Tom Peters

Technology is making the world move faster through analytics and automation. Businesses and individuals leverage the power of cloud computing and collaboration tools to interact without meeting face to face. In recent months, the value of these resources came to the fore as the COVID-19 pandemic forced businesses to shut down, send their staffs home, and initiate crash courses in socially separated working organizations. Even before the social unrest roiled the United States, business guru Tom Peters was thinking about the need for “Extreme Humanization,” in which businesses and people actively try to get closer through empathy and understanding. Peters argues that now, more than ever, we need humanization in our business world, communities, and politics. Peters, the author of several best-selling books, including “In Search of Excellence,” joins POD2112 to talk about the need for Extreme Humanization.

Technology is making the world move faster through analytics and automation. Businesses and individuals leverage the power of cloud computing and collaboration tools to interact without meeting face to face. In recent months, the value of these resources came to the fore as the COVID-19 pandemic forced businesses to shut down, send their staffs home, and initiate crash courses in socially separated working organizations. Even before the social unrest roiled the United States, business guru Tom Peters was thinking about the need for “Extreme Humanization,” in which businesses and people actively try to get closer through empathy and understanding. Peters argues that now, more than ever, we need humanization in our business world, communities, and politics. Peters, the author of several best-selling books, including “In Search of Excellence,” joins POD2112 to talk about the need for Extreme Humanization.

Episode 99: Business Guru Tom Peters on the Need for Extreme Humanization

Joseph Landes

John Landes

If we learned anything during the COVID-19 pandemic, it’s that cloud computing is the resilient resource it was always billed. Businesses leaned heavily on cloud-based resources and services to maintain operations as their staff shifted to work from home postures. At the same time, businesses – particularly SMBs – leaned on managed service providers to help them adopt, setup, and support their cloud services. The underlying challenge of cloud computing is setting up various services and understanding the total cost of ownership. A company helping MSPs simplify their path to the cloud is Nerdio. The company’s chief revenue officer, Joseph Landes, joins Pod2112 to discuss getting more MSPs into cloud services.

If we learned anything during the COVID-19 pandemic, it’s that cloud computing is the resilient resource it was always billed. Businesses leaned heavily on cloud-based resources and services to maintain operations as their staff shifted to work from home postures. At the same time, businesses – particularly SMBs – leaned on managed service providers to help them adopt, setup, and support their cloud services. The underlying challenge of cloud computing is setting up various services and understanding the total cost of ownership. A company helping MSPs simplify their path to the cloud is Nerdio. The company’s chief revenue officer, Joseph Landes, joins Pod2112 to discuss getting more MSPs into cloud services.

Episode 98: Nerdio’s Joseph Landes on Simplifying Cloud Adoption

Tiffani Bova

Over the past several years, vendors and solution providers have come under pressure to change their sales strategies and processes to meet evolving customer expectations. The COVID-19 pandemic and subsequent economic downturn are forcing a crash transformation as sales teams find themselves disconnected from partners and customers absent the usual communication venues such as events and face-to-face meetings. The COVID-19 crisis is compelling vendors and solution providers to rethink sales in the short and long term. The pandemic will change the way businesses and consumers buy, their expectations for sales and post-sales support, and how they measure value in the supplier-customer relationship. Tiffani Bova, global customer growth and innovation evangelist at Salesforce, former channel chief and Gartner channel analyst, and best-selling author of the book Growth IQ, joins POD2112 to talk about the changing nature of sales and growth during and after COVID-19.

Over the past several years, vendors and solution providers have come under pressure to change their sales strategies and processes to meet evolving customer expectations. The COVID-19 pandemic and subsequent economic downturn are forcing a crash transformation as sales teams find themselves disconnected from partners and customers absent the usual communication venues such as events and face-to-face meetings. The COVID-19 crisis is compelling vendors and solution providers to rethink sales in the short and long term. The pandemic will change the way businesses and consumers buy, their expectations for sales and post-sales support, and how they measure value in the supplier-customer relationship. Tiffani Bova, global customer growth and innovation evangelist at Salesforce, former channel chief and Gartner channel analyst, and best-selling author of the book Growth IQ, joins POD2112 to talk about the changing nature of sales and growth during and after COVID-19.

Episode 97: Salesforce’s Tiffani Bova on Sales in a Time of Crisis

Fred Voccola

Kaseya

No business is immune to the economic impact of the COVID-19 pandemic. Despite having long-term and recurring contracts, managed service providers (MSPs) are feeling the pinch of the downturn as customers curtail or shut down operations. Many MSPs are reporting customers canceling contracts, downgrading services, or simply not paying. Fred Voccola, CEO of managed services tools provider Kaseya, says MSPs are resilient to economic downturns, if not resistant to recessions. However, he caveats his point of view that the world is experiencing depression-like economic conditions that will adversely affect MSPs as much as their customers. It’s when the world improves to more “recession-like” conditions that MSPs will recover and thrive faster than most businesses. Voccola shares more of what he sees in the managed services segment and his long-term outlook for MSPs in this episode of Pod2112.

No business is immune to the economic impact of the COVID-19 pandemic. Despite having long-term and recurring contracts, managed service providers (MSPs) are feeling the pinch of the downturn as customers curtail or shut down operations. Many MSPs are reporting customers canceling contracts, downgrading services, or simply not paying. Fred Voccola, CEO of managed services tools provider Kaseya, says MSPs are resilient to economic downturns, if not resistant to recessions. However, he caveats his point of view that the world is experiencing depression-like economic conditions that will adversely affect MSPs as much as their customers. It’s when the world improves to more “recession-like” conditions that MSPs will recover and thrive faster than most businesses. Voccola shares more of what he sees in the managed services segment and his long-term outlook for MSPs in this episode of Pod2112.

