As an MSP owner or manager, you want your teams to be continually improving and increasing efficiency. To make that happen, you know you need to be tracking MSP KPIs—after all, what gets measured gets improved. But which numbers do you track, how many do you track, and how do you actually use them to get better?
Auvik’s Patrick Aubert and Larry Garcia of BrightGauge hosted a great conversation worth sharing, about how to do just that: find the metrics that matter to you, turn them into achievable goals, and make it part of the team culture.
Don’t have time to watch the video? No problem! We’ve summarized the most important steps below.
Why create MSP KPIs?
If you’re not familiar, key performance indicators, or KPIs, are a collection of measurable activities or outcomes for your company or your staff, gathered together in a set that provide at-a-glace performance feedback. Whether it’s financial or operations, working with a set of KPIs has numerous benefits:
- Data doesn’t have a bias. The best way to be objective about how good or bad someone or something in the business is doing is to let the measurements do the talking (not your feelings).
- Seeing the results can motivate you to find new ways to succeed. Positive results usually create more positive results, helping to spark new ideas to continue an upward trend.
- Success is a great motivator. Nothing gets a team motivated to keep grinding more than seeing the fruits of their labor. Accentuate the positive, this isn’t punishment or pressure.
- KPIs drive accountability. Every team, and every person, should have goals to work towards. Those goals feed the metrics that make up the KPIs. It’s a great way to drill down and fix any problems you may not have been able to see before.
20 go-to metrics to consider
BrightGauge has put together a list of metrics that every small to medium service provider should consider tracking as part of their MSP KPIs. Broken out by team, you can mix and match to decide which metrics you want to track with which group in your company. Let’s take a look!
|Metric||What is it?|
|Tickets per endpoint||Which clients “create the most noise?” Helps to determine if your invoices match the work.|
|SLAs missed||Reviewing and remediating every missed SLA keeps problems from reoccurring. Helps generate an action plan.|
|Daily/weekly utilization rate||Hours spent, tickets closed, activities completed, etc. Pick one or several of these data points and strive to always improve them.|
|Issue backlog/current open tickets||Motivates the team to keep closing tickets. Drives customer satisfaction.|
|“Kill Rate”||How well the team is keeping up with tickets/issues, motivates to keep closing.|
|Tickets resolved today/yesterday||Great metric to see what gets done in a day, pushes teams to do better. Ensures nothing is falling through the cracks.|
|Billable/agreement hours||Are you spending time in the right places? Are all billable hours being accounted for?|
|Metric||What is it?|
|Closed MRRs MTD/YTD||Keeps everyone motivated towards success, celebrates achievements.|
|Current sales pipeline||Everyone can see what’s coming up, ensuring the teams know where things are, so no deal goes stale.|
|Daily/weekly utilization rate||Hours spent, tickets closed, activities completed, etc. Pick one or several of these data points and strive to always improve them.|
|Sales activities||Live scorecard. Keeps sales motivated, accountable, and activities monitored. Keeps deals closing!|
|Metric||What is it?|
|Billable project hours||Motivates the team to keep up project hours as defined in scope. Ensure no time goes by without set minimum billable work.|
|Over budget projects||Identifies budget overrun reasons allowing you to address them fast. Keep this data point as low as possible!|
|Metric||What is it?|
|Cash in bank||Keeping an eye on the cash on hand for any SMB is critical!|
|Past due receivables amount||Customers need to pay on time, and you need to keep track. Motivate your finance team to collect before things go too far. Keeping the cash coming in is vital for any MSP.|
|Client Efficiency Index (CEI)||A way to quickly calculate your client’s gross margin—they aren’t costing you more to support than they are bringing in. Just remember: a high gross margin client can be a client ripe for poaching by a competitor offering less.|
|EBITDA||Earning before interest, taxes, depreciation, and amortization. Always know this. Always keep this growing MoM.|
|Metric||What is it?|
|Critical alerts/Issues opened||Know at a glance what the workload is. Never miss an issue.|
|Backups missed||A critical service you provide to your customers as an MSP. It’s a metric you want staying at zero.|
|Documentation Engagement||Ensure your team is spending time routinely on creating assets, editing existing documents, and reviewing.|
Bonus! Network engineering team
|Metric||What is it?|
|Interface utilization issues opened||This metric can be a sign of increased network needs (time to start planning), or ransomware!|
|Failed or missed configuration backups||Config backups are critical for reverting changes or recovering from hardware failure. Due dilligence is easier when you can see it tracked.|
How do you start building MSP KPIs?
