Alexej Pikovsky

Private Equity (PE) roll-up offers look like generational de-risking events, but selling your MSP is rarely just a financial transaction. The true cost of a bad deal is not tax liability; it is the massive post-close regret driven by staff churn, loss of control, and client disruption. Dealing with corporate msp ownership problems post-exit destroys

If your MSP is hitting $5M+ ARR, your phone is ringing. The 2026 buyers are not purchasing simple revenue; they demand repeatable delivery, stellar security posture, and scalable economics. The initial price is the least important variable. True M&A diligence requires analyzing the control and integration model, as you are choosing a 3–7 year outcome

Forget the simple revenue multipliers you have heard. When a corporate consolidator or PE-backed platform assesses your practice, the true question is: what would they pay? Valuation is not an arbitrary multiple of EBITDA; it is that profit multiplied by a risk/growth factor. This factor explains precisely why two similar practices receive radically different offers.

The confusion surrounding msp owner salary is the most expensive mistake founders make when preparing for an exit. You must cleanly separate three financial concepts: compensation, true operational profit, and personal distributions. Blurring these streams obscures your leverageable EBITDA and cripples your valuation when Private Equity performs normalization adjustments. To maximize enterprise value, we will

Stop calling MSP consolidation “market noise.” It is a structural shift driven by Private Equity seeking multiple expansion. PE isn’t paying for raw revenue; they pay premium valuations for repeatable operating systems: security, automation, and AI, all built for scale. This dynamic dictates the winners, the losers, and who achieves a premium exit in 2026.

The inbound email from a Private Equity (PE) fund promises accelerated growth and life-changing liquidity, but the reality of a high-EBITDA valuation often overshadows the complex mechanics of the deal. The difference between a true exit and a leveraged roll-up depends entirely on your valuation drivers and post-close structure. For MSP owners considering a partial

Owner dependency is the single greatest risk to your MSP’s valuation. It breaks service continuity, client retention, and M&A readiness. Successful MSP succession planning requires reducing this liability across a 3-to-5 year window. We approach this as founders: engineering predictable revenue and protecting enterprise value from an investor-grade readiness perspective. Here are the seven practical

The core challenge for managed service providers is not visibility, but credibility. High-intent B2B buyers skip entertainment and perform deep technical due diligence; your accounts must function as measurable trust signals. Chasing virality drains RevOps and accelerates the Technical Authority Gap. The goal for effective Social Media for MSP is not volume, but authority: you

The Technical Authority Gap is the fundamental friction in scaling MSP services. Wasting 3–4 calls educating prospects stalls pipeline velocity and jeopardizes M&A readiness. You must engineer out this sales friction. Video content for MSP is the fastest way to translate technical competence into demonstrable trust and accelerate conversion. This strategy focuses purely on revenue

MSPs possess deep technical expertise, yet most online messaging suffers from the “Technical Authority Gap.” Content is brilliant but strategically inert. Standard marketing advice focuses on vanity metrics, which is dead weight when pursuing M&A readiness. Content must be engineered as a core RevOps asset focused on securing qualified meetings. This 9-part playbook provides the

When preparing your MSP for M&A, the lure of fast-track SEO promises asymmetric growth but delivers asymmetric downside. Aggressive tactics—often branded as Black hat marketing—don’t just risk a Google penalty; they destroy the Organic Equity that dictates enterprise valuation. For leaders focused on investor-grade revenue outcome sand long-term M&A readiness, these shortcuts are operational debt

Being a brilliant technologist is not enough if your MSP Business Plan cannot survive investor scrutiny. The critical failure point is usually excellent service delivery paired with vague unit economics and delivery capacity. Forget generic templates. This is a 6-step RevOps framework: an operating system built for long-term stability, M&A readiness, and predictable monthly recurring