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
2,000+
qualified Microsoft Copilot leads delivered
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. Each role hears the message written for it.
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
Send us two deals you won alongside an internal IT team. On the call we agree the signals that put similar accounts in front of your reps.
An IT manager hearing a managed service provider (MSP) pitch can hear a case for replacing them, and may read the rest of the proposal that way.
Open on a project the internal team already knows it cannot staff, described in the words the IT manager used. The first call is spent finding that project.
You can find the gaps in one call. Ask the IT manager what has been on their list for a year.
Those four answers are the proposal. They come from the person expected to block the deal, and collecting them takes one call.
Write the proposal so the internal manager gets the credit when the project lands. Name them as the owner of the outcome in the first paragraph.
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.
If you have bought a cold list of companies that employ an IT manager, accounts here are approached only after a signal fires, such as a new IT director appointed or a spike in vendor evaluation activity.
If you have had to teach an agency how managed IT is sold, we work in the IT channel only, and the co-existence case is the one we write for you.
This suits MSPs selling to organizations of 100 to 2,500 seats that already employ internal IT. MSSPs, security-led MSPs, and Microsoft-centric MSPs are in the published fit.
If full replacement is already winning you deals, keep pitching it. The scoping call can then move straight to in-market detection and lead volume.
What the figures show about in-house IT teams
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 hears from you in the same week.
Is this a smaller deal?
Not necessarily. A co-existence arrangement can cover security, compliance, cloud work, and project capacity, and its value depends on how many of those lines it covers.
What if they say no?
Ask when the next audit or renewal falls, and put the account back in the queue for that date. The answer tells you when to ask again.
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.