Anita Joseph caught up with Cameron Thomson, Group Vice President for the Europe, Middle East and Africa (EMEA) theatre, including Turkey and Pakistan and Fadi Moubarak, Vice President, Sales & Channels – Middle East, Africa and Central Asia, Avaya.
In June, Avaya appointed Cameron Thomson as Group Vice President for the Europe, Middle East and Africa (EMEA) theatre, including Turkey and Pakistan. It was the latest executive appointment over a two-year period that has seen the company successfully recapitalize and reset its value proposition to customers and partners. Appointments like Thomson’s are to make the transformation stick, enabling, Avaya says, a more effective leadership structure to bolster the company’s revitalized culture and stay closer to its most important global customers.
No industry newbie, Thomson joins Avaya off the back of extensive success in regional CX leadership as the company asserts itself as the global leader in Enterprise CX. Having served in leadership positions at Alvaria, he has extensive knowledge of the theatre, and his remit is to support customers and partners to drive business growth through delivering outstanding customer and employee experiences.
Upon the announcement of his appointment, Thomson directly called out the Middle East and Africa as exciting for Avaya, referencing “the emerging, large-scale customer-centric CX projects we’re seeing” across the region. And during his first visit to the region, we caught up with him, along with Fadi Moubarak, Vice President – Middle East, Africa and Central Asia, to learn a little more about the dynamism he’s seeing in this market, and how he’ll approach the region’s channel community.
Let’s delve into the MEA market and discuss the direction of your channel program. What are your thoughts on the importance of the MEA market, and what strategic plans are in place for the future?
Thomson: The MEA market is significant for us. Our business is segmented into three operational areas: APAC, EMEA, and the Americas. The MEA region contributes substantially to our EMEA revenue and global presence. And it’s pivotal due to its leadership role in digital technology adoption and its emphasis on placing citizens at the center of development initiatives. For instance, Dubai’s top-down approach to prioritizing citizen needs presents a fantastic opportunity for us to showcase our capabilities on a global stage. So, in short, the MEA market is crucial to our business strategy.
Can you provide an update on the latest developments in the channel program? What are the new features or changes?
Thomson: We have a robust ecosystem of distribution and technology alliances. Moving forward, our focus will be on deepening our relationships with key partners and customers. We recognize that our largest and most complex customers tend to drive more of our revenue, and the same applies to our channel partners. Therefore, our strategy involves getting closer to these key partners and understanding their needs better.
We’re also making changes to help shape our product roadmap to align with the requirements of our major partners and customers.
Additionally, the MEA channel will now report directly to the regional lead, Fadi, integrating both the operating business and the channel under one umbrella. This centralized approach aims to enhance our focus on the channel and improve our effectiveness in this region.
How does Avaya plan to integrate technological advancements like AI into its channel offerings, and has this impacted your view or operation of the channel?
Thomson: AI is indeed a hot topic, and while many customers are eager to adopt it, there’s often uncertainty about its practical applications. I recall when IVR technology first emerged—everyone wanted it, but its uses were often unclear. AI is at a similar stage today.
Our role is to provide thought leadership and guide our partners and customers on how AI can be effectively utilized. For example, during a recent event I attended, an expert discussed AI applications and highlighted that while AI can be used for tasks like cross-selling and upselling, it must be carefully deployed in sensitive areas like empathy, where missteps can be more detrimental to the experience.
Our approach involves integrating AI insights into our product development and channel strategies, ensuring that our offerings remain relevant, cutting-edge and safely and ethically deployable. Our voice-of-the-customer and -partner programs will help us prioritize and adapt our product roadmap, including our use of AI, to meet emerging needs.
What opportunities do you see in the MEA region, and how do you plan to capitalize on them?
Moubarak: Growth is the key opportunity in this region. The MEA area is dynamic and rapidly evolving, with cities like Dubai continually pushing boundaries. We want Avaya to be at the forefront of this growth and innovation. We are seeing substantial progress in Africa as well, where we’re establishing strong connections with telcos and anticipating similar customer-centric developments as in the Middle East.
In addition, there is a growing demand for advanced emergency services in regions like South Africa. We plan to replicate our successes for these kinds of customers in the UK, US, and India in countries like Ethiopia and Rwanda. Our goal is to provide cutting-edge, fit-for-purpose solutions in critical sectors like public safety.
Looking ahead to 2024 and beyond, what are Avaya’s strategic priorities?
Moubarak: Our transformation strategy focuses on becoming more customer-centric and operationally efficient. This involves retaining our current customer base and exploring growth opportunities through cross-selling, upselling, and acquiring new business. And this will be made easier by the exciting roadmap we have pinned on the Avaya Experience Platform.
We’re also working on operationalizing our transformation efforts to ensure we are agile and efficient in the market. We aim to leverage our strong brand and enhance our operational practices to stay relevant and competitive.
