Published: March 31, 2026
The further I dive into my professional and personal journey during this digitally transformative era - especially post layoff - I continuously uncover that I resonate deeply with MSPs. not in the sense of the services we provide, but in the way we operate — service-obsessed, results-driven, one of – if not the - smartest capability in the room and chronically underselling ourselves to the people who we could partner with the best and who need us most.
I found from external sources and from working with multiple dozens of MSPs and MSSPs ranging size, solution types, and industry verticals - that they often provide immense, concierge service offerings, but get caught up in servicing and forget to position themselves or demonstrate their value as strategy partners.
They provide immense value, but then struggle to communicate - and demonstrate - that with a customer, limiting their reach and access to channel perks like the robust customer base a TSD can provide.
With these same MSPs eliminating many entry level roles that handled tedious tasks that AI automation now handles, they're operating on thinner margins and smaller headcounts. The optimization calls for CONTINOUS value demonstration, flexibility, and creativity in how they leverage their partnerships and engage customers.
I have fallen into this boat or trapped myself there should I say. I've added value but it often happens under the radar or I communicate that value poorly — or I sometimes don't even fathom that I could dare position myself in such a way that would position me and my business as A-players. I provide the services, drive the results, and then quietly move on without ever making sure the right people saw what just happened. As much as I want to believe that is humbleness, I know that's a positioning problem.
A recent article published by James Anderson at Channel Dive revealed that although MSPs - ranging organization size and capability - bring in the highest grossing customer contract value for TSDs playing the middleman between software vendors and MSPs, even over these highly favorable agents - they only make up 7% of TSD revenue. And it isn't that the TSDs don't prioritize MSPs as effective channel partners, it's just that smaller MSPs get swallowed by larger ones.
With technology agents providing 1:1, consultative services - they have a clear competitive advantage over smaller and medium sized MSPs who seatbelt themselves to the managed services they offer whether those are geared towards HR, helpdesk, cybersecurity.
Connect. Resonance.
The wonderful thing is that you can create an intentional quantum leap for yourself and your business by leveraging messaging, positioning, overall strategy, planning, and productive execution. You don't have to become a different company. You have to show up like the one you already are. Positioning and messaging go a long way..., and in this case, smaller MSPs may not have to become giants and absorb a lot of expenses or even have a super far reach, rather shift how they show up in front of their partners and customers to compete with - or stand out from - the A players. Check out this growth flywheel that I built. I mapped out the continuous cycle that separates the ones winning, you can see that from the graphic that I've created: Deliver. Protect. Partner. Position. Demonstrate. Expand. All six stages, running continuously — platformed by value demonstration and positioning.
I would love to hear from MSPs/MSSPs, and their partners whether ISVs, SIs or TSDs. What do you anticipate as your biggest challenges of 2026? Some starter topics below:
building strategies that compliment your AI reality
increasing your pipeline and revenue bottom line
strengthening and forming lucrative partnerships
positioning yourself
Stay tuned for more insights and perspectives like these.
Best Regards,
Shaun Martinez, PMMC™
Co-Founder of ExSailIQ 360° - Strategic Marketing Consultant