This is the easy part, more or less. Once you’ve decided to start tracking, we’ve done a lot of the work for you. From the metrics above, decide on what you want to focus on first. Rule of thumb: stick to the block and tackle rule here. Don’t look for extremely technical or complicated metrics, but start out with things you know affect your bottom line, or motivate your team. Metrics you know you can gather easily, and interpret without much effort.
Beyond that, consider putting your measurements in a highly visible place. That could be screens hung around your office, with big displays of the figures anyone can see. If your workforce is distributed, think about a dashboard webpage anyone can access with the same results. Seeing things get accomplished will motive your team to keep making accomplishments. It’s a win/win.
Another question around MSP KPIs? Is there a metric you didn’t see and want to know about? Let us know in a comment and we’ll dig in!
Patrick [00:00:01] Hello, everyone. I like to welcome you to our webinar today. It’s jointly held between BrightGauge and Auvik. For today’s topic, we want to go into the top KPIs that MSPs should be tracking. And today, as I mentioned, jointly between the two companies. And on the breakage side, we have Larry.
Larry [00:00:23] Hey, how are you doing?
Patrick [00:00:24] And myself, Patrick Albert in charge of product management here at Auvik. So I’m going to go ahead and pass it off to Larry, the expert in KPIs and dashboards. And I’ll be jumping into the questions for the presentation.
Larry [00:00:38] Awesome. Thanks for the introduction, Patrick. So Larry Garcia from BrightGauge. I’m the chief revenue officer here. I’ve been with the company for quite a bit of time, is short on BrightGauge as we handle KPIs data from multiple data systems and the MSP market, with about 1900 customers. And the agenda for today is just talking through a little bit what we’ve learned over the years on KPIs, you know, what data we pick or people pick KPIs that are pretty evergreen, meaning it doesn’t matter the size of the company. You should be either using these or thinking about using them in the future and how you can implement them. How to use more of a data-driven strategy in your business. So here for most of these presentations, you try to start it with a quote and it gets harder and harder as more and more gets used. You know, you always have the Steve Jobs quote or Mark Twain quote. I found this one from Jim Barksdale, who used to be the CEO of Netscape. I mean, joke, “if we have data, let’s look at data. We have our opinions, let’s go with mine.” So this is also a fantastic reason to become KPI driven, using data that doesn’t have any bias, and you can try to make some very wise decisions and be as objective as you can using data. Something that we follow quite a bit and we really think a lot of our clients try to follow as well is keeping things simple. So not looking for the perfect KPI that has, you know, 20 equations in it to get to some single special number. It really keeps it to the basics, try to find out what the goal is, where you can go know how do you not let things fall through the cracks, which we’ll go through here in a second, and keeping it to a simple number. So some of the benefits of becoming KPI driven is one of them is not letting things fall to the cracks. And we see this quite a bit. And in the fact that. If you’re following a certain number of KPIs, it’s almost like the keep the lights on KPIs, meaning you can’t let SLAs get too out of control. Right? Tickets that are open need to be assigned. So not letting those things fall through the cracks where a ticket is open is left open for three or four days. You know, we’re almost like a fire alarm goes off at some point or it becomes a disastrous, you know, customer satisfaction issue. So becoming KPI driven helps you do that. So you’re not doing gut management. So this is kind of a real world example that we’ve seen in a dashboard where saw as a top. The four things that are at zero should always be at zero. So everyone in the company knows that there’s four KPIs up there that have to be at zero, if they’re not at zero, somebody needs to jump on that ticket or issue and basically work on it. Right. And there’s some other stats on this dashboard, but that’s kind of one real world example that we have.
Patrick [00:03:47] Right? Yeah. Larry, so just a quick question. I think one of the things that comes to mind when you start talking about letting things slip through the cracks and you’ll get into this a little bit more in terms of, you know, visualizing and kind of what you’re showing here. But I think one thing that I hear fairly often is when you choose these metrics and you know, how you choose these metrics is really, really important because if you choose a certain degree or a couple of specific metrics, you’re obviously making those a priority because you deem those are really important. But sometimes there’s a bit of a negative impact by choosing metrics as well, because you’re inadvertently deprioritized in other metrics that you’re not monitoring. Does that make sense? Any any thoughts on that?
