I second @John Hoyt. Us 90 Minders live in a very different world from the one Mike Ritchie and Rob Sinfield inhabit. The pressures they handle from siloed communities and unrealistic expectations from bosses and coworkers are far beyond what we experience.
I suspect a significant portion of Sage NA has no realistic idea of how Sage 100 partners add value for Sage. This is not a knock on Sage -- all large companies with channels have this problem. While I think Mike and Rob DO understand what we can do, the pressures from the rest of the organization can distract.
Finally remember about the customers that Sage does hear from. Sure, tech support hears from customers having problems, but we also know those problems don't often reach higher than Sr Tech Support. The customers with ongoing disagreements with Avalara or Scanco stop complaining while they prepare to move on.
So, when we have an opportunity to explain the problems and suggest solutions to senior mgt, we really should do this. Some won't listen at the time; they might just be having a bad day, but that doesn't mean we give up. Being a constructive pest is usually eventually rewarded.
Thanks, John, for your persistence!
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Jerry Norman
Smartbridge Partners
(512) 653-7498
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Original Message:
Sent: 07-03-2025 13:19
From: John Hoyt
Subject: End Point Management
I understand what Wayne and Bob are saying, and agree these attitudes have been apparent. My belief is we as consultants who are responsible for acquiring new Sage customers and providing service so they continue to be Sage customers, need to point out attitudes and actions that are not in the best interests of the customers and the channel. If we don't, then they will never know something is not optimal.
Specifically for Mike Ritchie, a year ago at MOTM I spoke with him about a concern I had, and he was dismissive. He was not at MOTM this year, but I spoke with him at Sage Future, and his attitude was much more positive. When I initially spoke with Rob Sinfield at MOTM, he was not necessarily open to my comments. Several e-mails later and speaking with him multiple times at Sage Future, he has a more positive attitude.
We need to continue reaching out to key management at Sage and make sure our voices are heard. Being 90 Minds members helps tremendously, because we are a force and respected.
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John Hoyt, Co-Founder
Next Level Manufacturing Consulting Group
johnh@nextlevelMCG.com
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Original Message:
Sent: 07-03-2025 10:58
From: Bob Pfahnl
Subject: End Point Management
Agree with Wayne. I received this less than inspiring response from Mike Ritchie when expressing concerns with Avalara/AvaTax, aka Sage Sales Tax and Sage Certificates.
"What issues exist with the connector (in general, not specifics)? We don't deal with it much on the Sage side."
| | | | | Sr. Business Analyst (GM Silicon Valley) | | | | | | 
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Original Message:
Sent: 7/2/2025 1:02:00 PM
From: Wayne Schulz
Subject: RE: End Point Management
It's 15-20 too late for Sage to exercise control over their ISVs. The only thing we are left with is sharing information on which ISVs appear to follow best practices and which are, shall we say, best avoided...
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Wayne Schulz
wayne@s-consult.com
Schulz Consulting
(860) 516-8990
CT
Original Message:
Sent: 07-02-2025 12:53
From: John Hoyt
Subject: End Point Management
My opinion is Sage needs to exercise more control over ISV organizations in general, as they did 15 - 20 + years ago. Sage has their brand on Operations Management, and if Sage 100 did not exist, OM wouldn't either. I'm not sure what the rules are for compliance, including business objects/framework. Perhaps "they're more what you'd call guidelines, than actual rules" to quote Captain Barbossa. All we know is there is a lot of code that is not compliant. It needs to be fixed or turn it over to another developer.
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John Hoyt, Co-Founder
Next Level Manufacturing Consulting Group
johnh@nextlevelMCG.com
Original Message:
Sent: 07-02-2025 07:34
From: Basil Malik
Subject: End Point Management
There was at least one more - Alex Castel-Aubin (VP of FP&A at Endpoint Automation Solutions).
Hard to imagine Endpoint without any of the three considering their deep history with the company. I'd have to agree w/ John about the general feel/future. Historically, PE acquisitions put less emphasis on making things better for customer/partners and resort to "good enough to keep selling" while putting drastic emphasis on growth. While I want to see partners and customers benefit from a "changing of the guard," I suspect it's going to be more of the same plus an increase of pressure on partners to sell more (or a growth of their direct sales force).
And like John.. I'd love for them to prove me wrong. :)
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Best Regards,
Basil Malik
President/CEO
e: basil@malik-inc.com