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Redington’s new path-breaking initiative

Published

6 years ago

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The Integrator talks to Ramkumar Balakrishnan, President, Redington Value Division and Sayantan Dev, Redington Gulf Vice President to understand their new data analytics practice.

Distribution in the region has seen various changes over the last couple of years with the most significant being the shift from product based to solutions-based.

Redington Value, a leader in the value-added distributor channel saw the opportunity for expansion and growth by becoming a services aggregator and solutions provider for the channel. The driving force behind this change has been to keep up with their customer’s behaviour and the way that they want to consume technology. Hence, the journey began from providing products and solutions that the channel needed to a trusted partner that delivers outcomes to their customers.

To take on the issue of going from successfully selling hardware, software, licenses and subscriptions to reselling cloud services, Redington set up their own market place which currently serves over 900 odd customers. They play the role of an aggregator by re-selling the services from AWS, Microsoft and several other vendors that they have on board their market place. Citrus Consulting was set up to be able to efficiently provide implementation, support, managed services through the channel.

Data Analytics opportunity

Then began the next phase of setting up their next initiative around data science and advanced analytics. According to Gartner, by the end of 2020, the advanced analytics market is forecast to grow to $22.8 billion.

“Between different market reports the analytics, addressable markets for Middle East and Africa is anywhere between 3 to 4 billion US dollars including all the products, all the services, this is a sizeable business opportunity in front of our partners. Our whole idea about setting up this practice was creating the capacity in terms of skills which can become complimenting to what our partners can deliver and jointly we can go and address this 4-billion-dollar market.”  says Ramkumar Balakrishnan, President, Redington Value Division. The fundamental basis upon which this practice has been set up is to enable their channel partners to move up the value chain and address these opportunities, he further adds.

Sayantan Dev, Redington Gulf Vice President went on to explains what this practice is going to bring to the forefront. “Unlike any infrastructure business, we went straight into the customer premise and tried to find out from the customer side. It starts with a business problem that the customer wants to resolve with the help of other IT solutions what we call the data science or to be more precise decision science.” The sources of data available largely depends on the customer. The structured or unstructured petabytes of data comes in and is given to the models which would be able to provide extremely accurate outcomes. Redington Value will soon be revealing the few world class vendors they have signed on.

One of a kind

This model of distributing big data analytics practice has neve been done before regionally and perhaps globally. A year and a half of work has gone into this initiative and for Redington it has been an immense learning curve, but they have taken the challenge head on to feature this pilot model globally along with their vendors. Before signing on global vendors, a lot of confidence had to be built. These vendors used to use the classic value add models to be able to sell their products. They will now benefit from a better more well put together structure. A team of 25 people is being put together under data science, where no one on the team is from a distribution background. The team is made up of people from consulting background and or a background of services, people who understand business more than technology. Additionally, there are several people who will be hired for Citrus from a delivery stand point. These people are divided into consultants – they are either technology consultants or domain consultants, technical pre-sales, sales. They will consult the end customer along with the partner.

There are two kinds of technical people – people who will write the algorithm i.e.; data scientists and then you have the coders. The people who are well versed with being able to write the right codes to create the right structure around big data.

Training programs

Redington Value makes training one of its core functions which they deliver to vendors and partners. Hosting around 500-600 training sessions in a calendar year for various vendors which includes certification trainings, enablement trainings, training for end customers hands on for what products they have bought and various kinds of trainings and have various calendars that keep coming out. “We are an authorised training centre for several of our vendors also. Now with the analytics and the new practice, education, enablement and training is going to be most critical.” says Ramkumar Balakrishnan. With customer success being a very important area of the practice.

Doubling digits

Redington has seen a window that this is a multimillion dollar business opportunity for their partners who will be delivering a major chunk of the services, this opportunity must be significant. If they are to take on VAR’s and System Integrators, this practice can become million dollars in a few years’ time. The real value relies on the services and not the product itself.

Redington is going to invest on creating horizontal technology specialisation then leverage Citrus to bring in vertical specialisation. But the partner cannot take on this investment by himself. For a partner it’s about picking a vertical, bringing in the domain expertise and then selecting one or two areas of technology, having the right amount of investment and then leveraging Redington says Ramkumar Balakrishnan.

