B2B Tech Talk with Ingram Micro
B2B Tech Talk with Ingram Micro

Episode · 3 weeks ago

Exploring the Xvantage platform with Sanjib Sahoo

ABOUT THIS EPISODE

Successful digital transformation takes more than shiny technology—a true digital transformation provides value. Embracing the spirit of change and evolution is critical for building platforms and solutions that meet real needs and solve real problems. 

Devaughn Bittle and Patrick Cash speak with Sanjib Sahoo, chief digital officer at Ingram Micro, to get an inside look at his process for leadership in the digital space. They discuss: 

- Defining the Xvantage platform 

- Xvantage developmental challenges

- Key mindsets for success in digital transformation 

To join the discussion, follow us on Twitter @IngramTechSol #B2BTechTalk 

Listen to this episode and more like it by subscribing to B2B Tech Talk on Spotify,Apple Podcasts or Stitcher . Or, tune in on our website.

You're listening to be two b Tech Talk with ingram Micro, a place to learn about how to grow your business and stay ahead of the technological advances before they become mainstream. Welcome to our series As the Gears Turn, posted by two of Ingram Micro's SMB Alliance Council members, Devin Biddle and Patrick Cash. Patrick, how are you, Devin? What's going on? Buddy? I am in the throes of tech support one oh two here, So you know, it's a nature of the beast, right, I mean, this is this is what we what we live and breathe, So that's right. I mean, if it doesn't work for us, I mean why should work for us if it doesn't work for our clients? Sometimes, you know, I tell my customers all the time, I'm like, you know, tech people have tech problems too, So don't feel don't feel like you're on an island. So exactly who do we have the pleasure today? So? Patrick, I'm excited about this podcast. Our guest today has contributed to articles for Harvard Business Review, Whire dot Com. The member of the Forbes Technology Council, I've even had the pleasure to hear him speak at one of the many conferences that he speaks at. And I'm honored to welcome san Jeebsa who who is the executive vice president and chief Digital Officer at Ingram micro sanjee thanks for joining us. It's a pleasure to be here. Really excited. Great. So, san Jeeb, I'd like to talk about where you grew up for a moment and get a little bit background on well, I'm just gonna say transformation, but I guess your transformation into the digital transformation world. How's that? Absolutely, it's actually a really story. So I grew up in a very remote, you know, a small town in a rural area in India. It is about hunter forts from one of the big cities in India. Literally it was you know, not much of luxury necessities and out there. So it was interesting. Uh. And I lost my father when I was eight years old. And one of the things that always you know, kept me up and going was, you know, he when he passed away, he actually wanted me to do something that had an impact. And when my father passed away and my mom and my brother we were actually my mom brought us up. I actually learned entrepreneurism from her because what it teaches you is Entrepreneursum is more of making every challenge and opportunity. You have to be frugal in everything that you do. You have to always optimize your prose and minimize your counts, you know, and liveally. So I was brought up by my mother, you know, single handedly, you know, work through you know education, you know, did get through some of uh you know, the good schools. You know, studied initially studied economics and finance and then went to school for computers, and I worked my way through street, you know, and then slowly, you know, came to this country when I came to Wall Street and then step by step I'm here. So one of the things from my own personain journey, I've learned that every single day tried to be better and it has been a big transformation for me from a small town, you know, a guy in India to be in you know, right now in California leading digital transformation in Ingram Micro. So that's a little bit about my journey. So let's dig into that a little bit further and kind of talk about the career journey. And I'm gonna ask like a two parter here. So you've had a lot of experience with digital transformation in the past, and I mean some people might actually call you, like the Yoda, a digital transformation. So can you give us a little bit of history that's gotten you to where you are today? And as the follow up to that, what lads you wanting to take on the role of Ingram Micro Chief Digital...

