Channel Post speaks with Rui Silva, Channel Manager at Alcatel-Lucent Enterprise ME on what needs to be done to overcome the challenges that the IT channel faces today.
What is your career history to date and key career achievements?
I started my career with Unisys in South Africa in 1985 as a member of the technical support team. In 1992, I moved to Tech Data in Portugal, a global distributor to develop their networking products division and in 2001, I joined Enterasys Networks as the European Channel Director where I managed a team of channel managers for 3 years across Europe, Middle East and Africa. After successfully developing Alcatel-Lucent’s channel in Portugal in 2004, I accepted another challenge from our VP at Alcatel-Lucent in 2014 and that was to develop the distribution channel across the Middle East.
What are your roles and responsibilities in the company as a channel influencer?
My current role as Channel Manager for the Middle East is to oversee and grow our distribution channel network and identify new areas of growth with our channel. The key to success is ensuring that our customers are adequately supported through our channel partners when required.
What qualities should a channel influencer possess to lead the channel?
The main qualities a channel influencer should have is two-fold; they must be a people’s person, and secondly, they should be extremely well organised. It is also important that the channel managers constantly engage with partners on a regular basis, while helping them drive business and understanding, and setting the expectations. The individual should also make themselves available when the occasion calls for it.
What is your advice on finding success in the channel?
My advice is to be as humble as possible and work hard at ensuring that your partners can depend on you. Ultimately you are the face of the company for them. In my opinion, it would be beneficial that the channel manager has had previous experience working for a system integrator or distributor so that they better understand the challenges that they will be faced with in the industry.
How would you assess the current state of channel?
I would think that the channel is in a transitional phase, we have faced a very difficult 2016 and a slow 2017 which has led to the channel community having to reinvent themselves.
What is the biggest challenge facing the IT channel in the region?
I believe more can be done at all levels to address the IT skills shortage in the region. Channel partners are lacking specialised training and company owners are not investing enough when it comes to training their staff. Training only seems to be provided when there is an immediate requirement in the market. This leads to poor customer service because the employee does not have enough exposure to the products or solutions, nor does he have enough time to build the knowledge to market products to customers.
If you could improve one thing about the channel business what would it be?
Overall, channel stakeholders will be better equipped if they receive the right training on the products and solutions that they are installing. Training is important for all partners as it provides them with the necessary skills to support the customer and at the same time promote their products and solutions effectively. So, I would say training and certification are one aspect of the channel that needs more attention.
