Don't miss out: Hot new MSP sales book

[00:00:02] Speaker A: Want to grow your MSP but fear that the one thing getting in the way is you. Here comes the mindset, the confidence and all the tactics to make it happen. Oh, it is great to be back and you are going to love what we are talking about on today's show. I've got a new MSP sales book which I love and I really think that you should read when you're growing your msp, you've got to remember that context is everything and and my special guest today reveals how to grow an MSP from nothing to 8 million annual recurring revenue. Welcome to episode 315 powered by MSP marketingedge.com Paul Green's MSP Marketing Podcast if sales is one of the biggest headaches within your msp, then heads up, you need good advice, right? And a solid plan. And of course there's a lot of noise out there with a lot of conflicting advice on how to improve your MSP sales. And so let me introduce you to a true expert who has some of the best sales advice out there and how do you plug his knowledge into your msp? Well, he's written a brand new book, let me tell you about it and the difference it'll make to your msp sales. Most MSPs I meet really don't love selling. I know that you'd rather be fixing things or securing networks or just helping your clients, right, rather than being out there selling. But here's the thing, if you can't sell your services confidently, you're always going to be a step behind. Now a couple of months ago I was lucky enough to be at Scalecon 25 in New Orleans, which by the way is a fantastic city. Slightly dangerous, but it is a really, really fun city. And the event was packed with about 400 smart msps. So we had loads of great conversations. There were so many ideas, you know, I got loads of ideas and I know the MSPs there got loads of ideas about marketing and growing your business. And while I was there I bumped into a whole bunch of people that I know and most of them are people I'm based in the UK and a lot of the people I know in the channel are in the US or Cat, Canada or other countries. So I bumped into someone I've only met in real life once before, but I know him really well. He's been on my podcast a number of times. His name is Brian Gillette and he handed me a copy of his brand new book. I did actually wonder at the time if I was one of the first people on the planet outside of his team to get a hold of this book. So it's called, and it's got a swear word in the title. I'm not going to say the swear word. And bravo to Brian for being the first person, I think, in the MSP space to put a swear word in the title of his book. But he's called how to sell a Load. That's where the swear word was edited out. How to sell a load of managed services without selling your soul. And I've got the book here, let's have a quick flick through. I mean, this is absolutely packed with information and advice and Brian is an absolute true genius at MSP sales. He really understands that it's an emotional thing more than it's a cognitive thing. He really understands how you can connect with and engage with and influence the ordinary business owners and managers that you are sitting down and having sales meetings with. So let me just flick through, have a look at some of the different things here. Here we go. So this is a good one. This is about pains and outcomes. So for example, if someone says to you, files, this is their pain. Our files didn't sync. We almost submitted the wrong one to the IRS in the uk. Of course, that would be hmrc, then the outcome. Because in this section of the book he's turning about, talking about turning pains into outcomes. He says, well, look, we, we monitor your backups and we monitor your syncs daily. So there are no surprises. So essentially we will automate that problem away. Here's another pain. A single broken device slows down the entire team and he suggests you turn that into an outcome, which is, well, we fix stuff fast or we swap it out in the same day. And that's just off one page. There's 170 odd pages here of, of absolute gold dust. Because it talks not just about the theory and you know, how you should be influencing people in the process, you should be following, but it gets right down into a whole ton of really practical stuff. So go and get this book, it's called again, editing the title. How to sell a load of managed services without selling your soul by Brian Gillette. You can get it on Amazon and I really do think you should get this. You should get this if you're doing the selling in your business and you should definitely get it if you've got other people doing the selling in the business. Because let's be honest, we know that MSPs don't get enough practice selling, you know, if you're only doing one proper sales meeting every month or every other month. Where do you get to do that practice? And where do you get to improve and constantly tweak and change and make your sales process better? You don't. So it's something like this, a book like this that helps you to sharpen your skills even just a tiny bit, making the ax sharper as it goes. That's very much worth it. Please do go and get that book. And honestly, even if you just take a few ideas from it, I reckon you'll sell more, close faster, and feel way more