Officer. Absolutely, it starts with very important Patrick is when I grew up, I always focused on question why you know, understand the logic behind it, and I was most of the times happy but not contenter complex, and I always wanted to improve myself. So digital transformission is an ongoing journey never stops. But people ask me what is digital transformation? I call it a spirit, right, It's an ongoing spirit that you constantly evolved to improve with the power of technology. So in my career what happened was initially I studied finance and economics. I got an opportunity to work in a bank and then I was working on back end systems to modernize some of the accounting and sublig your applications. Then from there I actually came to an opportunity to get into online trading. So really build the first streaming trading online platform in the industry. That was a big challenge. You know, it was the first of its kind, streaming eight billion transactions per second with open source technologies and trying to change something that Wall Street hasn't done. So it was really challenging and really digitizing a new experience in the trading industry. So when we build that platform in a few months, it was recognized and seven years in a row it was rated the best options Stay platform by was Balans. She's really really exciting and really transformed how online trading you know works, and we went through that journey. After that, I went to logistics you know, and understood, you know, how to actually the logistics works and worked on treating digital transformation platform in a logistics and transportation sector. So I was initially grew up with the technology background Patrick, but I always had a business acumen and I had I had done my both business and technology. Then I went back to business school, you know, in Harvard and then got my advanced management to really focus on really bringing in the both business acument and value because you know, digital is not just technology, it's about creating the operating model and bringing that business value. So after that, when I was looking for the next opportunity what I should do. One of the things that really makes me excited is creating a true impact as I talked about from my childhood, and making a difference and really be part of a company that has amazing culture. When I spoke to Ingram, the opportunity was in finite this industry technology distribution. I felt, there's a lot of possibilities can be powered by technology. We can actually bring in modern technology and value to this massive company which touches nine of the human population. And I really like the culture of the people that I that I talked to an interview process, including all the executives and I in fact, my first discussion with our currency of Paul Bay was a super it. I really instantly, you know, liked him and we've got to go, you know, understood what we're trying to do. So that drove me to join Ingram Micro. So if you look at my career, I have been industry agnostic. I have been trained myself in both technology and business and finance to get that you know, all roundedness, and more importantly, I focused on driving value. You know, I don't believe in building technology for the sake of building technology. To me, shiny technology is pointless if you do not drive value. I get a lot of excitement and thrill in driving value for the companies, making them leave frog, creating you know, enterprise and shareholder value and really driving now change and transformation. And that's why...

I'm at Ingram Micro so saying, gee, I want to get into the heart of today's conversation, which is Ingram Micro's expanace platform. So if you could tell us where that's currently at today, absolutely so. The concept of advantage was, you know, literally what we thought last year when I took this opportunity. We looked at how we can take Ingram to the next level. A lot of the components were already there. We had pieces of cloud, cloud blue technology already there. But we had the vision of creating a single pane of glass. But not only that, how do we take the complexity out of this industry, making it easy for our partners to do business with us, really leverage the power of more than forty years of data that Ingram Micro has with the machine learning and AI. So that gave the idea of creating a platform, sort of transition Ingram from a distribution to a platform business. So that is how expanded journey started. We launched one of our first engines last year, which is flexible subscription engine, so take you know, the way the industry is going in special and technology, we can have everything on a recurring subscription model, and slowly we have worked on putting the pieces of the puzzle together with Advantage. We did a small pilot in June, you know, in the US and Germany. You heard me in the Cloud Summit when I announced that we are going to launch this summer. So this summer we actually launched the platform in US, Germany and now also live in Canada. We are working to add about ten more countries this year and go live across the geography early next year. This is the customer piece, the partner piece of the platform. We're also working on the vendor in a platform which we are piloting in this year, but it really is in que one of next year, you know. And we have also launched our Associate Experienced platform in thirty nine countries, you know, so it's a completely Advantage is a machine learning driven, self learning experienced platform which really changes ingram Micro to become an experience driven organization. And we have started this journey to focus on experience rest everything follows. And that's another thing I want to say is a lot of people ask me and that digitization is just automation. It is not a few years ago, digitization was pure automation from analogic digital. It started with automation. So you first build innovation or platform or technology and focused on adoption. Today digitization is experience is experience first, automation follows, and that's a huge fundamental shift in how you drive the business strategy of an organization. So Advantage is a digital twin of Ingram Micro that is not a platform. It is the new way that our partners, our vendors, employees engage with us. It's a completely new experience powered by machine learning AI to really create a customized experience for our partners. And that is what exages stands for, you know, that whole experience that we wanted to deliver. So I think, uh, I think it's important to point out here because I think some might see that this is purely as Okay is just launching a new website, but it's far larger than that. It's far bigger than just a website. It's it's a it's a full platform that touches every aspect of the process. Is that right? This is actually an ecosystem. This is not just a website. So this is a new platform for our partners, new platform for our employees, it's a new platform for our our vendors. It's powered by headless autonomous engines that we have built that has business logic, powered by...

