In this episode, Monica joins the podcast to discuss common procurement challenges faced by Managed Service Providers (MSPs). Introduced by a mutual client, Monica has focused on the procurement module in ConnectWise, which directly impacts the effective production of management accounts. Monica highlights the top three procurement mistakes MSPs make: overcomplicating the process, not understanding responsibilities, and failing to complete the quote to cash process. She offers practical tips, such as simplifying procurement, using spreadsheets initially, and effectively managing vendor relationships. The conversation also explores when to invest in PSA tools, leveraging procurement systems for better vendor communication, and balancing inventory to streamline operations. Monica shares insights on managing client expectations and the benefits of treating procurement as a profit centre rather than a cost centre. The episode concludes with advice on vendor score carding and the importance of a structured procurement role, emphasising a disciplined yet flexible approach to procurement.
00:00 Introduction and Guest Welcome
00:28 Understanding Procurement in MSPs
00:55 Top Procurement Mistakes
01:06 Simplifying the Procurement Process
02:15 The Role of PSAs in Procurement
03:10 Spreadsheet vs PSA Debate
03:28 Responsibilities in Procurement
05:33 Integrating with Vendors
06:18 Building Supplier Relationships
07:23 Effective Procurement Practices
08:08 Managing Procurement Responsibilities
10:08 Procurement Best Practices
11:52 Training and Expectations
14:18 Handling Urgent Client Requests
17:28 Vendor Score carding
22:24 Stock Management for MSPs
24:39 Monetising Procurement Services
29:00 Conclusion and Contact Information
Listen on Spotify or Apple Podcasts
Connect with Monica Ozaruk on LinkedIn by clicking here – https://www.linkedin.com/in/monicaozaruk
Connect with Daniel Welling on LinkedIn by clicking here – https://www.linkedin.com/in/daniel-welling-54659715/
Connect with Adam Morris on LinkedIn by clicking here – https://www.linkedin.com/in/adamcmorris/
Visit The MSP Finance Team website, simply click here – https://www.mspfinanceteam.com/
We look forward to catching up with you on the next one. Stay tuned!
Transcript:
Daniel: Monica, welcome to the podcast.
Monica: Thank you for having me.
Daniel: you’re very welcome. And Monica, I guess for, the benefit of our audience. So we’ve only known each other a short amount of time, but it feels like we’ve known each other a lot longer and, there’s a compliment in there somewhere. we were in introduced just a. Maybe a month or so ago by, a mutual client, who’ve been working with you, here in the uk.
specifically focusing around, the procurement module in ConnectWise. And, Adam and I were immediately fascinated by this topic, because we see, procurement. I don’t know the right word, crashing into, the effective production of management accounts, which is right in Adam’s and I eyes wheelhouse.
So, as Monica, I guess, we’d love to share some of your wisdom with our listeners to today. And, and we’ve come up with a click. Clicky, title, the Top three Procurement Mistakes. [00:01:00] So, maybe you’d like to, to kick us off with what you think the first one might be for MSPs.
Monica: Yeah, absolutely. Thankfully, the first one is the same across the board for everything. It’s that so many MSPs overcomplicate the process. Or they think that procurement is this mythical beast of a quagmire of information that it’s very difficult to untangle, and I think that’s not necessarily the case.
It doesn’t have to be a scary word. Procurement is effectively just buying things. Getting them in your warehouse or getting them purchased, delivering them to the client, and then invoicing for them. And that’s the same process. Whether you are a $5 million MSP a, $10 million MSP a $500,000 MSP, it doesn’t really matter. The procurement process is actually very simple once you break it down and you just don’t over complicate it.
Daniel: really wise words and pro prob probably where a [00:02:00] lot of, my clients go wrong is, is actually, it becomes complicated when you try and look at it through the, the filter of a PSA and how a PSA operates. is there some truth to that maybe.
Monica: Absolutely. So many PSAs weren’t built with procurement in mind first. So if you were to have started from a different system. It would make more sense that flow would be a bit more logical with some PSAs, and we won’t name names. That module was tacked on later. So it almost feels intentionally confusing and it does feel very frustrating because it feels like you’re bootlegging your process through the system and it feels that you’re having to create a new process or do something differently every time. Whereas in reality, it is there. The system will support you. You just, you can’t make it complicated and you can’t do something differently because you’ll never remember how to do it again.
