SYNNERGY

Celebrating Innovation and Thoughtful Leadership

SPRING | 2018

EXECUTION IS THE
KEY TO EXCELLENCE
Inside this issue

WESTCON-COMSTOR AMERICAS 11
JOINS SYNNEX

FIRESIDE CHAT 21
MITCHELL MARTIN & SIOBHAN BYRON
ABOUT

SYNNERGY
SYNNERGY is an internal publication,
designed to inform associates of newsworthy
developments at all SYNNEX divisions and
locations worldwide, and to share key strategies
and insights. Its contents should not be shared
outside SYNNEX.

SYNNERGY magazine celebrates innovation and

thoughtful leadership, inspiring all associates to be
on a continuous quest to think differently and to
drive common goals of the company.
3
An electronic copy is available on the Intranet.

SYNNERGY TEAM
Editorial and Creative Direction:
Janis Hodgins

5
Creative Production:
Tulip Graphics
Printed by:
Concentrix

For feedback and suggestions on topics, please

WESTCON-COMSTOR
email synnergy@synnex.com.

AMERICAS
CORPORATE HEADQUARTERS JOINS SYNNEX
44201 Nobel Drive, Fremont, CA 94538
510-656-3333
www.synnex.com
11
©Copyright 2018 SYNNEX Corporation. All rights reserved.

1 SYNNERGY | ABOUT US
 WHAT’S IN THIS ISSUE

3 DENNIS POLK -
SOLVING EXECUTION IS THE KEY TO EXCELLENCE

ONE PROBLEM
5 PETER LAROCQUE -
LEADERSHIP EXCELLENCE

AT A TIME 7

SYNNEX TECHNOLOGY SOLUTIONS
WESTCON-COMSTOR AMERICAS
11 WHY ATTENTION TO DETAIL MATTERS
13 JYLLENE MILLER - LEADERSHIP

16
EXCELLENCE AT CONCENTRIX
15 CUSTOMER ENGAGEMENT
IS KEY TO BUSINESS SUCCESS
16 SOLVING ONE PROBLEM AT A TIME
19 RISING TO THE CHALLENGE
21 FIRESIDE CHAT WITH MITCHELL
MARTIN AND SIOBHAN BYRON
23 PROFESSIONAL DEVELOPMENT
25 COMPANY FINANCIAL REVIEW
26 HUANG LEADERSHIP
A FIRESIDE DEVELOPMENT SCHOLARSHIP
29 CORPORATE SOCIAL RESPONSIBILITY
CHAT WITH 30 FAREWELL TO KEVIN
MITCHELL MARTIN &

21
SIOBHAN
BYRON
CONNECT WITH US

25 HTTP://SYNNEX.COM/GLOBAL/
SOCIALCOMMUNITIES/

INSIDE THIS ISSUE | SYNNERGY 2

 IS THE KEY TO EXCELLENCE
DENNIS POLK, PRESIDENT AND CEO, SYNNEX CORPORATION

You may have heard the theory that, when buying real
estate there are three important things to consider,
“Location, Location, and Location!” A similar theory
can easily be applied to running a successful business.
The three important things to focus on are
“Execution, Execution, and Execution!”

This is my first article for SYNNERGY as CEO

and I believe that excellence in execution is an
appropriate theme as it is a theme which is
applicable in every aspect of our business,
regardless of title, role, business unit, or
project. We can all make SYNNEX more
successful by focusing on execution every
day in every task. Our recent transition
from Kevin’s leadership is a good
example of a well-executed corporate
event. Transition in any aspect of
business is all about execution and
our teams executed well over the
last few months, setting up a smooth
transition from Kevin to myself.
3
At SYNNEX, one of the main reasons we have
achieved success over our 37 year history
is that we have been able to “out execute”
our competitors.
Given the current size of our company and our
international footprint. All of our constituents;
associates, customers, vendors and shareholders
assume, based on experience, that we are
best in class in execution in all aspects of our
business. While we are very good at running our
business, there is room for improvement in many
disciplines. We can’t fall into the trap of resting
on our laurels or assuming that our past success
will automatically translate into future success.
I’d like to focus on a few areas where focus on
execution is going to be extremely important to
contributing to SYNNEX’ future success in the
ever-changing marketplace:
MANAGEMENT OF OUR TEAMS:
Our associates are the most important asset of our
company. Team management is one of the most difficult
skills to consistently execute at a high level. At SYNNEX,
we have many indicators to tell us that we are executing
well in this key area: longevity of associates, a very high
percentage of senior leaders who have been promoted
from within the company; and good scores on surveys and
feedback sessions. However, we know we can achieve
an even higher level of excellence in execution of team
management. Things to focus on include: insuring time
is spent 1:1 with team members; understanding the goals
and career aspirations of team members; conducting
group feedback sessions and being open to suggestions
to maximize team performance; and thorough and well-
thought-out hiring processes for open positions. Continued
attention to these aspects will insure excellence in
execution in this most significant area.
ENSURING HIGH TOUCH
CUSTOMER AND VENDOR SERVICE:
We have a model that strives for individual attention
to our customer and vendor partners. This model has
been embraced by our customers as they experience
that our strong relationships result in stellar execution of
our market-facing activities on their behalf. This focus
on frequent and open communication has given us an
edge over our competitors and is often mentioned by our
customers and vendors as exemplary. We must continue
our focus on this area and strive to exceed customer and
vendor expectations in a market where competitors
are sure to work towards replicating our model.
EMBRACING THE SYNNEX "EXECUTION CULTURE":
The culture of our company has been a key aspect of
our success. Two unique elements of our culture of
execution have been our ability to successfully compete
with entities two and three times our size and our aptitude
for identifying, acquiring and integrating new businesses
without the need for any significant assistance from
outside sources. Both of these elements require constant
excellence in execution in all aspects of our business
including, but not limited to, sales, vendor management,
operations, services, and human resources. As SYNNEX
grows, there is an ongoing challenge to make sure our
associates understand these models and the concept
that competing with larger companies and constantly
striving to grow our business through acquisition and
integration are necessary to our continued success and
that excellence in execution across the board will be the
basis for continued growth.
WINNING THE BIG OPPORTUNITIES:
Directly linked to our SYNNEX model of competing with
entities larger than our company is the requirement that
we win the large customer and vendor opportunities.
Winning large deals is all about execution. From the initial
RFP response to final proposals and face to face pitch
meetings. Being “excellent” through the process drives
positive results and ensures that SYNNEX will receive
(and win!) future bids. This is an area where excellence
in execution is a 100% team effort and where results are
often immediate – everyone involved must execute at an
extremely high level and the wins, when they come, are
tangible. We pride ourselves on execution in this regard
and must continue to maintain and improve on our level of
execution in this key area.
These are just four of the hundreds, if not thousands, of
aspects of our business that require excellence in execution
each day. The basic, most fundamental areas to execute in
are just as important as the most complex.
“ WHAT IS KEY IS THAT WE
CONTINUALLY CHALLENGE AND
IMPROVE HOW WE OPERATE,
MANAGE, AND ENGAGE SO
THAT WE CONTINUE BEING THE
COMPANY THAT CUSTOMERS AND
VENDORS USE AS THE EXAMPLE OF
EXCELLENCE AND COMPETITORS
TRY TO BENCH MARK. ”
EXECUTION | SYNNERGY 4
 BY PETER LAROCQUE, PRESIDENT, TECHNOLOGY SOLUTIONS, NORTH AMERICA

The theme of this issue of SYNNERGY Magazine is

execution, and the timing could not be more perfect.
With the acquisition of Westcon-Comstor Americas now
complete, SYNNEX has set the stage to advance to the next
level of technology expertise. Execution is now key.