Episode 96: Kaseya’s Fred Voccola on the Resiliency of Managed Services

Tim Brown

COVID-19 displaced tens of millions of office workers around the world. Overnight, companies went from cubicles teeming with activity to distributed workforces operating from makeshift desks, dining room tables, and couches. The displacement took many companies by surprise, forcing them to hastily equip their work-from-home employees or allow staff to use personal devices. The situation created a security nightmare by exposing businesses and corporate data to increased risk. Managed service providers (MSPs) are working around the clock to help their customers secure devices and data during social distancing. SolarWinds, a provider of IT automation and managed service software, is among the vendors supporting MSPs with resources to aid customers in this crisis. SolarWinds’ Tim Brown, vice president of security architecture, joins POD2112 to discuss the security implications of work-from-home and how MSPs are coping with this surge in demand for support.

COVID-19 displaced tens of millions of office workers around the world. Overnight, companies went from cubicles teeming with activity to distributed workforces operating from makeshift desks, dining room tables, and couches. The displacement took many companies by surprise, forcing them to hastily equip their work-from-home employees or allow staff to use personal devices. The situation created a security nightmare by exposing businesses and corporate data to increased risk. Managed service providers (MSPs) are working around the clock to help their customers secure devices and data during social distancing. SolarWinds, a provider of IT automation and managed service software, is among the vendors supporting MSPs with resources to aid customers in this crisis. SolarWinds’ Tim Brown, vice president of security architecture, joins POD2112 to discuss the security implications of work-from-home and how MSPs are coping with this surge in demand for support.

Episode 95: SolarWinds’ Tim Brown on MSPs Securing ‘Work From Home’

Karl Fahrbach

Customer experience is the metric that an increasing number of technology companies are using to define success. Customers are less interested in ROI and technical features, and more interested in the sum of their experiences with technology and the outcome of their technology investments. SAP has been reorienting its go-to-market philosophy and strategy around becoming “customer centric” – putting the end user at the center of its endeavors, including its channel initiatives. In this time of massive disruption and economic uncertainty, customer-centricity is even more important in ensuring that vendors and partners don’t lose touch with their clients. Karl Fahrbach, chief partner officer at SAP, joins POD2112 to discuss the customer-centric model, how it applies to channels, and why it’s important even as the world deals with the COVID-19 pandemic.

Customer experience is the metric that an increasing number of technology companies are using to define success. Customers are less interested in ROI and technical features, and more interested in the sum of their experiences with technology and the outcome of their technology investments. SAP has been reorienting its go-to-market philosophy and strategy around becoming “customer centric” – putting the end user at the center of its endeavors, including its channel initiatives. In this time of massive disruption and economic uncertainty, customer-centricity is even more important in ensuring that vendors and partners don’t lose touch with their clients. Karl Fahrbach, chief partner officer at SAP, joins POD2112 to discuss the customer-centric model, how it applies to channels, and why it’s important even as the world deals with the COVID-19 pandemic.

Episode 94: SAP’s Karl Fahrbach on Customer Centric Channels 

Sunny Kaila

 The COVID-19 pandemic made managed service providers front-line responders to the crisis. As businesses scrambled to shift their workforces from office to remote, MSPs raced to get clients set up and running quickly with stable endpoints, platforms, and support. While MSPs are built to deliver services remotely, not all are equipped to meet the volume and variety of IT needs of their clients in the time of an extreme crisis. IT By Design – a master MSP that specializes in supporting solution providers with technical, infrastructure, and human resources – is seeing an increase in requests for help amid coronavirus. The pandemic’s mitigation measures are revealing the strengths, weaknesses, and opportunities for managed services. IT By Design CEO Sunny Kaila joins Pod2112 to discuss how MSPs are coping with COVID-19’s fallout.

The COVID-19 pandemic made managed service providers front-line responders to the crisis. As businesses scrambled to shift their workforces from office to remote, MSPs raced to get clients set up and running quickly with stable endpoints, platforms, and support. While MSPs are built to deliver services remotely, not all are equipped to meet the volume and variety of IT needs of their clients in the time of an extreme crisis. IT By Design – a master MSP that specializes in supporting solution providers with technical, infrastructure, and human resources – is seeing an increase in requests for help amid coronavirus. The pandemic’s mitigation measures are revealing the strengths, weaknesses, and opportunities for managed services. IT By Design CEO Sunny Kaila joins Pod2112 to discuss how MSPs are coping with COVID-19’s fallout.

Episode 93: IT By Design’s Sunny Kaila on Supporting MSPs in Crisis

Meaghan Sullivan

SAP's Meaghan Sullivan joins POD2112 to share how the coronavirus outbreak could reshape marketing strategies in the long run. 

SAP's Meaghan Sullivan joins POD2112 to share how the coronavirus outbreak could reshape marketing strategies in the long run.

Episode 92: SAP’s Meaghan Sullivan on the ‘Corona Effect’ 

Frank Vitagliano

As technology continues to evolve and the market adopts service-based models, many vendors question the value distribution is contributing, and will contribute, to the go-to-market equation. Traditionally, distribution is the layer that provides logistics, contract manufacturing, customization services, financing, and technical support on behalf of vendors to their partners. Some people believe that cloud computing and other service-based models diminish the need for distribution, as there’s little product to ship and support. But distribution is evolving. While distributors continue to offer the traditional “pick, pack, and ship” services, they’re also providing value-add services in marketing, market intelligence, business development, hosting, service management, and more. In addition, distributors’ financing activities are proving more valuable than ever as vendors and partners look to recognize service contracts before their terms mature. And distributors continue to look for ways to reinvent themselves, adding value to the vendor, partner, and end-user segments of the technology market.  The chief advocate for the distribution segment and its value proposition is the Global Technology Distribution Council (GTDC). Now under the leadership of channel veteran and icon Frank Vitagliano, GTDC is reinvigorating its mission of distribution advocacy with new programs and initiatives to help vendors understand what distribution is doing for them today and how distributors will continue to evolve over the next decade.  Vitagliano, who was a channel chief at IBM, Juniper Networks, and Dell, as well as the CEO of a systems integrator, has a unique perspective on distribution. He joins POD2112 to discuss the evolving value of distribution and how distributors will remain relevant in the service era.