Larry [00:04:33] Yeah, that definitely makes sense. I think what can happen, that type of thing, Patrick, is there can be a little bit of data fatigue. So if you’re if you’re managing the business and you have your five or six metrics that everyone has, and like you said, you know, you come with a new initiative and there’s now another five or six metrics that could be kind of what you said, right? Natural de-prioritizing things. Right? So what we like to think is that we do things in think of it as in two tiers, right? One tier is like I mentioned before, was the keep the lights on tier. Right. And that one, it can never be deprioritized. So like triaging tickets, you know, highly escalated tickets, etc., and not let that be a huge number, right? Let that be three, maybe four metrics. And the company knows, like if these metrics get out of control, we’re all not going to have a business very soon. Right. But then you have the tier two, which is what you’re alluding to as you start coming up with new ideas. You do have to expand as a business. So then coming up with that second tier is like, look, let’s let’s think of a new metric that might improve upon what we’re doing. So it might be looking for upgrade opportunities, right? If you’re on the sales team, right? If you don’t have any sales activities, the lights are going to go off. Right. But if upgrade opportunities are something you focused on for a quarter and it went down a little bit, you’d still be fine. But that again would fall into that second tier, and that’s how we think about that and trying to avoid prioritizing that thing. That’s a great question, Patrick.
Patrick [00:06:07] So I guess maybe just maybe I’d add a thought there. So, like, if you were to look at customer metrics as a whole, you’re landing brand new customers, new customer acquisition, kind of expanding into your existing customers and kind of retaining your existing customers. And what are you saying that if you had metrics that are in addition to some very specific, more specific ones, if you had kind of more bigger, broader corporate metrics like fairly high level like that, that that would kind of help kind of keep those in check. Is that make sense?
Larry [00:06:38] Yeah, it could keep those in check, but it would be like I would think like if you were thinking between two numbers. So let’s say you monitor and keeping in the sales world: if you monitor a churn number, so customers that you’re losing per month, that’s an extremely important metric, right? So let’s say at some point, that’s a metric your monitoring all the time. Everyone kind of has a natural number. And then you came in with a new metric, which is upgrade opportunities per month. Right. You know, expanding within the horizon. They’re both important, they’re both financial. But if you let churn go through the roof, you know, does the expanding matter all that much? Right. I think that would that churn number becomes a tier one type of metric that you should pay attention to. And expansion opportunities, you know, or trying to, you know, get an increase in revenue, that type of thing inside of a current account is still very important, extremely important. But you really need to pay attention to that churn number and have the company know that your number is really a tier one type of priority.
Patrick [00:07:45] Okay, that’s awesome. Yeah, that’s a good way to explain having kind of a Tier one and Tier two style of metrics at least kind of helps that balance.
Larry [00:07:53] Yeah, absolutely. The other kind of benefit that we see is motivating the team. Now, this is a little bit tougher, right? As far as motivating the team goes, it’s something that we want always to say, motivate in a positive fashion. Right. Not a negative fashion that people don’t really appreciate. That is a famous quote by Peter Drucker. And, you know, “What gets measured gets improved.” I think there’s even a Pearson’s Law out there, and I don’t think anybody would be hard to find a text for Pearson. I don’t even know who Pearson is, but if it gets reported on, it really improves very quickly. So this is a sample of kind of internal, you know, motivating competition between people on a support desk, for example, with a leaderboard gauge or report.
Patrick [00:08:40] Yeah. I guess, you know, it’s on that note and this is probably a question you guys get fairly often, but, you know, our culture is really turning pretty much everything into a metric and gamifying it. Right. If you think of my favorite accessory that I wear obsessively my Fitbit, it’s you know, it’s all about tracking how many steps I have and comparing that and building a leaderboard against my friends and such. So with everything kind of being gamified, it’s kind of turning our culture into that. What are your thoughts on how to prevent people from from gaming the metrics? And I know there’s a bit of a negative connotation around the term gaming, but, you know, ultimately everyone’s in it to win. So how do you how do you how do you motivate to kind of build the right behaviors?