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Hospitality

Lavoya Restaurant Group expands its culinary portfolio in the GCC through the acquisition of Em Sherif Deli in UAE

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6 days ago

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October 10, 2024

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Lavoya

Lavoya Restaurant Group has announced its acquisition of Em Sherif Deli franchise in the GCC, marking a significant step in the group’s strategic expansion within the culinary landscape. The partnership emphasizes Lavoya’s commitment to diversifying its portfolio and enhancing its presence in casual dining sector.

Em Sherif Deli, known for its authentic Mediterranean flavors and innovative deli offerings, has quickly gained recognition since its launch. With its flagship location in downtown Beirut, Em Sherif Deli respresents the rich culinary heritage of Lebanon while appealing to a modern audience.

Walid Hajj, Co-Founder and CEO of Lavoya, said: “This move represents a significant milestone for Lavoya. By integrating Em Sherif Deli into our portfolio, we are not only expanding our culinary offerings, but also reinforcing our dedication to fostering exceptional dining experiences. Em Sherif Deli’s commitment to quality and authenticity aligns perfectly with our vision for growth.”

Dani Chaccour, CEO of Em Sherif, said: “We are excited to be working with Lavoya to develop Em Sherif Deli in a market that we strongly believe in and have great plans for.  Lavoya’s track record will in no doubt help us grow the footprint of this young, hip and new age brand.  We look forward to our launch in the UAE soon”

As part of this collaboration, Lavoya plans to open multiple new locations for Em Sherif Deli in key locations across the UAE, further solidifying its position as a leader in the culinary sector. This move aligns with the UAE’s vision, which aims to promote economic diversification, grow the tourism and hospitality sectors, and solidify the country’s reputation as a premier dining destination.

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Financial

Dubai Islamic Bank Celebrates Fifth Cohort of High Potential Programme, Paving the Way for Future Leadership

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2 weeks ago

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October 4, 2024

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Dubai Islamic Bank (DIB) celebrated a notable milestone with the successful graduation of the 5th batch of high potential employees in DIB’s High Potential Employee Development Programme (HIPO).

In the bank’s ongoing endeavour to hone talent within the organisation and provide them with a platform to excel individually as well contribute in fulfilling the bank’s ambitious growth opportunities, the HIPO programme began in 2015 and has already delivered an army of nearly 150 professionals who are not just excelling in the workforce but leading by example.

The 5th batch of HIPO graduates were felicitated by the Group CEO, Dr. Adnan Chilwan, as well as other executives from the senior leadership team of the organisation.

The HIPO programme is an 18-month intensive leadership training schedule that includes a comprehensive suite of assessments, specialised training, mentorship, and coaching. Developed in partnership with globally recognised institutions, HIPO equips participants to excel in their roles and drive the bank’s strategic objectives.

To ensure the momentum is maintained, DIB has begun rolling out nominations for the next cohort for the next programme that is scheduled to commence in Q4 2024.

Commenting on the success and effectiveness of the journey undertaken so far, Dr. Adnan Chilwan, Group Chief Executive Officer of DIB, said, “The High Potential Programme is central to our inclusive talent development approach within the organisation, designed to prepare the next wave of leaders in the banking and financial sector. This initiative reflects our dedication to fostering outstanding talent by empowering individuals who possess the inherent traits with advanced skill sets ensuring both professional and personal elevation as well as quality   contribution to further the organisation’s strategic goals. Our ambition is to unleash these individuals into the financial world so that they support and positively impact the larger economic objectives of the UAE. I extend my warmest congratulations to all our graduates and look forward to their future contributions to our collective ambitions. We also extend our profound thanks to all our partners for their enduring commitment and involvement in our training endeavours, which are crucial in systematically cultivating quality professionals within our organisation.”

As DIB steadfastly invests in its workforce, the bank upholds its position of leadership in the banking sector as an Employer of Choice, committed to promoting professional development and fostering inclusivity at every level of the organisation including the vital Emiratisation Agenda.