As technology continues to evolve and the market adopts service-based models, many vendors question the value distribution is contributing, and will contribute, to the go-to-market equation. Traditionally, distribution is the layer that provides logistics, contract manufacturing, customization services, financing, and technical support on behalf of vendors to their partners. Some people believe that cloud computing and other service-based models diminish the need for distribution, as there’s little product to ship and support. But distribution is evolving. While distributors continue to offer the traditional “pick, pack, and ship” services, they’re also providing value-add services in marketing, market intelligence, business development, hosting, service management, and more. In addition, distributors’ financing activities are proving more valuable than ever as vendors and partners look to recognize service contracts before their terms mature. And distributors continue to look for ways to reinvent themselves, adding value to the vendor, partner, and end-user segments of the technology market. The chief advocate for the distribution segment and its value proposition is the Global Technology Distribution Council (GTDC). Now under the leadership of channel veteran and icon Frank Vitagliano, GTDC is reinvigorating its mission of distribution advocacy with new programs and initiatives to help vendors understand what distribution is doing for them today and how distributors will continue to evolve over the next decade. Vitagliano, who was a channel chief at IBM, Juniper Networks, and Dell, as well as the CEO of a systems integrator, has a unique perspective on distribution. He joins POD2112 to discuss the evolving value of distribution and how distributors will remain relevant in the service era.

Episode 91: GTDC’s Frank Vitagliano on the Future of Distribution

John Horn

Assar Badri

Internet of Things (IoT) is a multi-trillion-dollar opportunity. Connecting legacy systems to autonomous sensors and controllers are opening new vistas for creating smart enterprises, manufacturing, cities and homes.  Vendors – old and new – are creating IoT components and systems to bring the smart world vision into reality. IoT architectures are popping up all over the channel. The expectations are high that IoT will result in greater user experiences and operational efficiencies. Moreover, IoT sellers and buyers have grand visions for immediate and ongoing returns on their investments.  On the supply side of the IoT equation is the manufacturing process. IoT devices – sensors and controllers – must often operate in cramped, remote, and exposed locations. IoT devices require durability, as they’ll operate in the wild for as long as a decade (or longer). And they require security during the manufacturing process to their lifetime operation. These are significant challenges the permeate the conception, design, manufacturing, architecture, deployment, and operational phases of the IoT lifecycle.  CoreKinect, an IoT design and manufacturing startup, is solving these IoT manufacturing challenges with a unique process for quickly translating IoT concepts into prototypes, and prototypes into finished products. And when it comes to manufacturing at scale, CoreKinect is building the products it brings to reality in the United States ensuring end-to-end security and quality at surprisingly competitive costs.  CoreKinect CEO and co-founder Assar Badri and president and chief strategist John Horn join Pod2112’s Larry Walsh to discuss the smarter way to design and build IoT devices and systems.

Internet of Things (IoT) is a multi-trillion-dollar opportunity. Connecting legacy systems to autonomous sensors and controllers are opening new vistas for creating smart enterprises, manufacturing, cities and homes. Vendors – old and new – are creating IoT components and systems to bring the smart world vision into reality. IoT architectures are popping up all over the channel. The expectations are high that IoT will result in greater user experiences and operational efficiencies. Moreover, IoT sellers and buyers have grand visions for immediate and ongoing returns on their investments. On the supply side of the IoT equation is the manufacturing process. IoT devices – sensors and controllers – must often operate in cramped, remote, and exposed locations. IoT devices require durability, as they’ll operate in the wild for as long as a decade (or longer). And they require security during the manufacturing process to their lifetime operation. These are significant challenges the permeate the conception, design, manufacturing, architecture, deployment, and operational phases of the IoT lifecycle. CoreKinect, an IoT design and manufacturing startup, is solving these IoT manufacturing challenges with a unique process for quickly translating IoT concepts into prototypes, and prototypes into finished products. And when it comes to manufacturing at scale, CoreKinect is building the products it brings to reality in the United States ensuring end-to-end security and quality at surprisingly competitive costs. CoreKinect CEO and co-founder Assar Badri and president and chief strategist John Horn join Pod2112’s Larry Walsh to discuss the smarter way to design and build IoT devices and systems.

Episode 90: CoreKinect’s Assar Badri and John Horn on Smart IoT Manufacturing

The 2112 Group's CEO and Chief Analyst Larry Walsh, one of the most recognizable figures in the IT channel community, leads thought-provoking discussions with expert guests on a wide range of technology and business topics including: cloud computing, information security, business analytics, the Internet of Things (IoT), and much more.

pod2112 Podcast

Ted Schuman

Cloud adoption is on the raise, as businesses continue to expand their use of cloud-based infrastructure, applications and support services. Reselling through partners provides a means for reaching customers and covering the total addressable market. Resellers adding cloud services to their portfolio and vendors indiscriminately adding partners to their programs isn’t necessarily effective. Vendors and distributors, says PlanetOne Communications CEO Ted Schuman, should establish standards and instill performance expectations in their cloud channel programs.

Cloud adoption is on the raise, as businesses continue to expand their use of cloud-based infrastructure, applications and support services. Reselling through partners provides a means for reaching customers and covering the total addressable market. Resellers adding cloud services to their portfolio and vendors indiscriminately adding partners to their programs isn’t necessarily effective. Vendors and distributors, says PlanetOne Communications CEO Ted Schuman, should establish standards and instill performance expectations in their cloud channel programs.

