S2E5: Tate Talks - With Chris Day, Topdown Ventures — Tate Talks - The MSP Podcast

Welcome to the Tate Talks podcast.

This podcast has been very kindly sponsored by JumpCloud for MSPs. JumpCloud for MSPs provides managed service providers a platform for delivering modern IT services that are identity-centric cloud-native, and vendor-agnostic.

Hi everyone, welcome back to Tate Talks. Thanks so much for listening to the podcast. I really do appreciate it. If you can spread the word, share, like, subscribe, whatever you do, that would be amazing. So today I got to speak with Chris Day, and he's with TopDown Ventures CEO, and you may know him as the founder and former CEO of IT Glue. So we chatted a whole bunch about that and a lot of other stuff too.

So hope you enjoy. Right, welcome to today's podcast. Chris Day, thanks so much for taking the time to join us today, Chris.

Thanks, Chris. Great to be here.

I'm sure most people in the community know who you are and a lot about you, but Just for those that don't, just tell us a little bit about yourself. Yeah, something someone may not know.

I think everyone knows I'm a dinosaur in this space. I think, but you know, maybe not as old as Dan Wensley, but close. I started my first, I guess, MSP before it was an MSP in 2002. So I think that puts me fairly early in the game and ran that MSP for many, many years. And, you know, eventually exited and through a number of steps, but, and we can dig into that if that's interesting. But yeah, most recently exited to a telco at the final stage with fully managed being around 500, 600 employees. And me at that point just being on the board. So yeah, I've seen it all, man. I've seen it from prior to recurring revenue, all the way through the painful migration from break-fix to recurring revenue and everything else in between. 10 years ago or so, I kind of switched gears and got more into the software space and 10, 12 years ago. So IT Glue was the one that most people would know that I founded and eventually sold to to Insight Venture Partners and Kaseya in 2016, which was, I think, a pretty big deal. I think one of the, you know, one of those products that sort of set a new bar for something in our industry that hadn't been done yet, documentation, surprisingly. And then since then, fortunate enough to have invested in and co-founded a number of other software startups. The biggest of which currently is Scalepad, formerly WarrantyMaster, which is actually bigger than IT Glue was at the point when I exited IT Glue now. So I think covering around 150+ employees and yeah, just really continuing to invest in the different areas in the space that I think are exciting and emerging. And yeah, so far I haven't really done any investments in things that are table stakes, you know, like PSA, RMM, those type of things haven't caught my interest yet. But yeah, I've been around for a long time, still having a good time, and love chatting with people in the MSP ecosystem.

Awesome. Well, that was a fantastic introduction. So we're going to drill into a few of those things that you mentioned there. I mean, the first thing that jumped out, which had not occurred to me, was that the scale of Scalepad now obviously being sort of larger than IT Glue was at the time, which is astonishing. That's kind of grown pretty quickly from WarrantyMaster, right? So I guess we'll drill into the, the current day as we go along. But you mentioned you've been in the MSP space prior to it being called that, probably in sort of 2002. So I mean, what were you doing before that?

Yeah, so before I started my IT provider in '02, it was— I really had come out of university and was, was working for a tech startup based out of Seattle called F5 Networks. A lot of people may, may have heard of it. It's a load balancing, you know, hardware provider, competes with Cisco. I was fortunate enough to, to work with them for 3 years or so throughout Europe. And as I happen to have a British passport, and so I was able to go and kind of launch their operation before they went public. And then, you know, since then they've blown up, they're a massive enterprise now. But that, that sort of gave me the cash that I needed to sort of start up my IT provider. And so when I came back, I decided I would work for myself and not for somebody else. So that's what spawned it. And it was really the kind of the idea that this technology that I saw that large enterprise was buying stuff like VPNs and load balancing and high availability and these concepts that were just sort of foreign then for SMBs. And so I really wanted to bring that kind of concept of enterprise-grade solutions down, down to the SMB, which is, which is where it all started. And it was like consulting at the beginning. And then eventually it was helping people manage their, their VPNs and trying to get that recurring revenue piece by piece. And, and then over the years, that just evolved into, you know, what I guess the definition of an MSP is today, the total oversight and management of the infrastructure for, for SMBs. So yeah, it was, it was, I think, spawned out of being an entrepreneur at heart and Working for F5 was amazing, but they were at that point over 1,000 employees and I was a small piece, small cog in a big machine. And so, you know, yeah, rightly or wrongly stepped out on my own and started my own thing. It's worked out for me, but not without a few bumps and bruises along the way for sure. You know, it's hard, it's hard. You know, I remember going from being a one-man show. And that was, that was difficult. But just keep going.