5
At SYNNEX, execution is part of our
heritage. I remember an Intel meeting
I attended with SYNNEX founder Bob
Huang more than 20 years ago. Intel
was back then and is today a hugely
successful company. The meeting’s
keynote speaker was the late Andy
Grove, who led Intel during its
transformation into the world’s largest
manufacturer of semiconductors. Intel's
strategy focused on speed to market,
customer satisfaction, and efficiency.
During a Q&A, Bob asked Andy how Intel
continued to execute when it already
produced tremendous results, had a
high market share and delivered new
markets. Andy looked around the room
for a minute before saying,
“ EXECUTE OR BE
EXECUTED.”
–Andy Grove, Intel
While it may have sounded a bit harsh,
Andy’s answer reiterated what we at
SYNNEX all know. Every day we have
to be a better operational company
than our competitors. The principles
Andy talked about that day — speed
to market, customer satisfaction, and
efficiency – are the same principles
we have at SYNNEX.
Our acquisition of Westcon-Comstor Americas creates
enormous opportunity. There is minimal overlap between
Technology Solutions and Westcon-Comstor on the
product side and limited overlap on the customer side.
Westcon-Comstor Americas deepens our capabilities
and line card in the attractive security, UCC and
networking markets.
Last quarter, Westcon-Comstor grew more than 10
percent. After the integration is complete and we are
operating under one system, we are confident we will
grow even more.
Integrating systems is nothing new for SYNNEX. The
acquisitions of PCW, New Age Electronics, and Supercom
have made us incredibly efficient at it. Part of the
execution is mixing the best of SYNNEX and the acquired
company’s cultures. A key reason we’ve been successful
in previous integrations is we use best practices.
Nate Herz, Vice President Business Operations for
SYNNEX, is taking the lead on the integration of Westcon-
Comstor. But he’s not the only one working on it. It takes
tremendous effort, communication, and flat-out execution
by many to get the job done. We have every confidence in
this team. They have never let us down.
We cannot forget, though, that during the integration,
we have got to continue to produce results. If you don’t
perform, you lose momentum and customers suffer. We
can’t let that happen. Strive to do your best every day,
and in everything you do. When errors or misses occur,
and they do, don’t get caught up in it, recover from it.
Have a sense of urgency if you let somebody down. Fix
the problem. Show you are there and you care.
“ EXECUTION IS NOT
JUST A PROCESS.
IT IS AN ATTITUDE.”
LEADERSHIP EXCELLENCE | SYNNERGY 6
SYNNEX TECHNOLOGY SOLUTIONS

WESTCON-COMSTOR
AMERICAS
JOINS SYNNEX
With this issue of Synnergy we welcome the latest
and largest-ever addition to our enterprise: Westcon-
Comstor Americas. A strong network of specialty
resellers and approximately $2.5 billion in annual
revenues, Westcon-Comstor's acquisition sets the stage
to bring both organizations to a wider market, with more
comprehensive technology solutions.

7
The word most linked with this news has
been "complementary." WCA's and SYNNEX
Technology Solutions' combined vendor
relationships, geographies, and solution
sets fit together like puzzle pieces, forming
a picture rich with opportunities. Andrew
Warren, WCA's Executive Vice President,
North America, drills down into specifics,
below. And for an on-the-scenes look into
the WCA's huge Latin American region,
we asked Otavio Lazarini Barbosa, WCA's
Executive Vice President, Latin America, to
report from the Connect reseller's conference
he hosted in Rio De Janeiro last October.

Better Together—Blending Businesses Create New Opportunities

ANDREW WARREN, EXECUTIVE VICE PRESIDENT, NORTH AMERICA, WESTCON-COMSTOR AMERICAS

Through this acquisition, SYNNEX and Westcon-Comstor Americas

both gain great resources with which to execute on growth,
precisely where we see the most activity in today's IT landscape.

LET'S START WITH TECHNOLOGIES: THEN THERE'S GEOGRAPHIES: HOT-LINKING TO SALES

The new vendors that Westcon-
Comstor brings to SYNNEX
Technology Solutions' line card are
stars in the hot areas of unified
communications (UC), networking,
data center optimization, and
security. Our Comstor arm is an
end-to-end Cisco business practice
long sought by SYNNEX partners.
Security vendors coming with WCA
include Palo Alto Networks, F5
Networks and FireEye.
WCA's partners, in turn, now can
draw on SYNNEX’ historic dominant
position with HP Enterprise,
and with names like Lenovo and
Microsoft. They also gain access
to deep relationships in specific
verticals, and better access to
public cloud, storage and enterprise
computing. End result: partners in
both companies sell to industries
they may not have sold to before,
and go to market more quickly.
market spaces: how well we blend the SYNNEX and Westcon-
Westcon-Comstor Americas REPS FOR NEW VENDORS:
introduces SYNNEX to the vibrant SYNNEX' core
Latin American market, growing at a competencies
rapid clip. (Frost & Sullivan predicts across our
a LATAM GDP of $7.3 trillion by technology
2025, of which Brazil and Mexico segments
will account for nearly 45%.) The enable
acquisition also buys a 10-percent us to
stake in Westcon-Comstor EMEA and serve as an integral
APAC businesses. Westcon-Comstor's part of vendor’s go-to-market
Global Deployment Solutions strategy. And our educational,
(GDS) program supports resellers advisory and peer partnering services
in successfully executing multi- help resellers find or grow the
country rollouts, helping navigate missing pieces in their own skills
international trade regulations by and toolsets. This means that if a
providing expertise in global trade partner working with his sales rep
processes, compliance, customs at SYNNEX has an opportunity with
and duties. Palo Alto Networks, he can be hot-
linked to the sales rep in Westcon-
Comstor who's been living and
breathing Palo Alto products
for years.
“ Three things define how we will succeed in our respective
Comstor businesses, the speed in which we do it, and
how well we continue to manage the customer experience
throughout the process. All three are about execution. ”

