Was it a journey, or a predestined workflow?
We recognised that our workflows (which were not defined as such back then), could have multiple applications across a raft of different industries. We understood that we needed to create a central architecture from which we could spin up new iterations without detracting from the core.
Taking the strategic decision to work through a channel is not always easy or obvious, but for us it enabled us to gain traction, to work smart, and to focus our energies more effectively.
We have a special place in the industry, with our modular architecture. We are flexible and can customise; swapping modules in and out, so that our partners can focus on different industries. This capability is unique when your customers are large enterprise businesses. We empower our partners to build a custom solution (but with all the right credentials and references) in a matter of weeks, not months, for their enterprise customers. However, we could not do this without channel partners who are specialists in their fields. A truly advantageous partnership.
Anyone looking at video conferencing can’t help but reference Covid, which has brought into sharp focus working practices and how video conferencing enabled work to continue. That situation is not going away as this has introduced whole new swathes of business efficiencies and we need to help our customers capitalise upon that, while accommodating their unique vertical requirements.
We understand that one of our unique qualities is the workflow tooling and flexibility we provide to increase business efficiency in different verticals. Although others will catch up over time, right now, there is nothing that offers a framework of automation and business process management that wraps around video conferencing and can be moulded for multiple industry purposes.
That’s exciting for us as the combination of a channel approach and our core platform architecture enables us to expand and grow. Now we are faced with another conundrum; do we staff up and seek external funding. Do we set up small subsidiaries, or do we continue to work through channel with a network of professional outsourced departments to support us?
I believe there is a new commercial landscape that doesn’t require FTE’s (full time employees) doing 9 – 5 working hours. There is a new structure in the workplace that mirrors that of the channel; you can buddy up to take advantage of market opportunities. We have professional consultants dedicated to us, providing their experience and skills. We outsource our digital marketing, information security, customer service desk, clinical safety, channel consulting. And we believe we have the best of the best.
For instance, the requirements to be approved by the NHS DFOCVC was a tough task but one championed by our contract Clinical Safety Officer and we came out with flying colours. This means that NHS medical practices can buy in comfort, knowing we have all the relevant accreditations.
If you work “in true partnership” people are just as committed to you, if not more so.
Colin Rhodes – Flabba