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Successfully uniting more than 25 companies into a single, customer-focused managed services provider, (MSP) doesn’t happen without disciplined planning and execution. Chief Operating Officer, Steve Cox, knew this going in when he joined TSG – one of Europe’s top MSPs – seven years ago. But he liked the idea of doing something no one else had.
“We set up with a vision to build a UK-wide IT services business that not only offered traditional managed services and infrastructure, but also business applications – now, we can take care of our customers’ whole world of technology,” explained Cox, during a recent installment of the Autotask IT Leadership Podcast Series.
Today, UK-based TSG employs over 350 people and has several offices in England and Scotland.
During the podcast, Cox stressed the importance of structured processes and innovation in TSG’s success.
“Part of our success with acquisitions is doing good due diligence upfront. Gathering the right information is important to understanding the company’s culture,” Cox said. “Once you really understand the company culture, you can then look at how best to map it and align it with yours.”
TSG looks to integrate the companies it acquires within 90 days. It uses a structured onboarding process that includes communication to customers and staff, integration of systems, streamlining of redundant functions and capabilities, and integration of teams.
“A lot of effort goes into it, and it’s quite a methodical process,” Cox said. “We want to make sure we don’t take away from the value of the acquired company’s culture while at the same time providing a consistent level of customer service.”
Autotask has also been integral in successful integration, Cox said.
“Having the right systems in place is essential to allow businesses to be more productive and efficient. We made the decision to centralize and consolidate the majority of our internal business systems for that purpose.”
TSG’s integration strength balances with a business model that encourages innovation.
The vision that Cox and other company leaders had always included a centralized back-end office, a single management team, a single network operations center and regional offices that work as customer hubs and sales offices. That’s why the 90-day onboarding process aims to preserve existing culture – so each regional office can innovate with its own, unique resources.
The model has enabled TSG to be innovative in how it delivers services such as cloud and remote monitoring and management via their groundbreaking IT Support service, TSG SystemCare, Cox said.
So if you boil it down to essentials, Cox and his management team cite the following as mission-critical success criteria:
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