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The use case for AI in IT services and MSPs.

This page lists the work around the technical job in a UK managed service provider that Claude can take on, by function and by the size of the firm. It is written for owners, managing directors and service delivery directors. Claude does not fix your clients' systems. It takes the prospecting, proposals, review packs, licence reconciliation, forecasts and paperwork that surround that work, and it helps you build and sell what you would otherwise rent.

[WHERE THE TIME GOES]

Where the time goes

In an owner-led MSP the owner is the senior engineer, the salesperson and the person who reconciles the distributor bill. At service desk size there is a desk manager, an account manager and the first formal reviews. An established firm has a service delivery director, a virtual CIO function, a compliance lead and a board pack. Pick the one closest to yours and the rest of the page follows it, from where the time goes to the calculator.

These are the tasks that land on the owner and a small team, grouped by the kind of work they are.

01

Selling without a salesperson

5 tasksClose
  • Proposals written in the evening
  • Prospects researched the night before a call
  • Follow-ups that never get sent
  • Free audits turned into reports
  • The newsletter you forward instead of writing
02

Making the money add up

5 tasksClose
  • The distributor bill against client invoices
  • Seats added by engineers that never reach the bill
  • Overdue invoices from clients you like
  • Microsoft renewals on random dates
  • Cash in a spreadsheet, if anywhere
03

Keeping clients informed

5 tasksClose
  • Ticket updates written after the fix
  • The review that keeps getting postponed
  • Price rise letters
  • Outage notices
  • The welcome pack for a new client
04

Paperwork you cannot avoid

5 tasksClose
  • Cyber Essentials for you and your clients
  • Insurance forms clients pass to you
  • Data processing terms
  • Job adverts and interview questions
  • Admin access renewals for every client

These are the tasks that come round every week in an MSP of 15 to 50 people, grouped by the kind of work they are.

01

Winning new clients

5 tasksClose
  • Target lists by sector
  • Outreach sequences and follow-ups
  • Audit reports and proposals
  • Due diligence questionnaires from prospects
  • The CRM after every call
02

Holding on to clients

5 tasksClose
  • Quarterly review packs
  • Monthly service reports per client
  • Renewals ninety days out
  • Price rise letters for every client
  • Satisfaction comments nobody reads
03

Making the numbers agree

5 tasksClose
  • Distributor bills against agreements
  • Security and backup seat counts
  • Unbilled time before invoicing
  • Recurring revenue in two systems
  • The forecast nobody owns
04

Writing it down

5 tasksClose
  • Ticket updates and handovers
  • Knowledge base articles
  • Incident reviews
  • Cyber Essentials answers for clients
  • Policies after every change

These are the tasks that come round every week in an established MSP, grouped by the kind of work they are.

01

Growth and the pipeline

5 tasksClose
  • Sequences across several sectors
  • Tenders and framework bids
  • Proposals and statements of work
  • The weighted pipeline forecast
  • Case studies and client events
02

Keeping a large client base

5 tasksClose
  • Review packs across a review calendar
  • Roadmaps and client budgets
  • Churn risk across every account
  • Monthly reports for every client
  • Major incident reviews
03

The numbers the board asks for

5 tasksClose
  • The recurring revenue bridge
  • Margin by client and service
  • Capacity and the next hire
  • The board pack
  • The pack a buyer would ask for
04

Assurance and regulation

5 tasksClose
  • Due diligence from regulated clients
  • ISO 27001 evidence and audits
  • Insurance forms for clients
  • Incident reporting under new rules
  • Supplier assessments for your own stack
[THE POINT]

What an owner does brilliantly, and what sits around it

This is the point of the whole page. The work in the left column is why clients choose you and stay. The work in the right column is what has grown up around it, and in most MSPs it takes more of the week.

What a human does brilliantly
  1. Fixing the problem nobody else could
  2. Winning the client who is unhappy with their provider
  3. Knowing every client by name
  1. Telling a client the truth about a risk
  2. Choosing which clients to take on
  3. Calming a client during an outage
  4. Setting the price
  5. Hiring the right engineer
What sits around it
  1. Writing proposals in the evening
  2. Reconciling the distributor bill
  3. Researching prospects before calls
  1. Writing up tickets after the fix
  2. Filling in clients' insurance forms
  3. Building the review pack
  4. Writing price rise letters
  5. Keeping renewal dates in your head

What an MSP team does brilliantly, and what sits around it

This is the point of the whole page. The work in the left column is why clients choose you and stay. The work in the right column is what has grown up around it, and in most MSPs it takes more of the week.