Adam: So. We didn’t [00:03:00] use a particular module or piece of software. We just had a basic ish Excel spreadsheet. It was good enough. Was it perfect? Probably not. what would you say then, whilst saying we, we want, it’s not complicated and ultimately it’s a simple process. in what way? Isn’t a spreadsheet good enough?
or is it you? I’m all ears.
Monica: I actually love a spreadsheet and some of my clients are a bit chagrined when they come to me and they say, oh, we do everything offline. You know, we do everything in a spreadsheet, and I don’t mind that, especially if they’re not making mistake number two, which is not understanding responsibilities. I. So with procurement, you’re working across multiple departments. You have all these different handoffs. You have all these opportunities for the information to get skewed, for people to put pressure on different departments. You have sales saying, we need to buy it today, we need to buy it today, and then maybe the client doesn’t actually need it for three months or whatever it may be.
So with a spreadsheet, [00:04:00] I don’t mind. A spreadsheet if it has the responsibilities across the top and it shows that handoff and it shows how it should move, unfortunately, where a spreadsheet is gonna fall short with the pace of business and with the opportunities for integrations with your vendors, your spreadsheet isn’t scalable and that’s. Unfortunately where we land. But if you start with a process, a written process, a spreadsheet, it’s much easier to adopt A PSA because you do have an understanding of what it is that you’re doing.
Adam: But would it be best? ordinarily just to bite the bullet, invest in the right P-S-A-P-S-A tool set and kind of just follow the workflow that they’ve designed.
Monica: I don’t know. I am not always, if you’re a one or two people and you’re doing everything on a whiteboard and it’s working, maybe not. I don’t believe that you need to invest right away. At that point, I would probably talk to your peers. I would. Do a lot of research and do [00:05:00] a lot of demos to determine which PSA would work best for you, especially with customer support and those kinds of things.
’cause a PSA is a huge investment and once you pick one, you really shouldn’t change it. So I don’t know. I think if you’re a very small shop and you’re just getting started, maybe don’t bite the bullet. If you hire a third person, that’s probably about when you get a PSA.
Adam: So, so once you’re over that initial kind of early, very early days, then yeah, actually, if you wanna scale. Then use the right tool. and you mentioned briefly as well around integration to third parties. Just explain a little bit more, more about that. Can you.
Monica: Yeah, absolutely. So when you’re cutting a purchase order. And you know, creating a purchase order to send to a vendor, that can be a very manual process. However, ConnectWise has some integrations. There’s different things that you can do where that gets sent automatically, and then there’s a better communication between you and your vendor as to the order status.
If there’s an issue with licenses, if they need more [00:06:00] information, there’s more of an automatic update between those two, as opposed to having that broken telephone across multiple systems. SI think
there should be a limit for you. So one thing I train is that you wanna work with the best vendors, not necessarily every vendor.
And this is a, this isn’t one of the top three mistakes I see, but this is a mistake that I see where my clients are chasing the lowest cost and they work with every vendor over the, under the sun. not necessarily the best practice. You wanna develop relationships with your suppliers. You want to have that trust.
You want them to know who you are. You want to have a larger. Spend with a specific supplier because they will help you out. They’ll look out for you in a downturn. And I think that’s a competitive advantage. A lot of MSPs don’t necessarily see. but then especially when we went through Covid and there were [00:07:00] stock issues, inventory issues, it’s the ones that had excellent relationships with their vendors that were able to kind of carry through.
Daniel: Really interesting. And of course, most MSPs would be advocating that to their clients in turn.
Monica: Yeah.
Daniel: treat others as you would expect to be, to be treated. Maybe, may, maybe that’s a 3.1. we can add that to our, to our show notes. and, really interesting debate there about,
when and if, and how to implement the PSA into the process. I was really interested in understanding the, areas of responsibility. Perhaps you could expand on that a little. and in my experience, where I’m thinking here is when you are a one person business and you are buying something and you are, and you are also doing the billing and you’re also doing installation and you are, you know, the whole process, there’s no breaks in the chain of information.
but of course once you start to. That up and delegate it amongst other [00:08:00] people. you’ve then got an overhead of that communication and knowledge flow. is that what you were referring to with responsibility?
Monica: Yeah, absolutely. It brings me, it dovetails me into mistake number three, so you’re just right on track here. But the biggest problem I see and why I usually get my clients to call me and why I get brought in the first place is that you see the process. You see the responsibility. Someone will try within their MSP to create a little bit of a process flow, some documentation, some SOPs, but they stop before the end of the quote to cash process. And what I mean by that is, yes, they make sure that they buy something or that someone is buying something, and then yes, it gets delivered to the client or it gets, you know, the licenses get set up, but then. Did we make sure that we invoiced for those things properly? Are we invoicing on a regular basis?
