Some companies chase every trend that comes along. Renaissance Contingency Services Limited has taken a steadier approach—build genuine relationships, stay close to partners and let innovation grow out of real listening rather than novelty for its own sake. That philosophy shows up in everything from the evolving CyberExpoIreland event to a nine-venue MSP Roadshow built around meeting partners in their own backyard.
It's that consistent, people-first approach to innovation that's earned Renaissance Contingency Services Limited the 2026 GTIA UK & Ireland Innovative Distributor Award, recognised for its creativity, leadership and forward-thinking approach in shaping the direction of the global IT channel. Michael Conway, managing director, gives us some insight into what led to this honour.
What accomplishment or initiative are you most proud of that led to this award?
What I am most proud of is the way we continue to innovate around partner value. As a trusted VAD, innovation is part of our DNA—we are constantly reviewing what we offer to ensure it delivers real benefit to both our partners and their customers. Two of the best examples of that are the continued evolution of CyberExpoIreland and the success of our MSP Roadshow.
A strong example of this is the evolution of CyberExpoIreland, which has continued to grow and adapt in line with changes in the channel, the wider market and the cyber and compliance landscape. The innovation is not just in the event itself, but in the overall experience, the quality of what we deliver and the value we create for partners and the broader community.
I am also particularly proud of the MSP Roadshow. Delivering nine venues with six vendors at each was a major achievement. While roadshows are not new in themselves, our approach was different—highly interactive, locally focused and designed to introduce partners to innovative vendors tackling new and emerging threats. Meeting partners in their own backyard is incredibly important to us.
Ultimately, our business is built on relationships and reputation, and I am proud that these initiatives strengthened both while continuing to move the channel conversation forward.
Where do you see the IT channel heading right now, and what trends do you think will define the next few years?
I think the IT channel is going through a real shift in identity. Customers rely on technology more than ever, so they expect more from their IT partners too—not just products, but advice, resilience, security and someone who can help them make sense of a fast-changing world. At the same time, many of the people who built channel businesses are reaching a similar point in their journey, which is bringing real questions around growth, succession, acquisition and exit.
Cybersecurity and compliance are also no longer side conversations—they are right at the centre of what customers care about. Add to that the continued squeeze on traditional margins, and it is clear why the channel has moved so strongly toward the MSP and ITSP model. Recurring services, closer relationships and outcome-led support are no longer nice to have; for many, they are essential.
Over the next few years, I think that trend will continue, but the market will become more mature and more demanding. The businesses that do well will be the ones that stay close to their customers, build genuine expertise, embrace automation and AI sensibly, and keep evolving rather than relying on how things used to be done.
So, for me, the channel is not disappearing—it is growing up. And like most growth, it is exciting, a bit uncomfortable and probably good for us in the long run.
What keeps you or your team motivated to keep innovating and leading within the GTIA community?
What keeps us motivated is that no two years in this industry ever look the same—and, truthfully, we like it that way. In a business like ours, standing still is not really standing still at all; it is falling behind. That is why change is not something we simply react to—it is something we actively embrace and, wherever possible, help to drive. It is a core part of our culture and a major reason we believe we continue to lead within the GTIA community.
Change keeps us sharp. It keeps us curious and it stops us ever getting too comfortable. The threat landscape is constantly evolving, with AI accelerating the speed and sophistication of cyber risks. At the same time, solutions are changing, customer expectations are shifting and MSPs themselves are evolving in response to new commercial, technical, and compliance pressures. To stay relevant, we have to keep moving too.
That mindset is what pushes us to keep innovating—not for the sake of change itself, but to make sure we are always delivering more value to our partners, our vendors and the wider community. For us, change is not a challenge to manage. It is the energy behind how we grow, improve and lead.
What's a lesson or unexpected insight you've picked up through your work with GTIA?
The biggest insight for me has been that community only works when it is genuinely lived, not just talked about—and GTIA does live it. Working with the GTIA team has been an excellent experience. Their enthusiasm, professionalism and commitment to the community have stood out from the start. What has been especially impressive is that the sense of community is not just something spoken about—it is something they actively create and sustain.
Many organisations can look engaging from the outside, but once you become involved, the experience can sometimes feel far less active or connected. That has not been the case with GTIA. There is a real sense that people want to participate, contribute and support one another, which makes the community feel authentic and valuable. That openness creates better relationships, more honest conversations, and a stronger sense that everyone benefits when people genuinely engage.
What impact do you hope your work has on the industry — or on the next generation of channel leaders?
The impact I hope my work has on the industry—and on the next generation of channel leaders—is to remind people that, for all its growing scale and professionalism, this is still a people business.
The world has become increasingly corporate, and while I understand and respect that, business is ultimately about humans looking after humans. If there is one impact I hope I have had, it is showing that this industry works best when people back each other, develop each other and remember that success is still a human endeavour.
One of the things I am most proud of personally is seeing people grow into roles or levels of confidence they may not have believed were possible for themselves. Helping people develop, backing them, and giving them the support to succeed is one of the most rewarding parts of leadership. That kind of progress only happens when you invest in others and make time for them.
I also think it is important to remember that a bit of fun matters. Professionalism is essential, but culture matters too. People do their best work when they enjoy what they do and feel part of something positive. Corporate is fine—but a sense of humour, some energy and a bit of fun can go a very long way. After all, nobody ever said, "That quarterly review really brought the room to life."
See the full list of 2026 UK & Ireland Spotlight Award Winners.
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