Cutting through the noise for Canadian VARs and MSPs
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Cutting through the noise for Canadian VARs and MSPs
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Recent Episodes
August 6, 2026
Chris Fabes brings three-sided channel view to TD SYNNEX Canada
<figure id="attachment_47240" aria-describedby="caption-attachment-47240" style="width: 300px" class="wp-caption alignright"><img data-recalc-dims="1" fetchpriority="high" decoding="async" class="size-thumbnail wp-image-47240" src="https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/08/Chris-Fabes-headshot.jpeg?resize=300%2C169&ssl=1" alt="" width="300" height="169" srcset="https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/08/Chris-Fabes-headshot.jpeg?resize=300%2C169&ssl=1 300w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/08/Chris-Fabes-headshot.jpeg?resize=400%2C225&ssl=1 400w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/08/Chris-Fabes-headshot.jpeg?resize=800%2C450&ssl=1 800w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/08/Chris-Fabes-headshot.jpeg?resize=768%2C432&ssl=1 768w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/08/Chris-Fabes-headshot.jpeg?resize=1536%2C864&ssl=1 1536w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/08/Chris-Fabes-headshot.jpeg?resize=678%2C381&ssl=1 678w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/08/Chris-Fabes-headshot.jpeg?w=1600&ssl=1 1600w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/08/Chris-Fabes-headshot.jpeg?w=1356&ssl=1 1356w" sizes="(max-width: 300px) 100vw, 300px" /><figcaption id="caption-attachment-47240" class="wp-caption-text">Chris Fabes, president of TD SYNNEX Canada</figcaption></figure> <p>Chris Fabes is two weeks into his new role as president of TD SYNNEX Canada, and he brings a perspective almost nobody else in the Canadian channel can match: senior leadership experience on all three sides of the ecosystem.</p> <p>Fabes spent a decade at <a href="https://www.lenovo.com/">Lenovo</a> Canada, where as channel chief he tripled channel revenue to $1.2 billion in three years. He then moved to <a href="https://www.shi.com/">SHI International</a>, where he led the Canadian operation with a focus on enterprise and <a href="https://channelbuzz.ca/tag/public-sector/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Public Sector">public sector</a>. Now he’s at the distributor side, taking over from <a href="https://channelbuzz.ca/">Mitchell Martin</a>, who ran the business for 35 years through multiple mergers and industry transformations.</p> <p>In this conversation, Fabes discusses what he learned from seeing the channel from the vendor, reseller, and distributor sides – and how each perspective informs what partners should expect from TD SYNNEX going forward. He talks about the booming <a href="https://channelbuzz.ca/tag/quebec/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Quebec">Quebec</a> market (he’s Montreal-based and bilingual), the role of <a href="https://channelbuzz.ca/tag/msps/" class="st_tag internal_tag " rel="tag" title="Posts tagged with MSPs">MSPs</a> as “AI ambassadors” for 1.3 million Canadian SMBs, and the shift from traditional SaaS consumption toward tokenomics. He’s candid about needing more time to assess TD SYNNEX’s internal AI readiness, and he closes with a challenge to the Canadian channel: be “proud and loud” about what the ecosystem has accomplished.</p> <details style="margin-top: 20px; padding: 15px; background: #f9f9f9; border-radius: 5px;"> <summary style="cursor: pointer; font-size: 1.1em;"><strong>Read Full Transcript</strong></summary> <div style="margin-top: 15px;"> <p>**Robert Dutt:** Hello and welcome to <a href="https://channelbuzz.ca/tag/in-the-channel/" class="st_tag internal_tag " rel="tag" title="Posts tagged with In The Channel">In The Channel</a> from ChannelBuzz.ca, bringing news and information to the Canadian IT channel community for the last 16 years. I’m Robert Dutt, editor at ChannelBuzz.ca, and your host for the show.</p> <p>Today I’m joined by Chris Fabes, who’s just a couple of weeks into his new role as president of TD SYNNEX Canada. Now, TD SYNNEX is of course the largest technology distributor in the world, and the Canadian operation has been a fixture of this channel for decades. But this is a transition moment. Mitch Martin ran the Canadian business for more than 35 years, starting out with Merisel Canada, through the Synnex acquisition, the pandemic, mergers with Westcon, and finally the merger with <a href="https://channelbuzz.ca/tag/tech-data/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Tech Data">Tech Data</a>.</p> <p>He retired earlier this year and TD SYNNEX went outside the organization for his replacement. They found Chris Fabes at SHI International, where he was running the Canadian operation. Before SHI, he spent a decade at <a href="https://channelbuzz.ca/tag/lenovo/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Lenovo">Lenovo</a> Canada, where as the channel chief he tripled channel revenue to $1.2 billion in three years. And before that, he started his career at a reseller. So, he’s one of the very few people in the industry who’ve held senior leadership roles on the reseller side, the vendor side, and now the distributor side. A 360-degree view that I think is worth exploring.</p> <p>We talked about what he’s seeing in his first two weeks, what partners should expect from TD SYNNEX Canada under his leadership, the Quebec market, which he calls home, AI, program simplification, and why he thinks the Canadian channel ecosystem should be, in his words, “proud and loud.” Let’s get right into it. My chat with Chris Fabes.</p> <p>Chris, thanks for taking the time. I appreciate it.</p> <p>**Chris Fabes:** Thanks for having me. I also appreciate it.</p> <p>**Robert Dutt:** Pretty epic way to get the distributor side of things on your channel bingo card, having already done the reseller solution provider and vendor side. Congrats on the new gig and I guess in general, your thoughts on taking over the leadership of TD SYNNEX Canada at this moment.</p> <p>**Chris Fabes:** I appreciate that. And look, how could I not be excited? It’s an incredible opportunity. As you mentioned, I’ve been on the vendor side as well as the value-added reseller side, but distribution is definitely not new for me. I’ve been working with TD SYNNEX for many, many years in different capacities. So it’s exciting having known the organization, knowing a lot of the people, and just quickly being pulled into internal and external conversations about, “Hey, what can we go do to go big?” So it’s just really exciting and I couldn’t be happier.</p> <p>**Robert Dutt:** As we touch on there, you’ve had senior leadership roles reseller side, most recently SHI, the vendor side with Lenovo, and now you’re adding the distributor side—a perspective that not many people have at the senior level especially. How has seeing that ecosystem from all three of those sides changed what you think a distributor actually needs to do for partners?</p> <p>**Chris Fabes:** I think it gives me a perspective that is rather unique. I always like to look at what the market is asking of the channel ecosystem and for each of those components, where do we add value and how do we focus on the outcome that our customers, vendor partners, and the ultimate end user are looking for. I think we can all agree that while technology, the whole industry is an exciting place to be—and I think we’d be doing something different if we all wanted things to be simple—the pace of change and the pace of innovation is really exciting. I think with all of the growth and now complexities built into the ecosystem, distribution plays an even more pivotal role in being able to service the demand. That’s what’s really exciting looking at the future.</p> <p>**Robert Dutt:** At Lenovo, one of your signature achievements was tripling channel revenue to $1.2 billion over the course of three years. What was the thesis and the plan behind that growth in that time, and is any of that transferable to the distributor context where you’re one step further removed from the end customer?</p> <p>**Chris Fabes:** I think it absolutely is relevant and it aligns. It all starts with planning around what the expected demand is and making sure that the differentiation and the capabilities are aligned with that opportunity. Even answering your question from the Lenovo side of things, it was: where’s the appetite? Where are the routes to market? How do we pull the levers at the right times? How do we make sure that we’re talking to the customers, being the channel partners as well as the end customers, so that we can pivot as required? Looking at the distribution side of things, it’s really no different. In the Canadian market, it is really: where’s the spend coming from, who is touching those spend requirements, and how do we participate in a meaningful way where we’re adding value to the equation?</p> <p>**Robert Dutt:** You spent a decade at Lenovo on your way up, literally working your way up the organization. How does that kind of ground-level experience shape your leadership style and what are you looking for in the teams you’re building now?</p> <p>**Chris Fabes:** Great question. I’ve always looked at myself as being someone that respects people at all levels. I don’t see myself any different from anyone else in any organization. So I really seek to understand, look to build relationships, and listen first. I lead with trust, which I think allows you to operate with very low friction, allowing people to outperform at their best levels. I make sure that I celebrate success along the way, but also hold people accountable.</p> <p>It’s been fun being able to work for people and then have a flip-side relationship as I was able to grow into different leadership positions. Being humble and respectful of all those relationships has benefited me as I’ve moved into positions where the relationships, even if they might be different now, are very much respectful. I’m happy for them; they’re happy for me. We have a short memory when we want it to be short, but long when it matters. In this channel, being that it’s large yet very small at the same time, leaving those relationships better off has been an important part of the way I’ve looked at people.</p> <p>**Robert Dutt:** I asked you a little while ago your perspective on what you can bring from the vendor side to the distributor side of things. Sort of the same question, but coming at it from your more recent point of view from the reseller side at SHI. A massive reseller—what did your time there teach you about where distribution adds value, where it doesn’t, and what you wanted from distribution when you were in that seat?