And it's interesting, and it's a fairly common thing that when I speak to people on this podcast that are either run their own MSP or became sort of vendor vendors first, is that they've all kind of said the same thing, which was they're kind of trying to take almost the enterprise solutions that are out there and sort of getting them down to the SME and seeing the opportunity for the that the technology and I guess the internet and things was enabling these things to happen to get these sort of tools in the hands of smaller businesses.

Yeah. And I think for a long time, I mean, one of the things, one of my pet peeves, I guess, when I was starting out was just how undercooked some of the solutions that were being put out there for the, you know, the new customers that I was dealing with. And I was just walking in and going, oh my goodness, this is crazy that this is what you guys have. And they would say, well, this is what we got proposed. And I said, well, like, was it, was a better solution ever proposed? No, this is, this was it. And I think what I learned over the years was that a lot of, you know, because we're tech guys at heart, we're afraid sometimes to put the right solution in front of people. And I think that was a major pattern that I observed, which is like, oh no, I couldn't possibly put that sort of high-end solution in front of this client. There's no way they're gonna say yes. And so therefore people defaulted to these crummy solutions that were kind of like all the incumbent partners we walked into. So I think that was my aha moment, was never, you know, never shy away from putting the right solution in front of someone. They can always say no, but at least you did your best to, you know, not try to save them money for no reason.

That's kind of real-world examples of that when I was within an MSP and when I'm working with MSPs for different vendors, that they will almost exclude their customers thinking they're never going to pay for this because it's too expensive or always doing this. But, you know, you never know. I mean, It's, you just gotta, you've gotta put it to the customer, right? And see what, and see what they say. But some people just don't get that far.

It was like the Linksys router thing, you know, where it eventually everybody figured, you know, you gotta have a decent firewall and things like that. But that was the start of it. You know, I, you probably remember back then it was like common just to have a crappy home firewall.

Yeah.

For these businesses. And you're like, no, no, you can't have that. And so, yeah. And I think, you know, in fairness, the industry has evolved a lot since then. But I think there's still remnants of that where certain MSPs are still afraid because they're not salespeople, they're afraid to put the right solution in front of a customer. And, you know, obviously also trying to position that solution in a way where the customer's like on the same side of the table with you. Like, yeah, I understand why we need to do this. This is like essential. And if it's not, then, you know, you're gonna have a hard time because you're trying to sell something that they don't need, you know, the opposite problem as well. So yeah, it's fascinating. It's a fascinating thing. I think Scalepad being part of that and just something we call shared accountability, which is the crux of the MSP relationship. It's like we don't necessarily own this equipment. I mean, sometimes there's hardware as a service and different things that do enable that and there's components that are owned, but for the most part, You own this equipment, yet I have to support it. And so that shared accountability of like, how do we move the thing forward on the same side of the table? We're not opponents here, is something I think we're trying to unpack and figure out how to move that needle because that's the key to this, where there's trust between the MSP and their customer. Like that building that trust is still challenged today. I still see it. I don't know if you still see that, Chris, but I do.

Yeah, absolutely. And you mentioned around kind of your MSP being technically founded, and the ones that I've kind of— the vast majority of MSPs, I would say, are technically founded. I mean, there were— are you beginning to see in the marketplace any of kind of newer MSPs that have kind of come from a different background, that just aren't just technical people that think, I'm good with computers, I'll set up a company? Is there— I mean, I know that in the UK, I'm just thinking off top of my head, I could think of one which was founded by an accountant, for example, so came at it from a different angle.

