the stages of msp maturity
TRANSCRIPT
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The Stages of MSP Maturity
Dave Cava Owner/COO, Proac;ve
Technologies
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Introducing Proac;ve Technologies
• Located in Midtown Manha@an • Founded in 2007 • Managed Services first and foremost • Focused on Financial Services ver;cal – Very demanding clientele – We service “The 1%”
• 30+ People • $5M+ in revenue
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Balancing the 4 Pillars of the Business
• Sales and Marke;ng • Service Delivery (Process) • Finance and Administra;on • Human Resources (People)
Any ;me there is an imbalance the ability of the business to progress will suffer. They must grow TOGETHER.
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Stages of Business Maturity • Toddler Time – All about the owner(s) – Strong reliance on key people – Processes non-‐existent or very immature
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Stages of Business Maturity • Scaling Up – Middle management introduced – Responsibili;es transferring from individuals to groups
– Processes are gebng defined
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Stages of Business Maturity • Killing It – Strong Execu;ve Team and Board of Directors – Work accomplished by groups of “experts” – Daily opera;ons func;on by effec;ve processes
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Your Mission For Today: • Should you choose to accept it… – Iden;fy where your company is at on the roadmap to maturity
– Iden;fy a few a few “next steps” for progressing forward • They should be concrete • They should be realis;cally a@ainable
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Sales and Marke;ng Strategy
Toddler Time • Credibility comes from vendors used • Owner’s connec;ons / reputa;on is key • Sales by owner via referrals
Scaling Up
• Beginning to establish a corporate brand • Lead genera;on and sales processes are
immature but ramping up • Other resources (besides owner) are selling
Killing It
• Corporate iden;ty well established • Majority of leads are self-‐generated • Well oiled sales team selling using defined processes and tracking systems
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Payment Cycle and Cash Flow
Toddler Time • Cash lags far behind service • Cash flow is lousy, but need is
modest
Scaling Up
• A/R Days Outstanding improving • Cash flow also improving, but the
need is huge and is a threat to growth
Killing It
• Cash received before service is provided
• Cash flow is fluid • Banking cash
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Gross Margin on Your Support Services
Toddler Time • Low (Up to 35%) • Tough to reinvest
Scaling Up • Moderate (35-‐60%) • Need to reinvest eats it
Killing It • High (60%+) • Oh baby, real cheddar
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Services Sold
Toddler Time
• Hourly Billing • Time Blocks • Monitoring and Maintenance • Resold Cloud
Scaling Up
• Transi;oning to All In Managed Services and Inclusive Flat Fees
• Lots of legacy deals and excep;ons • Some resold cloud, some in house cloud
Killing It
• All In Managed Services and Inclusive Flat Fees
• Staffing • Offerings include in house cloud
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Standardiza;on of Client Environments
Toddler Time
• Technology standards are not well defined across client base
• Clients are not forced to adhere to minimum standards
Scaling Up
• Standards have developed • Legacy clients need not comply,
excep;ons are made regularly for new clients
Killing It
• Standards are fully defined and are enforced with rare excep;on.
• “If you hire us, you get on our planorm”
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Standardiza;on of Service Processes
Toddler Time
• Not documented • Dependence on individual know how, not
corporate standards • No real "our way of doing things" • QoS depends on who answers the phone
Scaling Up
• Some processes are documented, but procedures s;ll inconsistent
• Responsibility more on groups and less on individuals • QoS is improving
Killing It
• Processes and escala;on procedures fully defined
• Able to adjust processes with agility • QoS is excellent and consistent
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Strategic Planning Mee;ngs with Clients
Toddler Time • Rare to Non-‐Existent
Scaling Up • Regular with some clients,
on demand or non-‐existent with others
Killing It • Done on a regular schedule with most to all clients
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The Bossman (CEO)
Toddler Time
• What CEO? • HDIC is immersed in the day to
day details of the business • “In the weeds”
Scaling Up • CEO must emerge and raise up
leaders to run lines of business • The "ba@le to delegate" is key to
success
Killing It • Execu;ve team is well established
with at least one addi;onal layer of management below them
• CEO manages execu;ves and sets course for the future
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Technical Staff
Toddler Time
• Need overqualified generalists to deliver service well
• Same people doing L1 to L3 work • No real resource depth
Scaling Up
• Increasing role defini;on / differen;a;on. Specialists replace generalists
• Senior engineers doing less L1/2 • Resources begin to overlap
Killing It
• Roles fully defined. Generalists gone
• L1 work done well by L1 techs • Not overpaying for any posi;on • True resource depth
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New Hire Assimila;on
Toddler Time • New Hire training is non-‐existent or "watch him"
Scaling Up • There is an evolving New Hire
training process that includes documenta;on
Killing It
• New hires come into a highly defined system with a precise roadmap / plan for gebng up to speed