Go-To-Market Strategy
A position that hands the internal IT team the projects they cannot staff, and hands the owner a reason to fund them.
Book a scoping call2.2 million
verified data points
5 days
to the first qualified leads
60+
technology leaders
30
state programs
How it works
The work is Go-To-Market Strategy: a position, two messages for two readers, and outreach that reaches both. Your sales leadership agrees the position before launch.
Map the gaps
Map the three or four areas internal teams ask for help with in your own won deals: security, compliance, cloud migration, and project capacity. Your own history sets that list.
Write the two messages
Write one message for the IT manager and one for the owner or finance approver, each answering the objection that role raises. The service list stays out of both.
Reach both roles
Reach the IT manager and the budget holder inside the same account in the same week, on email, LinkedIn, and outbound calling. One contact is not a buying committee.
Build the proof case
Build two case studies where you worked alongside an internal team, naming the blocker, the channel, and the system the leads landed in. A buyer needs to see the arrangement working.
Start here
Tell us what your pipeline needs to do next quarter. We will tell you plainly whether we can fill the gap, what it would involve, and whether we are the right partner. You will hear back within one business day.
An IT manager hearing a managed service provider (MSP) pitch hears a case for replacing them. Very little of the proposal gets read after that.
The opening has to be a project the internal team already knows it cannot staff, named by them rather than by you. That is a different first call.
You can find the gaps in one call, and no framework is needed to do it. Ask the IT manager what has been on their list for a year.
Those four answers are the proposal. They come from the person you were told would block you, and they cost nothing to collect.
Write the proposal so the internal manager gets the credit when the project lands. That is a wording choice, and it costs you nothing to make.
Send the same document to the owner or the finance approver with the cost of the gap attached, because that is who funds it. The two versions differ only in the first paragraph.
Your reps are handed a qualified lead that names both roles in the account. A qualified lead is a verified decision-maker who is evaluating now, delivered with the buying trigger, the stakeholder map, and the intent history.
The stakeholder map carries the weight here, because it shows whether the IT manager or the owner started the search.
A cold list of companies that employ an IT manager tells you nothing about whether a project is stuck. Accounts here are approached only after a signal fires, such as a new IT director appointed or a spike in vendor evaluation activity.
An agency that has never sold managed IT will pitch replacement, because that is the obvious story. We sell only into the IT channel, and the co-existence case is what we write.
MSPs selling to organizations of 100 to 2,500 seats that already employ internal IT, including MSSPs and security-led MSPs. Microsoft-centric MSPs are in the published fit as well.
If you are pitching full replacement and winning, keep doing that. We will say so at the scoping call rather than sell you a repositioning you do not need.
The in-house IT opportunity most MSPs ignore
The xpandly guarantee
It applies to Microsoft Copilot leads, and the program page states it in full.
43%
of businesses that have in-house IT staff also engage an external managed service provider for specialist or overflow work
2.7x
larger average contract value when an MSP provides strategic and specialist services alongside an existing internal IT function
67%
of in-house IT managers say they would actively support bringing in an MSP for areas outside their team's core competency
Common questions
Who should we contact first?
The IT manager, because the gaps come from them and the objection starts with them. The owner or finance approver is contacted in the same week, not instead.
Is this a smaller deal?
Not necessarily. A co-existence arrangement can cover security, compliance, cloud work, and project capacity, which are the lines that carry margin rather than seat count.
What if they say no?
Ask when the next audit or renewal falls, and put the account back in the queue for that date. A no today is a signal to watch, not a lost account.
Do we need new material?
Two case studies where you worked beside an internal team, plus a one-page gap list from your own won deals. Both can be written from records you already hold.