Yeah, I don't, I still think it's difficult to get started. I think, you know, if you don't come from that background, but I think what has changed is the business acumen of those running these companies has increased. You know, people are much, I mean, think back to the beginning, people were really not watching the financial metrics the way they do now. You know, like gross margin was like a Huh, what's that? That was just like, that was an afterthought. Whereas now with professional money coming into the space, it has been over the last 10, 20 years, even 10 years for sure. Professional money coming in and demanding business performance, like private equity, for example, they operate from a playbook. That has raised the maturity, I would say. So all the M&A that's happening, you're looking for, you know, you're looking for a platform that you can scale, you're looking for those, those key profitability and growth metrics to be intact. And I think that's the biggest thing that's changed. And I think it's good. I think everybody, you know, a rising tide raises all boats kind of situation. So I think that's, that's happened as the larger mega MSPs have emerged and a lot more happened. I think now it's really just trying to battle that and tons of guys out there that are helping with this, but battling that commoditization of fees and, oh, you know, the guy next door will do it for half the price and how do we fight that? So I think that's the biggest shift. But what we've been seeing is there's also a greater divide happening. In, in the operationally mature and operationally immature MSPs. And, and the guys at the upper echelon are just, you know, looking more and more like a SaaS company. Uh, you know, the margin profiles are, are pretty attractive and the valuations are pretty, pretty high. So I think it's still a bit of a mess, but it's going in the right direction.

Yeah, that's interesting. And we're certainly seeing a lot of that worldwide, actually. There's more professional money coming in, and these sort of mergers creating these larger MSPs, which is probably going to continue to happen. Yeah, I mean, we touched upon, uh, one earlier which was kind of sales and marketing, um, but I guess the question I've got is, I mean, what are the bigger, bigger challenges that you're seeing facing, um, MSPs or vendors, um, in sort of 2023 and beyond? I mean, things like the, the old classics have been there for a long time, like sales and marketing and staff recruitment and retention. I mean, are you seeing anything else, or what are you seeing as the big challenges for 2023?

You know, I think, I think the big challenge for 2023, you know, it's just say, let's just say we're on the, on the brink of, of some form of a recession. Um, I think it's a, it's a very exciting time for MSPs. I think that's kind of weird to say, but, um, I think two types of companies, uh, in our space are, are profit and do really well in a recession. We've seen it before, MSPs and software providers, because you're trying to, you know, you've got a recurring book of business. That's great. That's, you know, that's an advantage. And then you've got, you know, you can continue to run your company without massive new customer acquisition, you know, so you have to focus then on what? Well, retaining your customers and growing, growing the business that you have with those customers. So I think that's the probably the biggest theme, the biggest opportunity for 2023 and maybe even 2024 is really just like optimizing that runbook for the business, like getting the thing dialed in so that we're running, you know, a plan that optimizes the customer experience, reduces their operational overhead, makes them love you, and so on and so forth. That applies for software, applies for MSPs as well. You know, the people are gonna be— the customers of MSPs are going to be looking to save costs. It's not going to be like, I can't have my IT managed. It's going to be, I don't wanna do that large capital expenditure. No problem. So that's where, you know, if we're smart, we say no problem, we can pivot away from hardware spend and let's focus on making your people super efficient and happy so you can run with a leaner team and come out the other side stronger than you were at the beginning. So I think that's the big opportunity moving forward. I think we talk loosely about sales and marketing. I'm certain that opportunity is always there, but, you know, even the fastest growing MSPs are not prolifically adding new customers. You, you, you, you, like, what's your capacity to sustain? Can you add 5 new customers in a, in a month? 2? 30? You know, like in SaaS, we can do 200. You can do 200 customers in a month, no problem. As an MSP, if you add 1 or 2, uh, even if you're 50 or 100 employees, like, there's only so much bandwidth you have for, for new customer acquisition. So I think sales and marketing If I were gonna pivot for this economic climate, I would focus more, I would call it like revenue operations. I'd look at, you know, how you manage support, how you manage your accounts, how you upsell, cross-sell those accounts more than I would look at like I need a whole bunch of new logos coming in, you know, over this next year. So I think that's something that's cost of acquisition of getting one of your customers to do something as opposed to getting a brand new customer to come in and at the same time trying not to lose one out the bottom, which is what I see a pattern happens a lot with MSPs. We just landed a new customer and then we just lost a new customer. So that's, that's why you typically see 10-15% growth for an MSP is very good growth. I'm sure JumpCloud, you know, for example, would not be good with that level of growth. You know, they're probably looking for 40-50%, if not more.

Yeah, no, but it's interesting around the recession, right? We said, I remember the last recession, it was very good for MSPs. And I think that there's no reason why this won't be the same, because you say a lot of end users, the SME clients, they've been looking to reduce their costs. And that could be through, if they've got IT people currently, they may look to outsource that to an MSP also to save money. But they may also, you know, be looking to say, well, we've got an office, we saw some of this with the pandemic, you know, let's, let's move mobile remote first and then MSPs have got a bigger job to do then in securing this remote access and more distributed IT environment. So the role of the MSP becomes more important rather than less.