SYNNEX TECHNOLOGY SOLUTIONS | SYNNERGY 8

 CROSS-SELL PROGRAM
SYNNEX Technology Solutions and Westcon-Comstor
America’s associates have hit the ground running with a
“Cross-Sell” program that has enabled associates to start
selling each other’s respective linecard immediately after
the close of the acquisition.
We are taking both a proactive and reactive approach
in meeting the needs of end customers across our
complementary product lines. For example, Comstor
sees one of the largest opportunities in recruiting and
enabling SYNNEX Technology Solutions’ current 8,000+
SMB resellers to grow Cisco lines. At SYNNEX’ Inspire
Conference this October, one of Cisco’s senior distribution
executives was particularly excited to see the level
of engagement and commitment of SYNNEX’
existing resellers.
At Connect, Rio de Janeiro, Westcon-Comstor Shows Its Strengths to SYNNEX
OTAVIO LAZARINI BARBOSA, EXECUTIVE VICE PRESIDENT, LATIN AMERICA, WESTCON-COMSTOR AMERICAS
We at Westcon-Comstor Americas (WCA)
held our second annual Connect
LATAM 2017 Conference in Rio de
Janeiro October 9 to 12, 2017.
An event much like SYNNEX'
long-running Inspire
Conference, Connect
is held for WCA's
global IT solutions providers and their Latin
American sales channels. The big news there,
of course, was our new status as a SYNNEX
company. Over 350 attending executives got
an introduction to the complementary strengths
of our combined organizations.
Chief Operating Officer Dennis Polk welcomed WCA as
a new part of a very large and financially stable name in
global IT distribution, with all the new access to markets
and resources that implies. To expand on that promise,
he introduced IDC analyst Jay Gumbiner and Frost &
Sullivan's Jayme Faria to share their research on regional
IT trends, giving our employees and partners facts we
can use to identify, meet, and best, create opportunities
through innovation.
9
The excitement was mutual; resellers echoed their
enthusiasm for purchasing Cisco through SYNNEX. It
was clear that SYNNEX' relationship with customers runs
deep, and their loyalty to buy from SYNNEX undeniable.
By the same token, WCA's expertise in the complexities of
the Cisco business makes Comstor an invaluable asset to
SYNNEX TS resellers and aligns with SYNNEX’ strategy of
helping partners grow and transform themselves.
Too often, we hear our resellers tell us, 'I didn’t know you
did that.' Given the pace markets are moving, partner
companies just can’t do it on their own. But they don't
have to; they have to know that we’re here to guide
them. Our execution challenge for 2018 is to make our
resources known across both distributors' partnerships.
My message to them is to challenge us. Leverage our
SYNNEX ecosystem. Just let us know about
your opportunity.
LATIN AMERICA'S IT
SHIFTS SOUND FAMILIAR
TO NORTH AMERICANS
As IDC showed us, the Latin American market is already
well underway in deployments of cloud computing, social
technologies and mobile applications. Big data analysis
and Internet of Things, however, are two areas in which
IT buyer awareness runs far ahead of usage, giving us
entrees to productive customer discussions. As in North
America, opportunity is also shifting from on-site, internal
data centers to the "smart" virtual data centers that host
the applications of enterprises and service providers alike.
Server sales will lose revenue share to server management
and orchestration software, as enterprises get tools to
manage hybrid, internal and external IT infrastructure.
This comes as good news to new and old SYNNEX
partners, as Cisco, F5 and Palo Alto Networks—vendors
that WCA brings into the line card—sit firmly in
this space.
In his presentation, Frost & Sullivan's Faria
described the adaptations that will make the
difference between surviving and thriving in the
coming partner ecosystem. Among them: a switch
from solo to multi-partner, collaborative proposals;
from generalized IT offerings to specialization; from
products to recurring-revenue services, and from
deals to relationships. Again, the good news for
partners is access to SYNNEX' expertise in a broader
range of IT solutions and their vertical applications,
allowing them to serve their customers as trusted
advisors in turn.
Perhaps most important, these transformations
must be informed by a thorough understanding of
customers' businesses and the priorities of their
line-of-business executives, who have won IT
purchasing influence away from CIOs.
SECURITY A TOP CONCERN
AND A WESTCON-COMSTOR
CONCENTRATION
As elsewhere, security dominates Latin American
IT concerns, a trend that syncs up nicely with
our concentration at Westcon-Comstor. It also
speaks loudly to the vendor relationships we add to
SYNNEX' mix.
The single biggest trend we wanted customers to
grasp was the theme of this year's Connect—digital
transformation. Most of us today see DT's flip
side—digital disruption—as a much bigger, stronger
and faster force than the winds of change we've felt
before. Research finds that since 2000, 52 percent
of companies in the Fortune 500 have either gone
bankrupt, been acquired, or ceased to exist as a
result of digital disruption.
But where there are threats, there are also
opportunities. Companies that adopt transformation
as a way of life, rather than a poison pill, can build
new strategies and even whole new businesses.
As a great proof case, we introduced a video and,
in a stand-up panel, some of the principals of
SmartCare, a new healthcare service formed out
of a partnership between Nexa, our customer, and
Unimed, a healthcare cooperative.
This success story (see sidebar) takes just the kind
of synergies we will see more of in our combined
company, just as long as we keep our minds open
to new ways of thinking, innovation and diligent
execution.
SYNNEX TECHNOLOGY SOLUTIONS | SYNNERGY
SMARTCARE AND UNIMED
A DIGITAL DISRUPTION SUCCESS STORY
THE PLAYERS:
NEXA, a Brazilian systems integrator and Comstor Partner
COMSTOR, the Cisco-dedicated arm of Westcon-Comstor
Americas that provided and guided the design of the Cisco
video conferencing and telemedicine infrastructure
UNIMED, a Brazilian "medical work cooperative" and health
insurance operator, with more than 105,000 affiliated
physicians, 386 branches and over 15 million beneficiaries.
SMARTCARE, a new telehealth service provider formed
through a Unimed-Nexa partnership
THE PROBLEM:
Providing vital, preventive health monitoring (glucose levels,
blood pressure, etc.) and follow-up to seniors with chronic,
manageable conditions despite limited mobility, human resources
and transportation.
THE SOLUTION PIECES:
Cisco contact center / teleconferencing technology, digital
diagnostic telemonitoring equipment shipped to patients, in-home
broadband, electronic health records, custom programming,
Unimed clinicians
THE PAYBACK:
Unimed now monitors 30,000 mostly elderly patients with
chronic conditions, up from 5,000 served through in-person
visits. As measured in reduced hospitalizations, increased
patient coverage and satisfaction, and drastically reduced costs
of care, SmartCare has been a great success story; one that can
be marketed to other healthcare providers.
THE (LAST) POINT:
Nexa worked directly with Unimed doctors, who best understood
their own pain points. Better yet, they formed SmartCare in
partnership with them. Together they developed a business plan,
purchased an IoT (Internet of Things) company for the remote
diagnostic elements, and developed and integrated their own
platform, with Cisco hardware and design help from Comstor.
“I used to think of how many routers and switches
I could sell to serve my client,” said Dany Wendel,
co-founder of Nexa/SmartCare. “This is where we
began to think in a different way." In creating this new
service with Unimed's doctors, he improved his hit rate
and avoided many mistakes, “because this company is
already living the business.”
10
 WHY
ATTENTION
TO DETAIL
MATTERS
Tim Rush, Senior Vice President, Operations,
Technology Solutions
 We (executive management) understand that we
have to continually improve processes in order to
have strong solutions for our partners and a positive
and fulfilling work environment for employees that
allow them to perform at their highest level.