</p> <p>**Chris Fabes:** Sure. There were a lot of conversations. Most of my conversations at that point were internal around building strategy. I think we’ve touched on that quite a bit, but the other side was just talking with CIOs, CEOs, and VPs that were responsible for technology decisions. The technology decisions almost became the easy part. It was: Where can you help me around optimization? Where can you help me on cash flow? How can you do things that are lower friction? What happens when something might not be going perfectly? Is there an escalation path?</p> <p>So, process—that’s what I started to learn and be able to apply to that business. Again, I think having that lens of those customer expectations and understanding the flow down through the complete channel ecosystem allows me to look at distribution from a strategy and execution lens, combined with the ultimate goal of satisfying those that are ultimately deploying the technology—whether they be SMB, mid-market, enterprise, or large public sector.</p> <p>**Robert Dutt:** Mitch Martin ran this business for 35-plus years. That’s a pretty extraordinary tenure and he went through pretty wild changes in the industry and in the organization in particular. What do you see as the foundation that he left there? And what do you see, especially in your early days, as the biggest opportunities for fresh investment or new ideas?</p> <p>**Chris Fabes:** Respect the legacy. That’s first and foremost. In my first couple weeks of talking with the staff, what I recognize is there was a strong hand on the business. The foundation was strong, mature, and very well operated, but that doesn’t mean we still can’t look at areas of opportunity—the nuances, the incremental spend, and how we bring additional value. So I’ll be spending my time respecting the mature foundation and the expertise that already exists in the business, listening and having an open mind, but looking at that three-to-five-year future of where TD SYNNEX needs to be based on the market appetite.</p> <p>I want to underscore that in speaking to many people in my first days, it was so incredible to hear the tenures—10 years, 20 years, 30 years—and the passion that they’ve had as they’ve gone through their career with TD SYNNEX through multiple mergers and acquisitions. What they shared with me was just the trust and the love in the organization and the people. I consider myself very lucky to be taking that baton and moving forward with it.</p> <p>**Robert Dutt:** TD SYNNEX is the largest distributor in the world and the competitive landscape is shifting. You’ve got <a href="https://channelbuzz.ca/tag/ingram-micro/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Ingram Micro">Ingram Micro</a> as the other big traditional broadline folks, and you’re both redefining yourselves in your own ways. As always, there are specialists and newcomers. You’ve got <a href="https://channelbuzz.ca/tag/cloud/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Cloud">cloud</a> marketplaces. I guess I’m curious, where do you think from where you sit now that TD SYNNEX needs to differentiate itself most urgently to stand out in the current marketplace?</p> <p>**Chris Fabes:** We’re absolutely looking at how we maintain a position of leadership, and that comes down to understanding the market and understanding—and respecting—our competition. Those are going to be the conversations we’ll be having in terms of: How is the ecosystem changing? How is the appetite for technology changing? Are we in a position to meet the demand but also accelerate the demand? Obviously, there’ve been several tailwinds driving the appetite for various technologies, but there’ve also been headwinds where budgets have shifted in how the spend is being distributed. There’ll be that “tech talk” cycle of how we look at the opportunities and how we partner—and who we partner with—to make sure that we’re positioned to grow at scale but continue to take a leading position.</p> <p>**Robert Dutt:** The press release that announced your arrival at TD SYNNEX emphasized enterprise and public sector. Those are areas that you focused on at SHI. Is that a signal that that’s an area where we’re going to see TD SYNNEX push harder in Canada, or more reflective of your background in recent history?</p> <p>**Chris Fabes:** I don’t think we want to read too much into my background. There are no assumptions that I’ll take what I was doing and immediately deploy something like that in this new structure. But where I think there is an opportunity is looking at the buying flow of goods and where in the Canadian market we expect to see the need for <a href="https://channelbuzz.ca/tag/services/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Services">services</a>, partnerships, and guidance. There have been several announcements within Canada where there’s going to be increased spend in certain industries—defense is one. We can call that the broader public sector. We also continue to see from an ICT spend that security remains a high priority across the country, as well as the continued investment in readiness in the infrastructure stack. Ultimately, it’s what is driving that demand, and I will be looking at the segmentation and how we best support the customers and partners.</p> <p>**Robert Dutt:** TD SYNNEX’s operational heart—the offices of both legacies that have come together over the years—is typically in the western side of the GTA, and you’re out of Montreal. I’m curious how you’re thinking about the geographic balance of the Canadian business writ large, and with your presence in “La Belle Province,” is there an opportunity to lean harder into Quebec and the francophone market?</p> <p>**Chris Fabes:** Absolutely. The Quebec market is booming. It’s very attractive for us to continue to focus on the areas of growth. We will be taking a national approach, but it’s important that each market has its nuances and its differences. Yes, we have most of our team members within central Canada, on the west side of Toronto, but we’ll be looking at where the demand is. I’m lucky enough to be in Montreal and speak both official languages. I look forward to working with our Quebec partners and vendors to understand if there’re any areas of opportunity that we can help them address. It probably won’t hurt that I am local—born and raised here—and understand the market and the people.</p> <p>**Robert Dutt:** As we speak, you’re two weeks into the role. As this airs, it’ll probably be more like three—”grizzled veteran” territory, clearly. Can you tell me a little bit about what you’ve been focused on for that first fortnight in the role and what you’ve heard from the crew, from resellers, and from vendors?</p> <p>**Chris Fabes:** It’s been nothing but positive. If my wife was here, she would confirm the conversations that she’s overheard! I want this to be a very intentional and honest response. Whether it be the folks that I’ve worked with in the industry, the customers that we serve, or the staff I now have the opportunity to work with, it has been very positive. I was in the Mississauga office for the past few days. I intentionally spent multiple hours walking the floor, shaking hands with all of our people, and asking for feedback.</p> <p>My goal is for our vendor partners and customers to see the value we can bring scale when we understand their business. I personally will hold my team accountable to understand the business drivers of our partners and customers. I will personally make sure that I’m involved in those conversations and in that planning—the good and the bad—so that I have a pulse on what’s expected of us. It’s really about decisions being rooted in reality and relationships.</p> <p>**Robert Dutt:** Last month at ChannelNext Central, you talked about MSPs as “AI ambassadors” for a million or more Canadian SMBs. Now you’re running the biggest distributor in the country. How do you enable that? What’s the distributor’s role in making MSPs successful as AI adoption accelerates and especially SMB customers start looking for more on that front?</p> <p>**Chris Fabes:** Absolutely. There are going to be some additional opportunities to look at how we provide services to the broader MSP market and how we serve them in the infrastructure build-out. There’s also a real conversation around the FinOps change—whether it be consumption or traditional SaaS moving to tokenomics. I think we as a distributor have an opportunity to listen, adjust, and build supporting models that support their build-out. We already do have programs in place to be able to support the MSPs in Canada, so we’ll continue to engage through our partner-led events and continue to build out what that model looks like.</p> <p>**Robert Dutt:** Internally, we touched on AI with the last question. All the distributors are trying to build the business of the future around what AI will mean to the kind of data you can provide. I’m curious about your assessment of TD SYNNEX’s stature in that race at this moment and where you see the biggest opportunities for next steps.</p> <p>**Chris Fabes:** I would say, honestly, I need to spend more time understanding where TD SYNNEX is from an AI perspective. I say that with honesty because my message to the team is that I need to observe and understand the ins and outs of our business. But what I will say broadly is that the appetite for AI is absolutely there and it requires a lot of readiness. Each of our customers is at a different stage.</p> <p>We will meet you where you are, whether it is services readiness, policy, governance, and compliance where we can help at scale, or modernization around infrastructure. We will make sure that we are absolutely ready and take a leading position, because the opportunity is insatiable. Most critically, it’s: how do our partners and their customers use AI to increase their competitive edge and optimization? We’ll be right there beside them.</p> <p>**Robert Dutt:** Back to your Lenovo days, another one of your big projects was simplifying the channel program. “Deadpan Simple” was a phrase I think you liked to use at the time. Distribution programs tend to be on the complex side. I’m curious if you see a simplification opportunity for TD SYNNEX Canada?</p> <p>**Chris Fabes:** In the early feedback that I’ve already received, what customers focus on is the execution. While maybe there are a lot of moving parts, if we execute and communicate seamlessly, that’s the experience that our customers are getting. Is there an opportunity for me to go validate your statement? Absolutely, and I will. It will be a focus of how we make sure we’re bringing the right outcomes and operational excellence. I don’t have a future statement yet, but I’ll be looking at it over time. Our platforms and programs have to be best-in-class if we want to continue to take a leading position.