Yeah, I think that was— I mean, I don't know if we need to talk— hopefully we can just stop talking about the pandemic soon. But you know, that, that was, I think, a really great outcome for MSPs. If there's a great outcome, it was that, okay, well, now we, you know, we do run this distributed environment, and we do expect people to work from wherever. And, you know, that's in many ways much better for an MSP than, you know, in the old days where, yeah, I know, I don't, I'm not really all about this remote stuff. I'd rather have you just send someone out here. And, and I think that, that, that was a very cool, cool pivot. I mean, that, that's what I think is, is the big opportunity as well is if I'm running an MSP today, you know, sure, I'd have an office, but I would be looking to hire all over the place. I would be looking, you know, and there, there, there's companies like Deal and the, and these guys, like you can hire employees globally now. So if you're an MSP, I mean, you don't, you, you remember the, you know, number one, one, one of the top ways to be very profitable as an MSP was to, to be vertical. So we're medical, we're legal. You could never do that in most markets. Like, you know, we don't— let's say Vancouver, where our head office is for TopDown. If we were looking for to do a medically focused MSP, medical vertical MSP, you know, what would we have, like 30 customers? But if I could say I'm gonna take that vertical MSP, I'm gonna run it across the entire United States. Now I can acquire— I'm looking for medical clients that are 50 staff, in any geography across the US, that's just a ridiculous market opportunity. So I think that's what I think I would be looking at now would be, I mean, and it's better for the MSP. Like we don't have anybody local, we don't necessarily need to be local. Obviously, they're, you know, it's still a relationship business. So you're not going to completely get away from that. But I think it does open up a lot of opportunities.

Yeah, 100%. But I think it's, there's obviously with every opportunity, there's kind of the opposite of that, right, which are MSPs that are probably smaller. MSPs can sometimes get priced out in the labor market from an MSP that's— it used to be they had to be within the same town or the same city, but you know, now you're competing with someone in different state or even different country, which is, is great for the employee, but MSPs can struggle a little with it, I guess.

It is, yeah, yeah. That, you know, things like delivering 24/7 service like that, that's much more it's much more available to do now with geographies. But yeah, you're right, you know, if you're, if you're less than 50 people, probably not, not realistic to execute that regardless of whether you're local or national or global.

No, okay, well, it's something you touched upon there which is not on the list of questions I was going to give you, so I'll throw this one out. Sure. To try and catch you off guard was around the pandemic. I know we're not going to keep talking about that, but I think I first met you, it must have been at an IT Nation event or something, which I think is going on this week at time of recording.

Yes.

And IT Glue, they were huge at events, right? I remember trying to speak to you at an event in Orlando and I couldn't get near the booth in terms of, you know, there were, you know, you remember when IT Glue first came around, it was sort of, you know, the big thing and people were just desperate to speak to you. I mean, if you'd launched the product at the beginning, big beginning, sorry, of the pandemic, how would the success of IT Glue been the same? Because you couldn't have got in front of those people to explain the product.