DETAILS MATTER.
From maintaining an accurate inventory
and getting orders out quickly to improving
the IT infrastructure that allows SYNNEX
to deliver superior value to its customers,
attention to detail is critical in everything
we do and in each step of the process.
Pay attention to details and customers
will notice.
On the operations side of SYNNEX Technology Solutions’
business, paying attention to detail saves time and
money, and creates a winning customer experience. To
achieve this we must always be focused on improving
operational excellence at every point of the business, pre-
and post-sales.
While we continue to fulfill our promise to ship all
orders received by 5 p.m. local time the same day, we
push to innovate our warehouse operation and invest in
automation to increase productivity. An example is the
custom machines that print and apply labels on boxes
while they progress on a continuously moving conveyor
belt increases product throughput. A Rapid QC process
we have implemented allows us to push out large volumes
of product with the same SKUs. A general guideline is
50 identical orders per day from a warehouse.
Our dedicated and accountable warehouse teams
continue to perform at high levels and produce record
results. We ship 99.99 percent of orders on time and
99.97 percent of orders accurately.
That’s important with the volume of orders SYNNEX
handles. On Black Friday and through Cyber Monday
alone, SYNNEX shipped more than 185,000 orders in the
U.S.
In order to ship that number of products, SYNNEX
has to know what products are on the shelves of our
warehouses. Our Product Management and Purchasing
Team’s attention to inventory detail allows us to pass
product availability to our resellers. In the U.S. and
Canada, SYNNEX carries more than 30,000 SKUs on
any given day. With more than $1 billion in inventory,
critical monitoring is required to keep inventory moving.
Knowing spike times and product trends are crucial to
forecasting. The delicate balance between having the
right mix of inventory to keep customers from going
elsewhere and not having excessive inventory is an art.
Another part of those details includes knowing the selling
prices of products in each of the different geographies
we serve. Labor costs vary from geography to geography
and we have to know how that affects the selling price of
products.
Money tied up in product sitting on warehouse shelves
is money that SYNNEX could be using to invest in
operational improvements and innovative new processes
that produce optimum customer experiences.
As with any business, good customer service is a
requirement for growth. While sales plays an important
role, execution on the after-sale support side is equally
critical to good customer service. SYNNEX’ returned
merchandise authorization department handles an
average of 700 customer returns per day. Customers
expect receiving credit on returned merchandise to be
quick, easy and hassle-free. SYNNEX associates taking a
proactive approach and communicating with customers
throughout the process results in customer satisfaction
and loyal customers.
SYNNEX’ Technology Services Group (TSG) plays
a mission-critical role as well. Without the group’s
attention to detail on the back end, we could not do what
we do. They maintain business continuity to ensure we
are fully operational around the clock through continuous
testing of server and carrier connectivity and data
recovery protocols.
TSG manages external and internal cyber threats and
maintain operating systems and remote access. Every
day brings a new set of issues and integration challenges.
Staying knowledgeable is critical to the outstanding
performance of this team. It takes agility and execution.
SYNNEX Technology Solutions’ Operations team
recognizes the importance of managing the details of the
business and make it a priority to continuously look for
new ways to improve while taking care of the day-to-day
details.

OPERATIONAL EXCELLENCE | SYNNERGY 12

LEADERSHIP
EXCELLENCE
AT CONCENTRIX
JYLLENE MILLER, SVP, CLIENT ENGAGEMENT AND MARKETING FOR CONCENTRIX

13
Times are changing. Fast. In fact, in
the Digital Age, the way we work, the
way we live, the ways we interact with
other people and the brands we love are
evolving at an unbelievable pace. What
were once futuristic concepts are now
part of our everyday reality.
With 80% of consumers demanding
new consumption models, businesses
are now forced to rapidly evolve their
customer engagement strategies. It’s not
enough for brands to just keep up with
others. The need to arrive at these new
modes of interaction are a necessity
for survival. It’s the businesses that
are making true investments in digital
transformation and customer sentiment
analysis that are leading the way and
thriving. It’s those businesses that are
choosing to partner with Concentrix for
next generation customer experiences
and best business practice.
They choose Concentrix because of the collective expertise
of our 100,000 staff worldwide. They continue to push for
even higher levels of customer service and stay connected
with the technologies that fuel our business. As one team, we
power great experiences that create unbreakable customer
loyalty and exceptional revenue and profit growth. We have
always been unique in terms of our approach. We work with
fewer clients who appreciate the deeper, more meaningful
relationship with us and who understand the value we bring
to their business. In fact, differentiation is one of our
greatest strengths.
“ PEOPLE WIN AWARDS,
NOT COMPANIES. ”
Our approach has led to Concentrix consistently being
recognized in the industry for accelerating better business
outcomes for our clients.
“ IN 2017, WE RECEIVED
68 INDUSTRY AWARDS,
WITH THE MAJORITY
OF THEM DUE TO OUR
STAFFS’ INNOVATION,
CAPABILITY AND
PROGRESSING THOUGHT
LEADERSHIP. ”
The awards highlight our ability to help our clients’
customers and improve business outcomes.
You may have heard the phrase, often imitated, seldom
duplicated. That’s where we find ourselves today. Immersed
in the business of our clients, invested in our clients’
successes, staying ahead of the trends and leading our
clients through the changes needed today to bring positive
improvements in customer engagement, revenue, and profits
tomorrow.
Other companies are taking notice of our approach. They’re
beginning to realize that one size fits all solutions are a
thing of the past. Clients and their customers want unique,
personalized experiences. They want a company who is
thinking ahead. They want a company to provide value where
clients don’t expect to find it. Our success is a result of our
ONE TEAM approach. As a result, we continue to disrupt the
industry and have positioned Concentrix as a thought leader
for years to come.
LEADERSHIP EXCELLENCE | SYNNERGY 14
 CUSTOMER
ENGAGEMENT IS
KEY TO BUSINESS
JYLLENE MILLER, SVP, CLIENT ENGAGEMENT AND MARKETING FOR CONCENTRIX

Customer engagement can make or break a business.

At Concentrix, we’re laser-focused on helping our
clients improve and exceed customer experiences,
executing solutions that accomplish that rapidly,
efficiently, and effectively.
To understand Concentrix’ business in its most simplistic
form, put yourself in the shoes of a consumer. You
demand an experience that is consistent and valued-
based at every touch point. No longer is it enough
for a company to simply deliver a strong product or
service. Customers now require so much more than that.
Companies that provide top tier customer engagement
differentiate themselves in a crowded marketplace,
are more competitive, have accelerated growth, and
improve their operational efficiency.

