Navigating the channel’s evolving landscape and knowing where to adapt and focus your resources is critical to future success, says Voip Unlimited Managing Director Mark Pillow who highlights six big focus areas for resellers and MSPs to prioritise.
With almost 25 years in the comms sector under his belt, Pillow has become accustomed to industry change. But right now, the transformation feels very different, he says, because the required response is a change of perspective, not more products. “It’s not just about new technologies, it’s about new expectations,” stated Pillow. “From platforms to partnerships everything is under review.”
As part of a strategic review Pillow has identified six key areas that he says resellers and MSPs would be wise to prioritise in order to remain future fit. “The first shift is about mindset,” he stated. “The most effective partners are no longer acting as product pickers. They’re acting as curators, trusted guides who help customers navigate a saturated market. In an era where choice often creates confusion, value lies in simplification. It’s not about offering every option, it’s about understanding which solutions truly drive outcomes.”
It’s not just about new technologies – it’s about new expectations. From platforms to partnerships, everything is under review
This imperative, noted Pillow, is inextricably linked to his second big shift – consolidation. “More and more resellers are reducing their supplier count to drive operational efficiency and consistency,” he added. “It’s not just about commercial leverage. It’s about reducing friction, with fewer logins, fewer workflows, faster support and better alignment between sales, marketing and delivery. The partners who streamline their stack will spend less time firefighting and more time growing.”
Next comes integration. Customers don’t just want new tools, they want tools that fit into what they already use, emphasised Pillow. “From CRMs to workflow automation and contact centre platforms, the ability to plug in, sync up and surface data is becoming a deciding factor,” he added. “Open APIs, white labelling and flexible deployment aren’t just technical requirements. They are strategic levers that help partners position themselves as part of a customer’s long-term digital roadmap, not just a standalone supplier.”
The fourth shift, noted Pillow, is around platform strategy. “As competition grows and customer expectations evolve, resellers need to evaluate which platforms are genuinely innovating,” he explained. “Many vendors are layering on new features but not all are building for long-term agility. The partners that win will be those who align with platforms that continue to invest in UX, analytics and integration – not legacy tech repackaged.”
Partners who streamline their stack will spend less time firefighting and more time growing
The fifth shift, according to Pillow, is fixed mobile convergence, which he says has been treated as an afterthought for far too long – a separate app, a workaround or a limited mobile client. “But that’s no longer sustainable,” commented Pillow. “Customers expect their mobile experience to match their desktop, and employers need control of mobile numbers, even when staff move on. True FMC is about native capability – provisioning, call presence, number retention and routing all delivered directly within the UCaaS platform without external dependencies. FMC is no longer a nice-to-have. It’s the new baseline for business control.”
The same principle applies to AI. While the hype continues, customers don’t want to talk about AI – they want it to quietly enhance what they’re already doing. “Call summaries, CRM tagging, conversation scoring and IVR scripting – these capabilities should feel invisible,” stated Pillow. “But they must also deliver tangible gains. Used well, AI opens the door to new revenue conversations, improved customer retention and smarter performance tracking.
Finally, the sixth shift, enablement, underlines that technology on its own won’t change anything. “The real transformation happens when people are equipped to use it,” commented Pillow. “That means helping sales teams become more consultative, investing in customer success capabilities and embedding insight into every interaction. We work with hundreds of partners and the ones pulling ahead aren’t those with better technology. It’s those that have trained their teams to use the tech, and have built models that let them stay close to the customer after the contract is signed.”
Just a minute with Mark Pillow...
Role model: My father. He ran a pub, and anyone who’s done that knows how relentless and difficult it is. Also, Bernie Ecclestone – having worked with Formula 1 years ago, the circus he built around it was fascinating.
What do you fear most?
Sea snakes. Particularly when diving!
One example of something you’ve overcome:
Being autistic. It’s shaped how I think, and probably how I lead too.
Best piece of advice you have been given:
However frustrating the day is always find something positive in it. And don’t take life too seriously.
Your greatest strength and what could you work on?
My strength is being able to find solutions to most challenges. But I could do better at knowing when not to find a solution – not everything needs fixing.
Tell us something about yourself we don’t know:
I enjoy making costume jewellery. It’s a creative outlet most people don’t expect.
What more do you want to see from vendors?
More integration. As a tech geek I believe integration is what separates future-fit products from just features.
Three ideal dinner guests:
Shaun Lock, a brilliant comedian; Bernie Ecclestone for an interesting conversation; and Margaret Thatcher, a transformative leader and arguably the best Prime Minister we’ve had. That would be a great evening!
If you weren’t in ICT what would you be doing?
I always dreamed of becoming an Imagineer at Disney.
Top tip for resellers:
Sell on value, not price.