CT: It will go up if our portfolio changes. CA is changing very rapidly at the moment. We have got a CEO who is really re-engineering our business. This is Mike Gregoire, he came on at the start of our calendar year. So, really depending on where Mike takes the company will dictate the types of partners we get. Even now we are seeing some changes.
For instance, I need to find a partner now that focuses on power management. It is becoming a big focus for us. I have just recruited a partner in Australia to focus on our power management portfolio, and that will be something I will do here.
With products like Nimsoft Snap, we are also looking at that low end of the market, and finding partners who are much more into that volume-based selling, which we have never spoken to before, because we have never had a portfolio that's relevant for them. The partners that we look for and take on are sort of dictated by the product strategy in the US - what products they have, what's the best route to market, do we need a partner who can facilitate it or do we need to get one?
I am not a fan of having partners do too much. I am a big believer in having specialisations and if you get partners to cover too much of our portfolios then they are not successful anyway. We struggle internally to sell every product we have, and we have all the resources of being the vendor. If it is a challenge for vendors themselves, then how can a partner do it? It is just an unreal expectation. I am big on that whole specialisation and do that one thing really well. Maybe even two things if they are complementary. But when you starting looking at three or four portfolios, it is just not going to be there.
Read the second part of this interview, where Terrantroy discusses the future areas of focus for the company and its partners in the region on Monday (December 2, 2013).
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