What a human does brilliantly
  1. Solving the problem on the first call
  2. Earning the trust of a client's managing director
  3. Spotting the client who is about to leave
  1. Advising a client on what to spend next year
  2. Leading the renewal conversation
  3. Coaching a first line engineer
  4. Choosing which sectors to grow in
  5. Deciding when to hire
What sits around it
  1. Building quarterly review packs
  2. Matching seats to invoices
  3. Writing monthly service reports
  1. Answering due diligence questionnaires
  2. Drafting Cyber Essentials answers
  3. Building the forecast in a spreadsheet
  4. Chasing time entries
  5. Updating the CRM after calls

What a leadership team does brilliantly, and what sits around it

This is the point of the whole page. The work in the left column is why clients choose you and stay. The work in the right column is what has grown up around it, and in most MSPs it takes more of the week.

What a human does brilliantly
  1. Setting the strategy and the service lines
  2. Handling a major client in a crisis
  3. Negotiating with a regulated client
  1. Deciding what to build and what to buy
  2. Building the next layer of managers
  3. Explaining the business to a board or a buyer
  4. Pricing the services
  5. Choosing which firms to acquire
What sits around it
  1. Assembling the board pack
  2. Reconciling revenue across systems
  3. Working out margin by client
  1. Answering questionnaires from regulated clients
  2. Keeping ISO evidence ready
  3. Writing reviews across the review calendar
  4. Preparing for new reporting rules
  5. Rebuilding the forecast every month

The use case for AI is taking away the time that gets spent on the work sitting around the job, and freeing your people up to do the work only a human can do. The work that grows the business, and the work they enjoy the most.

[THE USE CASES]

132 things you could hand over, by function.

The times are our own estimates for a typical task in a UK MSP. Nobody has published measured times for this work, so where a source gives a figure we say who published it. Every use case assumes a business plan whose terms keep your content out of model training. The highlighted use cases either take the most hours or make the biggest difference to the business.

What it gives you

Prospecting and new clients

Target lists, research, outreach and the trigger that opens a door.

9 use cases
Highest time

Building a target list for one sector

Builds a list of firms in one sector and area, such as solicitors within thirty miles, from public registers, Companies House and their websites, with size and a named decision maker.

Wins workSaves time
ProjectClaude in ChromeSkillCRMSpreadsheetBrowser
ProjectClaude in ChromeSkillCRMSpreadsheetBrowser
You give itThe sector, the area, the size of firm you want and the registers you trust.
You get backA list with each firm's size, website, likely number of users, any clue to their current IT provider, the person to contact and why they fit, with gaps left blank rather than guessed.
You stillChoose which firms are worth the effort. You know which sectors you serve well and which clients you would rather not have.
Highest value

Researching a prospect before the first call

Reads the prospect's website, filings, job adverts and public records and writes a one page brief on who they are, what they run and where their IT is likely to hurt.

Wins workSaves time
ProjectClaude in ChromeSkillCRMBrowser
ProjectClaude in ChromeSkillCRMBrowser
You give itThe company name and anything you already know about them.
You get backA one page brief covering what the firm does, the systems its sector relies on, recent news, likely pressure from Cyber Essentials or insurers, a guess at who supports them now, and three questions worth asking.
You stillHave the conversation. The brief tells you where to start, and the prospect decides whether they trust you.
Highest time

Writing an outreach sequence for one sector

Writes a short sequence of emails and LinkedIn messages for one kind of buyer, such as a practice manager or a finance director, in your voice and about their problems rather than your tools.

Wins work
ProjectSkillCRMEmail
ProjectSkillCRMEmail
You give itThe sector, the role you are writing to, your best case study and your own past emails.
You get backFour or five messages per role with subject lines, each one tied to a problem that role has, the opt-out wording every marketing email needs, and a note of which claims need a client's permission to use.
You stillApprove what goes out under your name. You decide the offer and whether a message sounds like you.
Highest value

Turning a trigger event into a message that lands

Takes something that has just happened to a prospect, such as a breach in their sector, a Microsoft price change, an office move or a new operations director, and writes a short message about it.

Wins work
ProjectSkillCRMEmail
ProjectSkillCRMEmail
You give itThe trigger, the prospect brief and what you would offer them.
You get backA short first message that names the event, says what it means for a firm like theirs and offers one useful next step, with a softer follow-up if they do not reply.
You stillPick the triggers that matter and the moment to send. Most new clients come from another provider, so timing is a judgement about their notice window.

Preparing for a discovery call and writing it up

Drafts the questions for a first meeting from the prospect brief, then turns your notes or the recording into a recap email, a qualification note and the next step.

