Brandon Mays

Brandon Mays Framework, a proven system that transforms overworked technicians into trusted advisors with predictable monthly income and freedom.

Helping Growth-Minded MSP Owners Triple Their Recurring Revenue Without Chasing Clients by turning their existing client base into a profit engine that runs on repeat. I help Managed Service Providers (MSPs) and IT business owners triple their recurring revenue without chasing new clients - by turning their existing client base into a profit engine that runs on repeat. I’m the author of 🗝 Revenue on Repeat: How IT Companies Crack the Code to Triple Recurring Revenue Without Chasing Clients and creator of the S.T.R.A.T.E.G.I.C. Through speaking, training, and consulting, I teach growth-minded MSPs how to:
✅ Escape technician mode and step into true leadership
✅ Identify hidden revenue inside existing accounts
✅ Command premium pricing by leading strategic conversations
✅ Build a business that runs without constant firefighting

If you’re ready to stop hustling for new clients and start scaling recurring revenue, follow this page and join the Revenue on Repeat Society - where MSPs learn to grow smarter, not harder.

If you’re the only one who can run your MSP, how can you sell it?A buyer doesn’t pay a premium for the job only you can ...
09/02/2026

If you’re the only one who can run your MSP, how can you sell it?

A buyer doesn’t pay a premium for the job only you can do.

They discount the risk that nobody else can do it.

Taher Hamid made the growth version of this point on Brian Gillette’s podcast this week.

An MSP CEO’s real job comes down to three things:

Talent.

Growth.

Accountability.

If you’re still doing the work your team should own, you haven’t protected the business.

You’ve created its ceiling.

Chase just quantified what that ceiling becomes at exit:

40% of business owners plan to retire within the next decade.

70% have no formal succession plan or are barely beginning one.

Only 8% feel fully prepared to transfer ownership.

Most owners will treat that as an exit-planning problem.

I think it starts much earlier.

It’s an identity problem.

The same Hero Technician identity that helped you build the MSP can eventually make it less transferable.

You become the person who:

Closes every important deal.

Approves every meaningful decision.

Calms every frustrated client.

Remembers every undocumented exception.

Leads every strategic conversation.

Finds every expansion opportunity.

It feels like leadership because the business keeps moving.

But look at it through a buyer’s eyes.

If the leads come because of you…

The decisions wait for you…

The clients trust only you…

And the revenue expands only when you enter the conversation…

What exactly continues after you leave?

The buyer isn’t acquiring a growth system.

They’re acquiring your personal performance... with an expiration date.

And here’s the dependency most MSP owners miss:

Handing off tickets does not mean you’ve built a business that grows without you.

Your team may be able to deliver the service.

But can they deepen the relationship?

Can they lead an SBR without you?

Can they reveal an expensive problem the client hasn’t recognized?

Can they translate it into business impact?

Can they turn that insight into expansion revenue?

If not, you removed yourself from service delivery but remained the single point of failure for strategic growth.

That still isn’t freedom.

And it isn’t transferable value.

Sellability isn’t created the year you decide to sell.

It’s created every time you:

Document how a decision gets made.

Transfer trust to another team member.

Turn personal judgment into a repeatable process.

Teach someone else to lead the client conversation.

Build a growth system that produces results without your presence.

Most MSP owners ask:

“What is my business worth?”

The buyer is asking something more revealing:

“What still works when the owner walks out?”

The answer determines whether you built an asset…

Or a demanding job that happens to invoice MRR.

Where is founder dependency hardest to remove inside an MSP: sales, operational decisions, client relationships, or strategic account growth?

And why?

09/01/2026

75% of MSPs used to report typical clients spending more than $25,000 a year.

This year, only 41% do.

That isn’t just deal-size erosion.

It’s the market telling you the way clients buy managed services has changed.

So why hasn’t your model changed with it?

Most MSP growth models still depend on the same sequence:

Win a large agreement.

Bundle in the stack.

Raise the per-seat rate.

Replace whatever churns with another logo.

That model works when large agreements are common and new clients are easy to replace.

Neither is true anymore.

Kaseya’s 2026 State of the MSP Report found that 71% of MSPs now consider acquiring new customers their greatest challenge.

Larger deals are becoming less common.

Acquisition is becoming harder.

And nearly one in five MSPs say quickly proving value to prospects is difficult, almost double last year’s rate.

Most owners will look at those numbers and conclude:

“We need a better pipeline.”

I think they reveal a deeper problem.

You need a better relationship model.

Because when buyers commit less upfront, growth depends less on how much you can sell before trust exists…

And more on how much value you can reveal after trust begins.

That does not mean discounting the first agreement so you can upsell later.

It means stopping the assumption that the first agreement should contain the entire future value of the relationship.

The old model asks:

“How much of our stack can we fit into the initial proposal?”

The evolved model asks:

“What expensive business constraint can we reveal, quantify, and remove... and what will that make possible next?”

Now the first agreement isn’t the ceiling.

It’s the starting point.

The SBR stops being a review of work already completed.

It becomes where the next constraint is made visible.

The roadmap stops being a hardware replacement calendar.

It becomes architecture for relationship expansion.