Are we [00:09:00] recovering that cost or recognizing the cost of all the purchases that we’ve made? And are we recognizing those costs at the right time? One thing that happens is sometimes my clients pull me in and their PSA system is great for the first couple steps. Then we, you know, do a little bit of a cleanup and all of a sudden the cost of goods that hits their accounting package is astronomical, and it’s because they haven’t been recognizing their costs through the process. So when it comes to responsibilities. Every department needs to be involved. It affects everyone and it should come out in the wash for financials. You should see the result of good procurement once you get to that financial aspect. And you should know when something has been closed and you’ve gotten it to the end of its lifecycle. So the responsibilities can be very difficult. The handoffs can be difficult. However, if you have a PSA and you. You’ve put some triggers, some [00:10:00] notifications, some responsibilities, and some understanding of that around it. Then it should go smoothly from quote to cash.
Daniel: And that’s almost exactly where I think a Adam and I would be picking up on the interest in this topic, because that’s exactly the problem we see. like the one time, gross margin is like 50% one month and minus, a hundred percent the next month. Like, well, I think you’ve got a, a cogs timing issue here.
and, and that’s often the case. so, so yeah, really important, really important topic for, for us in the finance department. and, perhaps if we could go back to the. The, which is best? The spreadsheet or the PSA, the barrier to entry with the PSA is, you know, even if you are a two person business and you’ve got the PSA, it’s like, well, it’s gonna slow us down surely in terms of our procurement process and it’s gonna frustrate us and we don’t know how to do it.
And that client really [00:11:00] needs that laptop tomorrow and. we’ll do that next week. We’ll do that next month and, and then starting to use it and not using it in the right way. so, pre presu, presumably that’s the nub of what, how you help MSPs. I.
Monica: And anyone who does procurement, there’s always pressure on those roles. So I think having worked in procurement myself and being, having a postgraduate in procurement and supply chain, I have a lot of empathy for the people who. Who are sitting in that chair, who are being told by this, and it feels like you’re, you know, drinking from a fire hose and you’re constantly in this reactive setting, which is extremely stressful.
I don’t think it leads to a good culture. I think that it can be very easy to rush and to feel that there is a rush when it comes to procurement that everything needs to happen immediately. However, if you take a step back, you look at some best practices. One thing I implement across all my clients is [00:12:00] that you only buy on Tuesdays and Thursdays, and that sounds crazy. Crazy to all my MSPs. They go, no, we buy when it’s required, we buy right away. But the cost of actually putting a purchase order together has a human aspect. It takes time to put that purchase order together to validate it, to send it to your vendor and to follow up on it and make sure that there’s, it’s going through the process so. Limiting the number of purchase orders you create and batching them together on Tuesdays and Thursdays helps train the business. Sales, gets all their sales in, they get everything closed on a Monday, Tuesday. You put a big batch of purchase orders out. Follow up on Wednesday, Thursday, anything that didn’t get in for your Tuesday, and all of a sudden your procurement flows so much nicer.
Your vendors also know when to expect purchase orders from you too. So that’s helping with [00:13:00] that relationship and it’s helping your procurement person maintain their sanity.
Daniel: what a top tip there. what a top tip.
Adam: My mind.
Daniel: yeah.
Adam: Trying to just process that and, but yeah, there’s gold dust I think, in there
Daniel: it’s
Adam: Yeah. Yeah, absolutely. and training the expectations with your clients is right front and center of this of course. but you know what, Mr. Client, to get the level of service from us, you need to work alongside us.
This is the best way it works. and I guess like everything, there’s always, there are always exceptions, but the point is, of course you want to, you want them to be, except exceptions. You want to have this workflow, in, in, in there. I really like it. Love it.
Daniel: and my mind is now charging on. To, if it’s far more controlled and disciplined rather than a media and all the time basis, well now we can, we can delegate it. We can outsource it, in a far more, [00:14:00] Achievable, manner rather than the, the immediate state, the startup state of yes, I’ll do it straight away and I’ll do it for no money at all, and, and whatever you want.
I’ll just do it. and of course that just leads to burnout and stress and. and lots of issues and errors. So, so yeah, really interesting. And, I, I’ve, I can’t tell you how pro, probably, once every week, maybe once every two weeks, I’m on a call with a client and they are grumbling about.
