Santosh Wadwa, Fujitsu
Santosh Wadwa is the head of product channel sales for Central Europe at Fujitsu Technology Solutions GmbH. He completed his business studies at the International School of Management (ISM) in Dortmund and graduated at the end of 2005.
As a scholarship holder from Fujitsu Siemens (now Fujitsu Technology Solutions) in the last semester of my training, the logical step was to take a job at one of the largest IT manufacturers in Germany. As an assistant to the management and later a sales representative and sales manager, Santosh was able to gain experience in dealing with customers, channel partners and employees as well as the strategic, daily issues of a group.
Today, he heads a department with over 200 employees and am responsible for sales with large customers, medium-sized customers and channel partners.
Number of years in current role:
5
Number of years in current company:
18
Number of years involved in indirect/channel sales:
16
Reports to:
Louis Garnier, head of platform business Central Europe
Number of employees in channel organisation:
200
What percentage of overall sales come through the channel?
80 per cent
What is your personal channel philosophy?
Like no other business area, the channel thrives on trust in personal interaction. That's why my ultimate goal is to always be close to the partner company with a strong sales team in order to find out about future topics, goals and challenges in personal discussions.
This is the only way to develop solutions and paths that ensure mutual success with the customer. Qualities that are extremely important therefore are reliability and respectful interaction with each other as equals, because at the end of the day, business is always done by people for people.
What were your biggest personal channel accomplishments over the past year?
In the past year, I successfully led a strategic shift to focus on the datacentre business, devising a new channel strategy. I minimised disruptions for existing partners, prioritising open communication.
Establishing personal connections with key partners' management underscored our commitment to collaboration and ensured successful implementation of our initiatives.
What were your organisation's biggest channel accomplishments over the past year?
Fujitsu's channel success in the past year is exemplified by driving the partner-first strategy, a pivotal initiative prioritising partner relationships. Under the banner Bereit für die Zukunft (Ready for the future) we launched an extensive channel campaign, offering unprecedented financial incentives, marketing support, and employee training assistance.
Additionally, our partner events, including Partnertag and Experience Days, along with awards and incentives, fostered meaningful connections, building trust within our network. These achievements underscore our commitment to collaborative growth and mutual success in the channel ecosystem.
What areas would you like to see your channel partners invest in in 2024?
In 2024, I encourage channel partners to invest significantly in enhancing their expertise in datacentre solutions, specifically focusing on hybrid cloud solutions, SAP, AI, and LLMs. Strengthening knowledge among sales, consulting, and engineering teams will ensure a competitive edge in delivering cutting-edge technologies.
Additionally, addressing the persistent IT skills shortage is crucial, requiring specialised attention to talent acquisition and development. This dual investment approach will empower our partners to navigate the evolving technological landscape and meet the growing demands of our dynamic industry.
What are the biggest challenges facing your partners in 2024?
In 2024, our partners will grapple with the challenging economic conditions in Germany. Developing expertise in emerging technologies such as AI, hybrid cloud, and navigating industry trends poses a significant hurdle for sales and engineering teams.
The persistent skills shortage exacerbates these challenges, requiring strategic initiatives for talent acquisition and development to ensure resilience in the face of dynamic market conditions.
In what ways do you use your role to build equity and inclusion?
As Fujitsu is a Japanese company dedicated to ‘humancentric innovation', I prioritise technology that adds value to people's lives. Advancing the Im Herzen ein Samurai (A samurai at heart) campaign, I focus on virtues such as sincerity, courage, kindness, politeness, truth, honor, and the duty to loyalty.
Personally embodying these values, I integrate them into speeches, keynotes, and social media, exemplified in my talk, Vom Flüchtling zur Führungskraft (From Refugee to Executive). Through these initiatives, I actively contribute to fostering an inclusive culture, promoting diversity, and emphasizing the universal importance of shared human values in the workplace.
Describe how your use of market development funds (MDF) is changing this year?
In 2024, our strategy regarding market development funds (MDF) is evolving to emphasize targeted support for individualised marketing activities with our channel partners. We plan a substantial increase in MDF allocations, underscoring our commitment to empowering partners with the resources they need for effective marketing initiatives.
This shift aims to enhance collaboration, drive joint marketing efforts, and ultimately fortify our partnerships for mutual success.
What are your biggest channel priorities in 2024?
Increase overall percentage of company revenue that comes through the channel, revamp our existing channel programme and improve partner profitability.