Larry [00:09:23] Yeah. I mean, it’s also it’s an extremely hard thing to do. I know, at least from my personal experience, Fitbits was at some point here in the office, everyone was using Fitbits. And I think the first time we did a competition, I made sure that my friends Eric and Brian, who founded BrightGauge, we were the top three in the leaderboard, but they’re early risers. You know, they wake up at four or five in the morning. So I took that it to my advantage because I I’d stay up a little bit later. So I was on my sidewalk at 11:00 at night on Tuesday night, making sure I got my steps in. So I turned up beating him. So that was great the first time. Right? And then we look fast forward quite a bit down and you start seeing people not care as much anymore. Right. And I think that’s again, it’s something where you have to keep it fresh. You have to change the numbers all the time. So you almost can’t let someone, if they did want to gamify it, be able to use that method all the time. This can go into a whole ethical conversation. I mean, do you want to work with somebody that is unethical and would gamify a system? And again, it’s a whole nother webinar about that.
Patrick [00:10:31] So you try to avoid hiring people like that gotta keep these competitions pretty fresh and change, you know, what it is that you’re competing about and really accentuate the positive of it, right? Accentuate, you know, who are the top three, right. Or there’s a newcomer right that now comes into the top three. Bring that up. Right. Definitely never punishing the lower people, but, you know, punishing people who have improved over time. Right. Or maybe someone that used to be a top three that went down and mentioned them on their back into the top three.
Patrick [00:10:59] Right. Yeah. That’s a new that’s the approach I think you might want to go might want to talk to Fitbit, maybe get to get a job there because the amount of challenges, the weekly challenges I’m doing are dwindling over time. So I think it’s a really good perspective of, you know, doing the same thing over and over and over and using the same metrics. Yeah, that’s a really good point of, you know, change it up a bit and keeping it fresh can also keep up the excitement as well.
Larry [00:11:22] Yeah, absolutely. On the the other benefit is the accountability side is definitely keeping accountability, you know, industry wide right inside of the company and keeping people accountable essentially to the metric. Right. Not to the actual individual bias or person.
Patrick [00:11:41] Right. And I think an interesting discussion. I know you’re going to get into this a little bit, a little bit more in the next couple slides as well. But what are your thoughts around team metrics versus versus individual metrics? And on the same types of lines, do you typically see people or encourage people to develop their metrics kind of a bottom up from a, you know, from an individual contributor and upwards or typically from the executives down, you’re kind of what do you what are your thoughts on around those those two points?
Larry [00:12:11] Yeah, I think this is on individual this is an individual opinion. Right. So I have to put an asterisk on this on that. Is that what I think? If you have to pick one, you kind of try to do a little bit of both, right? So there should be kind of company goals at the same time, individual ones. But if you really had to say holistically, right, I just got I’ve just became someone that really cares about metrics. I would say if your company is somewhat starting out smaller, all that I would start with team metrics as the team as a whole because you’re probably a smaller group hitting some sort of team metrics together. Initially is what I would do. And I think if you’re a more mature company, then you probably have in multiple employees or been around for a long time, you have your engine, right? So all you’re doing is doing individual metrics because you’re just looking for improvements here and here in the components, right? So I would say a more mature company been around longer, not necessarily bigger, but been around longer. And you kind of know what you want. Are your market, individual metrics, smaller, maybe young companies sometimes, you know, these young companies scale very quickly and, you know, their multiple, you know, could be hundreds of employees. Sometimes you hear right in a period of 12, 18 months, I would say 18 metrics is the way I would go. But again, that’s personal opinion. I’m sure people would debate me on that and I would say a little bit of both is probably the best way. Yeah.
Patrick [00:13:36] And something that I’ve definitely seen it kind of think both you and I definitely have been on site too much of MSP is something I’ve also seen that worked really really well is, you know, having the big teams around the office typically displaying the team metrics or the kind of the rolled up metrics or your tier one metrics and then then potentially having the individuals have their own customized dashboards around their specific metrics that they keep an eye on potentially what their team leader manager.
