From Technician to Data-Driven Leader

Wil began as a technician who simply wanted to “stop working for someone else.” Over time, that evolved into leading a growing MSP. But with growth came tough decisions — when to hire, when to raise prices, and which clients to keep. He described how the income statement can be deceptive, hiding inefficiencies beneath aggregate numbers. MSPCFO allowed him to drill down into the why behind performance — isolating unprofitable segments, identifying “noisy” clients, and understanding whether his team’s workload truly justified expansion.

“The income statement is the great deceiver,” Wil noted. “MSPCFO gave me the confidence to act on what my gut was already telling me.”

That confidence led to one of his boldest moves: cutting an entire low-margin market segment — roughly $1 million in revenue — to protect profitability. Counterintuitively, gross margin and net profit both increased, while the team’s energy and focus rebounded almost immediately.

Data Confidence Over Fear

Larry Cobrin emphasized how data enables owners to act decisively rather than emotionally. Many MSPs “know” which clients or segments drain time, but data turns that instinct into action. Both Larry and Wil discussed how visibility into agreement-level profitability and client-level performance can expose opportunity — not just inefficiency.

“Hidden inside that spike in ticket volume,” Larry shared, “is a project opportunity.”

Wil agreed that clarity creates momentum. “Once you trust the data,” he said, “you can make the scary decisions that actually move the business forward.”

Hiring Smart, Not Fast

Wil also discussed one of the hardest balancing acts for MSPs: knowing when to hire. His advice — sharpen efficiency before adding headcount. By analyzing agreement profitability, utilization, and underperforming segments, MSP leaders can avoid premature hires and ensure new roles are sustainable.

“Before you hire, analyze everything,” Wil advised. “Raise rates if you need to, clean up unprofitable clients, and make sure your existing team is fully utilized. Then hire with confidence.”

Larry echoed that hiring decisions affect not only the company but also the people being hired. “You’re asking someone to leave their situation for yours,” he said. “Make sure it’s one where they can thrive.”

The conversation turned to company culture and the philosophy of hiring “nice first.” Both Wil and Larry agreed that technical skills can be taught, but attitude can’t.

The Power of an Open Mind

In closing, Wil reflected on his evolution from technician to lifelong learner. His academic journey — from business school to a doctorate in organizational psychology — mirrored his professional growth.

“The more I learned, the more I realized I didn’t know,” Wil said. “There’s joy in learning something from everyone you meet.”

That open mindset, Larry noted, is what separates MSPs that grow from those that stagnate. Data alone doesn’t create change — curiosity does.