And the account manager stops waiting for the client to request something new.

They help the client recognize what the business will need next.

The market isn’t necessarily saying clients won’t spend $25,000.

It’s saying fewer clients will commit that much to value they cannot see yet.

Smaller starting deals do not have to become smaller client relationships.

But they will if your model has no deliberate way to expand them.

When acquisition gets harder and initial agreements get smaller, the MSP waiting for clients to request more will feel the pressure first.

The Proactive Strategic Partner won’t.

They reveal the next valuable problem before the client, or a competitor, does.

The market evolved.

Your service stack probably did too.

The question is whether your client relationship model evolved with it.

Which part of the traditional MSP model is now most outdated: the initial agreement, the way value gets proven, or the way existing relationships are expanded?

And why?

08/28/2026

You didn't build a successful IT firm just to buy yourself a 60-hour-a-week job as Chief Firefighter.

I was breaking down some business strategy recently and realized the exact bottleneck most founders hit is actually addressed in a growth framework written thousands of years ago.

It’s the 4-step "Genesis" model. And if you are managing a team of 5 to 15 techs and holding down double-digit retainer accounts, there is a very high probability your firm is currently trapped between steps one and two.

Here is how the oldest business plan in history maps directly to scaling your firm today:

🌱 1. Be Fruitful (The Trap of Success): You’ve done this. You built the business, secured the retainers, and proved your technical excellence. But now, your growth is hard-capped by your own personal bandwidth. The business relies on you to solve the highest-level problems.

⚙️ 2. Multiply (The Pivot): You cannot clone yourself, but you can build scalable assets. This is where you transition from multiplying your physical effort to multiplying your intellectual capital. You build the frameworks and systemize the operations so the business runs even when you step away from the desk.

📢 3. Replenish (The Engine): Stop relying purely on unpredictable word-of-mouth or reactive panic calls. You deploy a distribution strategy that consistently puts your message in front of high-value targets.

👑 4. Subdue (The Authority): This is the ultimate evolution. You completely shed the identity of the "transactional IT vendor" and take your rightful position as the undisputed Strategic Technology Partner in your market. You dictate the strategy, command higher fees, and gain total personal freedom.

Most founders build a fruitful business, but they never multiply their assets... so the business ends up subduing them.

Which of the 4 steps is currently the biggest bottleneck in your operation? Let me know in the comments.

Want 8-10% growth without adding a single logo?It comes down to two numbers most MSPs barely manage.Reed Warren, CEO of ...
08/25/2026

Want 8-10% growth without adding a single logo?

It comes down to two numbers most MSPs barely manage.

Reed Warren, CEO of IT Valuations, says an MSP should be able to generate 8–10% annual growth from its existing client base:

Roughly 5% from disciplined rate increases.

Another 3–5% from upgrades, cross-sells, and natural expansion.

Run that against $3 million in recurring revenue.

A 5% rate correction adds $150,000.

A 3–5% expansion rate adds another $90,000 to $150,000.

That’s $240,000 to $300,000 in annual growth before winning one new logo.

But that growth doesn’t appear automatically because you have loyal clients.

It comes from managing two numbers:

Revenue Retention.

Revenue Expansion.

Retention tells you whether the relationship is strong enough to continue.

Expansion tells you whether the relationship is valuable enough to deepen.

Together, they reveal your Client Base Yield:

How much more, or less, your existing relationships produce than they did a year ago.

Most MSPs obsess over new MRR.

But they can’t answer:

How much starting revenue did we retain?

How much new revenue did existing clients create?

Which clients contracted?

Which relationships expanded because we revealed a need they couldn’t see?

That last question matters.

Because 3–5% expansion does not come from asking:

“What else can we sell them?”

It comes from asking:

“What has changed inside their business that their current technology plan no longer supports?”

That is the difference between cross-selling and advising.

The salesperson searches the catalog.

The strategic partner searches the client’s operation.

Where is capacity disappearing?

Which risk has quietly increased?

What manual process is consuming expensive labor?

What growth initiative will the current environment eventually constrain?

Reveal it.

Quantify it.

Connect it to what the client wants next.

Then bring the recommendation into the SBR as a documented business case, not another product pitch.

Robin Robins reports that MSPs following a properly run review process generated more than $240,000 in new sales on average in under 90 days.

Not by outspending a roll-up platform.

Not by beating another MSP’s price.

By developing the relationships they had already paid to acquire.

New-logo growth begins with zero trust.

Existing-client growth begins with accumulated trust.

But only if you convert that trust into insight.

Which is harder inside a real MSP: raising rates with confidence, consistently revealing the next opportunity, or protecting the cadence of strategic client reviews?

And why?

23% of SMEs didn’t leave because their MSP was too expensive.They left because being a client was too painful.JumpCloud ...
08/24/2026

23% of SMEs didn’t leave because their MSP was too expensive.

They left because being a client was too painful.

JumpCloud found that 28% of SMEs ended an MSP relationship over cost.

23% left because of poor customer service or a bad experience with the account team.

Only five points separated them.

That should concern every MSP spending more time refining its price sheet than examining what clients experience after they sign it.