</p> <p>**Robert Dutt:** You’ve been in this community for two decades. What do you see as the big differences between the Canadian channel ecosystem and the US? And what do American-headquartered companies get wrong or misunderstand about the Canadian market?</p> <p>**Chris Fabes:** Part of the reason why this was attractive for me is that there is a respected understanding of how the regions operate. Having leadership and teams that understand our market and our ecosystem was absolutely important. But at the same time, when you can centralize resources and apply the scale at a global level and then bring that to a market like Canada, that allows us to speak with our customers with a much bigger toolkit. I think there is a really interesting balance at TD SYNNEX between the centralized functions of a larger organization and the regional focus and ability to execute based on what the local market desires.</p> <p>**Robert Dutt:** So it sounds like it’s a matter of finding the right balance between the global playbook and local use.</p> <p>**Chris Fabes:** Absolutely. We can learn from anywhere in the world, whether it be at a technology level or a thought leadership level. I’m a big fan of best practices—some people would say “shamelessly borrow”—and you apply it to the market. There’s magic in being open-minded and collaborative but not losing sight of what’s expected locally.</p> <p>**Robert Dutt:** Wrapping it up, what can Canadian VARs, MSPs, and solution providers expect from yourself and from the team at TD SYNNEX going forward?</p> <p>**Chris Fabes:** Expect us to be collaborative. I really mean it. That is the way I operate and it’s what I’ll hold the team accountable for. A partner doesn’t tell the other partner how to do it without listening or understanding. We are going to win together. That is a commitment that I have to our team in Canada and to our customers and partners—that engagement and interest in growing in the right ways.</p> <p>**Robert Dutt:** And one last one, mostly just for fun. If you could wave the proverbial magic wand to change one thing about how the Canadian channel works today, what would it be?</p> <p>**Chris Fabes:** I would say the people and the execution—the level in which the Canadian market has, from time to time, outperformed other areas of the ecosystem. I think the Canadian ecosystem should be “proud and loud” in terms of the accomplishments that we’ve been able to achieve. I look forward to being part of that voice that we can further raise within the local community.</p> <p>**Robert Dutt:** All right, so just be louder and keep doing it better. Sounds great. Chris, good luck with the new role and I look forward to keeping track of things going on at TD SYNNEX. Thanks once again for taking the time to chat.</p> <p>**Chris Fabes:** Thanks, Rob. I enjoyed the conversation and look forward to connecting again soon.</p> <p>**Robert Dutt:** There you have it. Chris Fabes from TD SYNNEX Canada. I’d like to thank Chris for taking the time just two weeks into a new job to sit down and talk about where he’s been and where he thinks TD SYNNEX Canada is headed. Really appreciate his candour around AI. He basically says, “still learning where we’re at,” which is a lot more credible in week two than a rehearsed <a href="https://channelbuzz.ca/tag/vision/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Vision">vision</a> statement might have been. And I think his challenge to the Canadian channel to be “proud and loud” about what this ecosystem has built is worth thinking about.</p> <p>There are a few things I’m going to be watching for as he settles in. Whether TD SYNNEX makes a real push into Quebec now that they’ve got a bilingual Montreal-based president; what a program simplification effort might actually look like given his history of stripping complexity out of partner programs; and how he thinks about the distributor’s role in a world where more and more transactions are moving through non-traditional models like cloud marketplaces.</p> <p>If you enjoyed this episode, I’d really appreciate it if you followed or subscribed to the podcast wherever you get your podcasts. We’re at Apple Podcasts, Spotify, YouTube, and most of the major podcast directories. And if you have a moment to leave a rating or review, we appreciate it. Until next time, I’m Robert Dutt for ChannelBuzz.ca and I’ll see you in the channel.</p> </div> </details>
July 22, 2026
Michelle Biase on what HP Canada learned from a year of seeding AI PCs to partners
<figure id="attachment_47159" aria-describedby="caption-attachment-47159" style="width: 300px" class="wp-caption alignright"><img data-recalc-dims="1" fetchpriority="high" decoding="async" class="size-thumbnail wp-image-47159" src="https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Michelle-Biase.jpeg?resize=300%2C169&ssl=1" alt="" width="300" height="169" srcset="https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Michelle-Biase.jpeg?resize=300%2C169&ssl=1 300w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Michelle-Biase.jpeg?resize=400%2C225&ssl=1 400w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Michelle-Biase.jpeg?resize=800%2C450&ssl=1 800w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Michelle-Biase.jpeg?resize=768%2C432&ssl=1 768w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Michelle-Biase.jpeg?resize=1536%2C864&ssl=1 1536w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Michelle-Biase.jpeg?resize=678%2C381&ssl=1 678w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Michelle-Biase.jpeg?w=1600&ssl=1 1600w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Michelle-Biase.jpeg?w=1356&ssl=1 1356w" sizes="(max-width: 300px) 100vw, 300px" /><figcaption id="caption-attachment-47159" class="wp-caption-text"><a href="https://channelbuzz.ca/tag/michelle-biase/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Michelle Biase">Michelle Biase</a>, president and managing director of HP Canada</figcaption></figure> <p>Michelle Biase has now been in the president and managing director chair at HP Canada for eighteen months. In that time, the company has grown its Canadian sales team by fifty percent, moved from siloed PC, print, and Poly sellers to a unified One HP go-to-market model, and watched AI PC sales accelerate to nearly two-thirds of PC volume.</p> <p>In this episode of In The Channel, Biase sits down with Robert Dutt to talk about what HP actually learned from seeding AI PCs into partner hands more than a year ago. The candid answer: “It was early days, so we didn’t have a ton of use cases per se come out of that. But I think it really did help the partners to realize the value of AIPCs and help them think about how they’re going to help their customers deploy those devices.” The partners who are now selling AI PCs well, she says, share three common threads: they are educating themselves through programs like HP’s AI MasterClass, they are thinking about future-ready fleet strategies rather than transactional replacements, and they are using persona-based deployment <a href="https://channelbuzz.ca/tag/tools/" class="st_tag internal_tag " rel="tag" title="Posts tagged with tools">tools</a> to match the right device to the right worker.</p> <p>On <a href="https://channelbuzz.ca/tag/hp-iq/" class="st_tag internal_tag " rel="tag" title="Posts tagged with HP IQ">HP IQ</a>, which entered early access this spring, Biase positions it as a better-together play across the entire HP ecosystem – print, PC, and Poly – with AI at the edge addressing latency, token cost, and <a href="https://channelbuzz.ca/tag/security/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Security">security</a> concerns. She also points to the Elite Board, a keyboard-integrated PC with no built-in monitor, as a cost-effective and security-minded option for the roughly thirty percent of laptop users who never use their screen because they are docked.</p> <p>The pricing conversation is unavoidably central. With HP operating on 30-day price validity windows and memory costs expected to stay elevated, Biase’s guidance to partners is direct: accelerate the demo-to-close cycle, lean on distribution partners for available inventory, and avoid long configure-to-order cycles that risk price changes during the build. She also makes the case for moving from transactional hardware sales to solution-led conversations anchored in the Workforce Experience Platform, which she describes as a way to “change the conversation from being a transactional hardware conversation to really more of a value-added solution conversation.”</p> <details style="margin-top: 20px; padding: 15px; background: #f9f9f9; border-radius: 5px;" open="open"> <summary style="cursor: pointer; font-size: 1.1em;"><strong>Read Full Transcript</strong></summary> <div style="margin-top: 15px;"> <p><strong>ROBERT DUTT:</strong> Hello and welcome to In The Channel from ChannelBuzz.<a href="https://channelbuzz.ca/tag/ca/" class="st_tag internal_tag " rel="tag" title="Posts tagged with CA">ca</a>, bringing news and information to the Canadian IT channel community for the last 16 years. I’m Robert Dutt, editor of ChannelBuzz.ca, and your host for the show. On today’s show, we’re catching up with a channel leader who’s now been in the chair long enough to know what’s real and what’s still aspiration. Michelle Biase is president and managing director of HP Canada. She returned to the company in December 2024, just as HP was launching its first wave of AI PCs into partner hands. 18 months later, she’s running a sales team that’s 50% larger, steering a unified One HP go-to-market model, and trying to help Canadian partners navigate memory prices that have made hardware procurement feel like a commodities trading desk. We’re going to talk about what partners actually did with those early AI PCs, how the company’s HP IQ onboard AI assistant is landing in the channel, and the reality of running a hardware business in 2026, and the one part of HP’s portfolio she thinks partners are still sleeping on. Let’s get right into it, my chat with Michelle Biase.</p> <p><strong>ROBERT DUTT:</strong> Michelle, thanks for taking the time. I appreciate it.</p> <p><strong>MICHELLE BIASE:</strong> Great to see you again, Robert. Happy to be here.</p> <p><strong>ROBERT DUTT:</strong> When we first gave those AI PCs to partners, that was the early days, right?