For founders, their first business often feels like an extension of themselves. Every decision, every challenge, every triumph is entwined with their identity. Kevin’s journey is a masterclass in this reality. From building ICS with relentless dedication to eventually selling it, he shares the lessons that come from scaling a business while learning the delicate art of letting go.
Building ICS: Passion, Sweat, and the Weight of Indispensability
During the founding years of ICS, Kevin was the focal point of everything. He remembers putting in many hours of client calls, operational decision-making, and managing a team. Every victory felt personal; every setback was reflected in Kevin.
For many founders there is nothing new here, they will experience the mix of fierce pride in building something from nothing but also feeling like nothing can move forward without them. Kevin describes it as being stuck in the very success he created. The business was not only successful due to his vision, but it was also being held back by his ability to manage it. The hard truth was that however talented or driven a founder, they are limited in how far they can scale as an individual.
The Sale of ICS: Learning to Let Go
The pivotal moment in Kevin’s journey was selling ICS. The excitement and absolute fear of letting go of something he built from nothing was important, but more importantly, it provided an important insight – a company’s value is based on its ability to run without the founder being involved.
During the deal process, Kevin experienced how systems, processes, and a leadership team added value. The question was no longer whether he was involved; it was whether the company could operate, expand, and thrive without Kevin being the lone founder, President, and face of the company. This changed the way he thought about business and leadership, specifically, an individual does not replace someone but rather relies on others as part of a system, an individual does not limit themselves to being a bottleneck or a self-satisfied replacement but embraces the individual as a superpower to develop a true difference.
Delegation and the “Number Two”
For many founders, the idea of delegation is fraught with fear. Handing over control of your “baby” feels risky, especially for MSP owners who have invested years of sweat and capital. Kevin faced this challenge head-on and learned that successful delegation is about finding the right person.
Kevin emphasizes that the ideal “number two” is not necessarily the most technically skilled but someone with strong business acumen, financial literacy, and operational insight. This leader must understand the broader picture and be capable of making autonomous decisions that align with the company’s long-term goals.
A critical factor in this partnership is aligned incentives. Kevin ensures that a strong number two shares in the company’s success through profit sharing, phantom equity, or other mechanisms: so, they are fully invested in outcomes, just as the founder is.
Systematizing for Scalable Growth
Delegation is only possible with strong systems in place. Kevin stresses the importance of creating repeatable, measurable, and teachable processes. Key practices include:
- Documenting workflows to limit reliance on knowledge held by individuals.
- Establishing clear prioritization to prevent important goals from being submerged by urgent tasks.
- Evaluating performance with visible key performance indicators that enable self-management. Encouraging teams to take ownership while holding them accountable.
These practices not only free the founder from daily operational fire-fighting but also create a foundation for sustainable growth and value creation.
Perspective: The Founder’s Most Powerful Tool
Kevin points out that founders can find themselves immersed in the day-to-day work and not necessarily focused on the future. Kevin says taking time away from the immediate tasks gives leaders an opportunity to assess whether their business is scalable, whether leaders are ready to prepare to own it, and whether organizational processes and culture are in place to maintain the quality without supervision.
This shift transforms the founder role from constant doer to strategic visionary, focusing on growth and opportunity rather than being the operational bottleneck.
AI: The Road Ahead & Strategies You Can Adopt
After coming to the last leg of such an insightful conversation, there’s one aspect which we couldn’t miss: the rise of AI.
Kevin mentioned that AI is a huge shift, compared to changes like cloud adoption and M365. The speed and scope are unprecedented, ignoring it implies inevitable downfall.
Kevin advises MSPs to start using AI tools internally first. Experiment with solutions like co-pilot, sentiment analysis, and ticket triaging to understand capabilities and demonstrate value. Encouraging staff to adopt AI in their daily workflow helps integrate it into company culture.
Since it’s a relatively unchartered territory, Kevin proposes investing in research and development (R&D) to discover how to leverage AI to the maximum benefit of MSPs.
MSPs can use AI to enhance marketing, communication, and operational efficiency. Partners and distributors often provide AI assessments, which can help MSPs position themselves as experts to their clients.
The key is to embed AI into your culture: allocate resources, allow staff to experiment, and track results. The goal is to not just follow the trend but lead with it, becoming the trusted advisor and guide for clients navigating the AI landscape.
He even recommends leveraging partners and distributors who provide AI or Co-Pilot assessments for clients: a simple but effective way to position your MSP as a thought leader.
Kevin’s advice is clear: ignore AI at your own peril. MSPs who embrace and monetize AI today are the ones who will compete and thrive tomorrow.
Lessons for MSP Founders and Leaders
Kevin’s journey offers a blueprint for any founder looking to scale while creating lasting value:
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- Be replaceable, not indispensable: Systems and leaders are what make a business truly scalable.
- Find your number two: Prioritize operational and financial insight over technical skill alone.
- Systematize operations: Document, measure, and empower teams to manage effectively.
- Align incentives: Ensure leaders have a personal stake in the company’s success.
- Step back and gain perspective: Focus on strategic growth and long-term impact.
- Prepare for transition: Whether selling or expanding, the business should thrive independently of the founder.
Kevin’s story, from building ICS to selling it, and now coaching MSP owners through growth and delegation underscores a fundamental truth: a founder’s greatest achievement is not doing everything themselves but creating a business that can flourish on its own. For MSP founders, this insight is a call to action: empower leaders, build robust systems, and embrace the role of visionary, then watch the business reach its full potential.