15
 SOLVING
ONE PROBLEM
AT A TIME
BY ALEX BURKE, CEO, TIGERSPIKE
Digital experiences are
critical in today’s market.
Tigerspike, the digital transformation and
strategy company acquired by Concentrix
last year, takes Concentrix and its clients
to the next level.
Tigerspike doesn’t try to solve all of a client’s problems
all at once. Instead, it identifies a need and focuses on
creating a digital solution that produces positive business
outcomes as quickly as possible.
As Tigerspike CEO Alex Burke says, solving one problem
at a time gets things done.
“We do things differently. A lot of companies buy a
technology platform without thinking about the needs
they’re trying to meet,” Burke said.
“We start with the
experience first. We prioritize
one thing and develop a
minimal lovable product
that solves a problem.”
"Tigerspike’s approach shows positive results quickly
and produces a scalable product to which features and
functions can be added over time.”
A case in point is GrainCorp, a grain distributor in
Australia with a presence in the United States. Through
Tigerspike’s Catalyst problem-solving tool, Tigerspike
identified 27 areas where technology could improve
GrainCorp’s efficiency, productivity, and employee
engagement.
Logistics was quickly identified as the company’s most
pressing need. Each day, managers at the company’s
more than 100 centers had to coordinate grain and
loading information with members of GrainCorp’s
logistics team to plan the day’s rail schedule. The paper-
based process used to plan the day’s rail schedule was
terribly inefficient. On some days, site managers could
spend up to two hours a day on the phone gathering
and exchanging grain and loading information with the
company’s logistics team to come up with the schedule.
Tigerspike turned the paper-based process into a digital
one where site managers could enter the information
into a mobile application that would be automatically
generated and updated when information changed.
Reducing a two-hour daily task to mere minutes produced
significant cost savings for the company. That’s positive
impact. That’s what we do.
EXECUTION | SYNNERGY 16
 In another case, Tigerspike helped one of Australia’s
largest rail freight businesses increase employee
engagement and deliver significant efficiency in costs.
Each of the company’s train had a
350-page book for train drivers with
safety and driving guidelines. The
problem was none of the drivers used
it. Some had no idea where on the
train the book was.
iOS APP
17
In just seven weeks, Tigerspike delivered an iOS app
that addressed driving techniques and safety challenges,
and empowered and educated drivers. The tool engaged
drivers and improved safety and cost-efficiencies. In fact,
the company saw a 7 percent fuel decrease, a savings of
$70,000 per day. Equally as important is that drivers were
more engaged and empowered.
“Drivers felt valued because
management involved them to build
efficiencies, creating a positive
impact on the bottom line.”
“It’s quite a different philosophy,” Burke said. “The
experience is really important, as is working fast.”
It’s a formula that has worked for Tigerspike, which has
operations in Australia, Singapore, United Arab Emirates,
Japan, the United States, Poland, and the United
Kingdom, since the company’s inception in 2003.
Adding Tigerspike’s digital transformation expertise is
just one way Concentrix continues to innovate.
Concentrix excels in improving processes to help its clients
produce the best possible customer experiences no matter
the form in which that interaction occurs.
That builds loyalty and loyalty builds business. Get it right
and a company flourishes. Miss the mark and the business
will flounder or fail.
“Providing interactions that are useful,
useable, and enjoyable gives customers
a positive user experience. ”
We are focused on how customers consume products
and services. Each customer interaction is a source of
data that is invaluable to the client. Concentrix’ insight
and innovation creates differentiation for our clients.
We identify issues concerning negative experiences, use
data to predict customer buying patterns and future
behaviors, and enable companies to proactively personalize
the right message to the right customer at the right time.
Every interaction, every process, and every outcome
provides an opportunity to learn and improve. We analyze
this information to design best-in-class strategies for
our clients.
 ATTENTION TO DETAILS
ATTRIBUTES TO
TO CONCENTRIX’
SUCCESS
Execution on complex projects can get
complicated quickly. One example is when
a leading Asian consumer e-commerce
company called on Concentrix when it
needed native customer support for their
customers in Vietnam, Thailand, Malaysia,
and Indonesia.
The Concentrix support team would handle order
inquiries, product returns and replacements, and
payment processing. Touchpoints would include live
chat, email, and inbound calls.
The customer support solution needed to be up and
running in the four countries, three of which were not
in Concentrix’ current country portfolio, in a mere
14 weeks.
The project was complex and offered many challenges
for Concentrix. Concentrix had to set up legal business
entities in the new countries, select sites, understand
workforce laws, and build IT infrastructures. It also
had to hire local talent, including leadership roles, and
training employees. Finally, Concentrix needed to conduct
research, due diligence, and design, develop and deploy
business processes aligned with the clients’ business
and brand experience expectations.
“Concentrix delivered.
Delivery of the project was 100%
on time. 288 resources were in
place on the go-live date.”
The execution and performance of Concentrix’ solution
exceeded the client’s expectations and, three months
after the project went live, positioned the client as
number one in the marketplace. We are delivering better
results for that client than any other partner and their
own internal customer service organization!
“That’s execution at its best. ”
EXECUTION | SYNNERGY 18
 RISING TO THE
CHALLENGE
STEVE ICHINAGA, PRESIDENT, HYVE SOLUTIONS

19
 “ We (executive management) understand
that we have to continually improve
processes in order to have strong solutions
for our partners and a positive and fulfilling
work environment for employees that allow
them to perform at their highest level. ”

Hyve Solutions has An example of how

communication and teamwork
been growing dramatically. produce innovation comes
from Roy Lee, Hyve Solutions’
While the trajectory of that growth has Senior Director Hardware
presented challenges at times, it also Engineering. By conversing
with customers about their
provides us excellent opportunities. needs and brainstorming
possible solutions, Hyve
Hyve Solutions provides customers with better, Solutions Engineering team
purpose-built, energy efficient server, networking and often identifies common
storage solutions that are built specifically for customer component configurations
workloads and environments. We are continually evolving that can serve multiple
to provide first-rate customer service and to better meet customers with differing
our customers’ needs. To continue to grow, we all need datacenter architecture. This type
to rise to the challenge. of innovation provides customers with
more fungible product designs and a more
How well we execute in two critical areas — IT solutions flexible supply chain.
and automation and innovative designs can positively
impact our growth rate.

Building out hyperscale data centers for the world’s

largest brands is very complicated. It takes ingenuity and
agility. By truly listening to our customers’ needs we are
able to properly design, produce and deploy best-in-class
solutions. Hyve Solutions’ IT team can build better solutions
if they understand the challenges we and our customers
collectively face. Our employees are vital in recognizing
where improvements can be made and we count on
them to present these solutions both internally
and externally.
Automation is another key.
When Steve Wei, our Senior Manager of Software
Engineering, joined the company five years ago, he made it
a point to find ways to increase throughput while providing
better overall quality.
Steve has been on a quest to continue to drive improvements.
Most recently he has fully automated our IST test. This new
automation cuts cycle times in half while requiring less
human intervention. This process both increases efficiency
and quality. The new process also allows new testers to
ramp up faster in a much shorter period of tie.