Wins workSaves time
ProjectConnectorSkillCall recordingCRMEmail
ProjectConnectorSkillCall recordingCRMEmail
You give itThe prospect brief, your notes or the call recording.
You get backA question list for the call, then a recap email in plain English, a record of users, sites, systems, pain points, budget and contract end date, and the follow-up date for the CRM.
You stillRun the call and read the room. Whether they are a good fit, and whether to walk away, is your call.

Keeping the CRM up to date after every contact

Turns a call, an email thread or your notes into an updated CRM record with the stage, next step, expected monthly value and the date the prospect can actually move.

Saves timeWins work
ConnectorSkillCRMEmail
ConnectorSkillCRMEmail
You give itThe email thread or your notes, and the CRM record.
You get backAn updated record with the stage, the next step and its date, the monthly value you expect, the incumbent's notice period if you know it, and anything promised to the prospect.
You stillKeep the relationship moving. A clean CRM is what the forecast is built on, so you check the stage and the date.

Asking happy clients for referrals

Picks out the clients with good satisfaction scores and a recent win, then drafts a personal note from you asking whether they know anyone who would benefit.

Wins workKeeps customers
ProjectSkillPSASurvey toolEmail
ProjectSkillPSASurvey toolEmail
You give itYour client list, recent satisfaction scores and what you have done for each client lately.
You get backA shortlist of clients worth asking, with the reason for each, and a short personal note to each one that mentions the specific thing you did for them.
You stillMake the ask in your own words and pick the moment. A referral comes from a relationship you built.

Checking a campaign against the marketing rules

Drafts the legitimate interests assessment and prospect privacy notice for outbound work, and checks a list for sole traders and partnerships, who need consent before you email them.

Wins workSaves time
ProjectSkillCRMSpreadsheet
ProjectSkillCRMSpreadsheet
You give itYour prospect list, where it came from and your email templates.
You get backA legitimate interests assessment, a short privacy notice for prospects, the list marked by type of business, the opt-out wording for every template and a record of where the data came from.
You stillDecide what you are comfortable sending. The fines for breaking the electronic marketing rules rose sharply in 2026, so take advice if you are unsure.

Following up after a networking event

Turns the cards and notes from a chamber breakfast or sector event into a short personal follow-up for each person, and the CRM records to match.

Wins work
ChatSkillCRMEmail
ChatSkillCRMEmail
You give itYour notes on who you met and what they said.
You get backA personal follow-up for each contact that mentions what you talked about, a suggested next step for the ones worth pursuing and a CRM record for each.
You stillDecide who to follow up with and how hard. You were in the room and know who was interested.

Audits, proposals and quotes

The free audit, the proposal, the statement of work and the quote check.

8 use cases
Highest value

Writing the IT audit report for a prospect

Turns the output of a network scan, a tenant review and your engineer's notes into a plain English report a business owner can read, with the risks in order of what matters.

Wins workSaves time
ProjectSkillNetwork scannerAdmin centreFile storage
ProjectSkillNetwork scannerAdmin centreFile storage
You give itThe scan output, security score exports and your engineer's notes.
You get backA report with a one page summary for the owner, each risk explained in business terms with what could happen, a priority order and a costed fix, and a note of anything the scan could not see.
You stillJudge the findings. An engineer decides what is a real risk, and you decide what to recommend and what to charge.
Highest time

Drafting a managed service proposal

Writes the proposal from your discovery notes, the audit, your service catalogue and your price per user, in your own template and wording.

Wins workSaves time
ProjectSkillQuoting toolFile storageCRM
ProjectSkillQuoting toolFile storageCRM
You give itDiscovery notes, the audit report, your service catalogue, price book and two past proposals that won.
You get backA complete draft with the problem in the client's words, what you propose, what is included and what is not, the onboarding plan, the price, and the questions still open.
You stillSet the price and decide what to offer. The proposal is a promise from you, so you read every line before it goes.

Writing a statement of work for a project

Turns a scoped project such as a tenant migration or a server replacement into a statement of work with milestones, assumptions, exclusions and acceptance criteria.

Wins workSaves time
ProjectSkillQuoting toolFile storage
ProjectSkillQuoting toolFile storage
You give itThe scope notes, the quote and your statement of work template.
You get backA statement of work with each milestone, what the client must provide, what is out of scope, the change process, the acceptance test and what moves to the monthly contract afterwards.
You stillAgree the scope and the risk you will carry. The engineer who will deliver it checks the plan is realistic.

Checking a quote before it goes out

Reads a quote against the client's tenant, your price book and your rules and lists seat counts that do not match, missing onboarding items, discounts outside policy and bundles that conflict.