Because bad service doesn’t always look like a rude technician or an unresolved outage.

Sometimes it looks like client labor.

Every time a client has to:

Chase an update.

Explain the same issue to a third person.

Translate your technical recommendation for their leadership team.

Attend an SBR that reviews the past but provides no direction for the future.

Ask who owns the next step.

They are doing work your relationship was supposed to remove.

And they’re paying two invoices.

The first invoice costs money.

The second costs attention.

Most MSPs reconcile the first every month.

Almost none audit the second.

That second invoice is the Relationship Friction Tax.

It accumulates quietly through small moments of uncertainty, repetition, and unnecessary effort.

Your SLA dashboard can be green while the relationship is turning red.

By the time the client finally questions your price, the number on the invoice may not be the only thing that feels expensive.

Being your client does.

That’s why a discount rarely repairs experience debt.

Before adjusting your rate card, run a 30-day Client Effort Audit:

How often did a client have to chase us?

How many times did they repeat context we should have retained?

How much of our technical language did they have to translate themselves?

How many meetings ended without a clear decision, owner, or next step?

Then fix the friction before defending the fee.

Recurring revenue isn’t secured by sending a recurring invoice.

It’s earned by delivering recurring clarity, relief, and progress.

Which hidden client effort creates the most churn in practice: chasing updates, repeating context, or leaving every SBR without a clear next step?

And why?

AI could make your MSP more profitable.And easier to replace.That’s the risk nobody is measuring.ScalePad’s 2026 MSP Tre...
08/21/2026

AI could make your MSP more profitable.

And easier to replace.

That’s the risk nobody is measuring.

ScalePad’s 2026 MSP Trends Report found:

39% of MSPs are actively executing an AI roadmap.

Another 37% have one they haven’t implemented.

Most people see an ex*****on gap.

I see a value-capture gap.

Imagine your roadmap works.

Tickets close faster.

Documentation writes itself.

Technicians recover hours.

Margins improve.

But your client still sees the same stack, the same invoice, and the same SBR.

More value created.

No more value perceived.

So when a competitor arrives with a similar AI-enabled stack for less, you’re back where you started:

Defending your price.

AI made you a more efficient technician.

It did not make you a more valuable strategic partner.

The opportunity begins when you turn that same capability toward your clients.

Suppose 12 employees spend 30 minutes every day moving information between two systems.

At a loaded labor cost of $40 an hour, that workflow consumes $62,400 a year.

The Reactive Technical Firefighter sees a task AI could automate.

The Proactive Strategic Partner sees a $62,400 business constraint the client doesn’t know they have.

Now AI isn’t another tool bolted onto the stack.

It’s a documented business case.

Reveal the constraint.

Quantify the cost.

Implement the solution.

Prove the result.

Then show the client what becomes possible next.

Used internally, AI can save your MSP labor.

Used through a client relationship roadmap, it can create margin, strategic authority, and recurring revenue.

Don’t sell AI.

Sell the $62,400 constraint it removes.

AI won’t decide whether your MSP becomes more strategic or more replaceable.

Whether you start with the tool or the constraint will.

Where do AI initiatives actually break first inside an MSP: finding the right constraint, protecting the capacity to execute, or proving the result to the client?

And why?

02/09/2026

The "Commodity Trap" is a choice. Here is how you opt out. 🛑📉

Most MSP owners are fighting a war they’ve already lost. They’re competing on "The New."

New security stacks. New cloud migrations. New AI integrations.

Here’s the problem: The "New" is a commodity. If your competitor can buy the same stack, click the same buttons, and offer the same price, you aren't a Strategic Partner.

You’re a vendor.

And vendors get replaced the moment a cheaper option walks through the door.

I learned this through a "crash course" I didn't even know I was taking. 🃏

Back when I was playing poker, I thought I was just making money to cover expenses. I didn't realize I was actually running a business. I was learning the laws of risk, reward, and strategy.

But it wasn't until I integrated Kingdom Principles that the game truly changed.

I discovered what I call "The Scribe’s Secret."

In the Word, it says a scribe trained in the Kingdom is like a householder who brings out treasures both OLD and NEW. 💎📜

Most of the IT world is obsessed with the "New." But the "New" has no foundation. The "New" fluctuates with the economy.

The "Old" consists of timeless principles that never change. The "Old" is where the authority lives. The "Old" is the foundation that fills your rooms with "pleasant and precious riches."

When you integrate Old Principles into New Markets, you create an Unfair Advantage.

You stop being "The IT Guy" who fixes laptops. You become the Strategic Scribe who stabilizes businesses.

While your competition is out there "gambling" on the latest marketing hack, you can build on a rock that doesn't move. 🏛️⚡

Inside the Scribe’s Framework, we break down:
✅ The Integration Logic: Why the most successful MSPs are built on laws that never change.
✅ Beyond the Stack: How to use "Old" wisdom to solve "New" technical revenue caps.
✅ The Riches Formula: How to align your MSP with the laws of increase so success is "added" to you.

Stop fighting for scraps in a commoditized market. Start bringing out the treasures that the world has forgotten.

→ Claim your unfair advantage here: https://msprevenueonrepeat.com

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