How, their workflow’s been interrupted by a client employing someone and saying, we need, we’ve got a new starter tomorrow morning and we need it set up. And this is white gloves. You’ve gotta be there to support the user. Well, did you only hire them now like an hour ago? Surely there’s gotta be some discipline.
So I love a, Adam’s point about, this helps condition your client as
Adam: it, I think it’s part of an overall theme. Actually, if you just take a step back as well, it doesn’t just hit procurement. it hits service tickets, [00:15:00] project management, account management, et cetera, out of hours, you know, whatever it is, whatever the type of services you’re offering. and I think, there’s a tendency.
When you’re a low maturity MSP to just give what the client asks for all the time, because that’s what business is, that’s what good service is, right? Well, no, it isn’t actually. And you work that out over time, slowly or quicker. If you’re good and you realize actually a good MSP is about managing expectations and delivering consistent high quality services, and that can only be done through, through.
Workflow, and carefully planned approach and managing expectations with clients. So I think this fits in really well with that whole thing. I really like it. it works on that. Exactly the point that Dan made. You didn’t just hire this guy two hours ago. It’s been weeks in the planning. we’ve explained to you what our SLA looks like around this.
you know, this is why we need you to follow this SLA things happen in the right order, in the right way, and we can make sure it’s there for you nine o’clock, ready to go. so yeah, love [00:16:00] it.
Monica: And I think too, it touches on that there are those additional charges you can charge. So if a client says, well, we need it tomorrow, then you say, absolutely. That’s something that we upcharge for that white glove, we have to incur rush charges or we have to buy something. Right now my MSPs are all incurring rush charges and not charging those back. To their client. That’s just something that they are continually noticing freight going up, or they’re noticing the rush charge going up. And if you don’t leverage your PSA, if you don’t already have the bones of your procurement process set up, how are you adding these additional charges and how are you determining how much it’s eating away at your margin? I see people drop shipping things to client sites. Okay, how does that impact client delivery and how they feel about it. So it’s not just looking at procurement as a cost center, it’s also understanding if there are upcharges, if there are good, better, best deliveries that need to happen there as well.[00:17:00]
Adam: Can I just come back to the supplier piece, which you touched on earlier. I think that seems to be a huge aspect over, you know, overall in, in procurement. So what tips do you have for supplier selection? I. How you manage suppliers, how you work alongside them. If it’s not just about price, what else is it?
Is it, and how does that ultimately impact the bottom line when you’re going around working with suppliers?
Monica: Yeah, absolutely. I actually just did a YouTube video about this, about vendor scorecarding. So the supply chain term is vendor scorecarding. again, I don’t know if my YouTube channel is as fun as yours, you guys, but
Adam: Probably not.
Monica: it’s a little more technical. but what. What’s interesting about vendor scorecarding is that you’re looking at a few different things, so on time delivery in terms of do they deliver when they say they’re going to customer service and feedback.
A lot of the time MSPs think, [00:18:00] well, I’ve submitted my purchase order. Everything must be fine. No, you need an order confirmation. You need some sort of process that says, yes, we’ve received your order. Here are some back orders, or here are some issues when something goes wrong. So the third one is returns.
If you ever have to return something, if you ever have to RMAA product, or if you have an issue with something that’s out of warranty, if you have licenses that expire, but you know you need to push ’em a month or something, what does that look like? And then. Overall, the availability. Do they have what you need?
Do they have the products that you need, and do they carry them consistently? If you build a really good relationship with your supplier, you can tell them what you need, work with them to forecast that a little bit. Again, this is a more mature MSP, but I have some clients where their vendors carry stock just for them. And they’ve gotten to that level where there’s an on-hand [00:19:00] bit of stock that they know is available for them at any given time.
Daniel: Another thought moving this from cost to profit center, is that if you’ve got this high level of maturity in terms of how you approach procurement and, ultimately supply to your client, then by describing this discipline and diligence, you actually support a much higher.
Margin than, if you are rush, rush. best price, compared to, I can buy that from so and so for $1, one pound less. So I went with them. whereas, if you are turning the tables on this, you can be, well this costs us money and that therefore we can’t afford to sell anything less than a 20%.
gross margin, by the way. and, and a lot of MSPs end up languishing around the five to 10% level. and, I mean, if you, if you do a million, dollars or pounds, at 5%, you know that 50,000 is gone in admin. [00:20:00] So you’ve effectively made no money at all, if you’re lucky, if you’re lucky.
