This Q&A was draw from Oxygen 250, which profiles the 250 largest UK IT solutions providers of IT Channel Oxygen’s radar. See Ampito profile here.
It’s been two years since you joined Ampito as CEO. How has the business changed in that time?
[It’s about] our desire to be much more considered about how we engage. This can be with our strategic vendors and partners, our customers, and most importantly with our team.
Ampito’s calendar 2022 accounts show revenues rising double digits. How did 2023 pan out?
The final numbers are not in yet as our year has just closed out. My instinct tells me that the results will be varied, with some amazing wins in terms of customer contracts and general business metrics balanced with some areas where we would have liked to do better. These ‘must-do-better categories will only serve to fuel our desire to do better in 2024 and we are in the process of finalising our targets, with some pretty aggressive stretches.
What was the high point for the business in 2023?
In 2023 we have renewed almost all our managed services customers for multi-year terms – some increasing in scope significantly. Ignoring all other factors and KPIs, this to me is an indication of the depth of the relationships we have.
What are your investment priorities for the next 12 months?
We need to ensure we have the right team, with individuals who want to be part of the Ampito journey for the coming years. We are not a huge business so every member of the team counts.
We started our apprentice programme in 2023 and will look to leverage it more moving forward. Giving opportunities to young people who normally would not be considered for me is key in conjunction with investment in those wishing to return to the workplace after parental leave or sabbaticals. Diversity of experiences will be key.
