MSPs


school or had any formal business training. Tey started their journey as excellent technicians, and now they lack training on how to run a best-in-class business. Peer groups provide an invaluable source of external perspective.


Benchmarking against similar businesses gives owners context and reassures them that others face the same challenges. Tese groups oſten provide both accountability and inspiration, encouraging business leaders to think differently. In other words, being in a group helps leaders learn from other leaders and collectively raise the bar together. Fortunately, there are additional resources available to help


them establish core processes that bring structure and confidence to their business. Understanding financial fundamentals like cash flow, margins, and forecasting, for example, is as important as the technical work itself. Equally, creating operational processes – onboarding, client contracts, retention planning or recruitment – removes risk and provides consistency as the business grows.


An outsider’s eye Once the business basics are in place, strategic consulting from a third party can significantly help MSPs with breaking through the next plateau. An outside consultant is positioned to help leaders see what they are doing well, where they are stuck and where the challenges lie. For example, it might be clear to the owner and staff that they


are performing strongly when it comes to their technology stack, but perhaps they have a blind spot when it comes to their company culture and core identity. A third party can help them establish or reinforce their ‘why’ – who they are and why they are doing what they are doing – and then use this to design an organisational structure that works more effectively and can remain resilient as the business grows and changes. Expert external voices can also help a business owner let go of


what they must for the business to change, help them to delegate and focus instead on what leaves them feeling more fulfilled. Business ownership can be lonely and overwhelming. Outside support, whether from consultants, mentors or peers, can help ease the burden and ensure owners are getting the care they need to be successful.


The human element Navigating human behaviour can be difficult and sometimes even more so for those who have come from a strictly technical background. Ten, when the stakes are high, it can put people into a fight-or-flight mode, which is oſten when they perform the worst. Leaders would do well to remember that business should be first


and foremost about people. Choosing to be intellectually curious about others – seeking to understand them and where they are coming from – can be developed and practised, ultimately leading to more effective conflict resolution. Cultural sensitivity and etiquette also need to be learned for


interactions with staff, customers, and partners across regions. A style of communication that works well in one geography may not translate elsewhere, and accidental business owners (those who are running a business that’s grown from their skill or experience in a particular field rather than through any desire to be an


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entrepreneur) need to be mindful of this as they expand their reach. Diversity and inclusion should also be seen as business strengths


and not a check-the-box exercise. Research shows diverse teams are more innovative and better at problem-solving – qualities every MSP needs in a crowded market. One great way to lead these valuable programmes is to ask team members to co-lead them. Another human challenge comes with the topic of well-being. In


high-pressure environments, burnout can set in quickly if cultures are not built to support wellness and mental health. Leaders who recognise this early and model healthy behaviours set their businesses on a stronger path.


Getting smart about AI Within many MSPs are team members who came from enterprise business divisions such as those with sales and marketing backgrounds. Tese individuals oſten excel in communication and empathy but may lack deep technical expertise. For these staff members, training and guidance on how to best


adapt and utilise new technologies should be a focus in 2026. Te question is not just ‘what can AI and automation do?’ but ‘how can we meaningfully enhance our customers’ business and still make money with these new tools?’ Te agentic revolution is already making an impact in areas such


as ticket triage, predictive maintenance, automated reporting and customer chatbots. Forward-looking MSPs are also exploring how AI can enable sales teams to spot upsell opportunities or automate aspects of lead generation, all without compromising service. Tose who intentionally adopt AI will gain an advantage, while


those who hesitate may find themselves falling behind. Te key is to cut through the hype and identify tools that genuinely add value rather than chasing the latest fad.


The future skillset Te business owners of today will need to evolve faster and even more to not only survive, but thrive, in the next few years. Regulation will become more demanding with frameworks such as GDPR and NIS2 already in place, and new rules around AI ethics and data use are emerging. Additionally, sustainability and environmentally responsible “green IT” practices should also be integrated. Beyond compliance, MSPs will also need to build partnerships.


No MSP can thrive in isolation. Building ecosystems of vendors, distributors, and service partners is essential to reach new markets and stay competitive. Although the fast-moving technology world demands


continuous professional development, it is critical to remember not to focus only on tech. Learning how to lead people and understand the human side should be at the core of every journey. Te real challenge for leaders isn’t just mastering tools or


systems but mastering themselves. By prioritising investing in operational skills, seeking external perspective, strengthening communication, developing emotional intelligence and embracing new technologies with intention, today’s owners can become tomorrow’s holistic leaders – resilient, adaptable and ready for 2026 and beyond.


September/October 2025 | 47


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