Episode 31: PlanetOne Communications’ Ted Schuman on Cloud Expectations

Perry Lea

In a world where tens of billions of Internet-enabled devices communicate with one another, we can now do things we never could before. Think home automation, self-driving cars, and telemedicine. By leveraging IoT and fog and edge computing, today’s businesses can identify KPIs and extract immense value from the data that’s generated and shared by connected devices. Perry Lea, principal technologist at Microsoft and the co-founder of Rumble, joins Pod2112 to discuss the growth path of these technologies, how Moore’s Law is impacting their evolution, why fog computing is the clear route to our future, which industries will flounder and excel, and how systems integrators can tap the fog to add value to systems and solutions.

In a world where tens of billions of Internet-enabled devices communicate with one another, we can now do things we never could before. Think home automation, self-driving cars, and telemedicine. By leveraging IoT and fog and edge computing, today’s businesses can identify KPIs and extract immense value from the data that’s generated and shared by connected devices. Perry Lea, principal technologist at Microsoft and the co-founder of Rumble, joins Pod2112 to discuss the growth path of these technologies, how Moore’s Law is impacting their evolution, why fog computing is the clear route to our future, which industries will flounder and excel, and how systems integrators can tap the fog to add value to systems and solutions.

Episode 59: Microsoft’s Perry Lea on Fog-Edge Computing in a Connected Future

Toby Richards

 Venture capitalist Marc Andreessen famously said software is eating the world. Perhaps, but it’s more like software is reshaping the world. Software, delivered via the cloud, is increasingly making the world more digitally defined. Each technology generation is giving us a greater ability to shape and reshape our business infrastructures with greater ease and speed. Digital transformation and evolving go-to-market models are also changing the nature of the channel, which is no longer just about reselling product. It’s about service delivery, completeness of solutions, and customer experience. Through this evolution, vendors’ go-to-market strategies will shift from traditional resellers to marketplaces for automated sales, independent software vendors for complementary applications that complete solutions, and professional service organizations for the expertise and support to create superior customer experiences. Toby Richards, general manager of partner GTM and programs at Microsoft’s One Commercial Partner organization, joins POD2112 to discuss how digital transformation is reshaping channel strategies, relationships, and go-to-market models. Despite the many challenges ahead of the channel, Richards and Microsoft see tremendous opportunities for partners that can meet the market’s evolving needs based on virtual systems and better outcomes.

Venture capitalist Marc Andreessen famously said software is eating the world. Perhaps, but it’s more like software is reshaping the world. Software, delivered via the cloud, is increasingly making the world more digitally defined. Each technology generation is giving us a greater ability to shape and reshape our business infrastructures with greater ease and speed. Digital transformation and evolving go-to-market models are also changing the nature of the channel, which is no longer just about reselling product. It’s about service delivery, completeness of solutions, and customer experience. Through this evolution, vendors’ go-to-market strategies will shift from traditional resellers to marketplaces for automated sales, independent software vendors for complementary applications that complete solutions, and professional service organizations for the expertise and support to create superior customer experiences. Toby Richards, general manager of partner GTM and programs at Microsoft’s One Commercial Partner organization, joins POD2112 to discuss how digital transformation is reshaping channel strategies, relationships, and go-to-market models. Despite the many challenges ahead of the channel, Richards and Microsoft see tremendous opportunities for partners that can meet the market’s evolving needs based on virtual systems and better outcomes.

Episode 70: Microsoft’s Toby Richards on Digital Transformation and Evolving Channel Dynamics

Strategy is something often talked about and considered a necessity in business yet is largely misunderstood and misapplied. An effective strategy is the combination of vision, objectives and direction that set the course and tempo of business. Through strategy, businesses have focus that drives their day-to-day operations and clarifies decision-making. Creating effective business strategy isn’t easy, though. Managers can get distracted by legacy interests and short-term incentives. Strategy, when done right, can ensure businesses remain properly oriented toward goals and prepared for near- and long-term market conditions. Thomas Jensen, executive vice president of German systems integrator Bechtle and a veteran strategist of Hewlett Packard and Maersk, joins Pod2112 to share what it takes to understand, build and execute effective business strategy.

Strategy is something often talked about and considered a necessity in business yet is largely misunderstood and misapplied. An effective strategy is the combination of vision, objectives and direction that set the course and tempo of business. Through strategy, businesses have focus that drives their day-to-day operations and clarifies decision-making. Creating effective business strategy isn’t easy, though. Managers can get distracted by legacy interests and short-term incentives. Strategy, when done right, can ensure businesses remain properly oriented toward goals and prepared for near- and long-term market conditions. Thomas Jensen, executive vice president of German systems integrator Bechtle and a veteran strategist of Hewlett Packard and Maersk, joins Pod2112 to share what it takes to understand, build and execute effective business strategy.

Episode 80: Bechtle’s Thomas Jensen on Effective Business Strategy

Alex Hart

The technology market is in a constant state of evolution. Disruptive and emerging technologies – cloud computing, mobility, artificial intelligence, Internet of Things, etc. – and new delivery models – services and hybrid infrastructure – are disrupting the traditional channel. Vendors are aligning their channel programs to these new models. While channel strategy is evolving to meet current and future market dynamics, some things will not change. Alex Hart, a veteran executive of such vendors as Symantec, VMware, and Verizon Enterprise, joins Pod2112 to talk about the partnering fundamentals that remain unchanged amid disruptive technology trends. He also talks about his new role as senior vice president of strategic services at The 2112 Group.

The technology market is in a constant state of evolution. Disruptive and emerging technologies – cloud computing, mobility, artificial intelligence, Internet of Things, etc. – and new delivery models – services and hybrid infrastructure – are disrupting the traditional channel. Vendors are aligning their channel programs to these new models. While channel strategy is evolving to meet current and future market dynamics, some things will not change. Alex Hart, a veteran executive of such vendors as Symantec, VMware, and Verizon Enterprise, joins Pod2112 to talk about the partnering fundamentals that remain unchanged amid disruptive technology trends. He also talks about his new role as senior vice president of strategic services at The 2112 Group.