Larry [00:14:06] Yeah, absolutely. It’s fantastic to have that kind of global view somewhere in a common area, but then also having, you know, what’s really important to you on your individual day I think is helpful. And so yeah, and that effect, I mean, that kind of rolls into this. So like, you know, for for us, the accountability side is, is on the dashboard side tends to be used more globally than individually, even though you could make individual dashboards for people. And again, that could be in a product like BrightGauge, but it can be, you know, individually or something. You build yourself. But it for us it’s been helpful and to kind of our goals metrics which are just, you know, taking KPIs and setting a goal to it right over a period of time. And we typically try to limit to a quarter. So something like that is, I think, very important for accountability. We definitely think anybody as a company top down should have some sort of goal. It doesn’t matter if it’s the CEO or it’s it’s the janitor, a goal should be applied to everyone. This is just an example of how we use it. I know some people probably on this call follow traction or Rockefeller Habits or things like that, and you can track these on yourself in Excel, for example. But definitely having some sort of goal, keeping a quarterly refreshing in every quarter I think is extremely helpful to any organization that’s trying to become more data driven. So a couple of the samples that we have and just, you know, we work with a ton of MSPs. We’re founded from a former MSP. So we these are metrics that are really important to us. And we really think that it’s important that you have some sort of bases and these are the 20 we suggest. But on the service teams side and kind of these next 20 or so are broken up by different departments of the company, the service team side tickets per employee we found very useful just because it lets you somewhat normalize the data between your larger and smaller clients. And no one really has locked down the you know, I only deal with 100 endpoints and no more, no less. So this helps out that quite a bit, you know, which customers are noisy or not noisy enough. SLA missed a very important it actually kind of ties in with the customer satisfaction. So, you know, missing a lot of SLA is probably lowers customer satisfaction. So two things that kind of a leading and a trailing indicator for both of these. We find these, again, very, very important. They’re kind of the if you were doing three, these were the three you would do. Then as well. On utilization. So making sure that the team is improving a number on hours put in, tickets closed, those type of things. That work is getting done. Activities are being done. Getting rid of backlog. That’s also again, maybe ties a little bit into customer satisfaction in that, you know, if you’re getting through backlogs, you’re not letting things kind of fall through the cracks. Tickets are taking really longer than they should. We’ll certainly keep the customer very happy. The skill rate one, you know, it’s just kind of an open versus closed for the day type of number. It’s something where it’s again, it’s just thinking through today for your day in business, are you falling behind? Are you catching up? Do you need to allocate more resources to something because you have a huge backlog or, you know, we’re having a fantastic day? You know, it might be a day that like, hey, let’s all head out to dinner early together or something like that. So something I think very important on the service team. So. So this is just some sample ones here. So as you backlogs and utilization numbers today, not tomorrow better probably a better nomenclature than don’t kill rate. Tickets resolved today. It’s always good to get a good pulse. We have that used quite a bit in daily morning reports going over the business yesterday. And then billable hours, or it could be agreement hours depending on how you work out your financial system. But again, very important to make sure that, you know, things that can be billed are being billed daily. This kind of going back to that leader board, one that we saw before, but, you know, aggregating kind of a number of these metrics together in one place and, you know, putting it somewhere where it’s very visible to everyone. And this would be a little bit of a global view on the C set type items. So something, where you can have some C set information for the whole company at large right now, maybe an individual, but you could again filter to individuals. But just how many people are happy with the company in this case? You know, 417 positive reactions, some neutrals, and then some negatives. If your company is doing projects, which everyone I think ends up backing into projects sometimes at the very least, some people are more project-oriented, but you know how much billable project hours are being done for projects going through and then keeping an eye out for projects that essentially have a leak in them, right. That are going over budget. We find that extremely, extremely important to keep an eye on because definitely, I mean, budgeting, I don’t know how it is in Canada, but at least here in Miami, I’ve had projects or construction projects. They always, always go over budget. So definitely.
Patrick [00:19:11] All right. That’s awesome.
