The MSP/client relationship can sometimes hit a roadblock: the customer’s own internal IT staff is skeptical of –– or even threatened by –– the third party IT outfit. As a result, they can stop communicating at the outset of the co-managed MSP relationship.
But when channel pros approach co-managed service relationships thoughtfully, all parties benefit. Here are some ways that can happen.
Determine the Internal IT Leader’s Skill Level
Dawn Sizer
An internal IT professional or department’s knowledge level depends on the customer. That’s according to Dawn Sizer, co-founder and CEO of Mechanicsburg, PA-based MSP 3rd Element Consulting Inc., which offers co-managed services.
Some of Sizer’s clients have skilled IT professionals on staff, while others have a governance, risk, and compliance (GRC) specialist overseeing IT. In many cases, the individual tasked with IT also fulfills another role, she explained.
The skill level of each co-managed customer must be found via a thorough discovery process that helps establish:
- Why the customer engaged you about co-managed services (if it was the client that initially reached out)
- Pain points the customer is experiencing in their IT operations
- If the customer needs IT support in one or more areas
- What “lanes” they want the MSP in, and which ones they want them to stay out of
- If they’re simply interested in the MSP’s toolbox
“In some situations, they don’t necessarily need a ton of support — they’re looking at you in terms of tools and projects,” Sizer noted. “There are all kinds of different [directions] a co-managed project can go.”
Making Internal IT Shine
Chad Kempt
When the internal IT manager reaches out to the MSP initially, the tension level between both parties usually will be low.
However, when that individual’s boss starts the relationship, channel pros may face an IT manager who is fearful of losing their job. As a result, that individual likely won’t be too cooperative.
In these situations, Sizer favors a message of empowerment: “‘We’re here to make you the hero, to support you in any way that makes sense for your organization — not take your job.’”
Still, some business leaders may contact MSPs because they’re concerned about their in-house IT manager’s performance.
Chad Kempt, owner of Canadian MSP Fast Computers, has dealt with this situation before. Often, the client opted to keep the IT manager on board with some strict boundaries on their responsibility and what Kempt’s company will oversee, Kempt recalled.
“[We tell the IT person], ‘We need you to communicate to us; likewise, stay out of this [area]. We are not going to step on your toes, but we are able to help you out.’”
Price Wisely
Channel pros may be tempted to offer discounts to co-managed service customers. For example, if the MSP usually charges $150 a seat for an SMB client with less than 100 users, they may charge $75 for a 300-user operation. It’s important to be clear on the scope of such a strategy, Kempt warned.
“If you just allow unlimited support, you may find the time spent on the account is actually higher than on an account you fully manage. You’ve got other cooks in the kitchen making changes [and] extra levels of communication between you, the business, and the business’ IT people.”
Overall, it’s important to take time to build trust when dealing with co-managed service relationships, Sizer advised. “It may take time to develop that trust with the IT manager that you’re not coming after their job, and you’re not looking for a bigger piece of the pie than they’re ready to give you.”
Images: iStock