Saves timeYou own it
ProjectSkillQuoting toolAdmin centrePSA
ProjectSkillQuoting toolAdmin centrePSA
You give itThe quote, your price book and the client's current licence list.
You get backA short exception list with each problem, the line it is on and the fix, plus a note of any recurring item that will need adding to the client's contract once the quote is accepted.
You stillDecide whether the exceptions are deliberate. A discount may be the right call for a client you want.

Answering a prospect's questions and objections

Drafts a reply to the questions a prospect sends after a proposal, such as how the switch from their current provider works or why you cost more than the last quote they had.

Wins work
ProjectSkillEmailCRM
ProjectSkillEmailCRM
You give itThe prospect's email, your proposal and your past answers to the same questions.
You get backA reply that answers each question in plain English, explains the handover from the incumbent step by step, and flags any question where your honest answer needs your judgement.
You stillDecide how to handle price. Whether to hold or move is a commercial call only you can make.

Answering a tender or framework questionnaire

Drafts answers to a tender from your library of past answers, policies and case studies, and lists the questions where you have nothing to say yet.

Wins workSaves time
ProjectSkillBid portalFile storage
ProjectSkillBid portalFile storage
You give itThe tender documents, your answer library, policies, certificates and case studies.
You get backA draft response for every question within the word limits, a list of evidence to attach, the questions with no good answer and the mandatory items that would rule you out.
You stillDecide whether to bid and write the parts that win it. The pricing, the social value promise and the case for you are yours.

Picking the right case studies for a proposal

Searches your case studies and past projects for the two or three closest to this prospect by sector, size and problem, and drafts a short version of each for the proposal.

Wins workSaves time
ProjectFile storage
ProjectFile storage
You give itThe prospect brief and your case study library.
You get backThe best matches with the reason each fits, a short version of each written for this prospect, and a note of any that need the client's permission before you name them.
You stillCheck you still have permission to name each client and that the story is still true.

Writing the handover from sale to onboarding

Turns the proposal, the signed order and your sales notes into a handover for the people who will onboard the client, so nothing promised in the sale is lost.

Keeps customersSaves time
ProjectSkillCRMPSAFile storage
ProjectSkillCRMPSAFile storage
You give itThe proposal, the signed order form and your notes.
You get backA handover with what was sold, every promise made, the client contacts and their temperament, the incumbent's exit date and the things the client is most worried about.
You stillBrief the onboarding lead yourself on anything sensitive. Some of what you know about a client should not be written down.

Marketing

The newsletter, case studies, sector pages and posts nobody has time for.

8 use cases
Highest time

Writing the monthly newsletter in your own voice

Writes the client and prospect newsletter from what actually happened this month, such as a scam your clients saw, a change you made or a local story, instead of the same content every provider buys.

Wins workKeeps customers
ProjectSkillEmailFile storage
ProjectSkillEmailFile storage
You give itYour notes on the month, any subscription content you pay for and two past issues.
You get backA newsletter with three or four short pieces in your voice, a subject line, a security tip your clients can act on and a clear next step for prospects.
You stillChoose what goes in. The local angle and the client story are what make it worth opening, and you know them.

Writing a client case study

Turns an interview with a client and the project and ticket history into a case study for your website and proposals, written about the client's problem rather than your tools.

Wins work
ProjectSkillCall recordingPSAFile storage
ProjectSkillCall recordingPSAFile storage
You give itThe interview recording or notes and the project summary.
You get backA case study with the client's situation, what you did, what changed for them and a quote drawn from the interview, ready for the client to approve, plus a short version for proposals.
You stillGet the client's approval. Nothing goes out with their name on it until they have read it and agreed.

Writing the week's LinkedIn posts

Drafts posts in the owner's voice from things that happened this week, such as a problem solved, a question a client asked or a change in the rules.

Wins work
ProjectSkillBrowser
ProjectSkillBrowser
You give itYour notes on the week and a few posts you have written before.
You get backThree or four posts in your voice with no client named unless they have agreed, each one making a single point a business owner would care about.
You stillPost what you are happy to be known for. Your voice and opinions are why people follow you.

Writing a page for each sector you serve

Writes a website page for a sector you want more of, such as IT support for accountants in your town, covering the systems they rely on and the rules they work under.

Wins work
ProjectSkillBrowserFile storage
ProjectSkillBrowserFile storage
You give itThe sector, your experience in it and any case studies.
You get backA page with the problems that sector has, the systems and compliance rules it works with, what you do for firms like them, a case study and a call to action, with a title and description for search.
You stillMake sure every claim is true of your firm. Say only what you have actually done for that sector.

