In times of industry transformation, what needs to change?

Here, 10 channel leaders reflect on industry change and reveal the developments and transformations they'd like to see across the wider sector, and their own businesses.

MARK CURTIS-WOOD,
NON-EXECUTIVE CHAIRMAN, BLUE ORANGE

I advocate for increased support from policymakers to accelerate transformative changes. Streamlined licensing, enhanced R&D incentives and competition-encouraging regulations could speed up technology adoption and foster an environment ripe for continuous innovation. Within the channel, there should be a greater emphasis on training and developing talent. This critical area often receives minimal investment yet is essential for maintaining high performance and adaptability in a fast-evolving market. Investing in our people will drive change and efficiency across the board. For our business, a key change is improving access to robust company data to strengthen decision making. The effectiveness of emerging tools, particularly AI, hinges on the quality of data we collect and utilise, impacting every aspect of our operations and ensuring we remain competitive.

MARK WILKINSON,
CCO, RAZORBLUE

The comms industry needs to move beyond transactional relationships and focus on true partnerships that deliver long-term value, rather than short-term gains. Too often, businesses receive generic, one-size-fits-all solutions instead of tailored, strategic support that aligns with their growth and operational requirements. There is a real need for greater transparency and accountability. Businesses should have clarity on service levels, pricing and expectations while having confidence that their IT partner is invested in their success, not just in securing a contract. The industry should focus on outcomes and impact rather than just selling products. Internally, we’re always looking to refine and strengthen our communication strategy, ensuring that we showcase our expertise, and educate and support our clients.

JALPA SHARMA,
MD, DBSL

For too long, businesses have focused on selling technology rather than solving real business challenges. The future belongs to those who deliver business outcomes, not just products, helping customers cut costs, scale and stay secure. In the channel, the days of generic reselling are numbered. Stronger vertical specialisation is the way forward. Tailoring solutions to specific market needs is now a competitive necessity. Partners who deeply understand specific industries are the ones creating real value. For my own business, the focus is on more recurring revenue, subscription-based services and AI-driven automation. Sustainable growth comes from predictable, scalable models that drive efficiency and long-term value.

JULIEN PARVEN,
DIRECTOR OF PARTNER BUSINESS, DAISY COMMUNICATIONS

The telecoms industry must shift from connectivity to technology. While networks are faster and more reliable than ever, true differentiation lies in customer-centric innovation, seamless service, transparent pricing and smarter solutions tailored to the intelligent use of data. The channel’s biggest challenge is balancing digital transformation with human connection. Automation and self-service are essential but can’t replace trust and expertise. The future lies in a hybrid approach, leveraging AI and automation while maintaining high-touch, consultative relationships. For us, agility is key. We are investing in portfolio development, service excellence, data-driven insights and next-gen solutions. Telecoms is now about enabling a new, smarter way of doing business. Those who embrace that shift will lead the future.

TONY EASINGWOOD,
SENIOR ACCOUNT MANAGER,  ADVANTEX NETWORK SOLUTIONS

In the broader industry, universally accepted protocols for AI-driven technologies like facial recognition are urgent. As AI evolves faster than regulation, an industry-led initiative must establish ethical standards and technical frameworks to balance innovation with privacy and public trust. Otherwise, we risk fragmented approaches that undermine security and progress. Within the channel, transparency is critical. Clearer pricing structures, commission rates and vendor accountability for system failures are essential for fostering trust and fair competition. Simplified partner programmes would further reduce barriers, making it easier for businesses, especially smaller companies, to access benefits and thrive. For us, staying on top of key developments is vital. Balancing customer projects with the pace of innovation is essential to ensure our portfolio remains cutting-edge.

MATTHEW CROXFORD,
CEO, CITYTALK GROUP

The industry would benefit from a platform that links clients’ services to a specific reseller (from your RID Code) and enables you to discuss migrating accounts with other resellers both in/out – ensuring a saving of time and money in failed ports and wasted time. For the channel, I would like to see enhanced supplier/manufacturer technical forums for engineers, enabling them to collaborate better with people having the same challenges. In my business, improvement would come from having a more sales-focused customer lifecycle to upsell and ensure we’re not missing opportunities in our existing clients.

SIMON GALE,
FOUNDER AND MD, THE CLARENDEN GROUP

I would change the transparency of finance in our industry. There are too many businesses with no depth of knowledge or experience in what we do. These businesses intend to sell hardware on finance with no interest in the end users' needs. Their ambition is to gain maximum reward by selling finance on a term that is longer than the expected lifetime of the equipment. Why is any company financing deals on anything more than five years? To leverage as much profit as possible. This creates no longevity in their new client. Clients will soon realise they’ve agreed to paying way over the respected reselling price and all trust in the relationship will be lost.

SARA WILKES,
CEO, AGILITAS IT SOLUTIONS

The industry needs greater representation. There have been significant improvements but there is so much more to be done. Today’s leadership priorities are all about alignment, agility and delivering value to customers. We live in an ever-evolving industry and staying ahead of the curve is crucial. The key to continued leadership success is recognising that your people are your biggest asset. It’s essential to foster an environment where cognitive diversity is embraced, and different perspectives and experiences drive better decision making and innovation. Bringing together diverse minds and empowering teams to contribute unique ideas strengthens leadership and creates a foundation for sustained success.

RICHARD SWAIN,
COMMERICAL DIRECTOR, FORCE36

I wouldn’t change much about the channel. I’ve always found it one of the most supportive and welcoming communities in the technology and communications sector. The wholesalers we work with still recognise the value of strong relationships and mutual support, which continues to drive both innovation and growth. As the industry shifts from telco to techco, I see increasing opportunities for collaboration between MSPs and the broader supply ecosystem. Many traditional telcos are realising that MSPs offer many revenue generating services that could complement their portfolios and create new streams of MRR, and that some wholesalers could engage as distribution partners. I’d like to see an end to the five year contract terms that linger in parts of the industry. These stifle competition and leave businesses with solutions that no longer meet their needs.

SHAUN LEDGERWOOD,
CEO, MLL TELECOM

Reliable and secure connectivity is more critical than ever to the operations of businesses and public sector bodies. These complexities are not being properly compensated in terms of return on investment for operators. The market seems to reward bog-standard services rather than the complex, customised networks customers demand. I'd like to see improved market recognition of the higher value of complex services. The channel would be stronger if small and mid-scale operators were encouraged by customers to flourish. The market, and especially Government, could encourage disruptive operators by not awarding so much business to lethargic incumbents. Regarding my own business, while remote working has advantages, I would like to see greater physical presence at work. The atmosphere when people are physically together is more enjoyable and productive.