As the UAE and wider GCC accelerate their digital transformations, the role of the security partner is shifting from a traditional fulfillment provider to a high-value strategic consultant. With customer environments now spanning complex hybrid clouds and AI-driven workspaces, the demand for deep technical expertise and managed service capabilities has never been higher.
In this exclusive Dubai Diaries feature, Prashant Menon, Channel Leader, UAE at Check Point Software Technologies, explores the evolution of the regional channel ecosystem. From incentivizing business outcomes over simple activity to helping partners overcome the “reactivity trap,” Menon unpacks how Check Point is empowering its partners to lead with trust, master the AI transition, and capture sustainable margins in an increasingly competitive market.
Which partner types are you betting on most in the UAE/GCC right now—resellers, MSSPs, GSIs, cloud partners—and why?
VARs and System Integrators have historically been the backbone of our business and remain highly relevant today. They bring strong local relationships and deep implementation capabilities.
In recent years, we’ve also seen increasing momentum with cloud and technology partners, particularly around co-selling and co-marketing initiatives. MSSPs are another key focus area, especially those that can white-label or embed our services into their own managed offerings.
As customer environments expand across hybrid networks, digital workspaces, and cloud platforms, partners that can combine deployment expertise with managed services capability are becoming even more relevant.
What’s changed in your channel strategy in the last 12 months?
The biggest shift has been moving from pure product-led selling to a more value-driven and consultative approach. Customers are looking beyond technology features. They want guidance around AI adoption, risk management and managing increasing complexity in their environments. That means partners need to evolve as well. There is now a strong focus on working with AI-skilled partners who can clearly articulate use cases, address security and governance challenges and connect technology to real business outcomes.
Where do partners actually make the best margin with you today—new logos, renewals, managed services, or attach (e.g., SOC, MDR, training)?
It’s a combination of all of the above. As a 100% channel-driven organisation, we provide strong incentives for landing net-new customers, alongside structured retention programs that support renewals and long-term account growth. Our program also offers predictable discount levels, giving partners clarity and margin protection as they scale. Beyond product sales, partners can expand profitability through service-based offerings — including managed security services and white-labelled capabilities — particularly through tracks such as MSSP and collaborative support programs. Partners that combine new customer acquisition with renewals and service-led engagement typically achieve the strongest and most sustainable margins.
What incentives are you using to reward outcomes, not activity?
Our revamped partner program is designed to reward measurable business outcomes — not just pipeline activity. We provide additional rebates for partners and distributors who bring in net-new logos, reinforcing a clear focus on customer acquisition and market expansion. Beyond that, partners who invest in technical skills and specialisations unlock additional discounts, directly linking capability development to commercial advantage. Tier progression within the ecosystem is also tied to both revenue performance and skill attainment. In other words, partners advance not simply by participating, but by demonstrating growth, expertise, and customer impact. The objective is to align incentives with long-term value creation — rewarding partners who expand their footprint, deepen competencies and deliver stronger security outcomes for customers.
If a partner is competent but not winning deals, what do you do differently—technical enablement, joint account planning, demo environments, partner-led workshops?
In many cases, it’s not a lack of technical capability. Partners may have the right skills, but the challenge can lie in messaging and positioning — helping customers clearly understand the value being delivered.
Equally important is engaging the right stakeholders within the customer organisation. Security decisions today involve multiple personas, and success depends on aligning the conversation to the right audience at the right level.
We address this through structured joint business planning, collaborative account planning, and shared customer engagements. By working closely together in the field, partners gain practical insights they can replicate independently. Ultimately, the most successful partners are proactive — not reactive. Those who take initiative, anticipate customer needs, and build long-term trust consistently outperform in the market.
What assets have the highest conversion impact in this market?
The assets that drive the strongest conversion are those that make partners situation-aware and commercially confident in front of the customer. Objection-handling tools — including competitive intelligence, positioning guides, and ready-to-use marketing materials — are critical in active sales cycles. They allow partners to address concerns clearly and differentiate effectively. Industry-specific use cases and customer case studies also play a significant role. When prospects see relevant deployments within their own sector, credibility increases and the conversation shifts from features to outcomes.
Finally, ROI and TCO frameworks tend to have the highest impact at the decision stage. When customers can quantify value, risk reduction, and operational efficiency, it accelerates final approval and budget sign-off. In short, the highest-converting assets are those that combine technical depth with commercial clarity.
Partners carry multiple security vendors—so what makes them lead with you in real customer conversations?
It comes down to trust, profitability, and predictability. We invest time in handholding partners during the early stages until they are fully comfortable. Executive-level involvement ensures alignment when there are investments in time and resources. Transparency in deal registration, minimal channel conflict, and strong profitability through incentives all build confidence. We also provide flexibility for partners to attach their own services where relevant. When partners see a clear commercial model, strong support, and consistent engagement, they are more inclined to prioritise us in competitive situations.
What are the top 2–3 deal killers you’re seeing in the region (budget, skills gap, integration, compliance), and how are you helping partners overcome them?
The most common issue we see is reactivity instead of proactivity. When partners engage too late in the sales cycle, the conversation is already shaped by competitors or reduced to price comparison.
Another challenge is insufficient technical depth for complex projects. Customers today expect partners to demonstrate clear expertise and confidence, particularly in multi-domain or transformation-led security initiatives. If that capability is not evident, trust erodes quickly. Poor deal qualification is also a recurring factor. Without a strong understanding of the customer’s use case, budget clarity, and decision process, opportunities stall or collapse late in the cycle.
Success in a competitive market comes down to being in front of customers early — educating them, understanding their environment, and creating tangible value before procurement discussions begin. That is why we focus heavily on partner training, joint customer engagements, and structured execution support to ensure partners are positioned to win from the outset.