Yeah, that's a very good question. You know, especially for— yeah, it's a very, very good question because when we look at new customer acquisition in any of the portfolio companies that we have that are all SaaS, a portion of that, you know, requires that engagement face-to-face at least to get started. You know, once the companies get some scale and they've once you've been, let's just say you've been to several IT Nations, you've been to DataCon, you've been to these places, you've been in the peer groups, I think you could make do through a pandemic more so, like Scalepad was fortunate to be kind of in that position where we'd already talked to a lot of people prior to, or we'd already had some scale prior to, but I think, you know, certainly it's a very expensive, way to go to market and it's, I guess, a lot easier. I think if you could wave a magic wand and you were like a, you had the marketing and go-to-market acumen of a true SaaS company, you know, look at, let's say, what would HubSpot say? They would say you shouldn't go to any of those events. You should just build your inbound marketing and all the leads should be coming to you and you should nurture those and you should have, you know, all that stuff going on. So, but I think the reality of, of our industry is that this is how people connect. It's, it's, it's, it's no different than, say, physicians or lawyers. Like, they've got to go out and connect with each other on a regular basis to share best practices and, and see what everybody else is doing in their geography. So I think it's a logical place for, for the vendors to sit and, and, and connect and learn the kind of like current day challenges that otherwise you know, you sort of, you're operating in some kind of a vacuum. Yeah, you're just, you know, a bunch of people on phones calling these MSPs and hoping that your call is more important than the last guy. So I think that's, you know, really to set yourself apart, it's a good place to do it at the shows. And, but yeah, luckily we're past that now. But yeah, I don't know how easy it would be because like in the case of IT Glue, back to your original question, we were educating an audience on something that, you know, maybe they didn't think they needed. And that was like, you know, I don't know why everybody back then didn't, thought maybe they didn't need documentation, but everybody now realizes that that was something missing from the stack. And so I think it would've been way more difficult to get that message across over the phone, if you know what I mean. And that was it. You were on stage, you were sharing the big problems, you were sharing the research, and then you had people nodding and saying, Wow, you're right. That's a, that's a major issue. And we probably have 2 extra staff or 10 extra staff that we, we could use for something else if we, you know, invest in technology like this. So yeah, I think it, I think for emerging companies you don't have the bucks to spend, but it's still important to be out there.

It's just, just occurred to me as we were speaking. So I genuinely do remember, and there have been vendors, there are vendors before you and there have been vendors since you, and obviously you're still one of them. That still generate these huge buzz events. And I was thinking, you know, taking all of that interaction away from them for, you know, 18 months would have been quite difficult, especially at the beginning. So let— but you say we're through it now, right? Uh, touch wood, let's hope that's the— we'll never see that again. So separately then, kind of on, um, your, uh, sort of when you're downtime, that kind of thing, I mean, there any particular books, podcasts, TV shows, anything that you enjoy? To, uh, to, to listen to?

You know, when in my downtime, I feel like I spend the entire work week learning as it is. So in my downtime, I'm usually in a somewhere where there's no cell reception, um, and, and I'm, and I'm either, uh, reading fiction or, or I'm, or I'm, I'm watching Netflix or doing something else to numb the mind, uh, at those times. So, um, you know, probably all the, all the books I've read are all the same ones everybody, everybody's read, so I won't bore you with those, but Yeah, downtime for me is about kind of thinking big and trying to leave. You know, I was out in the woods for 10 days recently on a hunting, hunting, not killing expedition where we were out in the woods, you know, and whether you're successful or not, it's nice to leave there and go, wow, I've got 3 or 4 big ideas that didn't come from anywhere other than just having some quiet. Time. So I think that's, you know, meditation and disconnecting is probably the number one thing that I, that I shoot for.

Cool. And we've got just a couple of quick questions to go then. Well, the first one's quite a big question, but if you were kind of starting your career again, what advice would you give yourself? I mean, maybe, maybe there's nothing that you would do differently. I guess that's the way to maybe answer that. What would you have done differently, if anything?

Interesting question. Yeah, I think I could answer that just by the nature of what I've experienced, you know, starting bootstrap companies is hard. You know, I think when you're an entrepreneur and you start your business, there's a couple of things I did early on that helped me, I guess, leap ahead. And I mean, you could call it M&A, I guess. It wasn't like a goal for me to go and do acquisitions, but I did learn early on that, you know, if I found, and this actually happened to me with Fully Managed, we, We doubled the size of the company in one quarter by two of us getting together. This was Charlene back in the day, part of IT Globe. And we had two companies of around 50 staff and we said, hey, this is gonna be better if we put it together. We can own 50% of a double the size company. And that's something that I've, you know, taken forward. The other thing I would say that I would do differently is I would probably What I've learned is bootstrapping is awesome, but it's also kind of slow. So I think that companies can hit their traction a lot more quickly with investment. So I'm pretty passionate about now looking for those opportunities to help founders and help entrepreneurs that are thinking like a little bit bigger. Like, I don't want to be doing this for 50 years, 10 would be nice or 5 would be nice. And can we scale this a lot more quickly? So that's kind of what we're passionate about at TopDown now is finding those opportunities where we can help a founder grow way more quickly than they would without money and ultimately have a better outcome. So I think I would've taken that advice. I think, I don't know if I would've been able to, there wasn't that kind of money floating around back in the day, but there certainly is now. And we, you know, we have a lot of emerging software companies that, we get, I get directly like, hey, you know, would you be interested in taking a look at this? And many of them we say yeah, because yeah, that like you're gonna have to figure out the product, sales, marketing, HR, you know, getting the talent in. There's 5 or 6 major roadblocks to getting that scale. And often the biggest one is I can't afford to hire the right people at the right time. So I have to kind of fake it to make it. And I think that's one of the things we've seen huge strides in growth and execution is like, oh, I was able to hire the right sales leader before I could afford them, or I was able to hire the right marketing leader before I could afford them normally. And those things, you know, you deal and speak with many of these people to bring in the right talent is the key to any business. And so I think MSPs are, you know, also struggle with that, like you're doing the best you can. But talent is the key, and if you can't afford the talent, you know, that's, that's a nice way to accelerate that. Yes, you're giving up some equity, but, but the upside is you should see that return way, way more quickly.