...machine learning. This is again powered by a real time data match that we have collected and done going through clean up, harmonization, building intelligence. There's a lot of back end work that has been done with an ecosystem, and what it does is it takes completely complexity out, but it engages in the entire life cycle of that ecosystem, from the partners to associates, to the vendors, from quoting to you know, renewal, subscription everything, so everything brought in a single pane of glass and bringing that consumerization experience in this industry, that is what you know, advantages for Yeah. I think that's what makes us so exciting too. Yeah. Yeah, Well, and you talked about Synery not creating something just for the sake of creating it, And you know what's interesting here is it's not just the transformation. And I think you you recently posted on LinkedIn about this. If you forget about the operations, the transformation is kind of mood. And so you know, as you've gone live in the US and Germany and Canada, let's talk about some of the feedback that you guys are already receiving on you know what this is bringing to the reseller, to the vendors and and tw Ingram micro absolutely, so you hit a very important question, which is operations. You know, more than eighty percent of such digital journeys and platforms fail for multiple reasons. You know, one of them is truly able to create an operating model from the get go, because, as I said before, innovation or technology built first and then focus an adoption do not work anymore. So what we have done is we have created a model called DIGOPS, which is digital operating model, a group of professionals who actually focus on creating and operating model a platform or a digital operating model as we mature in our digital journey, and digital journey is also powered by data. As we go from a traditional company to a hub, to a bridge to a platform. State you were really figuring out an operating model. How you serve your customers, for example, tracking your orders on the platform, pushing the renewal subscriptions automated, being able to deliver customize insights on the platform. So that is what we have been doing and this is a constant feedback loop that we have done to understand what we should build now. We launched the platform pilot in June and we have been taking feedback from our resellers and partners. We've got very very good feedback. One of our you know, longtime customers are partners, said we've got one our notice to use the platform. It just worked out of the box. We didn't require any training to use such a plan a platform after so many years of doing something other platforms, so it was intuitive. We got feedback that this takes complexity out of their business. Their employees can now focus on drawing their business and not focus on routine Monday and task like tracking, building, figuring out, invoicing. All that is handled already. And it also that insights makes them more intelligent to grow their business. And imagine if you get real time integrat insights. As a distributor, we are in the middle between our oms vendors and our customer partners. These insights are extremely important for them to be intelligent about their business, almost like a fifty four billion dollar company standing behind supporting these partners to be better in their own business. And they realize it, recognize it. You know. One of the partners said, this platform makes us focus not in our business, but on our business, on...