confident the next time you're sitting across from a prospect. Paul Green's MSP Marketing podcast still to come. So let's say you got to talk to a successful MSP owner who built up a business from nothing to 8 million annual recurring revenue. And let's say you could ask him anything. Maybe you'd say to him, well, look, if you were trying to grow an MSP tomorrow, what would you do? What would the big marketing blocks be? Well, I've just described my special guest on this week's episode, and that's exactly the question that I'm going to ask him later on in the show. He'll be here in the next few minutes. There might be 40,000 MSPs in the world, but yours is unique because it's run by you and it does things in the way that you want them to be done. Every MSP is like this in the same way that all humans are unique. We're all broadly the same, but each of us is very different in our ways. So if you assume that this is the case, you must agree with me that when it comes to building your MSP's growth strategy, context is everything. Every week I have discussions with MSP owners around the world, and often the conversation naturally moves on to which growth strategy they should use to grow their business. And while I have dozens of different growth strategies kind of tucked away in my head, my job when giving advice is to figure out which is the right strategy for each of the business owners I'm speaking to. Because, you see, the advice that you'd give to an owner is dramatically affected by the context of their business. And what do I mean by that? Well, let's imagine there are two MSP owners. Let's call them MSP Owner A and MSP Owner B. So MSP owner A is 45 years old, and he's happy to do another 10, 15, maybe even 20 years in the business. He's making good money, he's enjoying the work. And he just can't see himself leaving that business anytime soon. Plus he's got young children and he wants to spend time with them, but also keep his really expensive car on the drive, right? He wants the nice house, he wants the regular expensive vacations or holidays with his family. So that is the context of him and his situation and his business. Now MSP owner B is in a wholly different situation. So this guy is late 50s, so a lot older than the first guy he's done. He's 25 years, he's got one eye on the door and he's ready to exit that business in two to three years time. So these two businesses could have exactly the same revenue, they could have the same staffing levels, they could even have the same resource levels. They could be the same businesses next to each other in the same street, in the same town. And yet I'd advise completely different strategies for each of those. So for MSP owner A, that's the younger guy who wants to stay in the business, there should be some aggressive growth strategies in place, which means going after new clients. Because of course, that business owner has got 10 to 20 years to capitalize on those new clients and take all of their MRR over the years ahead. And it can cost you thousands to acquire a new client. It's probably a lot higher than you think it is. So that's the right thing to do if you want to spend years more in the business and collect that money from, you know, getting the roi, the return on investment from actually winning that new client. And side note here, if you want to figure out the cost of acquiring a new client for your business, take every single penny that you spent on marketing in the last three years, including all of your time, every single hour of your time that you've put in. Then divide it by the number of new clients you've won and it's almost guaranteed to be a four, sometimes even a five figure sum. Side note over back to MSP owner B. So this is the older guy. Now he's planning to get out in the next two to three years, so he's only got a shorter period of time to recoup his investment in new clients. So in a business like that, I'd be advising him to focus on growing net profit by increasing MRR from existing clients. Because when he comes to put the business up for sale, he'll get a multiple of his ebitda, which is basically an accounting term, earnings before interest, tax, depreciation and amortization. EBITDA Think of it as a kind of a net profit. He'll either get a multiple of that or he might get a multiple of his annual recurring revenue, which is all of your mrr times 12. So of course he should keep winning new clients where he can because it shows that you're still actively doing sales if you win, you know, three, four, five clients over the year. But if he's only won a couple of new clients in those three years, he's working himself out. It's no big deal really. In fact, it's less of a deal than if his EBITDA was lower and his monthly recurring revenue was in decline, because that shows a business since it's in decline. So as long as his EBITDA is going up and his monthly recurring revenue is going up and he's winning new clients, even if it's not as fast as he would like to, then that's okay. So with MSP Owner B, this older guy, I would focus him on upselling to existing clients using tools like the Profit Matrix and Strategic Reviews. And you can learn more about those at my website, mspmarketingedge.com, go to the Knowledge Hub and just type in