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Hospitality

Dubai Airports to grow its solar footprint to cut its carbon footprint

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2 weeks ago

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October 3, 2024

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DA Etihad Solar Project

In the presence of His Highness Sheikh Ahmed bin Saeed Al Maktoum, Chairman of the Dubai Supreme Council of Energy, Chairman of Dubai Airports,and Chief Executive, Emirates Airline and Group, and His Excellency Saeed Mohammed Al Tayer, Vice Chairman of the Dubai Supreme Council of Energy, Managing Director and CEO of Dubai Electricity and Water Authority (DEWA), Dubai Airports announced a landmark collaboration with Etihad Clean Energy Development Company, a wholly-owned subsidiary of DEWA, to launch the world’s largest rooftop solar panel installation project at an airport.

To solidify this ambitious initiative, Dubai Airports and Etihad Energy Services Company formalised an agreement during the prestigious World Green Economy Summit organised by the Dubai Supreme Council of Energy, Dubai Electricity and Water Authority, and the World Green Economy Organization. The event, held under the patronage of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, took place at the Dubai World Trade Centre from 2 to 3 October 2024.

The agreement was signed by Paul Griffiths, CEO of Dubai Airports and Dr. Waleed Alnuaimi, CEO of Etihad ESCO.

His Excellency Saeed Mohammed Al Tayer said: “This initiative aligns with His Highness Sheikh Mohammed bin Rashid Al Maktoum vision to establish Dubai as one of the most sustainable cities in the world. While our roadmap outlines clear targets of achieving 25% of the energy mix from clean energy sources by 2030, and 100% by 2050, we are proactively accelerating our efforts. We anticipate surpassing these goals, potentially reaching 27% clean energy capacity as early as 2030, which would enable us to achieve our 2050 vision ahead of schedule. Undoubtedly, innovation and cutting-edge technologies are instrumental in expediting our progress towards a greener future.

This phased project of total 39MWp of clean energy, which will be fully operational by 2026, involves the installation of 62,904 solar panels across Dubai International (DXB) and Dubai World Central – Al Maktoum International (DWC) airports, set to generate 60,346MWh annually. It marks a significant stride toward decarbonising airport operations.

The solar panels, which will span passenger terminals and concourses across both airports, are expected to offset 23,000 tonnes of CO2 annually — equivalent to taking 5,000 cars off the road or powering 3,000 homes for a year. The energy generated will meet 6.5% of DXB’s power needs and 20% of DWC’s, reinforcing Dubai Airports’ long-term vision for cleaner, smarter, and more sustainable operations.

Sharing his insights on the initiative, Paul Griffiths, CEO of Dubai Airports said, “Airports are significant energy consumers, but with that comes tremendous opportunity and responsibility to drive real change. For us, this is not just about installing solar panels; it’s about embedding sustainability into the core of everything we do. Every kilowatt we generate from renewable sources brings us closer to shrinking our carbon footprint and future-proofing our operations. This is about setting the standard and leading the way for what a truly sustainable airport can achieve.”

Dr. Waleed Alnuaimi, CEO of Etihad ESCO, remarked, “Our longstanding partnership with Dubai Airports plays a pivotal role in our strategy to accelerate Dubai’s sustainability agenda. By broadening the solar footprint and implementing transformative initiatives like Shams Dubai, we are not only reducing energy demand but also driving the adoption of sustainable energy solutions across the emirate. This project, and others like it, demonstrates our commitment to building an integrated ecosystem that aligns with Dubai’s vision for a greener, more energy-efficient future.”

This solar initiative complements a series of ongoing environmental sustainability efforts by Dubai Airports, from strategic partnerships in the aviation sector to collaborative efforts within the oneDXB community, which includes airlines, service providers, and regulatory authorities managing the airport’s critical touchpoints. Whether it’s retrofitting hundreds of thousands of LED lights, optimising cooling systems, switching to biodiesel-powered ground vehicles, or cutting food waste to landfill, Dubai Airports is committed to making measurable, impactful changes — one step at a time.

The project builds on the successful installation of solar panels at DXB’s Terminal 2 and Concourse D, where solar power is already playing a vital role in reducing energy consumption and lowering emissions. While ambition and innovation drive progress, the key to achieving sustainable transformation lies in collaboration, foresight, and consistent action. Dubai Airports is focused on ensuring these values guide every initiative, aligning with Dubai’s and the UAE’s broader environmental objectives to create a better tomorrow, together.

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