Writing the client security bulletin

Turns this month's threats and changes into a short bulletin your clients' staff will read, with what to look out for and what to do.

Keeps customersWins work
ProjectSkillEmail
ProjectSkillEmail
You give itYour notes on current scams and anything your clients have reported.
You get backA short bulletin in plain English with two or three things to watch for, a real example with the details removed, and what to do if someone clicks.
You stillDecide what to warn about. Your engineers know which scams are reaching your clients this month.

Planning and claiming vendor marketing funds

Drafts the marketing plan a vendor or distributor asks for before releasing funds, then assembles the proof of what you ran for the claim.

Wins workSaves time
ProjectSkillFile storageSpreadsheet
ProjectSkillFile storageSpreadsheet
You give itThe vendor's fund rules, your campaign ideas and the results afterwards.
You get backA plan in the vendor's format with dates, costs and expected results, then a claim pack with the proof they ask for and a note of the deadline.
You stillChoose campaigns you would run anyway. The money is only worth having if the activity suits your business.

Running a client briefing or webinar

Writes the invitation, the running order and the slides for a client briefing on a live topic such as AI, Cyber Essentials or a Microsoft change, then the follow-up email.

Wins workKeeps customers
ProjectSkillArtifactsSlidesEmailCalendar
ProjectSkillArtifactsSlidesEmailCalendar
You give itThe topic, your view on it and who you want to invite.
You get backAn invitation, a running order, draft slides with speaker notes, and a follow-up email with the main points and a next step for those who want help.
You stillPresent it. People come to hear what you think, so the opinions and the answers to questions are yours.

Asking for reviews after a good result

Picks out the clients whose ticket or project went well this week and drafts a short personal request for a review.

Wins work
ProjectSkillPSASurvey toolReview sites
ProjectSkillPSASurvey toolReview sites
You give itRecent closed tickets and projects with good satisfaction scores.
You get backA shortlist of clients to ask, with the reason for each, and a short personal message to each one with the link.
You stillDecide who to ask. A request after a bad week does more harm than good.

Onboarding new clients

The plan, the handover from the old provider and the welcome pack.

7 use cases
Highest time

Writing the new client welcome pack

Writes the pack a new client's staff receive, covering how to log a ticket, what is covered, who to call in an emergency and what will change in their first month.

Keeps customersSaves time
ProjectSkillPSAIT documentationFile storage
ProjectSkillPSAIT documentationFile storage
You give itThe signed agreement, the onboarding plan and your template.
You get backA welcome pack in plain English, a one page summary for staff, the escalation route for the client's managers and a short email to send on day one.
You stillIntroduce yourself to the client's people. The pack supports the first meeting and does not replace it.

Building the onboarding plan from the contract

Builds the onboarding plan from the signed agreement and discovery notes, with each task, who owns it, what the outgoing provider must hand over and the date for each step.

Keeps customersSaves time
ProjectSkillPSAProject managementIT documentation
ProjectSkillPSAProject managementIT documentation
You give itThe agreement, discovery notes and your onboarding checklist.
You get backA plan with every task and owner, the handover list for the outgoing provider, the client's part, the agent roll-out and documentation tasks, and the risks to the start date.
You stillRun the onboarding. Your engineers judge how long an inherited environment will really take to bring under control.
Highest time

Documenting an inherited environment

Turns the exports and notes from the first weeks into documentation entries for every site, device, licence, line of business application and supplier.

Saves timeKeeps customers
ProjectSkillIT documentationRemote monitoringAdmin centre
ProjectSkillIT documentationRemote monitoringAdmin centre
You give itMonitoring exports, tenant exports, the outgoing provider's handover and your engineers' notes.
You get backDraft documentation entries in your structure, a list of what is missing or contradicts itself, the passwords and accounts still to be handed over, and the questions to ask the client.
You stillCheck what is real. An engineer confirms every entry, because documentation that is wrong is worse than none.

Chasing the outgoing provider for the handover

Drafts the formal requests to the client's previous provider for credentials, documentation and licence transfers, and tracks what has arrived.

Keeps customersSaves time
ChatSkillEmailPSA
ChatSkillEmailPSA
You give itThe client's authority to act, the handover list and any replies so far.
You get backA clear request listing everything needed and the date, a polite chaser, and a tracker showing what has arrived and what is still outstanding.
You stillHandle the outgoing provider yourself if it turns difficult. It is a relationship the client will judge you on.

Summarising what is in and out of the contract

Reads the signed agreement, schedules and order form and writes a one page summary for the service desk of what is included, what is chargeable and what response times apply.