Profit Matrix or type in Strategic Reviews. We've got hundreds and hundreds of articles about tools like those. And of course MSP SB Owner B should focus on fantastic account management as well to make sure that as few clients as possible leave. So do you see the difference between each of those situations? Do you understand why you need the context before you can start to look at what would be the plan, the strategy to grow my business? A question for you then. What would you advise in each of these situations? Paul Green's MSP Marketing Podcast still to come, there's something so simple that you can do to build trust with your life leads and prospects. It's so simple and yet it gets overlooked so easily by many MSPs. Let's reveal what it is and how you can do it in another marketing minute. We're going to be doing that just a few minutes time later on in the show. I've got a real treat for you right now because I'm going to introduce you to an MSP owner who built up his business from nothing to 8 million annual recurring revenue and then sold that business. He's going to reveal to us the marketing that he's done over the years that's worked the best for him and what he would do today if he was intensely growing an msp. I think you're going to learn so much in the next 15 minutes or so as I introduce you to our special guest. [00:11:15] Speaker B: Hi, my name is Mitt Patel. I was been in the MSP space for around 25 years now. I built and sold my MSP called Netstar and now I have founded and started a new organization called Cerex. [00:11:28] Speaker A: And it's so cool to have you on the podcast, Mitt, because it's funny how the universe kind of sends you messages that you have to interview people because about four or five different people, totally independently, said to me, paul, you need to get Mitt on your podcast. Mitt's exited his msp. He's done this amazing work. He knows loads about marketing. So it's great to actually finally get you on the podcast. And thank you so much. So you said you've been in the space for about 25 years, but you actually achieved something pretty fantastic and something that very few MSPs managed to do within that time. Do you want to just give us the sort of the brief version of your MSP netstar, and what you did and how you built it up and what the kind of the end game was that you reached with that? [00:12:07] Speaker B: Yeah, sure. So Netstar was founded way back in 2002. We were incorporated, I think, in June 2002. We went for 19 and a half years before exit. We got up to around 8 million recurring revenue. And we learned a lot along the way, and I learned a lot along the way of that whole journey, breaking loads and loads of things all over the place. I suppose one of the key things to our success was that we always had a passion for sales and marketing, especially marketing. And I think that's been really evident on the size that we were actually able to grow to. [00:12:40] Speaker A: Yeah, no, I can imagine. And I mean, Obviously over nearly 20 years, mark marketing has changed. B2B marketing has changed immeasurably in those 20 years. But if you were to sort of look back and think, what were the big pieces, the big things you did that made, that gave you the greatest leaps, the biggest jumps, what would you say those were? [00:12:58] Speaker B: Yeah, so I think like the, the. From a marketing perspective, the first thing that we really invested a lot of money in was pay per click advertising. And this was back in 2020, 2010. Sorry. And maybe it doesn't work as effective as it did back then, but we were getting lots of leads off pay per click advertising. We were spending up to sort of £10,000amonth on it. And I think in my lifetime, I've spent almost a million pounds in pay per click advertising. So we've seen what's worked, what doesn't. So that was like the first step, really, the pay per click marketing angle of actually getting leads in and then I think really focusing and harnessing down on what our ideal customer looked like. Because we're in a really lucky position that we were getting so many leads, we could be really picky about the types of customers that we engage with and worked with and made sure they were always going to be a right fit for us. And we essentially built up lots of customers in concentrated verticals and were able to dominate that. [00:13:58] Speaker A: And from a, from a marketing point of view, tell us what the advantages of working within a vertical and really getting to know that vertical. [00:14:04] Speaker B: I think I had the same conversation with someone this morning who was telling me that they service everybody, like five or six different sets of these target companies. And essentially when you have a vertical, your marketing message is so much easier. It can be targeted. Your operational delivery can be easier as well. And back to why your kind of marketing and sales can be easier. Like if you're just dealing with financial service companies, for example, you know what they're most likely going to need from an IT perspective, They're going to have some type of FCA compliance f to rely on. They're going to have all sorts of rules and regulations that you're going to know about and you're able to talk about to them. [00:14:44] Speaker