Partner management has changed – and continues to change

Anyone who works in a company’s partner management (often also called “vendor management”) department for content internationalization knows that the tasks are varied and the requirements are constantly changing.

Just a few years ago, a large part of the work involved building as extensive a pool of freelancers as possible, negotiating rates, drawing up contracts, maintaining data on file, clarifying questions about collaboration, and checking availability. These tasks have by no means disappeared. They continue to form the foundation of effective partner management.

But the circumstances have changed. Today, we not only assess whether a linguist is professionally qualified, but also – more and more often – have to figure out who we are actually dealing with, under what conditions we can work together, and what risks are involved. Technological advances are opening up new possibilities for identity fraud. At the same time, requirements for data protection, information security, and compliance are increasing. AI is changing the way we work, and ESG factors are becoming increasingly important along the supply chain.

Nevertheless, the traditional requirements remain the same: Quality, reliability, on-time delivery, availability, good communication, and cost-effectiveness. However, it’s now less about the size of the freelance pool and more about having a qualified, reliable, and resilient network.

The new normal: More audits, more risks, more responsibility

For a long time, speculative applications were primarily a potential asset to the pool of freelancers. Today, they sometimes raise further questions: Is this person really who they claim to be? Are the qualifications and references genuine? Do contact information, work history, and communication align?

These questions do not stem from a fundamental distrust of new freelancers. They are a response to an environment in which digital identities can be easily created, information can be copied, and professional profiles can be replicated. Furthermore, AI can now be used to generate written content in such a way that a cursory review does not necessarily reveal any suspicious results.

Examples from my day-to-day work illustrate just how relevant this is. A while back, I received an application with the same profile as a linguist I knew from my own time as a freelancer. We had worked for the same client. But the name and language combination didn’t match the person I knew. Their unusual career paths had stuck in my mind. The application contained precisely these biographical details – except that the supposed applicant was suddenly translating from a different source language into a different target language, apparently had a different citizenship, and a different first and last name. This made it easy to spot the identity fraud.

Another case was harder to recognize. At first, the job application seemed legitimate, but during the identity verification process – which was still conducted manually at the time – the supposed freelancer presented an obviously forged ID card: The photo did not meet the requirements for biometric passport photos, the first and last names were reversed, and even the pre-printed text contained errors. Another applicant listed Sherlock Holmes’ fictional address in London as his home address. Other fake profiles are designed much more professionally and, at first glance, are almost indistinguishable from real applications.

But what are the scammers trying to achieve? A possible business model: They apply to as many companies as possible, go through the onboarding process without being discovered, and get themselves added to a company’s database. As soon as they receive assignments, they deliver translations using basic software skills and unauthorized AI translations, even though they lack the necessary language skills or qualifications. If this is discovered only after the invoice has been issued and payment has been made – possibly involving several companies at the same time – the fraud can be financially rewarding. Since linguistic services are often provided remotely and across national borders, claims for damages are also often difficult to enforce.

For us at Gemino, the screening process doesn’t just start with diplomas and references. We translate into about 50 languages and work with freelance linguists from around the world who translate into their native language and generally live in the country where that language is spoken. The types of credentials are correspondingly diverse: for example, a university degree from Morocco, a diploma from Ukraine, or a training certificate from Finland. Evaluating such documents is challenging in and of itself. First, we have to determine whether they actually belong to the right person.

That is why, prior to a technical review, we employ an established external provider for semi-automated identity verification and fraud prevention. The applicant scans a code with their smartphone, takes a photo of both sides of an ID document, and takes a selfie. The document is checked for authenticity and tampering. The selfie is also compared with the ID photo and “liveness detection” is used to determine whether a real person is actually behind the photo. This allows us to detect abnormalities early on.

Existing data on file must also be accurate and up-to-date so that payments, contracts, communication channels, and personal data is assigned to the correct business partner. In a sense, this transforms traditional vendor recruitment into a form of due diligence. Not every discrepancy is an attempt at fraud – but every relevant anomaly must be reviewed, assessed, and, if necessary, documented.

The increasing importance of compliance and information security

Onboarding isn’t the end of the story. In addition to professional qualifications – data protection, information security, contractual requirements, documentation obligations, and, where applicable, specific requirements from our clients must be considered.

One example is payment information: Does the account holder’s name match the name of the registered freelancer? If not, is there a reasonable explanation – such as a joint or business account? And is it plausible for a company’s headquarters, bank account, and place of residence to be in three different countries? Deviations do not necessarily have to be problematic, but they must not be left unchecked.

External linguists have access to confidential information in the course of their work, such as unpublished product specifications or personal information. This is why it is not only important who processes an order, but also how that person handles the information.

At Gemino, new freelancers sign a confidentiality agreement and a framework agreement before beginning work. These set forth basic obligations regarding the handling of customer data and confidential information. Moving forward, it is also important to ensure compliance with the guidelines – machine translation or other unauthorized tools are not allowed to be used unilaterally without permission. If our customers have additional requirements for their supply chain, these must also be taken into account in the selection and support processes.

Sustainability and responsibility in the supply chain

Environmental, social, and corporate ethics considerations – collectively known as ESG (environmental, social, governance) – are also gaining in importance. At Gemino, we have established an ongoing process for this: Linguists with whom we work regularly receive our ESG policy and confirm their compliance with it by signing it. Once a year, we also ask them to provide voluntary disclosures on relevant ESG topics.

