ORBIS SE in Germany where she has built her career since 2017. Initially a software engineer in the CRM practice, Edit pitched the concept of starting a Power Platform practice to her leadership and now leads that business unit.

Edit shares her perspectives and experience as a people manager, being a great mentor and coach to the people in her team that I was keen to learn from. communication and collaboration for career progression, and how Edith's unique approach to mentoring and goal-setting drives team success. We talk about her strategies for aligning individual and team goals through regular one-on-one meetings.

Throughout our conversation, Edith shares her journey, from her proactive leadership during COVID to winning competitive hackathons, and how those experiences shaped her leadership approach. She offers invaluable advice on delegating tasks, fostering a culture of constructive feedback, and empowering team members. Edith also touches on her belief in continuous learning, balancing practical skills with certifications, and the importance of more female voices in tech.

Speaking of which, I’d love to learn from more female leaders in tech. Please get in touch if that’s you or someone you’d recommend.

KEY LESSONS

1. Mentoring. Intuitively, I think we all know the importance of coaching our team members, but I’ll admit I struggle to prioritise the time given the other responsibilities we might have to nurture sales, resolve customer escalations, participate in recruitment and handle operations.
2. External inspiration. I admire Edit’s perspective on reading biographies of people who persevered through adversity and using that to learn about leadership. I think there’s also merit in traditional management content as well. I’ll try and broaden my learning through some biographies too.
3. Hackathons as learning shortcut. I love how Edit used hackathons as a way of rapidly learning about something new. You’re dropped into a team, given a challenge and expected to solve the problem in a short space of time. I’ve barely participated in any hackathons. I’m going to look for opportunities for more.

TIMESTAMPS

00:00 Edith's first hackathon experience

00:39 Introduction to Practice Leading with Neil Benson

01:38 Learning from Edith Kapsari

03:16 Edith's secret to mentorship and team-building

05:17 The importance of understanding individual and team goals

07:04 Edith's approach to goal setting and communication

08:51 Exploring various types of goals with team members

12:13 Recognizing individual contributions within a team

14:39 Weekly one-on-ones and team communication strategy

17:16 Challenges and philosophy of managing a larger team

23:57 Edith's transition from individual contributor to a leadership role

28:30 Hackathons as a tool for practice building and delegation

30:38 Unique insights and concluding messages from Edith

RESOURCES

• Edit Kapcari on LinkedIn
• ORBIS SE on LinkedIn

RECOMMENDED EPISODES

• Building diverse and empathetic leadership with Areti Iles.

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#5. Today, I'm learning from Bob Bell, CEO of boutique technology services firm ITK Consulting in Canada. Bob is an expert in business administration and has a track record of leading business in several different industries before cofounding ITK in 2016.

Bob shares how his superpower lies in his attention to administrative details—a skill that allows his team to focus on essential tasks like sales and delivery. We explore how Bob prioritizes tasks, his strategies for keeping overhead costs lean, and his philosophy on balancing employee and subcontractor roles.

Bob also discusses the critical decision of when to bring expertise in-house and how his firm approaches talent acquisition and HR functions, aiming to build a robust, dynamic team. This episode is packed with valuable insights for leaders navigating the complexities of small-to-midsize business growth and looking to foster a culture of efficiency and collaboration.

KEY LESSONS

1. Hiring a talent manager. We’ve just hired three new principal consultants and engaged a recruiter to help us find 6 or 7 more team members over the next three months. Pretty soon I think we can justify a part-time talent manager to help us establish better recruitment, onboarding and talent management processes and ensure we follow them, and then help us with our next rounds of recruitment when we need to expand. I love your advice in this area. Thanks for that, Bob.
2. Balancing contractors and employees. I share a lot of your views on the value of bringing in contractors with specific skills and investing in the careers of employees in their training and bonuses over and above the benefits provided to contractors. Superware needs to continue to find ways to make our business a great place for employees to build a long-term career, while at the same time engaging contractors when we need to and recognising the differences between them and the differences in how they like to be compensated and engaged.

TIMESTAMPS

00:00 People are the product in a consulting business

00:18 Introduction to Bob Bell

02:21 Bob Bell's fondness for administrative tasks

04:32 Prioritizing tasks and client-first philosophy

06:08 Knowing when to bring in an expert

08:05 Deciding company size and in-house roles

10:12 Importance of talent acquisition and HR functions

13:36 Challenges in finding the right HR talent

15:29 The role of subcontractors and employee balance

19:13 Overcoming perceptions of being a small firm

21:06 Conscious choice of subcontractors and employees balance

26:34 The value of an internship program

RESOURCES

• Bob Bell on LinkedIn
• ITK Consulting on LinkedIn
• ITK Consulting website

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#4. Today I'm learning from Areti Iles. She's the Head of Professional Services for Enterprise Applications at Telefonica Tech in the UK. Having started in technology with end-user organisations transitioned into consulting in 2016 and joined Telefonica Tech in 2021. She's active in her local user group community, and committed to helping others advance their career, especially women and people from underrepresented backgrounds.

