Aug 11, 2026 · 33 min · 11 segments
This episode’s a big one: we’re going all in on partner trust as we’re joined by Stacey Ellwood, our Head of Partner Success. We’ll discuss why trust it’s important, how to build it, and the impact…
Stacey ElwoodGuestBen ShoesmithHost
I think some of the key barriers that we face with an organisation of our size is a bit of the way we're set up.
Some of our historical focuses as well will have meant that there's a certain way of doing things, sort of some structural or organisational barriers, if you like, to bringing that collaboration together that we just talked about.
And I think... whilst we will always try and push those, there is a natural sort of comfort sometimes in some of those processes and ways of doing things.
And what we're trying to do as a team is actually look at the way we do stuff and what could we do differently in that process? What could be something that we could change to support the customer? What could be something that we do differently or that we challenge? Or if we're bringing something new to the market or a new way of doing things, what does the customer experience actually feel like for that? Live our partner's shoes.
And if they are using a new interface, for example, we really need to make sure that we've tested that partner journey and that it gives them what they need.
But I think in terms of where we are with fixed wholesale, I've never seen an organisation so clearly aligned behind its corporate strategy before.
And I think you can really see it as well in a really connected, joined up leadership team across Diego's organization, which has been really refreshing, I think.
I've never seen it in any organization I've worked in where the aims of what we need to achieve are so clear.
And I think that what that's doing is really helping us to break down barriers, break down silos, but also bring the partners priorities and interests to the fore because everyone is getting behind those really, really clear aims.
So in the sort of wider organization of fixed wholesale and customer delivery, we have got our delivery colleagues sitting within the same sort of structure as us and bringing that collaboration across.
We speak to our field teams and have those connections there because they're the guys who are out fixing our networks and expanding our networks.
And it's really key that they understand the impacts that they could potentially have on our partners in life service.
If, you know, we're pulling a node out, we need to know why and where and what's happening.
I think some of the key barriers that we face with an organisation of our size is a bit of the way we're set up.
Some of our historical focuses as well will have meant that there's a certain way of doing things, sort of some structural or organisational barriers, if you like, to bringing that collaboration together that we just talked about.
And I think... whilst we will always try and push those, there is a natural sort of comfort sometimes in some of those processes and ways of doing things.
And what we're trying to do as a team is actually look at the way we do stuff and what could we do differently in that process? What could be something that we could change to support the customer? What could be something that we do differently or that we challenge? Or if we're bringing something new to the market or a new way of doing things, what does the customer experience actually feel like for that? Live our partner's shoes.
And if they are using a new interface, for example, we really need to make sure that we've tested that partner journey and that it gives them what they need.
But I think in terms of where we are with fixed wholesale, I've never seen an organisation so clearly aligned behind its corporate strategy before.
And I think you can really see it as well in a really connected, joined up leadership team across Diego's organization, which has been really refreshing, I think.
I've never seen it in any organization I've worked in where the aims of what we need to achieve are so clear.
And I think that what that's doing is really helping us to break down barriers, break down silos, but also bring the partners priorities and interests to the fore because everyone is getting behind those really, really clear aims.
So in the sort of wider organization of fixed wholesale and customer delivery, we have got our delivery colleagues sitting within the same sort of structure as us and bringing that collaboration across.
We speak to our field teams and have those connections there because they're the guys who are out fixing our networks and expanding our networks.
And it's really key that they understand the impacts that they could potentially have on our partners in life service.
If, you know, we're pulling a node out, we need to know why and where and what's happening.
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