This week, Denes Purnhauser from Reframe Your Clients shares on the importance of offering your client base a Virtual CIO service, and identifies the 12 pitfalls you need to avoid when offering your clients vCIO. Please let us know if you would like to see more content from Denes or any other guest author featured on our site. Virtual CIO can give you a major competitive advantage so it should be a separate service offering with a distinct pricing strategy. The needed virtual CIO core services like yearly, quarterly, monthly and weekly cycles. The other problem is general: because you do not have the necessary processes or approach for that, and you cannot burn that much time, you just under deliver on your promise of virtual CIO. This ruins the concept and the possible outcomes of the service for the future. The partner of the virtual CIO is not an office manager, not the CFO or COO. The partner of the virtual CIO is the president/director/CEO; the top-level manager of the company. Selling without context and understanding will put the virtual CIO in a very ineffective position, making it difficult to manage expectations. The virtual CIO’s purpose is to make the customers business more competitive in its marketplace using technology to drive more revenue, cut costs and maximize the business continuity. Most MSPs are trying to use their existing PSA solutions like Connectwise or Autotask to manage the virtual CIO activities. Again, the MSP 2.0 virtual CIO does not just focus on the infrastructure. The virtual CIO has to manage people, processes, and systems while communicating with the team, the vendors, and the customers. One virtual CIO role has to manage the core virtual CIO cycles, like yearly planning, quarterly activities, monthly follow-ups, reports, weekly meetings, and so on. An average virtual CIO could manage 10-18 clients, depending on the complexity of that focus.
Guest Blog: 12 Mistakes MSPs Make When Offering a vCIO Service