I am not an IT person by job title or training. But for the past 16 years keeping my company's (or my client's) technology infrastructure running has been a task that I've had to deal with. It was more than a bit daunting at first, and while I've done my best to learn about the technology, the most important thing I've learned is how to work with channel partners to help realize this goal.
As a charter member of the CompTIA End User Commission, I've been asked to share a few thoughts on my experiences. In particular, they wanted to know more about the types of assistance that are most valuable, as well as the help (or lack thereof) that would make me want to show IT people the door (quickly, if not painlessly). These thoughts relate primarily to managed services providers, but they also apply to solution providers, vendors, and distributors, too. For our purposes of this article, I'll refer to the solution providers and MSPs as "channel partners."
I may not be specifically referring to the partner with whom I currently work. But this is what I've learned from having been around the block a few times.
Since technology is not my calling, be aware that I look to channel partners to take the lead in managing our systems and to help me plan future upgrades. That requires knowledge of our infrastructure and services. If any part of those systems were not installed by your company, then I can understand if you have a certain lack of awareness. But too often, companies have looked to us for a reminder of what they had already done. Similarly, replacement gear is sometimes line-itemed by part numbers, as opposed to a description or model. Do they believe this is in any way helpful to their customers? I recognize that everyone is busy, but when this happens, I wonder if our partner recognizes that we are busy, too. I have to wonder if the person on the other end of the phone call can feel their company’s value decline when they do these types of things.
I also need our partners to be proactive with regulatory compliance and keeping everything up to date. That includes updating our antivirus, Windows and any other software we are running. If any of those activities are going to change the user interface, I do ask that they discuss it with us in advance. Also, our warranties need to be monitored and renewed where it makes sense to do so. Certain functions that are critical to our business, but might not be in daily use, need to be tested routinely. For example, if you never test our backup system, then how can either one of us believe it will be fully functional at that catastrophic moment we actually need it? Firewalls are another example of things that need to be consistently tested and verified.
Then there are the upgrades!
Please understand our computer rotation cycle and provide quotes for equipment that is at least the same or better than the systems being replaced. Manage the transition in a manner that minimizes disruption to my team. And most importantly, please keep your invoice in line with your quote unless I changed the scope of the project and we discussed it in advance.
By following these commonsense guidelines and also helping me to stay up-to-date on technology advances, MSPs can function as a key contributor to the success of this customer's business. Take the IT weight off of our plates, give us fair pricing, and your customer will likely never think to look elsewhere.
Cathy Johnson, CPA, CGMA is Chief Administrative Officer and CFO for Terry Lockridge & Dunn/World Trend Financial. Her responsibilities include human resources and management, marketing, strategic planning, budgeting, information technology, financial reporting and risk management. Her previous positions included CFO and Treasurer of Kwik Way Manufacturing and Director of Accounting for the Ernst & Young's Cedar Rapids office.