Saves timeKeeps customers
ProjectSkillPSAFile storage
ProjectSkillPSAFile storage
You give itThe master services agreement, the schedules and the order form.
You get backA one page summary for engineers with what is covered, what is billable, the response and fix times by priority, the out of hours terms and the client's named approvers.
You stillDecide the grey areas. When a request sits between covered and chargeable, the account manager decides.

Writing staff messages for a migration or cutover

Writes the messages a client's staff receive before, during and after a change such as a mailbox migration, with what changes, when and what they need to do.

Keeps customersSaves time
ChatSkillEmail
ChatSkillEmail
You give itThe engineer's plan and the dates.
You get backA short sequence of messages for staff in plain English, a one page guide to the first morning, and a short note for the client's managers on what to expect.
You stillAgree the timing with the client. The engineer decides what is safe to promise about downtime.

Writing the thirty day review for a new client

Pulls together what happened in a new client's first month, such as tickets, fixes, risks found and actions still open, into a short review for the client.

Keeps customers
ProjectSkillPSARemote monitoring
ProjectSkillPSARemote monitoring
You give itTicket exports, the onboarding plan and your notes.
You get backA short review with what was done, the problems you inherited and fixed, the risks still open and what happens next, with the figures taken from the ticket system.
You stillHold the meeting. A new client decides early whether they made the right choice, and that conversation is yours.

The service desk

Ticket updates, triage, handovers and the knowledge base.

9 use cases
Highest time

Turning engineer notes into a client update

Rewrites an engineer's rough ticket notes into a clear update for the client and a clean internal note, so the client knows what happened and the next engineer knows where things stand.

Keeps customersSaves time
ConnectorSkillPSA
ConnectorSkillPSA
You give itThe engineer's notes and the ticket history.
You get backA short update in plain English with what was done, what happens next and anything the client needs to do, plus an internal note with the technical detail and a suggested time entry.
You stillCheck it is accurate and send it. The engineer did the work and owns what the client is told.

Summarising and sorting tickets as they arrive

Reads each new ticket and suggests a category, a priority against the client's contract and the skill it needs, with a one line summary for whoever is dispatching.

Saves timeKeeps customers
ConnectorSkillPSA
ConnectorSkillPSA
You give itThe ticket, the client's service terms and your priority rules.
You get backA suggested category, priority and team, a one line summary, any linked tickets from the same client this week, and a flag where the client may be describing an outage.
You stillDispatch the work. The person running the desk decides who takes what, especially in the morning rush.

Writing the handover when a ticket escalates

Summarises a long ticket thread into a handover for the next line or the next shift, so nobody has to read forty updates or ask the client the same questions again.

Keeps customersSaves time
ConnectorSkillPSA
ConnectorSkillPSA
You give itThe ticket thread and any notes.
You get backA short handover with the problem, what has been tried, what was ruled out, what the client has been told and the suggested next step.
You stillTake the ticket on. The engineer picking it up decides what to try next.

Writing a knowledge base article from a fixed ticket

Turns a resolved ticket or a call recording into a knowledge base article, so the next engineer who sees the same problem does not start from scratch.

Saves timeYou own it
ConnectorSkillPSAIT documentation
ConnectorSkillPSAIT documentation
You give itThe resolved ticket and any notes or screenshots.
You get backAn article with the symptoms, the cause, the fix step by step, the clients it applies to and when it was last checked, in your documentation structure.
You stillCheck the fix is right and general enough to reuse. A wrong article costs more time than none.

Turning a starter or leaver email into a request

Reads the messy email a client's HR or office manager sends about a new starter or a leaver and turns it into a complete request, with what is missing listed before anyone starts.

Saves timeKeeps customers
ConnectorSkillPSAIT documentationEmail
ConnectorSkillPSAIT documentationEmail
You give itThe client's email and their starter and leaver checklist.
You get backA structured request with name, start or leave date, role, licences, groups, devices and mailbox handling, the questions to send back for anything missing, and a confirmation for the client.
You stillDo the work and check the access. Removing access for a leaver is a security decision.

Finding tickets with missing or thin time entries

Lists tickets with work recorded but little or no time logged, by engineer, and drafts a short nudge to each, so billable work is not lost at month end.

Saves time
ConnectorSkillPSATimesheet software
ConnectorSkillPSATimesheet software
You give itThe ticket and time export for the week.
You get backA list by engineer of tickets with no time or suspiciously little, the billable ones outside contract, and a short friendly note to each engineer.
You stillTalk to the team about it. Missing time is usually a busy week, not a disciplinary matter.
Highest value

Reviewing closed tickets for coaching

Reads a sample of closed tickets against your standard for updates sent, clarity, tone and ownership, and writes coaching notes for each engineer.

