Interview


why partners and customers increasingly need assurance not only about when a device will arrive but also about its provenance, integrity, and security throughout its lifecycle. Ultimately, trust is built through transparency. We must


give partners the clearest possible view, respond quickly when circumstances change and help them make informed decisions on behalf of their customers.


How do you balance HP’s sustainability ambitions with pricing pressures and changing customer expectations? Sustainability is always considered alongside commercial value, performance and customer need. Different customers will require different approaches.


In some cases, the right decision may be to invest in new technology; in others, it may be to extend the life of existing devices, introduce refurbished equipment or ensure products are responsibly recovered and recycled. Partners are well-placed to help customers evaluate those


choices across environmental impact, performance, security, quality, and total cost of ownership. HP’s role is to provide credible information, practical solutions and the expertise needed to support those decisions.


What differentiates HP’s channel proposition from its competitors? HP’s differentiation lies in the combination of our innovation, security expertise, services, sustainability capabilities and the scale of our partner ecosystem. Our portfolio spans personal systems, print, security,


How will you ensure smaller and regional partners receive the support they need? Smaller and regional partners are an essential part of the UK and Irish technology ecosystem. They bring deep customer relationships, valuable local knowledge and the agility to respond quickly to specific business requirements. It is important that access to HP’s expertise and opportunities


is not determined by scale alone. We provide relevant training, specialist support, practical use cases and effective collaboration with distribution to help these partners compete and grow. As technologies such as AI continue to develop, customers


will increasingly turn to trusted partners for guidance. We want regional partners to have the expertise and resources to lead those conversations.


What is HP doing to improve supply-chain predictability, lead times and product allocation? Improving predictability starts with closer planning and earlier visibility across the supply chain. Partners need timely and accurate information on product availability and potential constraints so they can plan with confidence and manage customer expectations effectively. We also need to take a broader view of supply-chain


confidence. HP Wolf Security research found that 81% of IT decision-makers regard securing hardware and firmware as critical, yet 68% said these considerations are frequently overlooked in total cost of ownership models. This underlines


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collaboration technology and services, but breadth alone is not enough. The real value comes from helping partners bring those capabilities together to address specific customer priorities and deliver tangible outcomes. We also take a practical and human-centred approach to


AI. Technology should enhance creativity and productivity while being adopted securely and responsibly. Our partners are central to turning that principle into meaningful value for customers.


What will success look like, and how will you measure it? Success means building a profitable, capable and confident partner ecosystem that grows alongside HP. Revenue will remain an important measure, but it should be


considered alongside broader indicators of long-term health. These include growth in services and recurring revenue, stronger partner capabilities in areas such as AI, security and sustainability, and continued improvements in the overall partner experience. I will also be focused on whether we are reducing


complexity, improving access to expertise and helping partners convert more opportunities into sustainable customer value. Ultimately, success will be defined by our ability to combine


HP’s global capabilities with strong local leadership and by the confidence our partners place in us as an organisation that listens, responds and invests in their future.


September/October 2026 | 15


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