Episode 48: 2112’s Alex Hart on Channel Fundamentals

Julie Parrish

Managers make decisions every day that affect their staff, businesses, partners and customers. Decision-making is both art and science. Managers must weigh options and available evidence to make sound decisions. Making decisions is unavoidable, and it can be scary. Some managers avoid decision making or make safe choices out of fear that the wrong move could hurt their careers. Managers should fear decision making, and they shouldn’t seek absolutes in the decision-making process. Decision making is about making the most reasonable choices at the right time. Julie Parrish, the chief operating officer at RedSeal and technology industry veteran, joins Pod2112 to talk about the elements of sound decision making and how managers can make better decisions that result in better outcomes.

Managers make decisions every day that affect their staff, businesses, partners and customers. Decision-making is both art and science. Managers must weigh options and available evidence to make sound decisions. Making decisions is unavoidable, and it can be scary. Some managers avoid decision making or make safe choices out of fear that the wrong move could hurt their careers. Managers should fear decision making, and they shouldn’t seek absolutes in the decision-making process. Decision making is about making the most reasonable choices at the right time. Julie Parrish, the chief operating officer at RedSeal and technology industry veteran, joins Pod2112 to talk about the elements of sound decision making and how managers can make better decisions that result in better outcomes.

Episode 53: RedSeal’s Julie Parrish on Strategic Decision Making

Ryan Walsh

Pax8

Unlike traditional hardware and software products, cloud computing needs no warehouses, shipping and handling, and – in many cases – credit and financing. Consequently, many people have speculated that cloud computing will disrupt legacy pick, pack and ship distributors. Some people go as far to say cloud computing could eliminate the need for distributors all together. But a new class of cloud distributors are emerging from the disruption fog to demonstrate the two-tier model has value in the services era. Pax8’s Chief Channel Officer and Co-Founder Ryan Walsh joins Pod2112 to talk about the emergence of what some call “anti-distributors” plying a new course in distribution.

Unlike traditional hardware and software products, cloud computing needs no warehouses, shipping and handling, and – in many cases – credit and financing. Consequently, many people have speculated that cloud computing will disrupt legacy pick, pack and ship distributors. Some people go as far to say cloud computing could eliminate the need for distributors all together. But a new class of cloud distributors are emerging from the disruption fog to demonstrate the two-tier model has value in the services era. Pax8’s Chief Channel Officer and Co-Founder Ryan Walsh joins Pod2112 to talk about the emergence of what some call “anti-distributors” plying a new course in distribution.

Episode 33: Pax8's Ryan Walsh on Evolving Anti-Distributors

Frank Rauch

Channel programs exist to extend the reach and capacity of a company’s go-to-market strategy. Channel partners are complements to a direct or inside sales force, providing vendors with reliable representatives in the field and customers with local points of sale. And through channel programs, vendors contain the cost of sales, as selling through and with partners is almost always less expensive than selling direct. Unfortunately, some companies see channel programs and partners as overlays and cost centers. They either don’t invest enough in channel programs or, in some cases, make it difficult for partners to succeed by giving support and resources short shrift. Investing in channels is not a guarantee of success, but starving channel programs of funding and resources will surely bring disappointment. Channel veteran Frank Rauch joins Pod2112 to discuss the need for vendors to invest in their channel programs and partners. As the new head of worldwide channels at Check Point charged with rebuilding the security powerhouse’s partner program, Rauch offers tried-and-true methodologies for defining and justifying channel investments.

Channel programs exist to extend the reach and capacity of a company’s go-to-market strategy. Channel partners are complements to a direct or inside sales force, providing vendors with reliable representatives in the field and customers with local points of sale. And through channel programs, vendors contain the cost of sales, as selling through and with partners is almost always less expensive than selling direct. Unfortunately, some companies see channel programs and partners as overlays and cost centers. They either don’t invest enough in channel programs or, in some cases, make it difficult for partners to succeed by giving support and resources short shrift. Investing in channels is not a guarantee of success, but starving channel programs of funding and resources will surely bring disappointment. Channel veteran Frank Rauch joins Pod2112 to discuss the need for vendors to invest in their channel programs and partners. As the new head of worldwide channels at Check Point charged with rebuilding the security powerhouse’s partner program, Rauch offers tried-and-true methodologies for defining and justifying channel investments.

Episode 68: Check Point’s Frank Rauch on the Channel Investment Imperative

Photocopiers and multifunction devices will remain fixtures of the office as long as the printed page remains. However, the days of the photocopier dealer are waning. It’s getting harder for dealers to remain viable selling and supporting photocopiers, which is why many have adopted IT managed services as a means for extending their value proposition. Copier dealers have an advantage that many of their IT cousins don’t: A total view into the business operations of the customer. And that insider view enables copiers to identify technology needs, recommend solutions and deliver services. Today, the average channel partner earns more than 20 percent of their income from managed services, and the share of revenue derived from services will continue to grow as more customers adopt and expand with the IT as a service model. It’s truly a huge opportunity for all partners, but copier dealers in particular. For the copier dealer channel, transformation isn’t so much an opportunity, but an imperative. As more businesses become digital, they move forward to a paperless environments. In fact, the printer technology segment has seen continuous decline in printed pages for the past decade. Managed services isn’t just about extending copier dealer value, but providing a pathway to renewed relevancy and viability. Like many printer and copier vendors, Konica Minolta is working to help traditional dealers transform their legacy business models to adopt and extend into IT managed services. In a strategy that builds on adjacencies to its core photocopier and print business, Konica Minolta is providing copier dealers with the resources, training and support that enables them to participate in the managed services segment. Sam Errigo, senior vice president of business intelligence services at Konica Minolta, joins Pod2112 to talk about the need for copier dealers to adopt managed services and what resources are available to help them make the transition from the static support to automated services.