Monica: Yeah, absolutely. And I think too, it doesn’t have to be that complicated. I do always recommend to my clients that they hire a procurement role, which sometimes they think, well, that’s more admin overhead. that’s a lot. I don’t have time to hire or I don’t have time to designate someone with those responsibilities. If you’re leveraging your system, it does go relatively quickly in terms of the purchase order process and all these things. I do see so many benefits. And possibilities with automation, with RPA, there’s a lot of things that will be streamlined, especially in procurement from a quick wins perspective, but then you can start to have those vendors scorecarding.
This person, if they understand your procurement process, if they understand who you’re working with, can start to have higher level conversations. Forecasting, controlling those costs and making sure you have line of sight into what a job costs today, and that it’s still going to cost the [00:21:00] same in 3, 6, 9 months.
Daniel: Brilliant. and of course, I guess just to take a step back from procurement, you’ve actually got the sales and quoting process, ahead of that and ahead of that, you’ve got your, client management, your QBR, TBRS, whatever term you apply, and. an element of that is budgeting with the client.
So, the Windows 10 support cessation is one, one of the, one of the low hanging fruits this year for, for MSPs and it in general. so, you know, we know how many machines need to be replaced. so. We don’t wanna leave it until October. so let’s work out what order we’re gonna do them in and we can actually go and buy those machines now, or we can secure the stock.
we can schedule in the engineering time, and get well ahead of it rather than the, the fail and replace. Methodology of it’s a 7-year-old machine, it’s probably gonna go pop at [00:22:00] some point in the next six months, in a year. And when it happens, we’ll just rely on you sorting out really quickly for us.
Thanks. well, no, we can’t do that. We, we need a three year refresh cycle and we need planned, replacement. And again, it just all pushes back towards lining forecasting, ending up with a much more manageable control business.
Adam: just have a question about stock, which you’ve, which you talked about earlier, briefly. When does it make sense for an MSP to hold stock or does it ever make sense to hold stock?
Monica: I mean, two years ago, I would’ve told you it, you don’t need it. I would’ve said, most of my MSPs aren’t carrying stock. It’s fine. You’ll be fine. That is starting to change and what’s very interesting is that I have a. Few clients in the professional AV installation who also use ConnectWise, and they’re doing million dollar projects that are mostly hardware.
They do connected teams rooms or zoom rooms, and they do those installations for their clients and they carry two to $3 million worth of [00:23:00] stock. They’re also using ConnectWise, they’re also using the inventory module, and we have all these warehouse management tools, best practices that we’ve built in. I’m starting to see my MSPs carry buffer stock of what they sell all the time. They’re stocking up on cables. They’re trying to reduce delivery costs or shipping costs of to bring things in. So they’re ordering in larger quantities and they’re designating a room at first and then maybe two rooms, and then we see a little mini warehouse and they’re starting to grow the. Things that they’re carrying on hand. It’s usually, or best practice, again, should be a limited list. So you should have internally a list of things that you’re committed to carrying on hand and communicate that across your business, especially to sales. Let sales know. These are the products that we’re gonna carry a couple extra of on hand.
[00:24:00] So when you’re quoting to a client that you know, needs things right away or never gives us a heads up, or always has those last minute quote them on these products, and that’s enhancing client delivery and reducing those inbound shipping costs. It is a little bit more of a maturity thing. I would say that it’s not right at the beginning, but once you’re hitting. Four or 5 million, you’re probably carrying a little bit of extra inventory on hand just to make sure that you can keep your text busy too.
Adam: And are you able to monetize that additional level of service to your clients?
Monica: Yeah, absolutely. Because then you’re giving that white glove next day delivery service. So if you say it takes a little while, we have to order it in, and they’re tired of hearing that, you can say, well, if you order from this list, we can get it to you next day. And absolutely you could start to monetize for that.
Adam: I think that’s where I see the key component here is ’cause there’s obviously a cost of [00:25:00] holding stock, right? Cashflow cost. There’s a warehousing space cost, there’s a security risk, whatever. I. So you need something back for it. and, whether that’s more sales or higher margin sales, or longer term contracts or something else, is where I’m coming from on that.
Monica: Absolutely. I mean, I do see lack of inventory as an opportunity cost for delivery as well. So if you have jobs scheduled and then there’s a delay and you can’t get your techs on site and they’re sitting around and you’re paying them to do nothing because they can’t deliver on that job or they can’t, there’s one piece of hardware that they need to complete something, I think that there’s always a lost cost there that happens as well.
