Two Perspectives, One Vision

Claudia Selle and Sarah Daly on growth, trust and leadership at Novature. 

They joined Companial, part of Novature, almost at the same time, even attending the same onboarding sessions. Four years later, both have grown into key roles shaping partner success across Europe. Claudia Selle recently stepped into her new role as Country Manager for Italy. Sarah Daly works as Partner Success Manager for France, focusing on strategy, enablement and long-term growth. In this conversation, they interview each other about leadership, market ownership, AI adoption and how Companial supports working mothers.

 
Sarah: You recently became Country Manager for Italy. What was your first reaction?

Claudia: It was a mix of pride and responsibility. Pride, because it’s a recognition of the work we’ve done. Responsibility, because you truly start owning the market. At the same time, the transition felt quite natural. It gave me the opportunity to shape strategy, drive acceleration and empower the people I work with. I was genuinely excited about that next step. You’ve also seen your role evolve a lot since we both started here. When did you realize your work in Partner Success was becoming truly strategic?

Sarah: In the beginning, it was much more operational: handling daily issues, solving tickets, supporting partners on a practical level. Over time, that shifted. I started intervening at different levels: from operational teams to sales and C-level stakeholders. That’s when I felt the real impact: being able to influence decisions and help partners shape their long-term strategy. You often talk about “owning the market.” What does that mean in your daily work?

Claudia: For me, it means taking full responsibility for partner growth and satisfaction. That comes down to three things. First, deeply understanding the ecosystem and the partners. Second, being proactive instead of reactive: anticipating opportunities and challenges. And third, working with clear goals by aligning Companial’s priorities with partner ambitions to create a true win-win path. Over time, I’ve also seen how much partners rely on us as a strategic reference point. That level of trust comes from listening carefully, communicating clearly and really aligning with their rhythm and priorities. If you had to summarize your role in one sentence, how would you describe it?

Sarah: I usually describe it with two core ideas: care and advising. Care means making sure partners are well supported, informed and not blocked by unnecessary friction. Advising is about strategy, especially around AI, helping partners stay one step ahead and move in the right direction without rushing.

Scaling growth across markets

Sarah: Italy has shown strong growth in recent years. What has driven that success?

Claudia: Two main focus areas: expanding our partner network and accelerating cloud and AI adoption. Over the past four years, we doubled the number of partners and achieved 175% revenue growth. But beyond numbers, what really matters to me is engagement and trust. Building a strong partner community has been key. When that foundation is there, business growth follows naturally. From your perspective, what truly drives sustainable growth for partners?

Sarah: The partners who grow consistently are the ones who successfully migrate legacy customers to new technologies like cloud and AI. At the same time, they invest heavily in enablement. Not just technical training but making sure all employees understand both legacy and modern technologies. That combination creates long-term competitiveness. You work closely with many countries. What makes Italy stand out?

Claudia: Italy is very relationship driven. Decisions are built on trust. At the same time, it’s a market of contrasts. Adoption of new technology can be slow at first, especially in more traditional or family-owned businesses. But once value is proven, scaling can happen fast. Most partners are mid-sized and highly specialized. There is a lot of creativity in solutions, which creates strong opportunities, especially now with AI-driven digital transformation.

Sarah: Where do you hope the Italian market will be in two years?

Claudia: More mature in AI adoption. Faster in execution. And driven by specialized partners who can also operate internationally. I would love to see Italian partners shine beyond national borders. And from your side, where do you see the biggest opportunity today?

Sarah: Definitely AI adoption. There is strong customer demand, but still a gap between what customers want and what many partners currently offer. Our role is to help partners evolve from generic solutions to specialized, scalable and repeatable offerings.

Leadership, collaboration and culture

Sarah: How would you describe your leadership style?

Claudia: I don’t naturally label myself as “a leader.” What I focus on is transparency, trust and accountability. I believe in empowering people with autonomy and leading by example. When goals are clear, everyone should know where we’re going and why. If I had to choose one key leadership skill, it would be empathy. It helps resolve issues more smoothly and builds stronger relationships. Active listening is essential, without it, friction increases. You work very closely with partners and teams as well. How would you describe your own leadership approach?

Sarah: Very similar, actually. Leading by example is important to me too. Companial is a flat organization, people are accessible, and hierarchy is not something you strongly feel. I value that culture and try to pass it on to partners and teams. Collaboration works best when everyone feels heard and supported.

Work, leadership and motherhood

Claudia: Let’s talk about something more personal: combining work and motherhood. How has your experience been?

Sarah: Very positive. In France, the standard maternity leave is four months. Companial gave me more than that. That made a huge difference and gave me real confidence about building my future here. Motherhood also changed how I work. I became more focused and goal driven. You learn to manage time very efficiently. And the support from colleagues is real. I’ve had moments where my daughter appeared in calls and nobody complained. Do you recognize that experience?

Claudia: Absolutely. Being a mom is not seen as a problem here. It’s not even a question. The culture is genuine: people come before business. That’s something you don’t find everywhere. Motherhood also changed me personally. It helped me prioritize better and choose my battles more wisely. You learn what really deserves urgency, and what doesn’t.