I’m very proud of all our innovators that work daily to make
our overall solution best in class. We’re very fortunate to
participate in a very high growth and innovative space. But
to remain a strong competitor, we need to continue to evolve
and improve within this dynamic space. Roy and Steve
represent just a few of our employees that embody this
spirit of continuous improvement.

HYVE SOLUTIONS | SYNNERGY 20

 SYNNEX +
WESTCON-COMSTOR =
NEW COVERAGE IN CANADA
A FIRESIDE CHAT WITH
MITCHELL MARTIN AND SIOBHAN BYRON

We sat down with Mitchell Martin, President of SYNNEX Canada,

and Siobhan Byron, Vice President and General Manager,
Westcon-Comstor Canada, to hear their thoughts on executing a
successful blend of two complementary distributorships.

21
 QA
Q SYNNERGY: WHAT EXCITES YOU MOST ABOUT THE
WESTCON-COMSTOR AMERICAS (WCA) ACQUISITION?
A Siobhan: Obviously, I'm excited by the opportunity. When we
capture and leverage the strengths that SYNNEX has today in
terms of their tools and, for example, their strength in the SMB
market in Canada, and we're able to bring the new collective
line card, the value-added focus, and the specialty expertise of
Westcon Comstor, the opportunity for us is tremendous. A lot of
our competitors have not been able to acquire and successfully
bring organizations together. SYNNEX has a great track record
at integrating businesses.
Q SYNNERGY: WHAT ARE THE KEY
INGREDIENTS TO THE INTEGRATION?
The other idea that gets us excited in Canada is that we have
the opportunity to really define the way technology distributors
execute the best of both efficiency in volume and strong value
add. Our value becomes more focused on helping resellers
sell complex and emerging solutions. We are focused here, to
become strategic partners with our customers.
Siobhan: We at WCA were obviously a much smaller organization
than SYNNEX in both the United States and Canada, but as
we grow together, I think there's opportunity for employees on
both sides of the table. For the WCA folks I would say that it's
important not to think that just because you were the one that's
acquired, that your role is less important. There's a reason why
Westcon-Comstor was acquired, the team is part of that as are
the vendors and customer base. The opportunity is for us to
come together and execute well, then we all benefit.

A Siobhan: It's about ensuring that the sum of the two parts is
greater than the whole; that the customer experience is better,
and the opportunity for growing both our customers and vendors
is more combined than we had individually.
Q SYNNERGY: CAN YOU TELL US ANYTHING
ABOUT THE CROSS-SELLING PROGRAM?

The opportunity for team members to grow within the combined

organization must also be better. If we're to be successful we
A Siobhan: The cross-selling program has been launched in North
have to retain our people, because from a WCA perspective, our
people have been one of the things that have kept our vendors
and our customers, even through all of the challenges we've
gone through over the years, they have been loyal to the Westcon
Comstor team and business.
Mitchell: The most exciting part for me is that Westcon-
Comstor's strengths are in areas where SYNNEX was relatively
weak. Suddenly WCA's competencies and line card enable
us to meet all of our customers' requirements. For the first
time ever, we can offer our customer base all the vendors and
competencies and services you need to wrap around certain
technology solutions.
America to start selling and introducing our vendors into each
other's accounts, making sure that customers on the SYNNEX
side know that we now have the Westcon-Comstor line card
available to them, and vice versa.
This happens through phone, email, and face-to-face
participation at different events.
There have been successes here in Canada and the US.* Once
we move onto the same system CIS in April and we're all using
the same tools, we'll see continued growth and bigger upside.
If we continue to concentrate on serving our vendors and
customers, the results will follow.

Q SYNNERGY: IS THERE ANYTHING SPECIFIC TO

THE CANADIAN MARKET THAT YOU FEEL HAS THE
BIGGEST OPPORTUNITY?
A Mitchell: The thing I hear more strongly in Canada than I do in
the U.S. is that the vendors we don't carry feel underpenetrated
in SMB. They feel as though their existing distribution partners
don't address that opportunity for them. So particularly in
Canada, there's a real gap to fil for any of the vendors that
we're inheriting in terms of exploiting the SMB markets.