...our business, so they don't have to focus on okay Monday and routine repetative tasks, but focus on how they grow, sell more solutions, you know, and and change the industry. So that is where we have got a lot of feedback. But I repeat that this whole operations and operating model is very important. Even in my team, we have our dig tech side and the digitop side hand in hand together working. So everything is starting from the feedback to understanding what the partners want, what the vendors want, what works, what doesn't work. Even when we launched the platform, real time we're monitoring what are the customers, are partners doing, what orders are they pleasing? Are the improving on that? So that is how it makes us fine tune. So I cannot you know, harp on more the importance of a dig ops or digital operations model to make this successful. Otherwise there can be a lot of great looking, amazing, shiny plat forms, but if you do not drive value, it just goes pointless. So even though Ingram's digital transformation journey is just starting, I know there's a lot more to come in the industry is buzzing. I do believe that this is probably a game changer. Can you elaborate on what is going on today and what's coming down the road, specifically with the journey itself, So like we'll just start off with what were the biggest pain points for Ingram during the journey. So Number one is this whole working on the data. You know, like imagine a fortune hired company, billion dollar revenue operations in two hundred countries, you know, and hundred seventy partners. It's a massive skill to really take that data, harmonized data, create the deal data mesh. It's a massive challenge to actually work on that. And we took up the challenge. We brought in some talent. We hired our achieved data officer from Facebook, you know, and I asked him to actually start working on the challenge in now in a very aggressive timeline. The number two is now really changing the mindset, you know, like the mindset of a traditional distributor to a mindset of a platform company is completely different. And how do you change that mindset and create a spirit and DNA of going digital in the organization. That is hard because keep in mind, most of the organizations fail because of mindset, because most of the times we think, what has God us here, will take us there? And the organization's face two kinds of gaps, opportunity gap and performance gap. Performance gaps are easier to fix because you know you're not performing well. You can find you in your operating income revenue, look at it, cut some costs. But what is difficulty is to address the opportunity gap, where you can do not understand the market. Opportunity market has changed. So I think in Ingram it was actually you know easier to slowly, you know, make these changes because the employees were hungry for a change, they were waiting to actually transform. The culture is really good. It actually comes from the top, from the CEO, from the board. There's a lot of support behind this, so that was really exciting. But if you talk about the timeline about what we're doing, we are constantly releasing more and more functionality in every two weeks cycle right now for our partners. We are taking it to different countries globally to have the single platform, a single pane of glass for all our partners. We're working on creating the whole vendor platform where take complexity out, transform any vendor data, make easy integration and onboarding, and that is we're palletting, will be palleting end of this year, but launching early next year. We're also working on many engines, you know, like from he's...

...talked about insights recommendations, you know, quoting there's a lot of complexity that we have in the engines that we're working, like making it an as a service model, so making converting everything to as a service from hardware software. We're working on that. So ultimately the journey is becoming that platform data insights organization, and we have a lot of roadmap working on that. We have global teams, completely agile format working to deliver. We're moving pretty fast on on this, you know, with a different workstreams and more and more functional is coming, you know, like a lot of functional it is planned to enrich the platform. Keep in mind, we don't stop launching the platform. We have forked our teams where a team is actually adding functionality to the platform launch in the US, Germany and Canada, and teams are also working to roll out across different countries. So that's where we are in the next phases in the journey. Well, and you bring up said mindset, and so it kind of kind of heat with me. You come from a background in finance and then you transferred that into you know, the logistics space, went back to school, added the business aspect, and mindset is a key if you look at transformations such as this undertaking the Ingram is is taking on and it's going to say incredible amount of mental fortitude strength being able to kind of look at this from all the different angles. I mean, how do you believe for you specifically, your strengths in these areas have been able to not only translate to success with just expantage, but also just with your career at Ingram as a whole. Yeah, that that's a great question. I get asked as a question, what is the advice or how do you do digital transformation of the Korea? So few things, you know, as I said, I always had the focus on why from my childhood, understanding the reason behind and always is the business and human Even when my schooling my master's, I always had from marketing to finance to business and technology, I had I had my hands in both and I could co relate how we can bring technology to the business. That has always been my interesting you know, ad and I always enjoyed that, you know. So a few things I would say to lead a digital transformation. Number one is you need to have the right spirit and mindset. So for example, you have to embrace change, eliminate fear, and feel fast. You cannot be fearful, you know. When you're leading such a transformation, you got to have nerves of steel. There will be days which are up, days which are down. You will face a lot of skepticism. A lot of people will challenge you, a lot of people say this is not possible. So this is important to make sure you have that. Number two, you have to focus on the art of possible versus the art of impossible. Many times we focus on why will not work, but you have to focus on how can it make work? So many times we focus on the forty chance of failure and do not move forward, versus focusing on the sixty percent chance of success. And really driving to that. So that's number two. Number three, attitude is very important more than attitude. Skills can be taught, but you have to have the right attitude both me and the team, and the passion to do that, because keep in mind, energy and passion is contagious. The art of storytelling is very important when you're leading a digital transformation. You've got to tell a story that can everybody can relate. Story is different than jargons. Story is different than technology terms. Story is what connects to your heart because digital transformation is about humans, is about heart, and if you cannot connect to the heart of your employees and the humans, it will not work because today employee experience...