</p> <p><strong>MICHELLE BIASE:</strong> Yeah, geez, that seems like a long time ago. So those are really the early days of AI PCs, right? As manufacturers, we were rolling out those AI PCs. And the intent originally was to allow partners to really get those devices in their hands so that they could experience what was possible with those devices and really start to play with them and get comfortable and explore what they might offer their customers. And I would say it was early days, and so people were still sort of figuring out what the use cases were at that time and thinking about what was possible. But we did want them to play with some of the built-in tools that we had offered and we still offer as part of our HP PCs, AI PCs. So we had our Poly Studio tools and at that time we had AI Companion. And so we had some tools built in and we wanted to show the power of those tools with AI PC. We wanted people to experience the battery life and run Copilot and understand how the PC was going to respond and be utilized. And so there was a lot of good conversations around the power of the AI PC at that time and really sparked people to think about, okay, we need to get over the hump of the hardware transition and investment and start thinking about how we’re going to move forward with this. And so we had some good experiences. I would say, to be honest, it was early days, so we didn’t have a ton of use cases per se come out of that. But I think it really did help the partners to realize the value of AI PCs and help them to think about how they’re going to help their customers deploy those devices in their environment. So it was really intended to get people rolling up their sleeves and getting their hands on the product. And I think we did accomplish that.</p> <p><strong>ROBERT DUTT:</strong> A year on from that experiment, now, what do partners who are having success in selling AI PCs have in common? What are some of those common threads that you’re seeing?</p> <p><strong>MICHELLE BIASE:</strong> Yeah, I mean, we have a lot of partners who are doing well, we’re definitely seeing our AI PC volumes increase pretty significantly. So first of all, I would say that those partners are educating themselves. So they’re completing training like HP AI MasterClass, which is a suite of educational series that we offer to help partners and their sellers in their organizations really understand AI and the value. And they’re also working really closely with us on how to help their customers navigate the current environment and prepare for the future. I think partners who are selling AI PCs are really thinking about equipping their customers to be future ready. You know, we’re still learning all the use cases as an industry right now, and customers are going about different ways of kind of figuring out what those use cases are going to be. But we all know that the adoption of AI is going to happen at a rapid pace, it is happening at a rapid pace. And so having the right hardware strategy in place is really important. And so partners are helping their customers, you know, deploy technology that really sets them up for that future ready conversation. And then I think the other thing they’re doing is really helping their customers and guiding them to think about a persona-based fleet deployment strategy. So as we think about, you know, costs increasing, and the, you know, number of options that are out there in terms of devices, we have tools like WXP, which is our Workforce Experience Platform, which is a single pane of glass IT management tool that when deployed can help customers to see in their environment, who within their organization based on persona and workflows and work streams need what type of devices. So maybe not everyone needs an AI PC today. I think that, you know, this tool then helps them to understand who needs an AI PC right now, who needs a refresh, who doesn’t, you know, and really help them to kind of manage the deployment of those devices, you know, considering cost and AI adoption and all the things that customers are considering. So I think those are some of the things partners are doing is really educating themselves, thinking about being future ready, and then thinking about new ways of fleet deployment and management to help their customers navigate current situation.</p> <p><strong>ROBERT DUTT:</strong> So since that initial test run, we’ve had the rollout of HP IQ in early access since the spring. The idea being more onboard capabilities, basically running a full LLM on <a href="https://channelbuzz.ca/tag/the-machine/" class="st_tag internal_tag " rel="tag" title="Posts tagged with The Machine">the machine</a>. How is that landing with partners and their customers so far? Is it one of those… is it a today conversation? Is it early adopter? Or is it in that kind of future ready mode that you were just touching on?</p> <p><strong>MICHELLE BIASE:</strong> Yeah, HP IQ is a really exciting advancement for us in terms of our One HP strategy. So I would say it’s early days, we’ve just launched it recently at our event. It’s only available on some PCs, so not available on our full fleet of products at this point. But HP IQ really represents HP’s vision for a true better together connected, intelligent workplace experience. So, you know, when you think about, you know, some of the opportunities it presents, one is around leveraging AI at the edge, right? So, you know, we know that as customers are thinking about deploying AI, and I talked to a lot of customers who are going to a more, what I would say is like a distributed rollout model now where instead of it kind of holding the reins, they’re putting AI tools in the hands of their employees and saying, here’s a tool you figure out, you know, how to make this make sense for you in your day to day job, and then having a reaction to their cloud and token costs as a response to that, they’re quickly sort of thinking, okay, well, how are we going to manage security, cost, latency, all these things. And so having functionality work at the edge on the device is an interesting opportunity and something that we’re talking a lot to customers about. So, you know, that’s one opportunity is around AI at the edge. And then the other is really around what I said around better together. So, HP IQ provides this connected opportunity for all of the HP devices across our entire One HP portfolio. So, print, PC, Poly, etc. So when you think about, you know, imagine an experience where you walk into a meeting room that’s outfitted with HP Poly collaboration technology, and you have an HP laptop, all of a sudden, those devices start speaking to each other. And the room recognizes that I have the meeting room booked for that next hour, that there’s going to be 10 people in the room and five people online, and it starts firing up the right cameras and opens up the screens that are in the room and sets up that meeting for me. So that, you know, we don’t have to lose that sort of 10 minute, we call it the meeting room tax, right at the beginning of every meeting, there’s like 10 minutes consumed trying to figure out how to get the technology to work in the way that works for everybody in a hybrid environment. So, you know, HP IQ is really intended to provide one that better together story across the entire HP ecosystem, and then leveraging AI at the edge to solve challenges around latency, cost, security, environmental impact. And so it’s early days, but it’s a really exciting advancement for us to kind of bring that narrative together around the One HP value proposition.</p> <p><strong>ROBERT DUTT:</strong> Does that better together part of things… is that a big part of sort of how partners can answer that? I have to imagine partners are going to get asked if they present an idea like HP IQ, what are the natural responses for customers is going to be, don’t I kind of already get this with a Copilot license? Obviously, it’s differentiated. But is that that kind of better together? Is that the path to explaining the value difference there?</p> <p><strong>MICHELLE BIASE:</strong> I think there’s a couple things. I think for sure, better together is one big value proposition that we believe. I mean, when you think about HP and our position in market, we are the only OEM that can address the entire employee ecosystem. And so having a single vendor across the edge, and then having that ecosystem be AI powered really can create a lot of different experiences, both from an IT manageability perspective, and then from an employee user perspective. And so, you know, the possibilities once the devices are able to speak to each other, the possibilities are kind of endless in terms of, you know, advanced detection of hardware challenges, better usage of the products that they’re using together, so headsets and PCs and cameras and all of those things and how they connect together. So there definitely is that value proposition around the better together One HP story if you have an entire HP ecosystem. And I think, you know, with so many AI applications out there now Copilot, there’s others people are using, I think it’s really important that partners work together with their customers to understand their specific needs, and how they want to design and deploy AI and the concerns they have around doing so because, as I’ve mentioned a few times, you know, things like latency, things like cost, data residency, sovereignty, security, all of those things are hot topics for sure right now. And each customer has their own unique needs and different applications can solve for that. And, you know, we’ve used the word hybrid in our industry in many over the decades in many different ways. When we went all cloud, we said, Oh, no, it’s probably going to be hybrid. When everybody went home, now we’re saying it’s going to be hybrid. And I think AI deployment and AI solutioning is also going to be hybrid. There will be a home for multiple applications inside of customer ecosystems. There will be, you know, cloud deployments that make sense, edge deployments that make sense. And so I don’t think it’s a HP IQ versus other tools per se, but it’s here’s how you can get the most value out of your HP ecosystem with HP IQ and how we can enable that hardware to be most powerful when you’re using other applications as well.</p> <p><strong>ROBERT DUTT:</strong> You touched on how customers are actively thinking through where their AI investment lives, edge versus cloud. What are you seeing as really shaping that decision? You know, amongst the things that are in the mix, you know, sovereignty, privacy, sustainability, security, pricing, what moves the needle the most right now?