AVN: For those who don’t know you yet, how would you describe yourselves in three words each?
“After a period of many iterations:
Jon – Challenging | Strategic| Future focused (although Jane will roll her eyes at that one!).
Jane – Energetic | positive | up for a challenge (well I do work with Jon every day!)”
AVN: What’s the story behind Blue Touch Paper — where did the spark come from, and why that name?
“‘Light the Blue Touch Paper and stand well back’ Everybody has heard of that phrase – right? Well apparently, not (it actually refers to the early days of explosives around the time of The Gun Powder Plot when the explosive materials were very unpredictable), but here comes the unintended consequence, we get to explain the meaning behind our consultancy, many times over ‘igniting opportunities and accelerating the business’.”
AVN: You both had successful careers in the AV/UC industry before this. What itch wasn’t being scratched that led you to launch BTP? “Isn’t it everybody’s dream to work for themselves? It’s about time we used our diverse experience built in the last 30 years, growing distributor and vendor businesses through channel, to deliver a business that we are extremely proud of, free from corporate restriction or safety net”.
AVN: Any “creative disagreements” worth sharing?
“We are always bickering, but we get on extremely well – like an old married couple with the benefit of not living together!”
AVN: If Blue Touch Paper had a mission statement that fits on a T-shirt, what would it say?
“Actually, BTP doesn’t have a mission statement, but we do have 4, very strict rules (especially the last one!):
We only work with people we like.On projects that we believe in.Where we can exchange high levels of value.
And have fun! We love the idea of putting these on a T-shirt – watch out ISE!”
AVN: You talked about “igniting opportunities and ideas” — but what kinds of ideas light your own fuse?
“This is the core of why BTP was created. We both love working with businesses to develop strategic plans that create, build and scale brands, especially expanding through and with channel partners.”
AVN: Many consultancies claim to help ‘transform businesses.’ What’s different about the BTP slant?
“Transforming is a very BIG claim – we bring real-world channel experience and external insight, something that is difficult to find from within an organisation or spreadsheet to help design, validate, and execute go-to-market strategies that engage partners and deliver results.”
AVN: How do you balance ‘big vision thinking’ with the messy reality of implementation and how does your approach change?
“Actually, both of us enjoy ‘rolling up our sleeves’, creating strategies, talking to stakeholders and delivering transformative programs and ultimately challenging the status quo. Because the BTP style is very informal (some may comment that it can be a little irreverent), one thing you can be sure of, we will always give our honest opinion.
AVN: What are the questions Blue Touch Paper helps answer?
“We all sound the same – how do we stand out?” Brand positioning, value prop clarity and well defined GTM. “Are our GTM plans going to deliver the required outcomes?” Review and validate existing strategic plans against current market and channel conditions.
“Do we have the right supply chain partners and programs?” Map supply chain landscapes comparing the GTM and partner programs and execution strategies.
“What do our partners need?” Trend analysis, deep dive into geographic and target market differences combined with practical recommendations in a quarterly report with personalised interpretation (Channel Pulse).
What are the problems BTP solves?
Channel disconnects BTP bridges that gap to ensure vendor programs resonate with distributors/resellers.
Strategic paralysis Leadership teams know they need to transform but don’t know where to start. BTP provides frameworks, clarity, and momentum.
Industry noise In a market full of jargon and ‘me-too’ claims, BTP helps organisations cut through with authentic, simple messaging. Execution gap Turning “big vision” into actionable programs that teams can actually deliver and measure.
AVN: Many consultancies fall into the trap of making pricing sound like a lawyer’s invoice (billable hours, increments, etc.) – what’s your secret?
“We keep it simple. We don’t believe in hidden extras or overcomplicated fee structures. Our charging model is transparent and tailored to the scope of each engagement, whether that’s a one-off workshop, a defined project, or ongoing advisory support. Clients know exactly what they’re paying for, and more importantly, the value they’re getting.”
AVN: You’ve known each other a long time. What’s the secret to working together without throttling each other?
“Being passionate about the business and industry, we often both have slightly differing views, however the ultimate output is always better then where we started, after a period of debate. This is very often achieved over a G&T or glass of Malbec.”
AVN: The AV/UC industry can sometimes be seen as slow to adapt. What’s your message to those stuck in ‘comfort mode’?
“We have recently released our Channel Pulse Survey results detailing the 8 business workflow areas, which explores this exact subject. Simply, in a time of change accelerating faster that we have ever experienced, the industry needs to embrace and lead on all things data and AI, covering the entire business workflow. End users are looking for their partners to deliver a complete solution to their business challenges, working through platform with the red thread of data and AI.”
AVN: You’ve created the Channel Pulse program. Why is industry feedback so important, and what’s been the most surprising trend you’ve uncovered so far?
“Supply chain partners need to understand the opportunities and challenges, encountered by their channel partner community and whilst they may receive this feedback through their internal teams; this is sporadic at best, and maybe ‘selective’ by nature. We felt there was a real need to collate and deliver real world information directly from our Channel Advisory Board members, a global community of industry leaders, back to vendors and distributors to help shape and course correct go to market and product strategies.”
AVN: If you had to pick one future “big bet” for the industry — what would you stake your money on?“AI is going to impact our industry deeper and quicker than we can ever imagine.”AVN: Quick fire round;
Let’s find out more about your personalities?
Who’s the optimist and who’s the realist?
Jon – Optimist / next shiny thing / next new business strategy and idea.
Jane – Realist / but can also get swept away by the new shiny gadget too
Spreadsheet wizard or Post-it note chaos?
Jane – neither, trying to re-train myself to use CoPilot.
Jon – I love a list, more specifically ticking off the tasks!
Who’s more likely to be late for a meeting?
Jane
Who sends the longer WhatsApp messages?
Jon (and more frequently)
Who’s more likely to get recognised at an AV industry event?
Jon, BUT recognised as Jeff Bezos.
Future of Blue Touch Paper
AVN: You’ve worked with vendors, distributors, and resellers alike. What’s next on the horizon for BTP?
“We would love to continue to play a pivotal role in our industry delivering real change in the meeting space, moving from communications to true and effective collaboration. It is a privilege to work with many innovative vendors and distributors, and it is our belief that we are entering a new era of tech that deliver seamless experiences, through immersive environments and AI.”
AVN: Finally: if you could ignite one big change in the AV/UC industry tomorrow, what would it be?
“Our industry is in transition from product to workflow, from Capex to Opex, from siloed features to platform ecosystems. Resellers and vendors need to redefine their businesses, roles, skill sets, and go-to-market strategies. THE CHANGE – forget the past, build a business for the future, because the future is now!”