...his customer experience. If you're employees to an adopt the solution, your customers own't because all of them are humans. So really being able to tell a story, narrate a story, and make an impact and connect with them is very important. Then it is focused on a proper plan. You know that really having a plan execute all that comes. It's called making round and taking around slowly on credibility by delivering results and we open to take feedback every time. Focus on the question is go ahead and use it or what can we do better? How can you make yourself and help us to make your job better? So those are the ways, and I always tell my teams, you know, communicate with compassion, but executed with passion. Many times legacy technology or systems are there and new leaders come and say, oh this is this doesn't make sense, but we have to be compassionate the reason why it is there. And if you're compassionate, it's a sign of strength, not weakness. So being able to have a compassion leadership style when you're driving transformation is important because then people can relate to you. So being able to be as a leader which people can relate actually drives change. It's not about how smart you are, because if you're smart and fast, you can go fast, but you'll not go fast. So we have to go far and to go far, you have to take your people along with you. And that's why all of the things matter as a person to to change your leadership to drive such transformation and be willing to fail. And the last thing I will say, Patrick is before we all leadership is about being perfect. I think digital leadership is about being vulnerable. If you come out and talk about where you can improve where you can learn and where you have failed. Employees related to you better and you become better as a leader. And I tell my teams that we should lead through our years then through our mouth, So listening to employees makes much more easier to drive this change. So those are some of the things that I can tell you. What I do you know to do this transformation? That's fascinating. I love everything you're saying, especially from a mindset standpoint, and I think I think mindset is is so important when we tell our kids. It's like my kids actually are in sports, they do gymnastics, and they both go see a mindset coach. That's how important I think it is, because you know, their mental strength is just as important as their physical strength. And I think you've touched on that quite a bit here. I think that's awesome. Sandy. With the creation of advantage, you and your team have elevated the level of consumerization at Ingram. How is that going to affect partners and resellers and and specifically how would affect us in the SMB community. Absolutely. I give the Sunday Monday example. Think about you are watching a football game on Sunda evening, you know, your feet on the couch, you're relaxing watching the game. You want to have pizza, so you open up your app, you book a pizza and you track or twelve minutes. I'm so hungry, let me track the pieza twelve minutes is coming. Then get our warning. Let's say Joe is right next door coming to your door in two minutes. You can figure it out. Do you want to keep the pizza at the door or should he or she knock your door? And you can do all those things. So you love that experience? Then so no, I don't want pause. I want some chips also, and some drinks. Go to in stock art, you know, figuring out Okay, I ordered some groceries and chips and everything. Go to in stock Art and actually buy that. Some of your friends are there with you. You had a nice couple of drinks. The game is over, said I want to drive. I'll take an uber and go home. That is Sunday night for you when you come to distribution industry on Monday morning. You want to buy technology. Don't you expect the experience on a Monday...