FIRESIDE CHAT | SYNNERGY 22

PROFESSIONAL DEVELOPMENT

MAKE SURE YOU

NEVER STOP LEARNING
MARY ALICE RAU, DIRECTOR – KNOWLEDGE TRANSFER CENTER, HELPDESK SERVICES

23
 Learning should never stop. In fact, in today’s
quickly evolving business world, it can’t.
Change is coming at an unprecedented rate
because of innovation and new technology.
It’s up to you to prepare for future success.
Take responsibility to acquire the new skills
that allow you to adapt and succeed. It’s up
to you to stay relevant in the workplace.
SYNNEX knows there is a direct correlation between the
personal growth and development of employees and the
continued success of our company. SYNNEX’ Knowledge
Transfer Center (KTC) is committed to helping employees
grow through a robust offering of learning opportunities to
build knowledge and improve skills.
KTC offers courses ranging from SYNNEX specific systems
and processes to professional skills such as negotiation
and conflict management, time management, business
communication, and how to collaborate and work within a
team. These are classes that would cost hundreds of dollars
if taken elsewhere, but they are free through the KTC.
Browse the KTC library of approximately 350 courses to
find something that interests you. The classes you take
can be outside your role at SYNNEX. Remember, the skills
you learn and the knowledge you gain is transferable. For
example, a credit manager saw benefits for her employees
to take classes covering technology trends and training for
sales representatives. Learning about the cloud and devices
as a service was beneficial because that technology had
completely changed customer billing.
KTC courses are
open to all associates
and are available
online in a self-serve
format 24 hours
a day, 365 days
a week. They are
accessible on mobile
devices. You can
complete the courses
on your timetable – a
few minutes here and
there, or the entire
class at one sitting.
SYNNEX LEARN
We listened when you told us what types of training
you wanted as part of an employee engagement survey
conducted in 2016. You wanted tools you could use day-
to-day to do your job better and to improve your success in
a business environment. You wanted to learn how to drive
the success of your team and your company. You wanted to
obtain the skills to put SYNNEX’ strategies into action. That
led to the development of LEAD, a three-tiered leadership
program that uses courses in the KTC library.
The LEAD Yourself plan focuses on skills that will allow
you to be a valuable contributor. Courses will cover skills
such as business desktop applications, professional
communications, time management, and teamwork.
LEAD Others is designed for employees who directly
manage others or associates without management
authority that lead teams or projects. Through the courses,
employees will learn management skills that drive
team success, including project management, building
and leading teams, how to delegate and new manager
transitions.
LEAD SYNNEX is for employees who want to develop
leadership skills that focus on development of business
strategy and its execution. The courses are intended for
employees who wish to expand skills in areas such as
globalization, leading change and competitive awareness
and strategy.
You can track your accomplishments and completed
courses appear on your SYNNEX transcript.
SYNNEX is a get-it-done company.
Complacency is not in our DNA. Take advantage
of the opportunity to invest in yourself beyond
mandatory courses. Put the time on your
calendar to make it happen. New knowledge is
at your fingertips. You have everything to gain.
“Knowledge is power.
As you grow personally
and professionally, so
does SYNNEX, and that’s
good for everybody.”
PROFESSIONAL DEVELOPMENT | SYNNERGY 24
 COMPANY
FINANCIAL
REVIEW
RECORD Q1 FISCAL 2018 RESULTS
BY MARSHALL WITT, CHIEF FINANCIAL OFFICER, SYNNEX CORPORATION
We kickstarted our fiscal
2018 with solid execution
as we achieved record
first quarter revenue and
operating profit dollars,
with revenue of $4.6
billion representing an
increase of nearly 30% year
on year. The momentum that
we created in 2017 continued into this year, and we
successfully delivered $2.41 in diluted non-GAAP
earnings per share, or growth of 18% compared
to the prior year quarter.
Our Technology Solutions business, including Westcon-
Comstor, delivered strong results with revenue growing
over 33% year on year. Our ability to deliver differentiated
products and services continued to create uniqueness in
the markets we serve, and generate broad-based expansion
across the portfolio. Hyve Solutions continues to grow and
have strong and deep relationships with a number of large
customers. We expect our customer base to grow and are
confident that some of the short-term pricing pressure we
are experiencing will abate as we scale the business.
Westcon-Comstor has hit the ground running. All the
benefits we expected from this acquisition are playing out.
New product lines, services and solutions, combined with
a strong and talented team created excellent results for the
quarter. With the integration of the North America business
almost completed we expect the second half of fiscal year
2018 will generate cross-selling opportunities that our
partners will be able to leverage to grow their business.
25
We know that the market is competitive. We also know
you have demonstrated the ability to out-execute the
market. Our systems, which for North America will now be
one system, will allow us to take advantage of the lowest
operating costs in the industry. We need to leverage this to
further drive efficiencies and win more than our fair share
of the market we serve.
Our Concentrix business is off to a strong start for 2018.
First quarter revenue of $508 million outpaced the market
and grew 6% year on year. Concentrix has 10 key verticals
serving customers in over 24 countries. The acquisition
of Tigerspike (August 2017) introduced digital mobility
solutions that are being successfully sold across the
existing customer base. This is a similar example of how
we will also cross-sell Westcon-Comstor across the existing
Technology Solutions’ customer base.
Now moving onto where we plan to invest our capital. With
Dennis Polk, our President and CEO, leading our company
going forward, one key aspect that will remain the same is
our focus on making the right investments and ensuring
that we execute our strategies and value-added solutions.
“ Ourassociates
team of over 100,000
across the
enterprise are the best in
the business because of the
value you deliver every day.
I want to take this opportunity
to say a sincere THANK YOU
to all of our associates.
”
 DEBRA LATOURETTE, SR. VP, HUMAN RESOURCES - NORTH AMERICA, TW, UK, SYNNEX CORPORATION
The Huang
Leadership
Development
Scholarship was
established by Bob
and Lily Huang
in recognition of the loyalty and dedication of
SYNNEX employees worldwide. Bob and Lily's
leadership and vision set the groundwork
for SYNNEX with the company's founding in
1980. The Huang Leadership Development
Scholarship Fund was established in 2011
through a generous gift from Bob and Lily
Huang. SYNNEX Corporation also contributes to
the fund by matching the Huang’s gift to award
up to ten eligible candidates scholarships of
up to $10,000 each year. SYNNEX is honored to
partner with Bob and Lily in their commitment to
help influence the growth and advancement of
our future leaders.
The scholarship recipients were selected
based on academic achievement excellence
and leadership qualities as evidenced by their
personal statement, letters of reference, school
and community activities. Lily and Bob Huang
together with SYNNEX, congratulate the 2017
Huang Scholarship recipients: Victoria Briones,
Patrick Link, Abigail McCarter, Nathaniel
Schmidt and Chloe Towns.
HUANG LEADERSHIP AND DEVELOPMENT | SYNNERGY
Victoria Briones,
daughter of Chris
Briones, Sr. Manager-
Sales, Greenville/SC, is
passionate about pursuing
a successful career in
the arts; and is currently
a freshman studying
dance at the University
VICTORIA of Michigan. Her primary
BRIONES
SCHOLARSHIP goals are to become a professional
RECIPIENT dancer and choreographer. This dream
is completely in her reach as not only is
she committed by spending over forty hours
a week rehearsing for performances and training in
ballet, modern, and jazz, she is a versatile performer
with several credits ranging from comedic short film
to theatre production experiences. “My development
as an artist has been enriched by my experiences with
piano, violin and voice”, said Victoria.
Victoria also has experience teaching kids of all ages
and skills as an assistant teacher at Greenville Jazz
where she learned how to control the classroom and
communicate effectively. “This experience largely
helped refine my leadership skills; I was also hired as
a choreographer for the studio’s competitive company
where I set dances in a range of genres including
cotemporary and jazz,” she explained. In her free-
time she enjoys volunteering at various organizations
such as The Frazee Center, The Salvation Army to
help serve the homeless, youth and elderly members
of the community and the Humane Society.
Academics is also a strength – While enrolled in a
rigorous International Baccalaureate curriculum,
Victoria was recognized as an AP Scholar with
Distinction, and a United States Presidential Scholar
candidate with SAT and ACT scores that ranked in
the national 99th percentile. “It has always been
my dream to become a professional dancer, and
this award has allowed me to enroll in an incredible
program at my dream school - the University of
Michigan”, she said.
Congratulations, Victoria!
26
 Chloe’s is the
daughter of Fred
Towns, President
of New Age
Electronics in
Carson, CA. Her
inspiration and
perseverance
comes from
CHLOE her parents,
TOWNS
SCHOLARSHIP she said, “I was born to
RECIPIENT believe in the idea that hard
work and perseverance are the
key to success. I am built on the
foundations of a hard worker.” She plans
to major in psychobiology at UCLA with a
goal of obtaining a PhD in Cognitive Science
and work towards obtaining a top spot in her
academic class.
Not only does Chloe excel academically
but also athletically as a martial artist in
Taekwondo. She recently competed in the
US Nationals and won first place in the
Female Fly Weight Senior division ranking
first in the country and providing her a
ticket to the US Team Trials where she will
fight for a spot to represent the country
internationally. “I have devoted a serious
amount of time to my team at the gym,
guiding them on how to mentally handle the
stress of competing and pushing them to
step outside their comfort zones.
Chloe plans to explore many different
areas of science with a long-term goal to
discover something new in the sciences
that would benefit society. “I look forward
to absorbing the knowledge UCLA has to
offer and applying it to be the best and
hopefully the first at something in cognitive
neuroscience,” said Chloe.
Congratulations, Chloe!
27
Abigail is the daughter of David
McCarter, Senior Director of
Sales, for SYNNEX Corporation
in Greenville, South Carolina and
attends Clemson University with
a major in Political Science and
a minor in Non-Profit Leadership.
Abigail describes herself as, “I am
a traveler, an eager learner, and a
ABIGAIL hardworking student. I am an avid
MCCARTER
SCHOLARSHIP reader, a ballerina, and a volunteer. However, the
RECIPIENT title which encompasses who I am the most fully is
“leader.” She further explains, “I have found such
joy in stepping up to lead, so much so that I consider
leadership an integral part of who I am.” While her short-term
goal is gaining a degree in political science, her long-term
goal includes attending law school, becoming an attorney and
eventually running for local office. Throughout high school
Abigail took several Advanced Placement and Honors classes,
became a Junior Marshal, an honor awarded only to the top
five percent of her class, an Advanced Placement Scholar,
Wofford Scholar and tested in the 98th percentile on both the
ACT and SAT exams.
Abigail was elected to be the student body President and
enjoyed getting involved in her community through student
council participation and National Honors Society. She was
recognized with the Prudential Spirit of Community award,
an honor given to only one student in the state. During
the school’s charity “Spirit Week” fund raiser she raised
$12,000, breaking the school’s individual record and adding
to the total amount of the $221,144 raised by the entire
school to support a local heart foundation in the community.
She feels these experiences allowed her to further develop her
leadership skills, teaching her to remain calm under pressure
and motivating others to succeed. “Although spirit week was
one of the greatest accomplishments of my life it was also
one of the most daunting challenges I have ever faced. The
experience taught me three important truths. First, sacrifice
is at the core of leadership, second, leadership is never about
the leaders themselves, and third, passivity and conformity,
though often tempting, are detrimental to leadership,” said
Abigail. She is confident in her ability to accomplish her
goals because of her ambition, focus and experience that will
allow her to make our community a better place.
Congratulations, Abigail!
 Nathaniel is the son of
Angela Schmidt, Project
Manager II, CIS, in South
Carolina for Concentrix
Corporation and wants to
attend veterinary school
upon obtaining a degree
from Clemson University
in wildlife biology and
NATHANIEL veterinary science. He
SCHMIDT
SCHOLARSHIP believes his purpose is to help others and
RECIPIENT knows he must remember that the first
rule of helping others is self-preservation.
He explains, “Self-preservation allows one to
help the greatest number of people, in the greatest
means possible and the idea of self-sustainability for
the greater good of others, has led me to follow my
own passions. I quickly discovered another calling
with wildlife and natural resources.”
He has received several academic honors including,
graduating high school with honors, an AP Scholar,
the CAFLS Dean’s List for Clemson University (Fall
2016), and on the President’s List at Tri-county
Technical College (Fall 2015, Spring 2016).
He completed his Eagle Project in 2015 and it was
during this 500 hours of work where he learned that
being a leader meant improving the life of those
around you, helping others and believing in their
abilities. “This was when I realized that a leader is
someone whose vision arises to the challenges, and
looks to the guidance of others,” said Nathaniel.
Nathaniel is also interested in becoming more active
in Clemson’s Pre-Vet Club and Wildlife Sanctuary and
studying abroad through an externship in Thailand to
experience working with a wildlife veterinarian in this
environment. In his free time, Nathaniel is involved
with Paws Animal Wildlife Sanctuary, has two jobs and
enjoys spending time with family and friends. The
Huang Leadership Development Scholarship will allow
me to tackle greater experiences that will prepare
me for veterinary school and my goals beyond,” said
Nathaniel.
Congratulations, Nathaniel!
PLEASE JOIN US IN CONGRATULATING SYNNEX CORPORATION’S 2017
HUANG LEADERSHIP DEVELOPMENT SCHOLARSHIP RECIPIENTS AND THEIR PARENTS!
HUANG LEADERSHIP AND DEVELOPMENT | SYNNERGY
Patrick is the son of
Steven Link, Manager in
the PMO in North Carolina
for Concentrix Corporation,
and a junior attending the
University of Notre Dame
du Lac with a double
major studying Physics-in-
Medicine, and Sociology.
PATRICK He already has more than
LINK
SCHOLARSHIP a year of practical software engineering
RECIPIENT experience with an ultimate desire to
attend medical school upon gaining his
degree. “My goal is to one day integrate my
wide interests to help improve the health care system
of our country and to provide inexpensive care to
those who cannot afford it in developing countries,”
said Patrick. He also has a strong dedication to his
software studies, explaining that, “For example, over
the course of the school year I developed a code
that accurately models a 3-dimensional system of
electrical charges placed in a field. This long-term
project is now being used as a teaching tool for the
physics department.”
Because of Patrick’s work as the director of the
Love My Life Rally, the largest Catholic event in
the Diocese of Raleigh, NC, he has gained public
speaking and leadership skills in front of large groups
– more than 1500 people attend this event. He also
volunteers for the Stop the Hunger Now Foundation,
and Greenbrier County, WV relief efforts. As part of
the Greenbrier County’s initiatives, he helped rebuild
a house that was nearly destroyed by devastating
floods and taught the group construction project skill
sets. He plans on continuing his involvement in the
local community and informing other students about
the hardships of homelessness. In addition to service
work, Patrick wants to help others learn more about
physics through his work at the school’s planetarium.
“I want to become a practicing orthopedic surgeon as
well as involve myself in either research for improving
practices or developing new public policy concerning
health care.”
Congratulations, Patrick!
28
 110,000+
+
SYNNEX ASSOCIATES

