TPS eyes ambitious growth through the channel

Infrastructure and connectivity player switches to a 'channel first' strategy to turbo-charge growth

With plans to more than double revenue in the next three years, TPS has its sights set firmly on the channel to help it achieve its goals.

The Oldham-based infrastructure specialist has reorganised the business into two divisions – Connected Infrastructure - which focuses on partner channel and core infrastructure services; and the Cellular Services Division, which works with mobile network operators. It recently restructured its leadership team to further focus on growth with the aim of hitting £25m+ turnover in the next three years, up from £10m in 2024.

Speaking to CRN, chief revenue officer Chris London, said the channel has always been a key market over the last seven years with a small number of deliberately chosen partners, but now the time is right to expand its partner stable.

“We are now at the start of a new growth phase, and putting our maximum focus and effort behind the channel is key,” he says.

TPS will unveil a new channel programme with the aim of working with a ‘top 50 wishlist’ of leading MSPs, VARs and system integrators.

“We don’t plan to onboard hundreds of partners where we can add little value,” he explains, adding that the ideal partner would sell networking, connectivity, IoT or managed services, and would have customers with real infrastructure needs.

“We want partners who need that trusted delivery arm rather than taking on the cost and risk of building one themselves,” he said. “This is true for MSPs and increasingly for the larger VARs and SIs who do not have big engineering workforces of their own.”

When asked why channel partners would want to work with TPS, London said: “We have serious complex-project experience across retail, hospitability, healthcare and critical national infrastructure and a strong project governance and delivery discipline so partners stop losing margin to reworks, repeat visits and delays.”

TPS plans to operate a true ‘sell-with’ partnership model.

He added:

“We work inside our partners’ business as their delivery arm, never as a competitor to them.”