</p> <p><strong>MICHELLE BIASE:</strong> Yeah, it’s a good question. And we are having a ton of those conversations with customers. And so I would first say, you know, in the last maybe three to six months, we have seen a rapid shift in the fact that people are getting over the hump about the hardware investment. So, you know, six months ago, people might have still been questioning like, do I need an AI PC? Or what’s, you know, when do I need the AI PC? We’ve seen our AI PC sales accelerate significantly, we’re at, you know, almost two thirds of our PC sales are now AI enabled PCs. So I think we’re over the hardware hump, we are over the hump of people thinking like, AI, is it really coming when what is it going to do for me now? So from an investment perspective, I think, you know, we’re there. When you think about some of those things, you listed sovereignty, privacy, sustainability, pricing, etc. I think, you know, security, if you’re talking private sector, you know, security and pricing, or cost is probably those are the two biggest things that I’m hearing from people is they know they have to roll it out quickly. So very quickly, customers are moving from IT controlled AI deployment to let’s put it in the hands of our users and see what solutions they can come up with. And by the way, AI is getting better every day. So AI can help them figure out what solutions they can come up with to make their days more productive or, you know, better serve their customers. And but and there is an associated token cost or cloud cost that very quickly they’re realizing comes with that. So those are kind of the two main factors. I think the other thing that I hear customers talk about is, you know, how are they kind of leading their AI strategy? So is it an IT led strategy? Is it a business led strategy? How are those two things coming together? And then finally, how are they measuring ROI? So, you know, we’re going to invest in this, we understand that there’s going to be associated costs. But sometimes a cost is okay, if the ROI is greater, and you’re making an investment to, you know, increase your revenue or improve your profits or serve your customers better or create a competitive advantage. So the possibilities are so endless, I think there’s a lot of conversations, but I think privacy and cost are the ones that kind of float to the top of the conversation these days. And we’re really trying to address that with a secure AI at the edge story. I think that that’s where we’re really trying to help customers is figure out what applications you can run at the edge. And we have some good use cases for that already, examples of things we’ve worked with customers on. And so those are exciting opportunities when you can really figure out how to deploy at the edge makes a big difference.</p> <p><strong>ROBERT DUTT:</strong> So one more around HP IQ specifically, it’s requiring 24 gigs minimum. So a pretty performant machine. It’s bringing together two of the biggest shaping factors, I think, of the IT industry in the first half of this year, one being RAMageddon and the other being <a href="https://channelbuzz.ca/tag/tokenomics/" class="st_tag internal_tag " rel="tag" title="Posts tagged with tokenomics">tokenomics</a>. How do you want partners walking customers through thinking about cost of acquisition for a more performant machine versus the ongoing cost of tokens if they’re living their AI in the cloud?</p> <p><strong>MICHELLE BIASE:</strong> Yeah, it’s definitely a tricky time. There’s a lot of factors right now that are at play in terms of decision making around investment. So I think while prices have gone up, and as I mentioned earlier, I mean, customers are still making those investments where they need to future proof their business. And so they’re figuring out how to do that within their broader IT budgets. I think things like persona-based <a href="https://channelbuzz.ca/tag/fleet-management/" class="st_tag internal_tag " rel="tag" title="Posts tagged with fleet management">fleet management</a>, like we discussed is helping to manage costs. We’re actually bringing some interesting technology you may have heard through our CES announcements with devices like the Elite Board, which is basically a keyboard that has the full power of an EliteBook built into the keyboard. And it has no monitor on it. And so it’s not a full laptop, people might say, why would I need that? Why would you create a keyboard that doesn’t have a monitor? And we actually have data that suggests that over 30% of people who have a laptop actually never use the screen on their laptop, they just use it to dock. And so, you know, we are bringing innovative technology like the Elite Board to market. So if you think of a use case where you have a person who’s not a <a href="https://channelbuzz.ca/tag/mobile/" class="st_tag internal_tag " rel="tag" title="Posts tagged with mobile">mobile</a> worker, but maybe they work at home two days a week, and they work in the office three days a week, and they’re in a cube environment or an inside sales rep, and they’re just carrying that device back and forth from one office desk to another and plugging it in, and then using a big monitor, this can now be used as the keyboard. So it reduces the cost of having to add another keyboard to the desk. The Elite Board provides options around security. So you think about someone, unless they’re carrying a portable monitor, they can’t go to your local coffee shop and start working on their work there. So it addresses a security concern, and it’s priced more competitively than a laptop. So we’re giving people options when they think about their full fleet to say, you know, do you have personas where an Elite Board might make sense that frees up some dollars for you to then go invest in areas where people need full powered AI PCs or workstations. So token costs are really a reality, and many customers are realizing that. And so as I said, like the real opportunity, I think, is AI at the edge and getting creative around how they’re rolling out their fleet. And then I think many of our partners are also adding AI development and consulting services to their offerings so that they can help customers to really focus on where the greatest ROI is and help them to develop solutions to roll out AI as well. So a lot of factors, but we’re bringing a lot of flexibility to market in terms of some of those answers and opportunities to help customers.</p> <p><strong>ROBERT DUTT:</strong> HP’s CFO said a couple of months ago that memory prices will stay elevated for many quarters, I think was the line used. I’ve seen reports or suggestions, everything from things are stabilizing this month to things are still going to surge, acknowledging that there’s no single crystal ball or source of the truth. You know, what’s your current read for partners who are trying to plan what things are going to look like on the costing issue going into the second half of the year?</p> <p><strong>MICHELLE BIASE:</strong> Yeah, if I had a crystal ball, then I may be doing a different job. So, I’m hearing the same things you’re hearing. There’s varied feedback depending on which chip manufacturer you’re talking to or kind of which industry trends you’re following. So I’m not going to try to predict what’s happening. I do think that partners need to, again, be working with their customers on future ready strategies. And so when we think about what tools we’re providing partners and what flexibility we’re giving them in terms of the value of their partnership with HP and what they can take to customers, we have several things that we’re bringing to market to help. First of all, again, WXP, which I mentioned, which is our Workforce Experience Platform, is a fairly economical software solution that partners can deploy within their customers’ organizations. And it really is designed to help them assess and gather information that they need to make intelligent and proactive fleet management decisions. So deploying that tool gives partners an opportunity to introduce a new solution and service to their customers and helps them to use that data to then provide proactive and intelligent decision making and support to their customers. So WXP is one. Introducing new products like the Elite Board, which I mentioned, is another that gives flexibility. Also, the value of selling across our ecosystem is another way that partners can help to manage their overall profitability in their business these days. So if you think about selling only PCs, there might put some profit pressure for partners as they’re heading into the next couple of quarters and halves. But if they’re selling across the entire ecosystem, adding on accessories and attach and Poly and print and all the things, then we have extra value and benefits in our programs for partners to help make that more beneficial for them. So we are trying to bring programs and initiatives and technology to market to help provide our partner ecosystem with new tools that they can use to manage their business going forward from a profit perspective a little bit better and also provide data and intelligence to help their customers to navigate. One thing we are saying is, we’re not advising a wait and see strategy. We do know that in the near… I shouldn’t say we know, but we suspect that in the coming quarters, prices will continue to rise. And so we’re not really advising a wait and see, because the price you have today is likely better than the price 30 days from now or 60 days from now, depending on when the next price increases occur. So we are working with partners and helping them to help their customers say, “What are your real needs? And then how can we get creative to solve for those needs within the confines of budgets or other things that might be at play?”</p> <p><strong>ROBERT DUTT:</strong> Do you find partners are doing a good job of optimizing that bundling playbook opportunity with Poly and displays and printers and services and software and all that good stuff? Or that’s still something that needs to be… Or where there’s an opportunity to take better advantage of that?</p> <p><strong>MICHELLE BIASE:</strong> I think we’re seeing some good progress. There’s still opportunity for sure, but we are starting to see partners lean in to the One HP strategy. And our team has moved to a sales structure that is now One HP focused. And so as we’re <a href="https://channelbuzz.ca/tag/co-selling/" class="st_tag internal_tag " rel="tag" title="Posts tagged with co-selling">co-selling</a> with our partner ecosystem, we’ve made a lot of changes in our sales organization. And so when we’re selling with our partner ecosystem to customers, we are selling through an entirely One HP lens. And so that helps to drive that conversation forward. And partners are embracing the value of the One HP ecosystem, especially with the introduction of HP IQ and WXP runs across our entire ecosystem as well. So some of those solutions that we’re bringing forward really drive that further. So we’re seeing some good progress there and always more opportunity to drive that conversation with customers and partners as well.</p> <p><strong>ROBERT DUTT:</strong> You guys are currently, as far as I know, doing 30 day price quotes. No shade on that. I was at a partner conference this week, literally. The biggest cheer line of the event was that pricing quotes were going back up to 30 days. It’s kind of the state of the world. But where customers are still wanting 60 or 90 day sales cycles, what’s the guidance for partners right now? I suspect a big part of it is that, don’t wait and see side of things, but what else are you telling partners about best taking care of their margin and best taking care of their customers in this pricing environment?