Following the sudden
departure of Avaya CEO Lou D'Ambrosio in June, Avaya's new global
channel chief is joining the company at a transitional time—but that may be an
opportunity for the new executive.
"We plan to dramatically increase our channel-centricity over the next few
years," says Jeremy Butt, Avaya's new vice president of worldwide channel
sales. That's a job that Butt's done before.
Butt formerly served as vice president of worldwide channels for Motorola's
enterprise mobility business, where he presided over that group's evolution to
a channel-centric organization. Under Butt that Motorola group moved from less
than 50 percent of revenues through the channel to about 85 percent through the
channel.
"It took several years to flip that around," Butt says. And similarly
at Avaya, "Our plan is to increase our channel-centricity over a number of
years. There's a sequential way that you go about doing that."
The first step is a channel audit, according to Butt, "to find out our
strengths, what we've got and what parts could use re-energizing. At this
moment in time there's a lot of opportunity out there for Avaya and its channel
partners."
One of the things Butt will look at during the audit is whether it makes more
sense to increase channel revenues by recruiting more channel partners or by
increasing sales through existing partners. "The latter is the first one
to look at, but we are open to both courses of action once the audit is
complete."
Butt will also look at potential programmatic changes and adjustments to both
internal and external educational offerings.
During any move to a more channel-centric revenue model, "You've got to be
careful not to run before you can walk," Butt says. "What we are not
looking to do is suddenly flip all the business over to the channel. The
channel may not have the capacity to deal with it today. You've got to make
sure the channel has the capacity for all the different elements such as sales
competence and technical competence."
Butt believes the biggest obstacle to success is "muscle
memory"—people get so used to doing things one way that it has become
automatic. To succeed in a new effort, individuals need to reprogram
themselves, he says.
Butt joined Motorola as part of the communication giant's purchase of Symbol
Technologies in 2006. He spent four years at Symbol before the acquisition and
has served in various channel roles in the tech industry over the last 20
years.
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Computer Networking 
