HP Reflects on Its CRN Women & Diversity in Channel Awards Shortlisting

Following HP’s shortlisting at the CRN Women & Diversity in Channel Awards, Mark Davitt, Commercial Channel Lead at HP reflects on the power of inclusive leadership, the importance of creating opportunities for diverse talent, and how a people-first culture is helping to drive innovation, growth, and lasting impact across the channel.

How did you feel when HP was shortlisted across three categories at this year's CRN Women & Diversity in Channel Awards, and what does that recognition say about the people, culture, and values you're helping to champion as a leader?

I was incredibly proud, not because of the awards themselves, but because of what the recognition represents.

Being shortlisted across three categories is a reflection of the people we have at HP and the culture we've worked hard to build. It demonstrates that inclusion, opportunity, and belonging aren't just things we talk about, they're things we actively invest in every day.

Throughout my career, I've believed that diverse teams deliver better outcomes. Different perspectives challenge thinking, foster innovation, and ultimately help us serve our customers and partners more effectively. As a leader, I want to create an environment where people feel safe to contribute, confident to be themselves, and empowered to grow.

What makes me most proud is seeing talented individuals thrive, step into new opportunities, and achieve things they perhaps didn't think possible. If these nominations shine a light on the amazing people across our organisation and encourage others to believe they can succeed in our industry, then that's a fantastic outcome.

While it's still very early days in your role, what achievement or milestone are you most proud of so far? What have been some of the biggest challenges you've encountered so far, and how have you navigated them?

Although I'm still relatively new in the role, I'm most proud of the relationships we've already strengthened across the partner community and within HP.

The channel business is built on trust, collaboration, and shared success. My focus from day one has been listening, understanding what matters most to our partners and teams, and building a clear picture of where we can create the greatest impact together.

The biggest challenge has probably been balancing continuity with change. HP has a fantastic business, strong teams, and great partner relationships, so the objective isn't change for change's sake. It's about identifying where we can evolve, simplify, and unlock new opportunities while maintaining the strengths that have made us successful.

I've approached that by staying close to customers, partners, and teams, asking lots of questions, remaining curious, and ensuring decisions are grounded in both data and real-world feedback. It's still early days, but I'm excited by the momentum we're building and what lies ahead.

Bringing a fresh perspective to a senior leadership role, how do you see the channel industry evolving and what more would you like to see the industry do to drive diversity, inclusion, and innovation?

The channel has always been incredibly resilient and adaptable, but we're entering one of the most exciting periods I've seen in my career.

AI is transforming how businesses operate, customers make decisions, and partners create value. At the same time, customers increasingly want outcomes rather than products, which means the role of the channel is becoming even more strategic.

To succeed, organisations need diverse teams that reflect the customers and communities they serve. Diversity and innovation go hand in hand. When people with different backgrounds, experiences, and perspectives come together, better ideas emerge.

I think the industry has made significant progress, but there is more we can do. We need to continue creating visible role models, investing in mentoring, supporting early-career talent, and ensuring opportunities are accessible to people from all backgrounds.

What motivates you as a leader, and how do you translate that motivation into meaningful impact for your team, customers, partners, and the wider channel community?

What motivates me most is seeing people achieve more than they thought possible.

I've always believed that leadership is far less about directing people and far more about creating the conditions for success. When individuals feel trusted, valued, and empowered, they achieve extraordinary things.

That philosophy influences how I work with my teams, partners, and customers. I try to create clarity around what we're trying to achieve, remove barriers where I can, and encourage people to bring their authentic selves to the table.

Commercial success will always matter, but the most rewarding moments in my career have been seeing colleagues develop, watching teams come together to overcome challenges, and helping partners unlock new opportunities for growth.

If I can leave people feeling more confident, more capable, and more optimistic about what they can achieve, then I consider that a success.

As someone who has recently stepped into a new position, what advice would you give to others who are looking to start or grow their careers in the channel industry?

Be curious, be adaptable, and never stop learning.

One of the reasons I've spent more than 25 years in technology is that no two years are ever the same. The industry constantly evolves, which creates incredible opportunities for people who are willing to embrace change.

My advice would be to build relationships, seek out mentors, and say yes to opportunities that stretch you beyond your comfort zone. Some of the most valuable experiences in my career came from taking on challenges that I didn't have all the answers to on day one.

I'd also encourage people to focus on understanding the broader ecosystem. The channel is ultimately a people business built on partnerships, trust, and collaboration. The more you understand your customers, partners, and colleagues, the more successful you'll be.

Most importantly, be yourself. Authenticity builds trust, and trust is one of the most valuable assets you can have in both leadership and business.

This article is sponsored by HP.