Now, that's, um, that's really cool. Um, so final question then. We're speaking mainly to MSPs here, I guess, as part of the majority of the audience, some vendors but mainly MSPs. So I mean, is there a kind of a tip or something that you would offer them to sort of help them? I mean, you've given quite a few tips already, but any kind of additional tips that you think would help them with their business?

I mean, it's gonna sound, it's gonna sound ridiculous, but we even see it at, in companies with a couple of hundred employees, it's the value of thoughtful business planning. Like, it sounds like ridiculous, right? Because yeah, of course we do that. But I just, I think we get caught up in the busyness of running the day-to-day operations. And for me, when I've had the most success is when I've been able to zoom out and set and communicate our business goals, most importantly to the company and the employees and say, this is where we're heading, this is what we're gonna do in 2023. And, you know, not to overthink it, like we're not trying to optimize 20 different things, we've picked 3. We'd like our MRR to grow from X to Y. We'd like our customer retention to go from X to Y. You know, we'd like to successfully implement a new service that 30% of our customers are gonna buy. Those are like simple things that I think a lot of MSPs don't take the time because you're just constantly working on like inside the business. And so I think to zoom out and work on the business is the most profound thing that anybody can do because you leave You know, but Scalepad's doing it now. I joined their quarterly sessions just as an example. It was November 1st, the planning started for 2023. And so there's 2 full months of prep time to really design this plan and then figure out how are we actually gonna execute that. So I think that's the number 1 thing that most entrepreneurs struggle with is like putting the thoughtful planning in and you do that and even if you miss, it's still going to be far better than if you had no plan.

Yeah. And I think the key part that you mentioned right at the beginning of that is communicating that plan. I think that's where— and I think MSPs have got much, much better at this, but I guess it used to be the case, like when I was in MSPs, that we'd create the plan and the leadership team would be fully aware of it, but we weren't really communicating that plan to the rest of the team. And then how do you expect them to deliver when they don't fully understand the reasons that you're trying to do it? So yeah, yeah, communications are cool.

Yeah, making it tangible, right? And I think, like I said, even larger companies struggle with this, you know, tongue in cheek, but top-down is one way to do it. That's our investment firm. But the most effective is bottom-up. Like, you know, there's a goal for the business and rather than telling people, here's how to do it, it's like, how are you gonna contribute? And then have people come back with their plans. I think then people can rally around the numbers a lot better. And so we get caught in that, I think, often where we're trying to sort of like solve it for our leaders. And if you get your leadership team to sort of buy into, here's the strategy we're going to use to double this or half that or whatever it is, it gets traction. So I mean, it's a work in progress, but that's the— I think that's the number one area that people can see gains.

Yeah, agreed. And with that, we're at time. So I really appreciate you joining us today on the podcast. I'm going to link in the bio all the details of your LinkedIn and how to connect, get in touch, and that kind of thing.

Perfect.

It's been amazing to catch up again, Chris. It's been far too long, and it has been with most people in the industry since we got to speak face to face. But looking forward to seeing what you do, continue to do next, and see you soon.

Thanks so much, Chris.

See you soon.

This podcast has been very kindly sponsored by JumpCloud for MSPs. JumpCloud for MSPs provides managed service providers a platform for delivering modern IT services that are identity-centric, cloud-native, and vendor-agnostic. Using JumpCloud's open directory platform, MSPs can iteratively replace point solutions by unifying device identity and access management. To learn more, please visit jumpcloud.com/msp or email the team at partners@jumpcloud.com.