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by our sustainability initiatives. Inventory Assure is based on our ability to maintain end-customer environments globally, with Professional Services acting as an extension of our customer’s engineering capabilities. Tis accelerates time to revenue with skills and resources to ultimately streamline deployment. Smart Logistics is then centred around how we optimise
warehouse, logistics and circular economy services. Tis enables our clients to scale with confidence knowing they have the right OPEX business model that scales in line with their business growth and allows them to invest in new capabilities to stay ahead of the curve. Despite this period of change for Agilitas and the wider
Technology Channel, I’m pleased to see that our growth strategy is already taking shape with our customer base growing at speed. Agilitas brings an in-depth understanding of supply chain and skills to the market, ensuring our customer platforms remain resilient. We package these solutions ‘as a service’ to ensure clients understand their exact cost base to maintain and deliver resilient IT systems key to their operation to a high quality. Our biggest opportunity is to work with partners and help them
pivot their investments to stay ahead and develop their offerings – scaling with confidence knowing we have the right model to service and maintain their client’s hardware estates without compromise, to high service levels and with predictable cost.
Our strategy is directed at three key areas: • Developing access to our services digitally to ensure we are easy to do business with and can provide rich insights on the performance of our services.
• Continual improvement of our core services and delivery, such as remote monitoring of estates to proactively ensure maximum uptime of hardware estates.
• Continual investment of our people to ensure we harness the experience and ideas that will make a difference to our customers.
To what extent do you expect Agilitas’ channel to grow over the next year and where will that growth come from? Most of our channel partners are focussing their investments to increase the resilience of their business and customers alike. We are witnessing rapid progression in managed services and consumption- based service models to drive annuity to underpin longer-term confidence for investment and liquidity. Tis will provide a significant opportunity for a pure service business like Agilitas to underpin these efforts and maintain high levels of customer experience.
Tere are three trends that I’m tracking with our clients where we can specifically assist in driving growth: • Whilst there are significant headwinds of global macro and economic challenges, digitisation is removing the boundaries of the global reach of both service and logistics. We have witnessed some of our largest growth clients seeking to outsource these services to partners who can deploy services globally with ease. Tey in turn are becoming hugely successful as they have designed their business to meet the needs of their clients, not having internal competing organisational design structures that limit the ease and scope of business.
• Tere is no doubt that the workplace has changed which in effect has exploded the proliferation of assets contained within an
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organisation to remain productive and secure. Many technology organisations benefitted from this change through Covid. It will be interesting to see how the strains on organisations to invest and advance their offerings, how they balance their costs to sustain and protect a remote workforce and what help they may need. I see an increase in workforce asset outsourcing becoming more common.
• Te need for end-customers to outsource certain operations via Managed Services is creating an interesting dynamic. Te focus on customer experience rather than the flavour of OEM will become more apparent. From our perspective, we are already seeing some winners and losers in the OEM hardware supply chain due to availability and we will need to navigate a path that enables us to support our partners accordingly.
“We recently announced our new leadership and direction for the next three years – placing customer experience at the centre of our transformation.”
Would you say that 2023 is a pivotal year for businesses across the Technology Channel? What challenges do businesses in the industry face? It’s not an overstatement to say that 2023 is a pivot point for many Channel organisations. One of the biggest influences has been the continued supply chain disruption that has massively impacted product availability, and this is set to continue into the second half of this year. Tis issue has led to some disintermediation of the conventional Channel value chain, meaning many businesses have been streamlining or choosing a different route to market in order to reconfigure logistics networks and delivery partners. Additionally, we have also seen an increasing expectation
around Channel businesses enhancing their sustainability initiatives and focusing their efforts on the circular economy. Tere is now a need for dedicated resources to back these initiatives and enable decision-makers to take the lead in terms of tracking their upstream and downstream supply chains which are associated with scope 3 carbon emissions. To competitively position themselves for the future of
the Channel, organisations need to define a strong purpose, communicate this clearly with all relevant stakeholders and demonstrate how employees and partners will contribute to the overall vision. Tose who can weather the short-term pain during this moment of inflexion will reap the rewards as we move through 2023 and beyond.
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