Daniel: interesting. and of course the offer option with, inventory is to actually push that. At, onto your client. So, it’s a good idea to have, two or three machines always available so that if there’s a support issue, we can swap out. And that’s why everyone has the same model of machine, the same docking station, the same screens, [00:26:00] and,
even with the sort of newer, more agile virtual business that perhaps doesn’t have an office, you can avail of, stockholding facilities, logistics, providers now have that as a facility to, to have stock pre-configured ready to go closer to the client’s, users.
So, and again, these are all. MA maturity and high service level offerings to the client. Again, they come at a premium. You make more money from them.
Monica: Yeah, and I think too, in terms of monetizing and having things close another way that a lot of MSPs aren’t taking advantage of. You know, carrying stock or buying stock early is collecting a down payment from their customer. Whenever I have an MSP, it’s so interesting ’cause they go, well, okay, I’m buying this stock, I’m bringing it in, I’m taking on this risk.
I have all these additional costs you can charge earlier. And especially if your PSA has been set up this way, you can invoice your stock early. You could say, yes, we will do this [00:27:00] project, but you have to pay for the hardware upfront. I see so many of my MSPs moving that way, which helps to mitigate that cost, and you realize a little revenue earlier as well, so.
Daniel: and by the way, if you collect the money before you’ve delivered it and then you have credit terms of your supply, you’re actually cashflow positive for that period as well. So even better.
Adam: the one objection. I wasn’t very good at handling. Was when the client said, well, hang on a minute. Well, I can go and buy it from X, Y, Z then and get 30 days. So come on. Give us your response to that. Monica, what’s your answer?
Monica: Oh, I had a client who said, oh, we buy everything on Amazon ’cause it delivers so quickly and it comes in, it’s so easy. And I said, no problem. Has that price ever changed? And they said, well, it changes every day. And I said, up to what? What’s the upper limit? that price is going to change to what’s you have.
You’re not building a relationship, you’re not doing anything in terms of forecasting. It might be fine [00:28:00] today, and then all of a sudden it’s outta stock or it’s double the price, or you can’t find it anymore, or it breaks and then you have to return it. And I think that’s a problem too. You can buy something on Amazon, and yes, you can return it, but now you’re three days late to delivering that to the client.
Adam: It. It is exactly all of those things and it’s back to, well, actually what do you want us to do for you? What’s the value to you? And actually part of the value is that you don’t have to do it. Procurement, we can do it for you. Right.
Monica: Yeah,
Adam: so actually, you know, that’s really what the conversation’s ultimately about, isn’t it?
Daniel: Yeah. And. And, any MSPs listening that are having that, that, margin justification conversation with their clients. Feel free to point them to this episode so that the clients can listen to just what’s involved in delivering a laptop,a 2000 pound laptop. And whether you make 50 pounds or 400 pounds margin on it, you can understand, you know, what that’s worth to you as a, as an end client. [00:29:00] So Monica, I think it’s been, a fascinating conversation. we’re absolutely on budget time-wise, so, I think there’s an elegance to that. we’ve been disciplined in our procurement and our podcasting today. it’s been a pleasure having you on the show. if any of our, listeners would like to reach out to you and carry on the conversation, how best to get in touch with you.
Monica: Yeah, absolutely. So there’s my website, it’s Mora Consulting, which hopefully we can write that down somewhere because I don’t think that there’s an easy
Daniel: We might spell it wrong, but
Monica: Yeah, you guys both said it, right? Which is excellent. and then, yeah, I have an eight week procurement course as well. And so this is obviously something I’ve seen time and time again. I see my clients, especially my MSPs, who have run the procurement module in their ConnectWise for a while and it gets really messy and they don’t know what to do with it. So there’s an eight week course from cleanup to run state, and that’s on my website as well, so they can always check that
Adam: And if they don’t have ConnectWise, do they still get value from your course?
Monica: Absolutely, yeah, [00:30:00] they would get more value on a one-to-one basis, which is something that I offer as well. and again, procurement is the same no matter what system you’re using. Don’t overcomplicate the process. There’s always things that you can do to highlight those responsibilities and get you from quote to cash.
Daniel: Very good. thank you very much for joining
Adam: Yes. Thank you ever so much, Monica.
Monica: you.
Adam: Oh.