Who we are, and what we actually run.
A one-screen brief so you can answer “who are you, and what do you actually run?” with confidence — the story, the stack, and the one-line version.
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The stack we run
The vendors and partners behind the pitch, grouped by what they do. One line each on why it’s in the stack.
Who to chase, who to qualify out.
The cheapest way to stop burning weeks on dead deals. Chase the A’s, nurture the B’s, and pass on the rest fast and politely.
What to ask — not what to say.
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The stalls, and how to answer them.
Buyer stalls that make green reps freeze — and the calm reframe for each. (These are different from the “why we win vs other MSPs” lines on the battle cards.)
First touch to expansion.
The sequence, what to do at each step, and who actually holds each role. Get the stakeholder map right and the rest gets easier.
Who to talk to
The roles below are tuned to the {{ verticalLabel }} vertical — switch it in the header.
Recurring revenue is the whole game. Everything else is one-time noise.
Every managed client is seats × a monthly price, with a floor. The floor is the part most reps forget — and it's where the easy margin lives. Close the recurring base first; sell projects, hardware, and VoIP on top of it.
No managed client bills under this, period. At low seat counts the floor — not the per-seat math — is what you're really selling.
On {{ activeTierName }}, the per-seat price clears the floor at this headcount. Below it, push seats or tier — above it, every seat is pure compounding.
Four fixed price points — margin is an output, not a lever. You don't negotiate the price; you negotiate seats and scope. The ladder already protects the number.
The four levers, in order
Top to bottom = biggest needle-movers. Spend your energy up top.
Live margin map
These numbers track the calculator — change seats and toggles there and watch this move. The point: where the money actually is.
| Tier | Sell / seat | Monthly | Margin | Profit b/labor /mo |
|---|---|---|---|---|
| {{ ti.name }} | {{ ti.effUserFmt }} | {{ ti.effMonthlyFmt }} | {{ ti.effMarginFmt }} | {{ ti.profitMonthFmt }} |
Build the quote. Watch the margin.
Each tier has a fixed sticker price. Flip the add-ons and they add their per-seat price on top — the sticker doesn’t move on its own. Past 50 seats you can apply a volume discount. {{ costViewNote }}
Included hours are banded by seat count: 4 hrs/mo up to 20 seats, 6 hrs/mo at 21–35, 8 hrs/mo at 36+. Ad-hoc and overage work bills at $325/hr; non-Partner advisory bills at the same rate.
Every offering, and why we win it.
What each offering actually is, what it earns, and where we beat other MSPs and consulting firms. Open a card for the full play. Start with how we position the whole relationship:
What it all means, in plain English.
Every tool in the stack, explained without the jargon — what it is, and why it actually helps the client. You don’t need to be technical to use these; they’re here so you can answer “what’s that?” with confidence.
Business Premium, and the two Suites.
Why the base license matters, and what each upgrade Suite adds on top of it.
Backup that pays for its own hardware.
Monthly cloud-retention subscription. The appliance is bundled in and becomes the client's to keep after the term. Pick a model, capacity, and retention — see the sell and the profit.
The high-margin, project work.
Scoped, project-based, billed up front. This is where the hourly rate does the heavy lifting — sell it on top of every managed client.
AvePoint backup — per-GB calculator
The technical control layer, priced honestly.
What we do, what we don't, and which rate applies. By control count the technical layer is roughly 40–50% of a SOC 2 — the documentation side is the bigger lift in client hours. Don't soften the line below; overpromising here costs credibility in month three.
The rate split
The test: is the deliverable a configuration or a document? Config = $200/hr. Document, meeting, or decision = $325/hr.
Phones, kept simple.
Most clients want the same thing: enough concurrent calls and some phone numbers. Don't drown them in the billing matrix — sell the five things below and scope the rest.