Larry [00:19:13] Okay. So, yeah, I mean, it’s something definitely to keep an eye out on. So this is just a sample report here with billable project hours and also some of the outstanding balances for projects. On the sales one. It’s yeah, I mean, extremely important. I mean, the MRR number and everyone kind of moving more through managed services is extremely important. Month to date, year to date, a little bit of the lifeblood of the business is trying to get more recurring revenue. Pipeline is something we monitor quite a bit ourselves. We think every business should, and that will definitely give you kind of a pulse of what you can expect going forward and resources that are needed in addition, you know, sales activities. Right. So what is getting done? I mean, it’s it you know, it’s a sort of causation, right? There’s more sales activities. There’s more deals that are open, more will be closed. And, you know, that way the business is kind of thriving and keeping employees happy. On the finance side. Cash in the bank we see quite a bit controlling pass due receivables also very, very extremely important. So I think so definitely key an eye on in the finance world is you can look at any sort of financial statement actually. I mean, you can you can come up with a ton of, you know, quick ratios and, you know, all these numbers and acronyms. But, you know, cash in the bank keeping receivables down are extremely important. This is just one that we have sort of on a on a goal rate checking in week by week where we’re at with cash in bank or past due receivables. And CEI, so if anyone’s ever interested, you can probably just google or Bing, CEI BrightGauge. And we have a formula there for a client efficiency index. It’s just a way to normalize gross margin. So you can let the team know, you know, which customers are doing well and gross margin or doing poorly. And this is actually somewhat of a funny number is that with the CEI index, you normalize it to 100%. But it’s funny that it can drop off, meaning if it gets a lot higher than 100%, it’s actually a risk too. Meaning if you’re getting way too much gross margin, it’s very easy for someone to come in and probably take business from you. Right, saying they can do something at half the price, for example. So we kind of find that one, at least from the MSP that we were born from, the CEI is extremely important for us. It puts it up against standard, you know, 1 to 1 finance class and in university is making sure that your EBIDTA does, you know, steadily climbing over a period of time. And here’s an example here of that CEI of where it’s at. Again, it’s normalized. I think the goal is to get to 60% and then you normalize plus 0.4 or 40%. You want to get to one. One is very good. Anything much higher? Way, way higher. If you start getting to the 1.5, 1.7, then you’re probably getting way too much margin and that’s kind of a risk. But then again, if you’re a lot lower, you know, you’re in the 0.6 world 0.7 Something that you want to figure out how to get higher. And the quick on CEI is basically total revenue minus the direct cost, you know, for buying licenses and etc. and a minus labor costs and then dividing it back by the total revenue. And that’s how you get to CEI number. And then I’m NOC operations. So making sure that you’re being protected with backups, you know, critical alerts, machines down, those types. I mean, I would even throw in here warranties that are about to expire pretty soon or very important also in NOC operations and documentation as well. You know, getting documentation done for clients is extremely important. So those are some that we find are important NOC operations. And really we think that these 20 are the essence, right, of something. You can really expand from these various departments out with more metrics and you really should to individual level. But as a company, I think these 20 are very strong and we definitely actually have a couple more that we think are very, very important as well.
Patrick [00:23:24] Yeah. And this is a I saw your slides ahead of time and I kind of got jealous of your top 20. You want to know these things? So what about a couple more in here? Those of you that are not familiar with Auvik, we’re a network management solution for MSPs. So I wanted to add a bit of a bonus list for network engineers out there, because more often than not, unfortunately, the network group and kind of the network related metrics kind of get lumped into the not related metrics. And I think from my perspective, I firmly believe that, you know, with everything moving to the cloud and, you know, everyone’s reliance on the Internet to perform sales transactions to to pretty much everything, the network is critical. So I wanted to just jump in and out a couple more to your it’s your list here. The first one I wanted to talk about was interface utilization issues open. And what that specifically means is looking at all of your network equipment and whether or not there is a specific port or interface that sees kind of a jump in utilization, you know, kind of past its peak amounts now because that typically can mean one of two things. Either the either that your network is too congested and you might need more bandwidth. And obviously, you know, if that happens, then your customer is going to see degraded network performance and ultimately kind of having an impact your business. But another thing that we see very often is utilization skyrockets when ransomware gets deployed. So as you start seeing kind of a trend of more and more and more interfaces skyrocket in terms of their usage, typically unfortunately, means that the ransomware is spreading through your network. So it’s definitely something that I’d recommend keeping an eye on. And another interesting one is similar to the server world looking at backups. So we, we preach that, you know, taking regular configuration backups of your devices is really, really critical. So if I kind of joke around, but very often, you know, someone goes in and makes a change to a network configuration and very rarely does that actually have negative consequences right away. But two or three days later, someone in accounting might not be able to, you know, just kind of realize that they haven’t used this tool in a bit, but it stops working. So you typically or sometimes don’t see the effects for a couple of days. And by the time that’s actually happened, if you don’t have backups, you kind of walk around the office and, hey, who changed the configuration of this device a couple days ago? You know, one guy lifts his hand up. He’s like, I don’t remember what I did, though. So hopefully it’s documented in tickets, but having configuration backups is really, really awesome for being able to revert changes to unforeseen effects that cause unforeseen effects, but also being able to quickly recover from hardware failures and that type of thing. And we also see this metric used in another interesting way in looking at unaccounted for configuration changes. So from from Auvik’s perspective, we take a look at the network configurations and we can let you know if network configuration changes. And a lot of MSPs take that to heart and compare that against tickets. So like, oh, is this change something was sanctioned or approved? I know a lot of MSPs are trying to get more and more into change management. And I think this is a big a bigger struggle to implement change management everywhere. But this is definitely an easy place to start. So anyways, sorry to jump in, but I had to sneak in a secret slide here.