This is how we collect and document relevant information and demonstrate how we incorporate environmental, social, and ethical principles into our supply chain.

It’s important to exercise good judgment. A freelancer living in a remote area with limited access to electricity and the Internet – who relies on an all-terrain vehicle even for everyday shopping – is in a different situation than someone who lives in a city. That is why what matters to us is our fundamental position on these issues – not whether every single measure can be implemented equally for everyone.

AI is a game changer – on all fronts

Few technological developments have been as much a focus of attention in our industry in recent years as artificial intelligence. Machine translation has long become established; generative AI is expanding its possibilities and further transforming translation processes. Post-editing and other forms of human-machine collaboration are becoming an increasingly common part of everyday work.

This also changes the demands placed on freelance linguists. In addition to the ability to produce high-quality translations, other factors are becoming increasingly important, including digital literacy, a willingness to work according to defined guidelines, and the responsible use of AI. Of course, language proficiency remains central.

Those responsible for partner management must understand new technologies and their potential applications, communicate requirements clearly, and support partners as they adapt to new ways of working. As a result, we are increasingly taking on change management responsibilities as well: We don’t just find the right people – we also guide them through the process of implementing new procedures.

Quality, reliability, and good communication – still essential

No matter how much things change, professional quality and reliability remain essential. Projects often have to be completed within short time frames. That is why quick response times, clear communication, and professional conduct in response to unforeseen circumstances are just as important as language proficiency itself.

For partner management, therefore, it is also important how the collaboration works on a day-to-day basis: Are agreements being honored? Is there timely communication if a delivery date is at risk? How does someone handle feedback or corrections?

Mistakes can’t always be avoided, and different perspectives are part of the process. What matters most is that linguists are open to feedback, ask for clarification when something is unclear, and work with us to find solutions. Recurring communication problems, on the other hand, can make collaboration difficult – regardless of the technical quality. So it’s not about collecting as many contacts as possible, but about knowing who you can rely on, even in difficult situations.

Caught between rising costs and pricing pressure – partner management in a tight spot

One development that must not be overlooked, despite other changes, concerns overarching economic conditions.

Companies in the field of content internationalization are also facing rising operating costs.

And they face considerable pressure with regard to pricing from their clients. Due to new technological possibilities, client companies expect more affordable, competitive bids – especially when the global economy is particularly challenging.

On the other hand, most freelancers are also affected by the rising cost of living. As a result, their current remuneration may no longer be sustainable, and price increases may become necessary.

Partner management thus finds itself caught between conflicting interests.

On the one hand, overarching economic conditions and customer budgets must be taken into account. On the other hand, a long-term, productive collaboration with qualified linguists is only possible if their financial interests are also taken into account.

Prices therefore remain an important factor, but should not be considered in isolation.

After all, a linguist who seems inexpensive at first glance may end up being costly if additional work is required for extensive revisions and feedback.

The real challenge lies in balancing quality, delivery reliability, cost-effectiveness, and long-term collaboration.

From service provider to partner – what matters today

Professional expertise, price, reliability, availability, and communication skills remain crucial for freelancers. In addition, there are technological expertise, awareness of data protection, and the ability to adapt to new processes.

People who fulfill all these requirements are a limited resource – and are certainly also highly sought after by other companies in the field of content internationalization. Continuity creates real added value, especially in long-standing customer relationships: Both sides are familiar with the processes and expectations and can work together more efficiently.

However, trust isn’t built solely through a formal onboarding process or a completed questionnaire. It grows through transparent processes, reliable communication, and agreements that are honored. When prices need to be adjusted, capacity is lacking, quality issues arise, or new requirements need to be implemented, an open dialogue is often more valuable than a rigid process. Partner management, therefore, also means aligning the linguists’ perspective with the needs of our own company and our clients.

Partner management as an interface – more complex than ever before

Partner management has always acted like an interface. We work particularly closely with the project management team: Which linguists are best suited for specific projects? Where are there areas of particular expertise or bottlenecks? Who still needs training, and where are alternatives needed?

Collaboration with the quality assurance department is also important. At Gemino, we evaluate our partners’ performance as part of a quarterly supplier assessment. This helps us identify where follow-up questions, targeted support, or improvements are needed. In addition, there is coordination with senior management and – depending on the company’s structure – with the data protection, IT, information security, finance, or legal departments.

What is new, then, is not so much the existence of these interfaces as the complexity of the issues that must be coordinated through them today.

From a pool of freelancers to a resilient network

Partner management at Gemino has always been about more than just finding new translators. Today, we must identify risks, verify information, take compliance requirements into account, understand technological developments, ensure availability, and balance economic interests.

The size of a freelancer pool says little about its actual strength. The key factor is whether Gemino has a network of qualified, reliable, and trustworthy partners who meet both our own requirements and those of our customers. A network like this is built through careful selection, ongoing support, clear processes, and strong relationships.

Partner management is therefore no longer merely an administrative function that provides resources behind the scenes. It actively helps ensure the quality, security, deliverability, and cost-effectiveness of the entire content internationalization process.

Ideally, our clients will notice very little of this: They receive high-quality linguistic services in the languages of their choice, delivered on time and under the agreed-upon terms. One of the key challenges of modern partner management is that this result now involves significantly more reviews, consultations, and decisions than it did a few years ago.

by Christine Schwartz-Ebrahimi, Head of Partner Management