...morning that you got on a Sunday night? Or do you want to pick up the call and figure out. Hey, tell me which hardware goes with software? What is a warranty life? Can you explain me? And then when you praise the order, then you're calling where is my order? When you will come trying to you know, wait for tracking, then call and manually get an invoice done, building done. Why is there a difference between a Sunday and a Monday for distribution whereas in a few years we expect everywhere to get the same digital experience. What Advantage will do is blend Sunday with Monday. It will actually bring the consumeration for logg in getting a Netflix like personalized widgets. If you're a finance you can look at finance widgets. If you're a procurement or you are doing P and A, or you're just looking at recording invoices or buying hardware. You can customize a platform based on your choice. You can track real time on the app you know on the on the platform where you or deliveries are. You can look at everything on a single pane of glass. You can look at content, you can look at videos. You can do every single thing digitally and bring that consumation experience to our partners, which means that taking all the complexity out that they deal with it today from disjointed systems and pain points in building, pain points in coding, to create a more digital, easy to use, intuitive experience which is completely customized for them with the power of machine learning and AI that every single time you use the platform, it is getting intelligent, intelligent intelligence more and do that. That is how about experience When you go to ah watch a movie you know in Netflix, my screen and your screen are different because it's learning all the time. When you order Uber, you can track it. That is what Expandedge will do to our partners. It is make it easy so that they can focus on growing their business. It will help them to sell salut usitions because the algorithm will figure out the solutions. It will also give you recommendations automatically based on many factors. What you should you know sell These are the recommendations for you. So it makes it very very easy and bring that entire Sunday night experience back on a Monday in a business day. That is what advantages. Well, I'm excited because if it's as easy as the Dominoes tracker when I order a pizza, then it's just going to definitely be a game change or no doubt. All right, Sanj, you recently spoke it CRN Best of BRIDGWO. Can you give us some insight into the event and maybe elaborate on your challenge that you gave to the audience around digital fitness. Yeah, I think the best obratory CRNS you know, showcase event where we get a lot of the best minds from the channel and bringing over here the CEOs and other leaders. So I think one of the things my main thing that I spoke was how do you evaluate digital fitness in your organization? How do you embry is a digital mindset and really guide your organization to digital transformation Because a lot of people speak about digital transformation, but of them fail you know, and and more than seventy when do not drive any value. So while it is the most talked about term and our partners are helping their own customers the digital transformation, it's not really so simple. So I try to challenge them to really understand to evaluate their digital fitness in the organization, take the right steps that they can, mature them, focus on driving and creating a digital operating model, and really debunk some myths because we sometimes think digital transformation is all about technology. It's not. It's hardly about technology, you know, it's about the spirit, solutions, mindset, value creation.

We also talked about creating Chief Value Officer, you know, where we should be really focusing on value and that drives the entire digital strategy, you know, very importantly, and and really make audience understand that the term digital transformation will always be there. We're always transforming, but we have to really focus on how do we create digital operating models? How do you create that DNA and focus on value. Companies who do that will sustain and companies who don't. We're not more than fifty person of the Fortune five. Our companies have actually disappeared from from the list in the last ten years. So it's a choice, but it also necessarily to do it right. That was my main message. So, while it's not your official title, you've used the term Chief Value after multiple platforms, including recently on LinkedIn posts. What does being a chief value after me do you? When you are going through a transformation, there is always temptation to do multiple things, many many things, and you also have to run a business because transformation cannot be done by pausing everything, So I call it performed while you transform. But when you perform while you transform, there's a lot of things comes in your priority list. If you focus on doing, everything will feel So you have to look at with the lens of value to really come up with the list that matches to the strategic levels of the organization and focus on them. And when you focus on them, you also have to figure out tracking and measuring the value creation very very frequently, otherwise it will not be sufficient. Otherwise it will be operationally successful. The patient died. Yes, you can have programs on time, on schedule, but where is the value? So the role of a value office, I think every single c X, so it doesn't matter CEO, C I, O, C T O, c M. Everybody should really have a competitive c VO in them because what drive is value, and value brings you the lengths of prioritizing, being frugal, being more judicious about your your spend, driving customer value, prioritizing them. So that's very important. And if you do not have a proper financial framework to measure value, track value and prioritize that, then you will never be able to be successful because otherwise you will do not know what is working what is not working, and there is always temptation to do to too many things without much returns as long as they don't show up in the tangible value in the books of the companies. It's all shiny. But a success looks on treating true value. So I'm gonna ask a little follow up question to that center, maybe not to explainage or maybe to explinage. Can you give us, like a real world from your perspective where you've seen success in doing exactly this. Yeah, there are many such examples. Instead of quoting my own experience, but look at the industry, you know, I can give an example about Look at Netflix and Blockbuster, Like Blockbuster was doing really well and Netflix went to them to be bought by fifty million dollars. And they started with a simple concept, do not charge late fees. But slowly they moved into streaming digital content, customization, personalization, end, and it evolves. When they did that,...

