About 13 years ago , we became involved with the setup and management of networks . At this point , we were primarily a break-fix workshop , but as copiers — our original niche — we became more and more connected to the network , and we realized we had to adapt again .
We made the transition from break-fix workshop to project-oriented IT and dove into the deep end as an MSP 10 years ago . That has been one of our biggest growth engines . Since then , we ’ ve diversified our options , added new services , and acquired a few offices across our region .
To put this in perspective , in 2010 , we raked in $ 50 million in revenue . This past fiscal year , we exceeded $ 160 million . None of this would be possible without acknowledging we were operating “ the wrong way ” and quickly adjusting the areas where we were falling short .
Our leadership team makes it a point to be involved in every department . This gives us a great vantage point to understand what necessary changes need to be made as the business evolves . We could see firsthand that processes that were working great at the $ 1 –$ 2 million revenue mark no longer worked when we hit $ 5 –$ 7 million . And then those processes became outdated when we hit $ 12 million . In order to sustain growth and retain high-value customers , we need to accept failure , learn , and move on with a better process in place .
What Would You Say Has Been The Single Secret To Your Success In The Past Year ?
Larry has instilled this practice in our company , but the secret is adaptability to the market . Tech is constantly evolving , and vetting out solutions that actually address our customers ’ needs is extremely valuable .
The ransomware epidemic is a great example . Our clients look to us for solutions from a risk standpoint that give them optimal protection . We have to be able to assess the infrastructure needed for our clients and offer that level of security to address their needs .
It all goes back to getting in the trenches to understand the processes in your company and your clients ’ needs . We have to listen to the feedback we receive from sales and marketing to understand what our clients are looking for , then swiftly speak to that market .
What Was The Biggest Challenge You Had To Overcome This Past Year Related To Your Growth Or As A Result Of That Growth ?
We ’ ve all faced the specific challenges that come with IT sales . Not only do you need a great salesperson to acquire clients you can truly help , but you also need that salesperson to understand technology . They have to dial for dollars and articulate the value proposition of your solutions in a very different way than when selling a standard product . That ’ s been tough for us to find .
I first met Leif Babin about six years ago and had him speak to our leadership teams five years ago . Leif has become a friend of mine , and he ’ s a tremendous mentor for me .
Leif and his business partner , Jocko Willink , are former Navy SEALs who led military teams to restore peaceful order in one of the most violent cities in Iraq in 2006 , among countless other missions they completed as leaders in the special operations forces . Today , Jocko and Leif lead Echelon Front , an organization dedicated to teaching those very leadership skills they learned as SEALs to business leaders across the U . S .
I always understood sales and business , but Leif helped me gain a different perspective on how to apply my leadership principles downstream in the organization ; everyone is focused on the same goal .
Who Has Helped You On This Journey ?
Larry Weiss has given me this opportunity . He has provided so much support , and we wouldn ’ t have the MSP we have today without his guidance and vision .
I also have to recognize my personal management team . They make it happen , have a vision , are empowered , and make great decisions . Without them driving our plan , we wouldn ’ t have grown to where we are today .
What Book Would You Recommend That Other MSPs Trying To Grow Their Business Should Read ?
If you ’ re looking to grow and create a certain type of culture , then “ The Breakthrough Company : How Everyday Companies Become Extraordinary Performers ” by Keith McFarland provides you with the road map and insight on how to get there . I didn ’ t even realize how many “ aha !” moments I had until I started living and adjusting to these lessons . As your business starts to grow , you get an idea of how your pitfalls were disrupting your growth and how to avoid making the same mistakes .
I ’ d also be remiss if I didn ’ t mention “ Extreme Ownership : How U . S . Navy SEALs Lead and Win ” and “ The Dichotomy of Leadership ,” both co-authored by Leif Babin and Jocko Willink . As your team and business grow , you have to gain a better understanding of how to manage and empower the people toward the same goals . Leif and Jocko ’ s books provide you with the tools to get there .
In Closing , Are There Any Words Of Wisdom That You Would Give To Other MSPs Looking To Grow Or Build A Successful Exit For Their Business ?
Be open and willing to constant change , but ensure you are doing it in a meaningful way . You have to make calculated moves , provide your team with proper training , and verify that these adjustments are possible . You can change , but it needs to be done methodically . n
Who Would You Say Is The Most Impactful Business Leader Or Thought-Leader Whose Techniques Or Leadership Style You Try To Emulate Or Are Influenced By ? Why ?
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