</p> <p><strong>MICHELLE BIASE:</strong> Yeah, there’s a couple things we’re doing. I think one is obviously working very closely with our partners to accelerate the sort of demo to close conversation. So how quickly can we get the customer to move from, I think I need some PCs. Here’s the demo to here’s my PO. You don’t have the luxury anymore of allowing that sales cycle to take now 90 days. So we’re working closely to try to accelerate that sales process. One of the other things we’re doing is really making sure that we have a good level and assortment of product in our channel. So our distribution partners are really playing a key role right now in making sure that we have product available. And so we are, in certain cases, steering demand towards what’s available in channel and having more of a buy what’s available strategy versus customized CTO units that might take longer to arrive. And by the time they arrive, there’s maybe cost changes or product availability issues and things that come up during the configuration cycle. So we’re really leaning on and working closely with our distribution partners to make sure that we have a lot of inventory in channel and then that we have a good assortment and then asking partners to work with their customers to say, hey, is there something available in channel today? That would meet needs. It presents an opportunity as well if they can get the components for partners to do some configuration work for their customers as well. If the spec is not 100% aligned to what the customer needs, then we’re working with them as well from that perspective.</p> <p><strong>ROBERT DUTT:</strong> On that point, given your background at D&H, you’ve seen the other side of supply chain issues and pricing pressure and those sorts of things. How does that inform how you’re managing this whole situation with both your partners and the distis right now?</p> <p><strong>MICHELLE BIASE:</strong> Yeah. As I mentioned, our distribution partners are playing a very critical role in our success at this period in time. And so we’re working with them closely to make sure that they have inventory on hand and that we have the strongest assortment that we can to make sure that we have the right mix of product and that it’s close to most of the common CTO units and then steering partners and customers to a buy what is available approach. We’ve made sure that our distribution partners are well aligned with our teams internally so that their risk is minimized in terms of making those types of investments as well. And then making sure that we have an assortment across our entire ecosystem. So not only on PCs, but on some of our what we call attached products. So headsets and accessories and those types of things. So that both the distributors and the channel partners can fulfill that One HP ecosystem together through the channel and not having to wait for different components of products to become available to fulfill the customer’s needs. So they’re really our distributors are critical to our business right now. And we really appreciate them leaning in and are working very closely with them.</p> <p><strong>ROBERT DUTT:</strong> This time last year, it felt like the big drivers that everyone was betting on for PC refresh was the AI PC, obviously, which we’ve talked about a fair bit and Windows 10 end of life. Curious how that, which is now in the rear view mirror, played out, especially given the cost environment that we are in today, you know, has it sort of played out the way you expected or are customers kind of holding steady a little bit.</p> <p><strong>MICHELLE BIASE:</strong> You know what, I would say the first half of this fiscal year for us, so starting in November, I mean, we’ve had very strong results in the first half. And I think customers are not holding back. As I mentioned, they are, you know, realizing they have to be future ready and future proof their business. And so, you know, there was a lot of customers who made the decision to buy early as opposed to waiting. And so they were sort of leaning in and saying, how can I get ahead and, you know, look at my refresh cycle and buy up for the next X number of quarters, you know, to get ahead of it. The Windows 10 obviously is a requirement for some customers that they couldn’t wait depending on how their environment is managed and the support that they get. And so it really drove, I would say, accelerated refresh cycles, not delayed refresh cycles. I think customers were like, okay, let me get ahead of this and get what I need for the next, you know, three to four quarters. And then we have enough to keep us going. Again, those that were deploying WXP are looking at sort of alternate ways to manage their refresh. Might not have done a one for one for one refresh for everyone, but they certainly bought up inventory and then were like, okay, we can stretch the assets on some of these folks and refresh more people in other areas where the refresh is more critical. So it’s been interesting because I think it’s created a more creative refresh conversation than we’ve sort of been stuck in that typical, you know, three year refresh cycle that everybody has managed for a long time. It’s created some interesting dialogue around alternatives.</p> <p><strong>ROBERT DUTT:</strong> When you came into this role in December 2024, I don’t think, AI PC was just kind of in the early days of conceptualizing. I don’t think we could have foreseen the memory spikes we’ve seen. We couldn’t have seen something like HP IQ necessarily coming down the tubes. A lot has changed in that period of time. I’m curious, you know, at this point where you’ve been in the job the time you have, what’s kind of been the biggest thing about running HP Canada that’s different now than what you expected to look like when you took the job?</p> <p><strong>MICHELLE BIASE:</strong> Well, that’s a big loaded question. So I’ve been in the role for, I guess, just over 18 months now. And for sure, a lot has changed in terms of what you reference. AI PCs were just getting launched. You know, the One HP strategy was just being released, the whole better together concept. So, you know, from the technology perspective, I would say, you know, it has moved very quickly. I wouldn’t say surprising to me. I think, you know, I always sort of believe that AI was going to drive a rapid transformation in our industry pretty quickly. And so I think, you know, that has played out as I would have expected in terms of technology advancement. I think the thing that is most significant internally for HP Canada is we have made a very significant investment in transformation in our go-to-market strategy. So we, as I mentioned before, have moved to a One HP go-to-market strategy and invested heavily in resources in Canada. So our sales team is 50% larger than it was when I joined. We’ve added several resources in Canada. We’ve added a whole new layer of sales management. And we’ve added several specialists in the areas that we believe are important to our customers in terms of driving their growth strategies. So, you know, around workstations and print and, you know, software and solutions. And so we are going to market now with a whole new approach around selling the One HP value proposition wrapped and layered in our software solutions like WXP and HP IQ. So it has been a big transition. When I joined, we had PC sellers, print sellers, Poly sellers going to the same customers and having those conversations. And now we are elevating our conversations with customers and getting higher up inside the organization because we have a more strategic value proposition to offer around our One HP strategy and the value and benefits of the software and solutions that we’re bringing to market. So it’s been a really interesting time because I get to have, you know, very cool conversations with customers about what they’re trying to do with their technology. There’s a lot of factors around their people strategies and security strategies and all the things that we lean into from an HP perspective, you know, environmental impact of AI. So there’s a lot of HP, you know, long standing strategy, security and environmental, you know, focus is not new for us, but those things are being heightened yet again, because of the advancement of technology. So it’s been a fun 18 months. We have done a ton in that time in terms of transforming our whole team and upskilling our team and adding a lot of resources and then supporting our partners and customers through all the transition that is happening in the market right now. So it’s been fun and there’s a lot more good stuff to come.</p> <p><strong>ROBERT DUTT:</strong> With any vendor that’s got a lot in the organization, and that would include you guys, there’s always that, you know, message of we’d love you to cross sell more. We’d love you to, you know, the better together message in whatever form that may take. And I think with One HP, that’s even driving that more. I’m curious at this point, is there any one place where you’d like to, you know, in the portfolio that you’d like to see partners pay a little bit more attention, give a little bit more love towards part of the business, maybe because it’s an untapped opportunity for partners right now.</p> <p><strong>MICHELLE BIASE:</strong> I think it depends on the partner. We certainly have some partners who are selling across the One HP ecosystem successfully. Other partners are more focused on print versus, you know, other areas of the business collaboration. So I think really leaning into, you know, the software and solution side of the business, because when you think about Workforce Experience Platform, it is a single pane of glass that provides that management and manageability across our entire ecosystem. And so leaning into selling from a solutions perspective changes the conversation from being sort of a transactional hardware conversation to really more of a value added solution conversation that we believe we’re bringing to market today. And so having more partners lean in and sell that way, if you start with WXP, then selling all of the products that fit in our portfolio under that just bring a greater value. So I think, you know, thinking about HP, you know, as a software and solutions company, and really thinking about the value we bring from that better together in One HP perspective, when you wrap the solutions around it is really, I think, you know, the next great opportunity for partners in terms of them adding more services and growth to their business and what differentiates us as we bring our One HP strategy forward.</p> <p><strong>ROBERT DUTT:</strong> All right. Well, good luck on getting that actualized and realized in the market. And once again, thank you so much for taking the time.</p> <p><strong>MICHELLE BIASE:</strong> Awesome. Thanks so much. Great chatting with you.</p> </div> </details>
