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Welcome to the second blog of our “MSP Fast Track” hangout series, Spring Cleaning: Sweep the Competition with RMM. Our panelists included two informative MSPs who discussed why they choose Continuum’s RMM solution and the success they’ve experienced since switching.   

Meet Our Panelists

May-FastTrack Hangout 11 AM

Network Coverage - Terry Ledger, President and CEO
Hill Country Tech Guys - Whit Ehrich, Owner and CEO

The dialog was very engaging and informative. Check out their answers to some of the questions we posed.
 

What business issues were you facing that made you seek a new remote monitoring and management provider?

Terry of Network Coverage: We've used a myriad of different RMM tools in the 23 years we've been in business. We always had to have someone in house that spent most of their time tuning and tweaking the tool, whether it was from ConnectWise or Enable or whoever it was we were buying it. We seemed to have an engineer that was almost dedicated full time to tweaking and tuning the RMM agent to get it to do what we wanted it to do, to more proactively address the issues that our clients were having. But then somebody had suggested we look at Continuum because I was getting false alerts and also missing stuff with the other products that was really important.

When we downloaded the Continuum agent onto our servers within 15 minutes it was identifying problems that were existing with our servers. And in 15 minutes we got a call from Continuum’s NOC saying, hey, you guys haven't responded to fix this, would you like us to do that? And that was kind of the end of the deal. We were like, oh my god, somebody that actually cares on the back end of it, they know what's going on to tell us what we need to fix instead of doing the blame game that you didn't provide us the documentation, you didn't tune our product properly and things like that.

We wanted someone that was going to be a true partner. And when we went to Continuum, that's what we found from day one.

Whit from Hill Country Tech Guys: Our situation was pretty similar. We sat down and decided, do we fix LabTech or do we move forward? And we realized our customers didn't value our RMM so why would we want to invest in that with the most precious resource you have, which is your people. So by going to Continuum we have a whole team of people that are always looking to improve our backend and we can focus on the customer.

You know, if you're living in tragedy, if you're getting those calls from the customer that's down, you're not moving your company. Letting go of those issues has been very important to move forwards, to innovate, to worry about my business and growth and not an ISP that's down or a hard drive that's failed somewhere. So to us it was letting go of those problems and focusing on the real problem.

Terry: Sounds like you became more proactive and a lot less reactive.

Whit: 1000%. We got tired of customers calling us that they were down. I now call them and that's such a good feeling.
 

How has your life changed using Continuum?

Terry: I used to be the guy that fixes everything that broke. I don't do that anymore, but I just downloaded the agent onto our servers and see that it immediately identifies problems in 15 minutes. That's immediate and in real time. And it was at that point I took my senior staff in there, I went, check this out, look at this email. I can't believe we've got a phone call. And then it was just an accelerator, they wanted to find out how we're going to get this, how we're going to remove all the other products we were using and put this in place. So we had an almost immediate buy in from them.

Let’s talk about KPIs, what are 3 KPIs all MSPs should be measuring?

Whit: We’ve assigned KPIs to each person because they need to directly know how they can affect that KPI and how that KPI affects their gross margin. We constantly come back to that to ask how's it going? How was your process going with tickets per user? What have you done to move the needle on tickets per user? What have you done to fix your top reoccurring issue across all your fleet and how does that affect gross margin? Of course me, the COO, the CFO, we look at the numbers, the money numbers every day, a couple of times a day. But my team is looking at tickets per user, our customers that have a high change and tickets and what happened.

But you have to know what the numbers look like. So you also know when they change. So if you're not looking at them frequently, daily, every other day, you're not going to see some of the stuff. You're not going to learn these little tweaks about your business that you can't get. There's tools out there that can give you so much info. We find it better to pick numbers and sometimes we pick them for a quarter and we analyze that number or figure out what's wrong with a number. Maybe write a new process, try a new vendor, whatever it looks like to fix the number. And then next quarter, maybe a different number or maybe we add a number, but typically everybody has three numbers that they own and they're talking about. And how are they making it better?
 

How do you handle any gaps in the skills or expertise of your team?

Whit: Verticalize. Focus. There's plenty of business. Get good at a few business lines and ideas as you can. Terry's construction, I'm heavy medical finance, they cross over a lot and for me, with medical and finance we spend most of our days talking about security and compliance. You cannot be the tool for everyone. You know, you'll end up being a 20-foot-long Swiss army knife and not good at anything. 

To hear the full conversation and insight from our MSPs, Network Coverage and Hill Country Tech Guys, click here!