A: So, so if you don't mind, let's drill into a specific example. So, so, and I appreciate you, you're not in the MSP anymore, but if you look back at netstar, tell us one of your most successful verticals and exactly how did you tailor the marketing to that, to that, to that vertical. So you've given us a great generic example. But for example, did you go down to, did you go to their trade shows? You know, did you do specific materials for them? You know, did, did you change the conversations that you were having with people within that vertical? [00:15:11] Speaker B: Yes, I can tell you quite an interesting story. So we had a lot of organizations in real estate. Grosvenor street in London was where all the real estate people seem to have offices. And we had 14 clients on one street. Some of them were door to door, literally. And these are very big office spaces we're talking about. So part of our messaging was always around, like, who we already work with, why we're good in your industry, even, even messaging around the type of software that they use in that particular industry, saying that we're Experts, or we've worked with that vendor, etc. Etc. Before and it just builds a picture. Like, I suppose if you're an MSP at the moment, generally speaking, MSPs would rather work with an accountant that knows MSPs would rather work with a marketing expert who knows MSP. So you'd rather go to an IT company who knows your industry inside and out. Whether or not an MSP thinks that's relevant or not, you know, because all our skills are in, toppable and it works everywhere. But ultimately it's the safety in the eyes of the buyer that they're thinking that actually, because you deal with other people like me in my industry, I'd rather work with you. [00:16:19] Speaker A: Yeah, yeah, I completely agree. And it's, as you said earlier, it, it makes everything easier, it makes the marketing easier, it makes the operational deliverability easier. If I was having a similar conversation yesterday with an MSP about exactly that and we were saying he works with, I think it was dentists, and we were saying that there are the most dentists use one of four or five software packages. They call it a practice management system. So I was saying, why isn't it all over your website that you work with A, B, C, D, E, you know, software solutions? Because that's the number one question the dentist has is do you work with my software? And actually, you and I know that the work the MSP is going to do with that software is tiny, but from the dentist point of view, that's, that's the number one question they have, is what do you know about my system? [00:17:01] Speaker B: And I think it comes back to kind of trends and understanding that business. Right. We didn't have many dentists, but if I was going into a dentist back in 2019 when I had MSP, I'd be going in there and trying to understand what are their pain points. I imagine some of their pain points are people not turning up for meetings. I imagine some of their pain points is some of their software not working, not being able to take X rays or whatever it might be, or their Internet not working in their waiting room. So we do stuff like go and check their reviews. What are people talking about, what are they not talking about? And understand industry trends. So when you're going in there and if you've got loads of clients at dentists, it's easy to talk about the same thing with all of them, because they've already all got the same pains. [00:17:38] Speaker A: Yeah, I completely agree. In fact, as you were saying that, I was thinking about an msp, I know who's, who's a friend as well as. As someone I work with. And he works in the hospitality sector and he's actually developing WhatsApp messaging solutions. Because, Mitch, you'll know here in the UK, WhatsApp is messaging. There is. There is no other way to message in the uk. So he's actually listened to his clients talking about their pain points, which were more around messaging and communications than it, and has developed a solution or is developing a solution to sell them, which is. Which is exactly what those clients want. And of course will. Then, you know, that will attract more people into his MSP because he can solve the same problems that everyone's got. [00:18:16] Speaker B: And I think sometimes it's thinking about like the revenue angle for your potential customer. So the hospitality sector is an interesting one. We had a client who was a hotel. We went into the hotel before we did. We did some research on TripAdvisor to understand how good the hotel is. And people were complaining about WI Fi. So automatically we had a conversation there going in, saying, hey, we've noticed before we even said that. We said, what type of Internet connection do you have? He said, we have a gigabit connection. We looked at, they had 200 and 200 rooms, I think it was. And we were thinking, why people complaining? So the reason people are complaining was it was capped at 1 meg. So we asked, we asked the hotel guy, we've got a gig connection, you've only got 200 rooms. Why have you capped it at one meg? And he's like, I don't even know. We had it capped at 1 meg. So we've actually unlocked a really big KPI for them, which is like