July 21, 2026
Mark Sutor on Trust X Alliance in the AI age: The original distributor as platform
<figure id="attachment_47155" aria-describedby="caption-attachment-47155" style="width: 300px" class="wp-caption alignright"><img data-recalc-dims="1" decoding="async" class="size-thumbnail wp-image-47155" src="https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Mark-Sutor.jpeg?resize=300%2C169&ssl=1" alt="" width="300" height="169" srcset="https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Mark-Sutor.jpeg?resize=300%2C169&ssl=1 300w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Mark-Sutor.jpeg?resize=400%2C225&ssl=1 400w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Mark-Sutor.jpeg?resize=800%2C450&ssl=1 800w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Mark-Sutor.jpeg?resize=768%2C432&ssl=1 768w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Mark-Sutor.jpeg?resize=1536%2C864&ssl=1 1536w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Mark-Sutor.jpeg?resize=678%2C381&ssl=1 678w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Mark-Sutor.jpeg?w=1600&ssl=1 1600w, https://i0.wp.com/channelbuzz.ca/wp-content/uploads/2026/07/Mark-Sutor.jpeg?w=1356&ssl=1 1356w" sizes="(max-width: 300px) 100vw, 300px" /><figcaption id="caption-attachment-47155" class="wp-caption-text">Mark Sutor, president of <a href="https://channelbuzz.ca/tag/access-group/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Access Group">Access Group</a></figcaption></figure> <p>This episode of In The Channel is sponsored by <a class="cursor-pointer" href="https://www.ingrammicro.ca/" rel="noopener noreferrer">Ingram Micro Canada</a>.</p> <p>Mark Sutor, president of <a class="cursor-pointer" href="https://www.accessgroup.ca/" rel="noopener noreferrer">Access Group</a> and Canadian co-president on the <a class="cursor-pointer" href="https://www.ingrammicro.com/trust-x-alliance" rel="noopener noreferrer">Trust X Alliance</a> Global Advisory Board, joins the show to discuss the community’s recent Global Leadership Summit and what it means for Canadian solution providers.</p> <p>Sutor says the summit’s real differentiator is its focus: “This is not a summit about IT. It’s a summit about leadership.” He reflects on sessions with <a class="cursor-pointer" href="https://www.constellationr.com/" rel="noopener noreferrer">Constellation Research</a> founder R “Ray” Wang, who warned that AI is commoditizing expertise and that real <a href="https://channelbuzz.ca/tag/differentiation/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Differentiation">differentiation</a> lies in experience and market understanding. <a class="cursor-pointer" href="https://www.ingrammicro.com/" rel="noopener noreferrer">Ingram Micro</a> executive <a class="cursor-pointer" href="https://www.ingrammicro.com/" rel="noopener noreferrer">Sanjib Sahoo</a> also featured heavily, pressing attendees to ask for “insights, not updates.”</p> <p>Sutor breaks down the <a class="cursor-pointer" href="https://www.ingrammicro.com/trust-x-alliance" rel="noopener noreferrer">TXA AI agent</a> coming to the TXA Expand platform, which he says will make the global community feel smaller by surfacing partner skills and capabilities through natural language queries – including publicly available data from websites and LinkedIn. He also addresses the community’s aggressive expansion: new markets including India, the TXA Access program for countries without a formal footprint, and a target of 1,000 member companies by 2027.</p> <p>On the idea that communities like Trust X were an early form of “distributor as platform,” Sutor draws a direct line between the insights he gains at live Trust X events and the AI-surfaced insights he now receives logging into <a class="cursor-pointer" href="https://www.ingrammicro.com/xvantage" rel="noopener noreferrer">Ingram Micro Xvantage</a>. He says the platform has freed up Ingram’s reps to have proactive business-building conversations rather than transactional ones.</p> <p>Finally, Sutor assesses where the Canadian channel sits on Ingram’s “crawl, walk, run” AI maturity curve. His verdict: the channel has moved past curiosity toward expectation, but execution remains uneven. For partners not yet in Trust X, he argues the community’s core value is collective growth: members share best practices, AI strategies, and vendor program leverage to outpace the broader market.</p> <details style="margin-top: 20px; padding: 15px; background: #f9f9f9; border-radius: 5px;" open="open"> <summary style="cursor: pointer; font-size: 1.1em;"><strong>Read Full Transcript</strong></summary> <div style="margin-top: 15px;"> <div> <div id="chat-item-15" class="mx-auto w-full px-3 md:px-12 [[data-context-chat]_&]:px-6 transform-gpu max-w-[880px]"> <div id="message-1ec6b19a-6078-47f6-a9f2-9cf409b6bcd3" class="relative group flex flex-col gap-3 px-7" data-message-index="30" data-message-id="1ec6b19a-6078-47f6-a9f2-9cf409b6bcd3" data-role="assistant"> <div class="flex flex-col text-foreground w-full gap-1" data-allow-selection="true"> <div class="smoothdown no-record" dir="ltr"> <div class="markdown prose prose-bird prose-base select-text cursor-text"> <p><strong>Robert Dutt:</strong> Hello and welcome to In the Channel from ChannelBuzz.ca, bringing news and information to the Canadian IT channel community for the last sixteen years. I’m Robert Dutt, editor of ChannelBuzz.ca, and your host for the show.</p> <p>Today, a conversation about the evolution of partner communities in the AI age, and a look at how peer networks that predate the current platform buzzword may have been the original take on the “distributor as platform” idea. Mark Sutor is president of Access Group, a longtime solution provider in the Canadian channel, and he serves as Canadian co-president on the Trust X Alliance Global Advisory Board. He recently came back from the Trust X Alliance Global Leadership Summit in Texas and joined me to talk about what landed, where the community is headed, and how the Canadian channel fits into a rapidly expanding global peer network.</p> <p>Let’s get right into it, my chat with Mark Sutor.</p> <p><strong>Robert Dutt:</strong> Mark, thanks for taking the time. I appreciate it.</p> <p><strong>Mark Sutor:</strong> Glad to be here. The summit was a unique experience — unlike anything I’ve seen in the IT channel before. I’m taking back several action items for Access Group and the Canadian community.</p> <p><strong>Robert Dutt:</strong> You mentioned a session with Level Up that stood out. Can you elaborate?</p> <p><strong>Mark Sutor:</strong> The Level Up presenter, Patrick, laid out a clear structure for leadership skills. It resonated with what we already do, but gave us a concrete, actionable framework.</p> <p><strong>Robert Dutt:</strong> What makes this summit different from other channel events?</p> <p><strong>Mark Sutor:</strong> It isn’t an IT-focused summit; it’s a leadership summit for partners, vendors, and Ingram Micro staff. The content is dedicated to personal and professional development, not <a href="https://channelbuzz.ca/tag/sales/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Sales">sales</a> or product demos. Although the material has an IT flavor, the lessons are applicable across industries.</p> <p><strong>Robert Dutt:</strong> At the summit, legendary analyst Ray Wang talked about expertise being commoditized by AI. How does that translate for a Canadian partner?</p> <p><strong>Mark Sutor:</strong> Ray’s insight reinforced that experience, market understanding, and geography are the real differentiators. Those elements set us apart from purely AI-driven solutions.</p> <p><strong>Robert Dutt:</strong> What were the big takeaways for you from the conference at large?</p> <p><strong>Mark Sutor:</strong> Several points stood out. First, industry direction: we need to think long-term about AI’s impact on service delivery and customer interaction. Second, AI evolution: AI will move from substituting tasks to fundamentally reshaping processes — much like Uber redefined transportation. And third, leadership discipline: AI is becoming a strategic discipline, not just a technology trend.</p> <p><strong>Robert Dutt:</strong> How is applied AI being positioned within the Trust X Alliance community?</p> <p><strong>Mark Sutor:</strong> As a member of the Global Advisory Council, I saw that partners are at varied stages — some delivering AI solutions, others exploring internal use cases. We developed a playbook to help members integrate AI internally first, then translate those use cases into client solutions.</p> <p><strong>Robert Dutt:</strong> Can you give me the nickel tour on the new TXA AI Agent coming to the Expand platform?</p> <p><strong>Mark Sutor:</strong> The AI Agent streamlines partner discovery. Instead of manually searching for a partner with specific skills — for example, installing a <a href="https://channelbuzz.ca/tag/cisco/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Cisco">Cisco</a> router in Saskatchewan — you can ask the agent in natural language and receive accurate results instantly. It also surfaces vendor solutions across the ecosystem. The tool pulls data from public sources like websites and LinkedIn, as well as internal information, making the community more searchable and collaborative.</p> <p><strong>Robert Dutt:</strong> It sounds like the difference between a classic keyword search and a modern, conversational search experience that can even surface new ideas.</p> <p><strong>Mark Sutor:</strong> That is absolutely correct. Of course, the challenge is that we all need to make sure we provide the information it needs, but the AI tool is also very good at consuming publicly available information from our websites and LinkedIn. It’s not just looking inwardly. It’s super cool. You use it and you say, “Wow, this is really neat.” You can see where it potentially goes in terms of hooks into the other things that Ingram Micro is doing with AI and agentic tech as that rolls out.</p> <p><strong>Robert Dutt:</strong> Trust X Alliance is expanding aggressively — new markets including India, the TXA Access program, and a target of 1,000 member companies by 2027. For the Canadian community, does global scale add value?</p> <p><strong>Mark Sutor:</strong> It does impact us, for sure. It’s one of the things I enjoy most about the global events — the camaraderie with other markets. On the environmental stewardship front, for instance, the folks in the UK have been doing amazing things for a few years, and Canada has grown close and participated in some of those ventures. It’s a great way to get a leg up on things happening in other parts of the world. Historically, people liked to go to the U.S. events for a preview of what’s to come, and that is still valid. But I’ve learned many things from the DACH region, the UK, and the Netherlands. I can’t wait to see what comes out of these new markets.