Keeps customersSaves time
ConnectorSkillPSA
ConnectorSkillPSA
You give itA week of closed tickets and your service standard.
You get backA score for each ticket against your standard with the reason, the patterns for each engineer, two examples of good work worth sharing and suggested coaching points.
You stillCoach the team. The review gives you the examples, and the conversation with each engineer is yours.

Turning satisfaction comments into actions

Reads the month's satisfaction scores and comments and sorts them by client and theme, so account managers see a pattern before the client mentions it.

Keeps customers
ConnectorSkillSurvey toolPSA
ConnectorSkillSurvey toolPSA
You give itThe satisfaction survey export and the ticket list.
You get backA summary by client of what people said, the themes across all clients, the tickets behind each low score and a short list of clients whose account manager should call.
You stillMake the calls. A pattern of small complaints is a conversation, and the account manager has it.

Writing standard replies for common requests

Writes standard replies for the requests your desk answers every week, such as password resets, new mailbox requests and printer problems, in your tone.

Saves timeKeeps customers
ProjectSkillPSAKnowledge base
ProjectSkillPSAKnowledge base
You give itA sample of past replies and your most common ticket types.
You get backA set of standard replies, each with the details to fill in, the questions to ask the client and a version for when the request is outside the contract.
You stillApprove the wording and keep it current. Standard replies that sound robotic do more harm than good.

Incidents, changes and reports

Outage notices, incident reviews, patch reports and monthly reports.

9 use cases

Writing the client notice during a major incident

Turns the engineer's running notes during an outage into short client updates on what is affected, what is being done and when they will hear next.

Keeps customers
ChatSkillPSAEmailMessaging
ChatSkillPSAEmailMessaging
You give itThe engineers' notes and the affected clients.
You get backA first notice, timed updates and a closing message, each one short and factual, with no guess at the cause until the engineers have confirmed it.
You stillDecide what to say and when. Under pressure, the service desk manager approves every update before it goes.

Writing the post incident review

Turns the ticket timeline, alerts and chat log into a post incident review covering what happened, why, what was done and what changes to stop it happening again.

Keeps customersSaves time
ProjectSkillPSARemote monitoringMessaging
ProjectSkillPSARemote monitoringMessaging
You give itThe ticket, the alert history, the chat log and the engineers' notes.
You get backA review with a timeline, the cause as far as it is known, the impact on the client, actions with owners and dates, and a short version for the client.
You stillDecide the cause and the actions. An engineer confirms the technical account, and the service manager owns what is promised.

Writing the facts a client needs for a breach decision

Pulls together a short, factual account of a security incident that the client can use to decide whether to report a personal data breach within 72 hours.

Keeps customers
ProjectSkillPSASecurity console
ProjectSkillPSASecurity console
You give itThe incident timeline, what data was involved and what was done.
You get backA factual summary of what happened, when you became aware, which systems and data were affected, what has been contained and what is still unknown, with no conclusion on whether to report.
You stillLeave the reporting decision with the client. They are the controller, and their adviser or lawyer decides whether the regulator is told.
Highest time

Writing each client's monthly service report

Turns the month's ticket and service level data into a short report in plain language, with what you did for the client and what they should know.

Keeps customersSaves time
ConnectorSkillScheduled taskPSARemote monitoring
ConnectorSkillScheduled taskPSARemote monitoring
You give itThe ticket and service level export for the client.
You get backA report with the numbers taken from the ticket system, the top issues and what was done, anything that broke a service level and why, and two or three recommendations.
You stillAdd what only you know about the client, and decide what to recommend.

Writing the monthly patch report

Turns the monitoring tool's patch export into a report that shows what was updated within 14 days, what was not and why, which is also the evidence Cyber Essentials asks for.

Keeps customersWins workSaves time
ConnectorSkillScheduled taskRemote monitoring
ConnectorSkillScheduled taskRemote monitoring
You give itThe patch export for the client.
You get backA patch report by device, a list of exceptions with the reason for each, devices on unsupported systems and a note of anything that would fail the 14 day rule.
You stillDecide what to do about the exceptions. An engineer judges whether an update is safe to push.

Writing change requests and maintenance notices

Turns an engineer's plan into a change request with the risk, the rollback and the timing, and the notice to the client's staff.

Saves timeKeeps customers
ChatSkillPSAEmail
ChatSkillPSAEmail
You give itThe engineer's plan and the maintenance window.
You get backA change request with what will change, the risk, the test, the rollback and the approver, plus a short notice for staff with what to expect.
You stillApprove the change. Someone who understands the risk signs it off.