Photocopiers and multifunction devices will remain fixtures of the office as long as the printed page remains. However, the days of the photocopier dealer are waning. It’s getting harder for dealers to remain viable selling and supporting photocopiers, which is why many have adopted IT managed services as a means for extending their value proposition. Copier dealers have an advantage that many of their IT cousins don’t: A total view into the business operations of the customer. And that insider view enables copiers to identify technology needs, recommend solutions and deliver services. Today, the average channel partner earns more than 20 percent of their income from managed services, and the share of revenue derived from services will continue to grow as more customers adopt and expand with the IT as a service model. It’s truly a huge opportunity for all partners, but copier dealers in particular. For the copier dealer channel, transformation isn’t so much an opportunity, but an imperative. As more businesses become digital, they move forward to a paperless environments. In fact, the printer technology segment has seen continuous decline in printed pages for the past decade. Managed services isn’t just about extending copier dealer value, but providing a pathway to renewed relevancy and viability. Like many printer and copier vendors, Konica Minolta is working to help traditional dealers transform their legacy business models to adopt and extend into IT managed services. In a strategy that builds on adjacencies to its core photocopier and print business, Konica Minolta is providing copier dealers with the resources, training and support that enables them to participate in the managed services segment. Sam Errigo, senior vice president of business intelligence services at Konica Minolta, joins Pod2112 to talk about the need for copier dealers to adopt managed services and what resources are available to help them make the transition from the static support to automated services.

Episode 73: Konica Minolta on Transforming Copier Dealers into MSPs

Stephanie Dismore

HP has a storied history of innovation and propelling change in its partners and customers’ organizations. HP is now undergoing a sweeping change in its leadership, organization, go-to-market strategy, and culture with the appointment of a new CEO, the creation of its first chief commercial officer, and the restructuring of its global framework. HP is aiming to meet future partner and market needs with a focus on technology innovation, services models, and efficiency. Reshaping large, global organizations isn’t easy or quick. The process takes inspiration, vision, planning, and time to execute. The changes announced at HP are two years or more in the making, and required getting thousands of people around the world onboard with the vision and executing in the same direction. Stephanie Dismore, the new managing director of HP’s newly created North America market, joins Pod2112 to talk about the changes and what it takes to turn a giant, global organization.

HP has a storied history of innovation and propelling change in its partners and customers’ organizations. HP is now undergoing a sweeping change in its leadership, organization, go-to-market strategy, and culture with the appointment of a new CEO, the creation of its first chief commercial officer, and the restructuring of its global framework. HP is aiming to meet future partner and market needs with a focus on technology innovation, services models, and efficiency. Reshaping large, global organizations isn’t easy or quick. The process takes inspiration, vision, planning, and time to execute. The changes announced at HP are two years or more in the making, and required getting thousands of people around the world onboard with the vision and executing in the same direction. Stephanie Dismore, the new managing director of HP’s newly created North America market, joins Pod2112 to talk about the changes and what it takes to turn a giant, global organization.

Episode 85: HP’s Stephanie Dismore on Reorganizing Large Organizations

Nina Harding

In the race to dominate the cloud computing era, Google Cloud is playing catchup to rival market leaders Amazon Web Services and Microsoft Azure. The difference maker, says Google Cloud’s management, is partners that are innovating with the cloud company and on behalf of their customers to building better, value-add solutions that produce better outcomes and return on investment. The strategy is already paying dividends as Google Cloud is expanding rapidly and picking up market share with the help of partners. Nina Harding, Google’s global chief of partner strategy and programs, joins Pod2112 to talk about how Google’s legacy of innovation is helping to make solution providers “imagineers” that devise new ideas, craft new solutions, and create new services in and around the Google Cloud.

In the race to dominate the cloud computing era, Google Cloud is playing catchup to rival market leaders Amazon Web Services and Microsoft Azure. The difference maker, says Google Cloud’s management, is partners that are innovating with the cloud company and on behalf of their customers to building better, value-add solutions that produce better outcomes and return on investment. The strategy is already paying dividends as Google Cloud is expanding rapidly and picking up market share with the help of partners. Nina Harding, Google’s global chief of partner strategy and programs, joins Pod2112 to talk about how Google’s legacy of innovation is helping to make solution providers “imagineers” that devise new ideas, craft new solutions, and create new services in and around the Google Cloud.

Episode 83: Google’s Nina Harding on Turning Partners into ‘Imagineers’

Cisco’s Andrew Sage: The Vendor Perspective on Distribution Distribution is a valued resource for the technology industry and channel. For decades, distributors have provided vendors and partners with the logistical support they need to get products into the hands of customers. While distributors continue to provide valuable services and support to vendors, the market is changing rapidly as vendors, partners, and customers shift their models to services, and many vendors are questioning what role distribution will play in the services era. Will distributors, many of which have developed services arms and added more support mechanisms, continue to provide the value-add support that vendors rely upon today? Andrew Sage, vice president of Americas distribution at Cisco Systems, joins Pod2112 to discuss the evolving role and value of distribution from a vendor perspective.

Cisco’s Andrew Sage: The Vendor Perspective on Distribution Distribution is a valued resource for the technology industry and channel. For decades, distributors have provided vendors and partners with the logistical support they need to get products into the hands of customers. While distributors continue to provide valuable services and support to vendors, the market is changing rapidly as vendors, partners, and customers shift their models to services, and many vendors are questioning what role distribution will play in the services era. Will distributors, many of which have developed services arms and added more support mechanisms, continue to provide the value-add support that vendors rely upon today? Andrew Sage, vice president of Americas distribution at Cisco Systems, joins Pod2112 to discuss the evolving role and value of distribution from a vendor perspective.

Episode 58: Cisco’s Andrew Sage: The Vendor Perspective on Distribution

Bill Vander Vennet

As the technology industry evolves with new and innovative products and services, partners face the challenge of acquiring new skills or losing business. The shortcut to satisfying customers, even when the products and skills are lacking, is referrals. Through referrals, partners can direct customers to trusted, qualified vendors and solution providers that can meet their technology needs. Referral programs offered by vendors, distributors and master agents provide the supply-side of the business with the ability to capture through-channel revenue regardless of the partner’s qualifications. And, referrals are often a catalyst for helping partners identify market opportunities that lead to skill and capacity acquisition. TBI’s national referral program director Bill Vander Vennet joins Pod2112 to talk about the value and power of referral programs for everyone in the go-to-market chain.