Areti shares her unique perspective on leadership, broadening it beyond traditional constraints and emphasizing its multifaceted nature beyond just dealing with people. Her insights challenge conventional leadership notions, encouraging a broader understanding of what it truly means to lead.

🔑 KEY LESSONS

1. Broadened leadership definition: Leadership isn't just about managing a team—it's about influencing and inspiring, often without a formal title. Whether you're steering projects or guiding personal growth, leadership starts with yourself.
2. Empathy as a core characteristic: While managers might focus on task completion, true leaders invest in creating a supportive, nurturing environment. Empathy plays a crucial role in understanding your team's goals and helping them achieve them.
3. Diversity drives innovation: Surrounding yourself with diverse talents addresses potential blind spots, fostering better decision-making and innovation. This isn't just a buzzword—it's a strategic advantage.

TIMESTAMPS

00:00 The challenge of uncommunicated expectations in promotions

00:38 Welcome to Practice Leading with Neil Benson

02:27 Definition of leadership beyond traditional roles

04:28 Differences between leaders and managers

07:06 The importance of empathy in leadership

13:49 Can missing leadership traits be complemented?

17:08 The role of diversity and inclusion in leadership

19:44 The adaptability of leaders to different personalities

21:58 Characteristics of a great leader

27:15 Remembering impactful leaders in personal life

31:46 Empowering employees to express career goals

34:29 Providing support for leaders and their wellbeing

🗺️ RESOURCES

• Areti Iles on LinkedIn
• Telefonica Tech on LinkedIn
• The Four Tendencies: The Indispensable Personality Profiles That Reveal How to Make Your Life Better (and Other People's Lives Better, Too) by Gretchen Rubin

👋 LET'S CONNECT

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🧪 PRACTICE LEADING LAB FOR EMERGING LEADERS

#3. Ben Vollmer is a Senior Vice President at RSM US responsible for growing their Power Factory offering. He is probably best known in the Microsoft community as the former global director of Microsoft’s Dynamics 365 Field Service business. Ben’s a prolific presenter at Microsoft conferences with a reputation for helping partners level up their pricing and delivery models.

Ben and I have a fascinating discussion about the evolution of pricing and how Microsoft partners and customers might exchange value. Traditionally, partners have delivered services and charged based a timesheet and a rate card. How is that model changing?

One option we discuss is outcome-based pricing, but do customers really want outcome-based pricing? There are challenges here too.

We also pull apart the user-story point estimation and pricing approach that Superware uses.

And, we ask whether blended teams are necessary for success and how customers should eventually assume full ownership of the applications partners build.

KEY LESSONS

1. The Evolution of Pricing Models. The conversation delves into the shift from traditional time-based pricing to outcome-based pricing and other innovative pricing models. Ben offers a deep dive into how pricing can both reflect and drive a company's culture and strategy. While value-based pricing presents opportunities, implementing it successfully remains a challenge.
2. Empowering Customers. Ben emphasizes the importance of customer empowerment and enablement. He suggests that partners need to focus on training and ensuring clients have the knowledge to manage applications independently post-deployment. As Neil Benson notes, building empowerment capabilities could be a key area of growth for Superware, aligning with the need for blended teams and client self-sufficiency.
3. Focusing on Micro Verticals. Ben advises honing in on micro vertical segments — niche markets where tailored solutions can bring significant value. This focus allows for streamlined implementations, enhancing client satisfaction and business predictability.

TIMESTAMPS

00:00 The end of traditional agile waterfall methodologies

00:33 Introduction to Practice Leading and Ben Vollmer

02:25 Evolution of pricing models in Microsoft partnerships

02:43 How pricing drives a Microsoft partner's culture

05:07 Pricing strategy for ISVs and services

06:32 The shift from implementation to enablement and managed services

08:05 Challenges with outcome-based pricing

11:48 Discussing pricing methods tied to customer value

15:48 Importance of blended teams and customer ownership

18:16 Micro vertical expertise and predictable revenue for partners

24:17 Necessity of enablement and training in service models

30:35 Final thoughts on pricing and practice growth strategies

RESOURCES

• Ben Vollmer on LinkedIn
• RSM US on LinkedIn

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