guest experience and score on TripAdvisor. And now all of a sudden you're talking in their language. Yeah, I love that. [00:19:11] Speaker A: Let me ask you a question, Mitch. So, so the business that you sold, how many, how many staff did you have when you sold it? [00:19:17] Speaker B: We had 62 people. [00:19:19] Speaker A: Okay, so. So that, that, that sounds like a headache. Even when you. With a good management structure in place, that sounds like a headache. How did you help the. And influence the salespeople and the marketing people to have those kind of thoughts to. Because I assume it's not you at that stage. It wasn't you going out, selling to a hotel. So. So when you've got that many people, how do you persuade them and train them and influence them to. I'm going to say it's a cliche, but think outside the box of something like, go and look at the TripAdvisor. [00:19:48] Speaker B: Reviews, I think it's some of it's a process. So I learned this concept off a guy called Danish, which was called Strategizer, the 7C Strategizer. Google it, you'll find it. And it basically is like a map to understand who your customers are, what their pain points are, where their channels are, what sectors they're involved in. It's kind of like really understanding the Persona of the customer in the marketing world. And we used to run sessions with the sales team so they'd understand what that Persona looked like, like day in, day out. So that was one way we got them to think like the customer. Another thing that we would do is we would measure the right things. So what I see a lot of time in marketing is people measure all sorts of things. Like the other day I was speaking someone, they're like, well, we measure that. Our team are putting out four blogs. I was like, well, that's great. They're putting up four blogs. But surely you want to know if anyone's reading the blogs and it's the right type of people reading the blog. So it's getting concrete with the actual KPI data that you're looking for. And I see that a lot. Like that's one of the biggest mistakes of working out what does good look like for marketing or what does good look like for sales. And I think a lot of the times, once you set what good looks like, people will normally work out a way of how to get there because you don't want to be, you know, And I definitely wasn't micromanaging the process in any way or form. I mean, if you speak to most, most of the leaders in my old organization, I was not really that good at micromanaging process at all. So it's really just setting people up for success. [00:21:18] Speaker A: Okay, let me ask you one final question about your MSP and looking back, and then we'll do a bit of looking forward because you've got a really exciting new initiative. So if you were to suffer some kind of breakdown and tomorrow decide you were going to start a new msp, and I'm guessing that that's the worst thing that I could possibly suggest to you. But if you were going to do that and you were going to set something up from scratch and say, right, I've done this before, I've built something from nothing to 8 million recurring revenue. So I know I can go from zero to a million in recurring reven revenue really quickly. I could do that in like 10 months, 12 months. What would you do to talk me through the big building blocks that you would put in place from day one to just give, give that MSP the greatest chance to get to the, to the big revenue quickly. [00:22:03] Speaker B: So the assumption is that you're going to give me loads of money to start this msp. So I have, have a bunch of cash to start with and I suppose it's like, where would I put that bunch of cash? So the first thing that I would probably look to scale up and people would be like, why, why would he do that? Is I'd get my marketing team scaled straight away. So what I'd be looking for is to spend money in marketing activities, deliver leads for us, because we've got zero customers as the new msp, right? So we've got to work on a way of how do we get consistent leads. And I'd probably look at what, what are the different ways to do that, whether it is pay per click advertising, whether it is sending people letters or sending people lots of emails. But I would spend my money and probably I'd spend like 10, 15k a month if I was starting out fresh. I know most MSPs are probably not even spending thousand pounds a month right now, but that's how I'd be able to consistently grow month on month. Some of the lessons that I've learned, which I would think about in that process, is that I would start something and not stop it straight away. So a lot of people start things, start a marketing initiative, start something new and after three months are like, oh, it doesn't work, it's not delivering any results, so I'm going to get rid of it and do something else and start another thing. But I know through my experience that patience, patience sometimes wins and gives you results and you should actually look at spending more in an area that's delivering leads before you start tweaking it and before you start doing new things. What I mean by that is if you're spending £5,000amonth and you're getting one good lead from it, can you spend 10 and get two before you start tweaking the process