As the technology industry evolves with new and innovative products and services, partners face the challenge of acquiring new skills or losing business. The shortcut to satisfying customers, even when the products and skills are lacking, is referrals. Through referrals, partners can direct customers to trusted, qualified vendors and solution providers that can meet their technology needs. Referral programs offered by vendors, distributors and master agents provide the supply-side of the business with the ability to capture through-channel revenue regardless of the partner’s qualifications. And, referrals are often a catalyst for helping partners identify market opportunities that lead to skill and capacity acquisition. TBI’s national referral program director Bill Vander Vennet joins Pod2112 to talk about the value and power of referral programs for everyone in the go-to-market chain.

Episode 84: TBI’s Bill Vander Vennet on Leveraging Partner Referrals

Cindy Herndon

Channel chiefs and organizations create and maintain all kinds of metrics to measure channel performance and identify challenges. While metrics are endemic to channel operations and all facets of business, channel organizations often find themselves at a disadvantage to their peer lines of business. Other parts of the vendor have profit and loss (P&amp;L) statements through which they measure performance and contributions. Many channel metrics are easily dismissed because they’re not correlated to P&amp;Ls. Riverbed Technology has come up with a novel solution to this problem – a virtual P&amp;L for channels. The virtual financial statement draws a direct line to the actual P&amp;Ls of the company and its divisions, showing how channels play in the grand scheme of a vendor’s success. Riverbed’s Cindy Herndon joins Pod2112 to talk about the development, utilization, and benefits of a virtual channel P&amp;L.

Channel chiefs and organizations create and maintain all kinds of metrics to measure channel performance and identify challenges. While metrics are endemic to channel operations and all facets of business, channel organizations often find themselves at a disadvantage to their peer lines of business. Other parts of the vendor have profit and loss (P&amp;L) statements through which they measure performance and contributions. Many channel metrics are easily dismissed because they’re not correlated to P&amp;Ls. Riverbed Technology has come up with a novel solution to this problem – a virtual P&amp;L for channels. The virtual financial statement draws a direct line to the actual P&amp;Ls of the company and its divisions, showing how channels play in the grand scheme of a vendor’s success. Riverbed’s Cindy Herndon joins Pod2112 to talk about the development, utilization, and benefits of a virtual channel P&amp;L.

Episode 69: Riverbed’s Cindy Herndon on Creating Virtual P&Ls for Channels

Channel chiefs know they have to adapt or die in a technology market undergoing rapid and continuous change. Vendors are taking different approaches to channel transformation, but all have common characteristics that involve data analytics, cultural evolution, innovative compensation models, and new partner types and models. At the annual Channel Focus North America, the premier channel executive event produced by Baptie &amp; Co., 2112 CEO and Pod2112 host Larry Walsh moderated a panel on channel transformation in the digital transformation age. The panel featured four seasoned channel leaders who brought different perspectives to the channel transformation challenge. In this special edition of Pod2112 features highlights of the discussion with Alyssa Fitzpatrick of Microsoft, Nick Tidd of Poly, Darren Bibby of DocuSign, and Chris Jones of AT&amp;T.

Channel chiefs know they have to adapt or die in a technology market undergoing rapid and continuous change. Vendors are taking different approaches to channel transformation, but all have common characteristics that involve data analytics, cultural evolution, innovative compensation models, and new partner types and models. At the annual Channel Focus North America, the premier channel executive event produced by Baptie &amp; Co., 2112 CEO and Pod2112 host Larry Walsh moderated a panel on channel transformation in the digital transformation age. The panel featured four seasoned channel leaders who brought different perspectives to the channel transformation challenge. In this special edition of Pod2112 features highlights of the discussion with Alyssa Fitzpatrick of Microsoft, Nick Tidd of Poly, Darren Bibby of DocuSign, and Chris Jones of AT&amp;T.

Episode 78: Special Edition: Evolving Channels in the Digital Age

To say that the technology market is evolving is a bit of an understatement. Advancing technology and service-delivery models are changing the way vendors develop, sell, and deliver their products. Traditional routes to market just won’t cut it going forward, which is why many vendors are looking to transform their channels with new models, partner relationships, and value propositions. Transitioning and transforming channels isn’t easy, as it often means navigating a minefield of corporate political, cultural, and strategic conflicts. Getting channels to transform requires top-down leadership, which is why SAP recently appointed Karl Fahrbach its first chief partner officer, responsible for the company’s global channel go-to-market and transformation strategy. From Fahrbach’s perspective, vendors need true senior global leadership to drive meaningful change throughout their organizations. Without senior leadership, change will come slowly – if at all, he says. Fahrbach joins POD2112 to provide a first-hand overview of his new role and mission, and to discuss the necessity of having someone in his position.

To say that the technology market is evolving is a bit of an understatement. Advancing technology and service-delivery models are changing the way vendors develop, sell, and deliver their products. Traditional routes to market just won’t cut it going forward, which is why many vendors are looking to transform their channels with new models, partner relationships, and value propositions. Transitioning and transforming channels isn’t easy, as it often means navigating a minefield of corporate political, cultural, and strategic conflicts. Getting channels to transform requires top-down leadership, which is why SAP recently appointed Karl Fahrbach its first chief partner officer, responsible for the company’s global channel go-to-market and transformation strategy. From Fahrbach’s perspective, vendors need true senior global leadership to drive meaningful change throughout their organizations. Without senior leadership, change will come slowly – if at all, he says. Fahrbach joins POD2112 to provide a first-hand overview of his new role and mission, and to discuss the necessity of having someone in his position.

