After 25 years at the helm of TD SYNNEX in Iberia, Pauli Amat is preparing to step down on September 1, although he will continue to provide support until the end of fiscal year 2026. In a candid and in-depth interview, he reviews his career, the changes the channel has experienced, and his vision of the impact of artificial intelligence on society and business.

From Importers to Artificial Intelligence: The Evolution of the Channel

Amat began his career at a company that imported radiocommunication equipment for professional use. At that time, the Spanish ecosystem was based on importers representing specific brands. With the arrival of the personal computer and the universalization of technology, wholesalers emerged, and later resellers became more professional. "The channel transformed: from being single-brand resellers to having a full portfolio, adapting to end-customer demands," he recalls.

But if there is one change that stands out above all, it is speed. "We have gone from a normal speed to something dizzying. Now change is almost constant: channel policies, compensation systems, marketing funds... everything changes very quickly." And he adds with humor: "I hope the youth have a greater capacity than mine to adapt, because mine is already getting saturated."

The Generational Gap: Analog vs. Digital

Amat identifies the fundamental difference between his generation and Generation Z in the origin of their learning: "Young people were born into digital. For them, the world is ones and zeros. I learned by reading books; today they listen to audiobooks. We find it hard to understand certain digital things, and they find analog things hard."

This reflection connects with the challenge many technology companies face: integrating young talent without losing the experience of veterans. In team management processes, generational diversity can be an advantage if leveraged properly.

Why Do Giants Fall? Arrogance as an Enemy

Amat has seen companies that seemed invincible disappear. "When a company becomes arrogant, believing itself the best in the world, it tends to make mistakes: not accepting changes, not transforming, not anticipating." He cites BlackBerry and Nokia as examples, giants that failed to read the future. "It's not something intrinsic to our sector; it applies to any industry."

Three Historical Milestones of the Technology Channel

If he had to write a book about the channel in Spain, Amat would choose three milestones:

• The personal computer: IBM and Microsoft's innovation created the hardware and software that made the workplace productive.
• The data center: Enterprise computing enabled more complex processes and greater productivity.
• The cloud: Decentralization of infrastructure, with scalability flexibility without large investments.

And he adds a fourth: artificial intelligence. "There is no doubt that it is changing everything. It is probably the most important of all."

AI: Domination or Tool?

Amat shares a disturbing reflection: his son works at a hedge fund in New York where they no longer debate whether AI will eliminate jobs, but whether it will dominate us. "Yesterday I read that Claude Anthropic has discovered that 80% of its code is generated by agents. And they have found a core that filters content and decides things independently of what is asked."

This concern resonates with current debates on regulation and control of technology. Amat defends the need to set limits: "Europe is criticized for legislating, but if we don't start setting limits, we could run significant risks."

The Value of the Channel in the Age of AI

For Amat, the true value of the channel lies in specialization and the ability to integrate diverse technologies. "Manufacturers are becoming increasingly verticalized. To tackle a complex project, small and medium-sized enterprises will need someone to put the pieces together. That's where the channel will be."

This vision aligns with business process automation, where integrating different tools is key.

AI and Inequality: A Threat to the Middle Class

Amat issues a warning: "AI today does not benefit many people homogeneously, but rather large companies. They are increasing their capitalization immensely, already creating a lot of unemployment, and will create more." Unlike previous revolutions (steam, electricity), which helped build the middle class, this one could destroy it. "Society has not been able to legislate a redistribution of work and wealth."

Leadership, Ego, and Learning in Negative Cycles

Asked about the hardest thing to manage, Amat answers without hesitation: "Handling people well, helping them grow professionally." And he adds that ego is a trap. The toughest decisions, he says, are made in negative cycles: "That's where you learn the most. When everything is going well, everything is easy; if you make a mistake, nothing happens. In bad times, every decision counts."

Customers, for him, are the reason for the channel's existence: "Without customers, there is no reason to be in the channel. The channel makes no sense if there are no resellers, if there are no competitors."

The Future: Learning and Enjoying

With retirement in sight, Amat has no fixed plans. "Keep learning. Enjoy life, family, things I've never done." To those who say he will get bored, he replies: "If I get bored, I'll figure something out. But I'm not going to set tasks just in case."

His legacy remains: a vision of the channel as a collaborative ecosystem, where value lies in people and the ability to adapt. As he himself says, "Circumstances shape things, but always with the goal of doing it right and enjoying it."

Original source: ComputerWorld. Analysis and adaptation by ForgeNEX.