of how to make it more efficient? And I think a lot of people wouldn't they just stop after it didn't work. [00:23:45] Speaker A: Yeah, that's really good advice. Thank you. And just so we're clear, Mitt, I'm not giving you any money at all. Okay. Just so we're 100% clear on that, you'll have to fund that one yourself. [00:23:53] Speaker B: I'll give you a Return though. [00:23:55] Speaker A: Okay, well if you give me a return then, you know, if the ROI is there, I'll take it, I'll take it. So you have, you've, you've obviously sold your msp, I guess you've had some time off and now you've launched something new which you are selling within the channel. You're selling two msps. Before you tell us what that is because I think it's a really good idea. Tell us the story behind this because often I find that when an MSP exits their business and comes up with a new service that they want to sell is because they've either spotted a gap in the market or they've had this frustration within their own business which they're going to try and solve for other MSPs. [00:24:27] Speaker B: So I suppose I've had this frustration, but it didn't come from the frustration. So I did spend about three and a half years out actually not doing a lot apart from a few non exec roles and doing some consultancy here and there. But essentially this is the founding story. Essentially I'm a chairman of a small MSP at the moment. They basically were in a board meeting, they've taken on a client and they're explaining to me about that the, in the onboarding process they've asked for a local admin password for all the devices. This basically means that you can log on to any device anywhere with this one password, right? And they got told the password was welcome 1, 2, 3. So I was like, that's a bit bad. Well, we had a capital W. They paused, but I was like, that just sounds terrible. I was like, I can't believe there are MSPs out there like that. Fast forward nine months, they actually win another client from the same MSP, go through the same process. The password is still welcome 1, 2, 3. Whoa. So I'm sitting there thinking that's like crazy. So that didn't really nudge me to do anything. I just thought, what a terrible msp. A few months later I had someone who worked for me like 10 years ago who had started their own MSP, ring me up and say, Matt, can I come and see you? We're stuck at a million pound revenue and we really need to work out how to grow. And I said, sure, come to my home office, you buy me lunch in the pub, three pints, I'll give you two hours of my time, you know, we'll call it quit. So he came down, we spent two hours, we went through a lot of stuff around business planning, which is normally the first thing to look at. Then we started looking at sales and marketing and I was looking at their website and I was like, oh wow, you've got this ISO 270001 badge. How did you get that? It was like we paid this guy £500 in India to do all the documentation. And then we got this, these guys, I won't name them here on this call to audit us and they spoke to these guys in India and they passed us and I was like, would you know what's in these documents? They were like, no, we don't know what's in this document. So that made me think like the current trust signals are broken because most People think that ISO 27001 means, means a lot. And I know a lot of MSPs actually do do it properly, but there's obviously some that don't do it properly. And then the last thing was I was getting whatsapps from people about this new cyber resilience bill, about them trying to mandate that MSPs need to come under this and align to the Cyber Assessments framework. The first person that sent it to me was a chap called Dan Scott from Connectwise, I know you know him and he wants him and said, have you heard about this? What's going on? I was like, this is interesting. And I had nine messages that day. Wow. Different people in the industry. So I then kind of put those three things together and thought, thought maybe something can be done here. And that's what really, you know, that's what the idea came from of the new business. [00:27:15] Speaker A: Yeah. So tell us what you've launched and what you're trying to achieve with it. [00:27:19] Speaker B: So the new business is called Assurix and essentially what we're trying to achieve is to raise the bar for cyber resilience in MSPS and all UK businesses. What it basically is, is a framework of security aligned to the new bill, a framework of operational maturity, looking at stuff like SLAs, are you good to do business with and give a good outcome essentially. And we look at this stuff on a live basis by integrating in with the tools that msp uses like PSA, RMM etc. And by doing all of this we give the MSP a trust mark and that trust mark is live. And if they for whatever reason don't comply to something, we give them 30 days to fix it. And if they don't, we take the trust mark away from them. So we're giving them a real life evidence based trust mark for the first time to enable them to differentiate. And I think that's part of the problem in our industry, that essentially when you've got an MSP that goes in to try and pitch to someone, everybody sounds the same, they're all saying the same message and