Episode 71: SAP’s Karl Fahrbach on Leadership’s Role in Channel Transformation

In the global IT market, Latin America is lumped into the “rest of the world” category that contributes less than 10% of spending. Overall, the 48 Latin America countries and territories contribute less than 4% to global IT spending, making it a relatively small market. Nevertheless, Latin America – a composite of South America, Central America and the Caribbean Islands – is a massive market opportunity. The region is home to more than 650 million people, two of the largest economies in the world – Brazil and Mexico, and $10.5 trillion in economic activity annually. The tremendous labor pool and abundant natural resources make Latin America a prime growth opportunity. Doing business in Latin America isn’t easy, though. Political and economic instability, corruption, regressive import laws, complicated tax codes, high crime areas, and poor infrastructure makes Latin America look like a difficult – if not undesirable – place to do business. Fernando Quintero, the vice president of Latin America at security vendor Crowdstrike, knows Latin America. A native of Venezuela, Quintero worked in around the Latin America market much of his career. He was a sales representative in Latin America and the Caribbean for Compaq, ran Latin American channels for McAfee, and oversaw Latin America as part of his role as the Americas channel chief at McAfee. Now, he’s developing the Latin America sales and channel go-to-market operation for Crowdstrike. Quintero joins Pod2112 to share his insights and experiences in developing viable and thriving channel operations in the challenging but lucrative Latin America technology market.

In the global IT market, Latin America is lumped into the “rest of the world” category that contributes less than 10% of spending. Overall, the 48 Latin America countries and territories contribute less than 4% to global IT spending, making it a relatively small market. Nevertheless, Latin America – a composite of South America, Central America and the Caribbean Islands – is a massive market opportunity. The region is home to more than 650 million people, two of the largest economies in the world – Brazil and Mexico, and $10.5 trillion in economic activity annually. The tremendous labor pool and abundant natural resources make Latin America a prime growth opportunity. Doing business in Latin America isn’t easy, though. Political and economic instability, corruption, regressive import laws, complicated tax codes, high crime areas, and poor infrastructure makes Latin America look like a difficult – if not undesirable – place to do business. Fernando Quintero, the vice president of Latin America at security vendor Crowdstrike, knows Latin America. A native of Venezuela, Quintero worked in around the Latin America market much of his career. He was a sales representative in Latin America and the Caribbean for Compaq, ran Latin American channels for McAfee, and oversaw Latin America as part of his role as the Americas channel chief at McAfee. Now, he’s developing the Latin America sales and channel go-to-market operation for Crowdstrike. Quintero joins Pod2112 to share his insights and experiences in developing viable and thriving channel operations in the challenging but lucrative Latin America technology market.

Episode 75: Crowdstrike’s Fernando Quintero on Business Development in Latin America

Sandra Glaser

The job of a channel chief is to build and manage relationships with partners to generate sales that contribute to their company’s goals. They curate those relationships through channel programs designed to reward partners based on their investments and performance. Channel chiefs frequently look to improve their programs, but often within or additive to their existing program structures. Rarely does a channel chief get the opportunity to build a whole new channel program from the ground up in an organization that has a channel. That’s the opportunity Sandra Glaser Cheek had at Ciena. She and her team spent the last year building a new, innovative channel program in parallel to their existing program. Building the channel program took much planning, coordination and investment. Cheek joins Pod2112 to talk about her new program, the Ciena Partner Network, and what it took to build a channel that’s different from the standard model.

The job of a channel chief is to build and manage relationships with partners to generate sales that contribute to their company’s goals. They curate those relationships through channel programs designed to reward partners based on their investments and performance. Channel chiefs frequently look to improve their programs, but often within or additive to their existing program structures. Rarely does a channel chief get the opportunity to build a whole new channel program from the ground up in an organization that has a channel. That’s the opportunity Sandra Glaser Cheek had at Ciena. She and her team spent the last year building a new, innovative channel program in parallel to their existing program. Building the channel program took much planning, coordination and investment. Cheek joins Pod2112 to talk about her new program, the Ciena Partner Network, and what it took to build a channel that’s different from the standard model.

Episode 62: Ciena’s Sandra Glaser Cheek on Building New Channel Programs

Richard McLeod

Once upon a time, when cell phones did little more than voice services, the go-to mobile device for business executives was the trusted Blackberry. These communications devices with their monochrome display, roller-ball controller, and physical keypad untethered busy executives from their personal computers by giving them mobile emails, text messages, and voice services.   The days of Blackberry the device is over, swept away by the flood of iPhones and Android devices. Blackberry the company, though, is enjoying a renaissance. Over the last five years, Blackberry reinvented itself as an Internet of Things and security vendor by leveraging the best of its legacy technology and expertise.   Blackberry has a sizable and growing network of channel partners, and it’s looking for more resellers, integrators and service providers that can help meet the growing demand for security, mobility, IoT solutions. Richard McLeod, global vice president of enterprise software channels, joins Pod2112 to talk about the transformation and evolution of Blackberry, and where the company wants to go with partners.

Once upon a time, when cell phones did little more than voice services, the go-to mobile device for business executives was the trusted Blackberry. These communications devices with their monochrome display, roller-ball controller, and physical keypad untethered busy executives from their personal computers by giving them mobile emails, text messages, and voice services.   The days of Blackberry the device is over, swept away by the flood of iPhones and Android devices. Blackberry the company, though, is enjoying a renaissance. Over the last five years, Blackberry reinvented itself as an Internet of Things and security vendor by leveraging the best of its legacy technology and expertise.   Blackberry has a sizable and growing network of channel partners, and it’s looking for more resellers, integrators and service providers that can help meet the growing demand for security, mobility, IoT solutions. Richard McLeod, global vice president of enterprise software channels, joins Pod2112 to talk about the transformation and evolution of Blackberry, and where the company wants to go with partners.

Episode 81: Blackberry’s Richard McLeod on Reviving a Brand and Channel

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