Blockbuster is nowhere anymore. They were disrupted by Netflix. But now Netflix is also facing competition by Prime, Julu everywhere else because just streaming content is not good enough, which means that they have to also reinvent themselves. The point I'm trying to make is that Patrick, what is successful today may not be successful tomorrow. Sometimes airlines got competition from video conferencing software. The taxis you know, you see, the tax industry didn't think Oober will come and disrupt them. So we we live in a world of digital dichotomy where you cannot predate competition. So what we should do is we should keep on focusing on driving our customer experience better, better and better, using the most optimal technology to be ready architecture solutions with cloud micro services, continorized courts at a way that we can easily pivot and scale and can change business models as industry changes. The companies who do that are successful companies who do that, you have a lot of legacy. You cannot switch fast then you die down. So many companies have fallen off recently. So that's what I would say that And again, what you do today may be good, but we have to keep on changing in next year, next to next year. That's why I said digital transformation doesn't end. There's no start date and ended. It's ongoing. Companies which have the digital operating spirit, the DNA to improve to improve their operations, have customer centricity, focus on improving their technology to support that. Those are the truly digital disrupters that will evolve and stay. But that also for some time you cannot be complacent. So that's what I will say Patrick. So st if you've ever listened to our podcast, you know that we have there's one question we always ask, and that question is where do you see technology going in the next year? But I want to add a little twist to it with you, so I'd like to, you know, get your take on that. But specifically, what is your plan for Ingram as we head into three and as an Expantage becomes more and more a part of Ingram's identity in three Where do you see Expantage taking Ingram in the future and beyond. I think Advantage is the digital twin of Ingram Micro. As we go to three, will have Expantage rolled out to most of the countries. It has been widely used and adopted. You know, I would expect Axpantage to be one of the major you know, sources for our customers you know, interacting with us, you know, and it is a digital twin, which means it will help Ingram to become slowly from a distributor to lay the foundation to become a data insights and platform company where the platform is driving the business, you know, the model that we operate, you know, and really learning the trust and business from our partners with the ease of use of the platform, the intenders on the platform, the power of insights with machine learning and recommendations, taking complexity out and helping them to grow their business. So I would expect hope Advantage to really not only change Ingram, but really transform our partners in this industry and make them better, you know, so that they can go and sell solutions to their customers and overall create that demand and push in this industry. That's what I would expect, you know, to happen. In three and GEF we have covered a ton today, digital transformation, digital operations, the value add the art of possible is what's stuck in my head at a moment. Where can people find out more about you and more about expantage? I think you can find more about We can follow me in LinkedIn, you know, or in Twitter. My Twitter handle is Saho sand Sa each oh essay and j you know, I'm more active...

...in LinkedIn. You can you know see my posts and articles you know in LinkedIn and read about you know, my thoughts and the advantage. We have a lot of content on advantage. You can look at advantage dot com to look at this. You can follow our Ingram's you know channel, you know Ingram's all social challenge in LinkedIn, you know, Twitter, Instagram, Facebook. There's a lot of content or posts about an advantage and there's a lot of news coming out, you know, for our advantage. You can actually do that. And if you have any question, you know, please feel free to give me a pin you know, any of those social channels. I'll be happy to respond if I can, you know, if I know the answer, and now we're happy to respond, you know. So, Sam Gee, thank you for joining us today. This has been a fascinating conversation and to our listeners, thanks for tuning into another episode of B two B Tech Talks As the Gears Turn edition and remember you can access this episode in many others directly from the Expantage website. Thank you, Thank you, Patrick, and you've been listening to As the Gears Turn, a series brought to you by B two B Tech Talk with Ingram Micro. This episode was sponsored by Ingram Micro's SMB alliance B two B tech Talk is a joint production between sweet Fish Media and ingram Micro.

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