</p> <p><strong>Robert Dutt:</strong> How do you feel about Canada’s role, given we’ve been there since before the Trust X name existed, dating back to VTN? We’ve always had a reputation for punching above our weight.</p> <p><strong>Mark Sutor:</strong> That has definitely continued. Canada has always had a <a href="https://channelbuzz.ca/tag/voice/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Voice">voice</a> a little bit louder than our size. Per capita, we have a very strong membership in Canada — we’re sitting just shy of 100 members now, which by population is much larger than a lot of other geographies. We’re going to continue to have a loud voice because of the dedication of the Canadian members. We always say, “You get out what you put in,” and the Canadian members put in their hearts and souls.</p> <p><strong>Robert Dutt:</strong> One of the things I’ve been thinking about, especially as distribution has increasingly redefined itself as a platform, is that in many ways the communities were the first take of “distributor as platform” — not a transactional entity, but a network to create business value, connections, shared intelligence, and leverage. Now we’ve got the technology side with <a href="https://channelbuzz.ca/tag/xvantage/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Xvantage">Xvantage</a>. So you’ve got the human community and the digital platform. How does one reinforce the other?</p> <p><strong>Mark Sutor:</strong> It’s a great question, and I’m not sure that anybody really knows one hundred percent. Obviously, Sanjib Sahoo spends all of his waking hours thinking about this aspect of distribution. I can tell you that the Xvantage journey has really been quite helpful. Canada is a little bit farther along in that journey than some other geographies. Every day when I log into Xvantage, there are some things there called insights. I learn things for free about my business and about my customers just by logging in. AI has surfaced various insights about things happening in my own company that perhaps I wouldn’t have even known. It’s remarkable that today, in certain areas, the point of trust for me is actually the data coming out of Xvantage and not necessarily my own system. Because Ingram Micro has done such a good job of collecting appropriate data that really can give those insights.</p> <p>I think you’re right — there’s a lot of parallels. When I show up to a Trust X event, I gain insights from other members, from vendors, from Ingram Micro itself. The platform is really helping extend that. Not only does it help extend that through insights, but it’s really enabling the employees at Ingram Micro to take a much more proactive approach to understanding our business. I’m having those conversations more and more often where we’re no longer talking about what’s the price and where is it, and much more about how do we build business, how do we grow, how can we market together, how can we go together into various accounts and be stronger together. These are the conversations we’re having. On the back end, it’s Xvantage that has enabled those cycles to be freed up and for Ingram’s people to show up in a different way. I can tell you that in Canada, they do show up differently today than in the past.</p> <p><strong>Robert Dutt:</strong> How so?</p> <p><strong>Mark Sutor:</strong> I was preparing for a discussion with Ingram not that long ago, and this was front of mind — how Ingram had showed up differently. While I was preparing, I got a phone call from one of the reps at Ingram saying, “Hey, I just wanted to see if we could get something in the calendar to talk about how we can grow your <a href="https://channelbuzz.ca/tag/azure/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Azure">Azure</a> business together.” I thought, “Well, there you go. That’s exactly it playing out in real time.” These things didn’t necessarily used to happen with the intensity or the frequency in the past. Now these cycles have been freed up, where Xvantage is taking care of a lot of the mundane day-to-day stuff in the back end, and now we can have real conversations about building value for our customers.</p> <p><strong>Robert Dutt:</strong> As you talk to your peers, both within Trust X and outside of it across the Canadian channel, do you feel that this idea of the new role of distribution is widely understood, widely taken advantage of, widely optimized? Or is it still a competitive differentiator for those who went in early?</p> <p><strong>Mark Sutor:</strong> This is the problem we struggle with. Is it known? Yes. Is it well known? I would say not as well as it should be. I know a lot of members don’t take advantage of the various insights and things that I had mentioned earlier. Getting that word out is one of the objectives of the Trust X Alliance moving forward, both inside the community as well as to the broader Ingram family. Ingram is showing up differently, but I don’t think that the progress they have made is that well known. There’s still a little bit of thought that, well, they have a great website, which is true, but it’s way more than that today. It’s a platform that can do many, many things for your business.</p> <p>It’s extraordinary what Ingram has done in the past couple of years. There are new features being added to the Xvantage platform weekly, biweekly at this point, and it’s a fast-moving process. Part of the challenge, whenever you’re improving a platform so quickly, is to make sure that people stay current with those changes. It’s a huge advantage. It’s a great thing because it’s moving at the speed of the industry, but at the same time, it’s hard for everyone to keep up to date with those various changes. And just to be clear, they do a fantastic job of revealing those new features. They pop up on your <a href="https://channelbuzz.ca/tag/dashboard/" class="st_tag internal_tag " rel="tag" title="Posts tagged with dashboard">dashboard</a> as they’re being revealed. There are various trainings and other things that go on, but life is busy, right? So it’s hard to keep that front and center, but this is a very good problem to have. In the Trust X Alliance, we’re happy to support those efforts and to make sure that the word gets out in an appropriate way. Part of that is to do things like we’re doing today, to make sure that we continue to talk about the successes that we’re having as members and make sure that the community at large, as well as the Ingram family at large, sees those wins.</p> <p><strong>Robert Dutt:</strong> Ingram’s overall AI strategy cadence has been the crawl, walk, run idea. Do you see the channel as an aggregate still in crawl, or are we moving towards walk?</p> <p><strong>Mark Sutor:</strong> Everyone is still at a very different place in their journey. But I think what’s shifted — I heard someone use this term in one of our affinity meetings the other day — is that things have moved towards expectation. We’re now expecting that AI is going to be doing great things for us. It’s no longer a curiosity, necessarily. And that’s really the shift that I see happening today. But it doesn’t change the fact that everyone’s at a very different position. And in some cases, rightly so. By various industry segment, I think by the nature of those segments, it makes sense to be either ahead or even behind the curve sometimes. But as a community, we’re very focused on elevating everyone’s experience to the point that makes sense for their business, and focusing on that internal use case for AI has been what makes a lot of sense for members.</p> <p><strong>Robert Dutt:</strong> If a Canadian MSP or solution provider isn’t in Trust X Alliance today, what are they actually missing that they can’t get from a vendor program or a buying group?</p> <p><strong>Mark Sutor:</strong> Well, we’re growing. I think that’s one of the biggest ones. Part of our approach to the <a href="https://channelbuzz.ca/tag/marketplace/" class="st_tag internal_tag " rel="tag" title="Posts tagged with marketplace">marketplace</a> is to grow faster together. And by sharing best practices, by working on things like our AI strategy, by leveraging vendor programs, and so on, we’ve been able to grow faster than the marketplace. And that’s, I think, the continued expectation of the organization is to continue to grow.</p> <p><strong>Robert Dutt:</strong> Last one for me. What’s the one thing you’d want Canadian partners to know about where Trust X Alliance is headed over the next twelve months?</p> <p><strong>Mark Sutor:</strong> Definitely watch us. I think that we’re doing a lot of really good things in the industry. The Trust X Alliance is really being positioned as the place to go for expertise, the place to go for knowledge, the place to go if you want a good job done as an end client. So the brand is really being built out in a lot of very interesting ways. It’s no longer necessarily just a brand in the IT community, but it’s gaining a lot of traction out there as the brand for IT. So we do extraordinary work together as a community, and I think we’re going to continue to do that. And yeah, I can’t wait to see where we go.</p> <p><strong>Robert Dutt:</strong> Thanks for the conversation, Mark.</p> <p><strong>Mark Sutor:</strong> Thank you, Robert. It’s been a pleasure.</p> <p><strong>Robert Dutt:</strong> There you have it, Mark Sutor from Access Group.</p> <p>I’d like to thank Mark for his time and for sharing his perspective on the Trust X Alliance community and the Canadian channel’s place in it.</p> <p>A few takeaways from me on this one: the idea that peer communities like Trust X were arguably the first iteration of “distributor as platform” — not transactional, but network-driven — and that Ingram Micro’s Xvantage platform is now extending that same logic into digital insights. Mark’s observation that AI has shifted from curiosity to expectation in the channel is worth sitting with. And the note that Canadian partners, in his view, still underutilize what these <a href="https://channelbuzz.ca/tag/platforms/" class="st_tag internal_tag " rel="tag" title="Posts tagged with Platforms">platforms</a> and communities can actually deliver.</p> <p>If you found the conversation useful, please follow or subscribe to the podcast wherever you get your podcasts. We’re on Apple Podcasts, Spotify, YouTube, and most directories. Ratings and reviews help others in the IT channel find the show.</p> <p>Until next time, I’m Robert Dutt for ChannelBuzz.ca, and I’ll see you in the channel.</p> </div> </div> </div> </div> </div> </div> </div> </details>
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