Larry [00:27:01] No, no, no. That’s good. I mean, definitely. I mean, nowadays, especially with the security issue kind of everywhere, I mean, these are two extremely important things to have. And now right then, like you said and change management are definitely I mean, ransomware, right? So I’ve I unfortunately already know a couple of business people in the past that are, you know, a good friends, parents. They have a nice sized real estate agency in northern Florida and they’ve had eBay ransomware and fortunately so extremely, extremely important.
Patrick [00:27:28] Yeah, absolutely. And sorry, just to jump in again, I realized just now that at the very beginning of the presentation, I forgot to mention that this webinar will actually be. Ordered and we’ll be sending it out. And if you have any questions, feel free to jump in. Larry and I right now and also towards the end, we’ll take any questions you guys have.
Larry [00:27:48] Fantastic. Yeah. And we’re we’re kind of on the downslope here on the presentation. But, you know, as far as getting things implemented, you know, keep it as simple as possible. Definitely. Initially, don’t look for some sort of special KPI or that’s going to solve every single problem at the business. You know, find out what is in the list of terms in American MSPs, what’s the blocking and tackling that needs to be done, you know, day in, day out and start thinking strategically longer term. Also, you know, something that is very important, ensure that those things are visible, right? So globally, you know, business numbers that are somewhere where they can see them and people know what they are, but then individually at the desk as well. But definitely appreciate everyone as far as being here on this presentation. And I know it’s taken on from a part of your business day. Our contact information is here and like Patrick said we’ll be sending out a recording and be more than happy to answer any questions if anyone has any. For us, at least for a select offer. I mean, if someone is on the call that hasn’t tried BrightGauge before or we’d love to have you on and try it out for a couple of months, you know, do the implementation, do the one on one training, get you set up and you can make a decent decision, really, day 59, if it’s something of interest.
Patrick [00:29:12] Awesome. And our side is, as I mentioned earlier, we really want to make this this this webinar really informative, you know, information packed and less about products. But those of you that don’t know OPIC, as I mentioned earlier a little bit, we are a network management solution specifically for MSPs, helping MSPs do, you know, configuration backups, as I mentioned, really, really deep monitoring of network issues, spanning tree changes, you know, utilization metrics, as I mentioned, and our network map is definitely the thing that a lot of people are very attracted to us for. We have a real time network map that you can interact with. Search, filter used for both troubleshooting and documentation. So very, very strong features around network management for MSPs. And if you’re interested, if you want to take a look at the product a little more, go ahead and to that you are all there of accomplished top KPIs and we’ll even give you a free Starbucks gift card for mostly most of the cost of a coffee.
Larry [00:30:12] For most of the cost of coffee.
Patrick [00:30:14] Yeah. It’s gone up a little bit.
Larry [00:30:16] They might have that up to $7 pretty soon, I think. But yeah, absolutely.
Patrick [00:30:23] Yeah.
Larry [00:30:23] Any questions and again, it you we appreciate your time, but any questions, you know, feel free to ask or you know, we’re here to answer any questions that you may have.
Patrick [00:30:34] Yeah. So, Larry, we’d like you to stick around for this product questions on either product or just in general around KPIs or anything. We’ll we’ll be here.
Larry [00:30:56] Yeah. It looks like no questions at this time. So we appreciate you taking time from your day and recording to be sent out to everyone. Patrick, thank you so much for hosting us.