3 PILLARS
=
TO GUIDE OUR EFFORTS

Hundreds of
initiatives
that inspire our
corporate social
responsibility
To recognize SYNNEX’ collective corporate social LEARNING
responsibility (CSR) efforts around the world, we Career development
have established three pillars to guide us and give Internships
us direction as we continue to affect change both Scholarships
today and into the future. Training and workshops
Networking opportunities
Thanks to your incredible commitment and passion,
LIVING
we engage in hundreds of initiatives and programs that
Health and wellness
improve our local economies, enhance environmental Philanthropy
sustainability, and support a vast array of philanthropic Community causes
causes around the world. Celebrating diversity

Inquiries? Email us at LEADING

Operational efficiency
corporatesocialresponsibility@synnex.com
Environmental policy
Technology intelligence

www.synnexcorp.com/about-synnex/corporate-social-responsibility/

29
 Farewell
to Kevin
Fun Facts on Kevin Murai
COMPANY
Joined SYNNEX in March 2008.
He served as Co-Chief Executive Officer until
Robert Huang’s retirement in December 2008

Grew business from

$7.7B FY 2008 to $17.0B FY2017
12 acquisitions acquired since May 2008
Most recently led SYNNEX’ $830 million
acquisition of Westcon-Comstor Americas

Moved up the Fortune 500 ranking,

from #350 to #198 in 2017
Associates worldwide grew from
6,000 to 110,000
Turned Concentrix acquisition into a
worldwide market leader in BPO services
Chairman of the Board, SYNNEX Corporation

PERSONAL
Most recently listed as one of the
Top 100 Executives and among
the 25 Most Influential Executives
for 2017 by CRN, a part of
The Channel Company
Chair of FIRST Executive
Advisory Board, Canada

FAREWELL TO KEVIN MURAI | SYNNERGY 30