2025 brings strategic partnerships into sharp focus

The nature and dynamics of channel partnerships are evolving faster than ever before, and as we enter 2025 it’s prime time to explore this watershed evolution and highlight what strategic alliances with vendors need to look like if they are to stand the test of time.

RHYS BAILEY,
INTERIM CEO, FOCUS GROUP

Advancing into 2025, optimal vendor performance will rely on becoming deeply embedded in partner ecosystems with a particular emphasis on developing sophisticated integration capabilities and API architectures that streamline operational efficiency. We look to our vendors to make our lives easier and reduce our cost to service. When vendors excel in these areas and combine innovative technical solutions with strong commercial propositions, it creates a great relationship for all involved, including the end user. We maintain a constructive yet discerning approach to vendors, reviewing and refining as our business continues to evolve through acquisitions and as we adapt to market changes.

LUCY RANDALL,
COMMERCIAL DIRECTOR, JIGSAW24

Vendors now expect more qualitative contributions from their partners, beyond achieving unit sales, to qualify for top-tier accreditations. This is a welcome change as it enhances customer value through expertise and tailored solutions while enabling channel partners to differentiate and be rewarded for their efforts. Greater transparency is also needed to identify what strategies are driving market growth. Aligning this insight with a deeper understanding of channel partner ambitions is crucial for fostering effective collaboration and driving shared success. Any new additions to our portfolio will focus on aligning with the most innovative and disruptive players in today’s competitive landscape.

CAMILLA KARM,
DIRECTOR OF SALES AND MARKETING, REDSQUID

We have been through a significant growth phase in the last year which has changed our vendor and tech stack. This has led us to complete supplier consolidation and strengthen our relationships key suppliers. A core priority moving into 2025 is our focus on sustainability. As a next phase of our B Corp journey we will start auditing our vendors on their ESG approach, performance and stance towards using their technology platforms to do better for the planet and keep going greener. This will drive us through a review of vendors and help define the preferred technology that we will support our customers with.

FRAN MILLER,
HEAD OF STRATEGIC VENDOR MANAGEMENT, MAINTEL

Our vendors are adopting a more strategic approach, prioritising long-term pipeline development over short-term deals. This includes tailoring solutions to specific vertical markets, fostering outcome-driven conversations rather than simply selling products. Another focus for our vendors is around the customer lifecycle. They are ensuring proper adoption and usage to help customers maximise the full value and potential of their technology investments. The evolving partner-vendor landscape is marked by channel rationalisation, with vendors emphasising quality over quantity in their partnerships. For a partner like us, this presents an exciting opportunity. These partnerships enhance customer outcomes and drive shared growth and long-term success.

STEPHEN AYERS,
HEAD OF PRODUCTS AND VENDORS, RAZORBLUE

Over the past year open communication and collaboration with our vendors has led to more efficient processes, better alignment with our goals and a deeper understanding of each others' needs and capabilities. Our vendors are now more integrated into our strategic planning, fostering a sense of shared purpose and commitment to mutual success. In 2025, I'd like to see our vendors focus on a few key areas to strengthen our collaboration. Innovation should be a top priority. By consistently bringing new ideas and cutting-edge solutions our vendors can help us stay ahead of the competition. Understanding our customers' needs and delivering exceptional service should be at the heart of our vendors' strategies.

COLIN RIDDLE,
CHIEF PRODUCT OFFICER, AIR IT

Over the past year we’ve created a dedicated role focused initially on one of our key strategic partners, enhancing collaboration and aligning long-term goals. These efforts have yielded commercial and technical benefits. In 2025, we’d like vendors to prioritise closer collaboration in offering development, especially between product management teams, to better address evolving market needs. Feedback integration and joint innovation should be key areas of focus. We constantly review our vendor stack to ensure continued alignment with our growth. This is driven by scalability, technological relevance and commercial fit.

SCOTT MILLAR,
COUNTRY MANAGER SCOTLAND, CORE TECHNOLOGY SYSTEMS

There's a lot more that can be done to support mid-size providers, and considering multiple vendors are moving towards more direct engagement with customers, partners need to have a clear USP now more than ever. In 2025, we’d like vendors to prioritise transparency in roadmaps, faster enablement of partners for emerging technologies and tailored support for mid-market managed service providers to compete in a market with a growing number of enterprise organisations. Agile collaboration will be key in navigating economic and operational challenges. We are always looking for new partnerships with reciprocal benefits and will evaluate them based on innovation, reliability and alignment with our customers' needs. Vendors that empower us to deliver exceptional value in a cost-conscious market will remain pivotal.

CRAIG HOILE,
HEAD OF CUSTOMER GROWTH, TOLLRING

Despite increasing digital transactions, people still buy from people. In 2025 we are making it a priority to connect with our partners in person to build stronger relationships and be easier to do business with. By making simplicity, trust and collaboration the cornerstones of our strategy, we will help our partners to differentiate their services in an ever-changing market. The most effective partnerships require mutual commitment. The partners that invest the time and resources to understand and engage with our latest technologies and collaborate closely with our team are far better positioned to capitalise on emerging trends and opportunities. 

WILL MOREY,
BUSINESS DIRECTOR SME, GAMMA

In 2025 we’ll focus on helping fast-growing resellers close new business, retain their customers and increase their monthly recurring revenue (MRR). Changes will be designed to help partners move away from leasing and embrace a full MRR model. This year, several of our resellers participated in our Partner Advisory Boards, helping us to shape product roadmaps, self-serve portal support, marketing programmes and sales enablement. These sessions allow us to become an extension of our partners’ teams. Looking ahead, we’ll work more closely with our partners to align commercially. The difference we see when we analyse successful partnerships is openness and agreeing mutual goals.

THEA SZTEJKA,
MD, BT WHOLESALE

In 2025 we will focus on helping partners transition to All-IP and embrace transformative technologies like 5G and AI to future-proof their businesses. By continuing to invest in infrastructure we will ensure partners are always backed by the best network. We remain committed to deepening relationships by listening to partner needs and delivering personalised support. Inspiring sustainability and diversity within the channel is another focus, making sure the way we work doesn’t cost the earth while championing people from all backgrounds.