no one actually understands, you know, how to differentiate. And they probably can't differentiate. And part of the issue is that SMEs sometimes just don't really care about it. And when you say that to an msp, they're like, what do you mean they don't care about it? But if you think about like the worst thing in your business that you currently do, for me, it's like filling in expense forms and stuff like that. That's what they think of it, right? That's what they think of it. And they're just sitting there thinking, I don't want to hear about this, I don't want to listen to. And the MSP is going, blah, blah, blah, IT support, blah, blah blah, security, blah, blah, blah. You just don't understand. So you end up in this price trap. And what happens is if you have four quotes, the SMEs looking at and going, well, two are 1500, one's at two and a half grand and one's at three and a half. I'm going to go to the 1500 pound one. But we know that that 1500 pound one is cutting corners in some way, not necessarily maliciously, but they're not putting the time and the effort and the governance in to deliver a good outcome. And that's what we're trying to change. We're trying to help the good msps win. [00:29:23] Speaker A: I love that. I think it's a genius idea, absolutely genius. And the live element of that as well, because as you say, you get your other certification, it's there, it's in place, it's reviewed every 12 months. But I mean, that's a real horror story. The one you were telling us about, the MSP that you were advising, so obviously you're starting that in the uk. As a UK based person yourself, can you see something like that moving out worldwide and sort of fitting into different frameworks around the world? [00:29:49] Speaker B: Yeah, definitely. I think, I think like the security framework, we've built it in a way that we, we can make it, we can swap things out. But generally speaking, most of these frameworks are quite similar. So it's, it's pretty similar, easy to map. I think we're going to build our case in the uk. Like, we've been pretty successful so far in the uk and grateful to the community that have actually got behind it. And I think probably post year one, looking into year two and three, we'll start to look at different geographic areas to push this out to, because ultimately what we want to do is just raise the bar in our industry, whether that's here or, you know, in the US or Australia or EMEA or wherever it may be. Yeah, but we've got to prove our case first in the uk and what we're trying to do is give people the right reasons to do it. So not just only from a differentation point of view and knowing that their businesses are more screwed, but we're also working with insurers to give MSPs discounts on their cyber and their professional indemnity insurance. So the first one we have on board is a company called Beasley's, who, probably the largest worldwide, who are going to back what we're doing. [00:30:56] Speaker A: Yeah, that makes perfect sense. So if you can prove that you're following all the rules and your clients are, then of course you should pay less money. Yeah, I think that's a genius idea. So tell us once more what the business is called? What's the website to go and have a look at? And for those MSPs who've loved hearing from you today, what's the best way to get in touch with you? [00:31:13] Speaker B: So the business is called Asurix. The website is www.Asurix.com. best way to get in touch with me is on LinkedIn. Just search for my name, Mitt Patel. Happy to answer any questions or help anybody. You know, I've got quite a lot of content that I've built up in the three and a half years that I was off doing. I think these are like nine speaking things at different events. So I've got some serious slides and if anyone has a problem or an issue, happy to share them. I'm pretty sure I would have covered it at some point somewhere. [00:31:42] Speaker A: Paul Green's MSP marketing podcast, the Marketing Minute. Hi, this is Tim Fitzpatrick with Rialto Marketing. Credibility and trust is so important in the MSP space. And I've got a quick tip you can do in less than a minute to help with that. Ask one of your happy clients for a review. Just send them a short email or a text that says something like, hey, we really appreciate and value you as a client. Would you mind leaving us a quick review? Here's the link takes less than 60 seconds and that one review builds trust, credibility and makes it easier for new prospects to choose you over your competitors. Simple, fast and powerful. Coming up, Coming up next week. Thanks for listening this week. Next week, we're going to be talking about why you must schedule regular time to do formal learning in your msp. And that might just mean reading a book or listening to an educational podcast or something like that. But rather than doing it haphazardly, I believe the most successful MSP owners schedule this. They make it a formal thing to feed their brain and come up with new ideas. So let me tell you why I think you should do this and more about the kind of learning that's going to give you the best results in next week's show. So I'll see you then for MSPs around the world. Around the World, the MSP Marketing Podcast with Paul Green.