Summarising alert noise and what to tune

Reads a month of monitoring alerts by client and type and lists the ones that never led to action, so engineers can tune them out.

Saves time
ProjectSkillRemote monitoringPSA
ProjectSkillRemote monitoringPSA
You give itThe alert export and the tickets they created.
You get backA table of alerts by type and client with how often each fired and how often it led to work, the top ten to tune and the ones that should have been tickets but were not.
You stillDecide what to switch off. Silencing an alert is a judgement about risk.

Finding the clients and devices behind repeat tickets

Reads the month's tickets and finds the users, devices and problems that keep coming back, with a suggested permanent fix for each.

Saves timeKeeps customersWins work
ProjectSkillPSARemote monitoring
ProjectSkillPSARemote monitoring
You give itThe ticket export and the device list.
You get backA ranked list of repeat problems with the tickets behind each, the cost in engineer time, a suggested fix and which ones are worth taking to the client as a project.
You stillDecide the fix and whether to charge for it. The engineer knows whether a device is worth saving.

Writing runbooks for your common alerts

Writes a runbook for each of the alerts your desk sees most, covering what it means, what to check and when to escalate.

Saves timeYou own it
ProjectSkillIT documentationRemote monitoring
ProjectSkillIT documentationRemote monitoring
You give itThe alert types and how your senior engineers deal with them.
You get backA runbook for each alert with the checks in order, the fix for the common causes, when to call the client and when to escalate.
You stillCheck each runbook. Your senior engineer signs off anything that tells someone what to do on a client's systems.

Reviews, roadmaps and renewals

The review pack, the roadmap, the renewal and the price rise letter.

8 use cases
Highest time

Building the quarterly review pack

Builds the review pack from ticket statistics, patch and backup status, licence counts, hardware age and last quarter's actions, with a narrative in business language.

Keeps customersWins workSaves time
ProjectConnectorSkillPSARemote monitoringSlides
ProjectConnectorSkillPSARemote monitoringSlides
You give itExports from the ticket system, monitoring, backup and licences, and the last review.
You get backA short pack with what you did, the risks in business terms, devices due for replacement, licences to drop or add, progress on last quarter's actions, and space for your recommendations.
You stillLead the meeting and make the recommendations. Clients judge you on whether you understand their business.
Highest value

Writing a client's technology roadmap and budget

Turns the asset list, warranty dates, your standards review and the client's plans into a roadmap and a budget for the next one to three years.

Keeps customersWins work
ProjectSkillRemote monitoringIT documentationSpreadsheet
ProjectSkillRemote monitoringIT documentationSpreadsheet
You give itThe asset and warranty list, the standards review and notes from the client meeting.
You get backA roadmap by quarter with each item, its cost and why it matters, a budget the client can put in their own plan, and the decisions they need to make.
You stillAgree the priorities with the client. Which risks they accept is their decision, and you advise on it.

Turning a standards review into recommendations

Turns the checklist from an alignment review into a short list of recommendations the client can follow, written about risk and cost rather than settings.

Keeps customersWins work
ProjectSkillIT documentationSpreadsheet
ProjectSkillIT documentationSpreadsheet
You give itThe completed alignment checklist and the client's context.
You get backA prioritised list of recommendations, each with the risk in plain words, the cost to fix, the effort and whether it belongs in the roadmap or the next project.
You stillJudge which gaps matter. The engineer who reviewed the client knows what is a real risk for that business.
Highest value

Flagging the clients who might leave

Brings together ticket trends, falling satisfaction, missed reviews, slow payment, a new decision maker and contract dates into a ranked list of clients at risk, with the reason for each.

Keeps customers
ProjectConnectorSkillScheduled taskPSASurvey toolAccounting
ProjectConnectorSkillScheduled taskPSASurvey toolAccounting
You give itTicket, satisfaction and invoice exports, the contract list and account notes.
You get backA ranked list with the signals behind each rating, the contract end and notice date, and a suggested action and owner for each client at the top.
You stillMake the call to the client. A list cannot rescue a relationship, and the account manager decides how to approach it.

Preparing the renewal ninety days out

Writes a renewal brief and a value summary for each contract coming up, from the year's tickets, projects, service levels and the new price.

Keeps customers
ProjectSkillPSACRMAccounting
ProjectSkillPSACRMAccounting
You give itThe contract, the year's ticket and project history and your price for the new term.
You get backA brief with what you delivered, any problems and how they were fixed, the new price and the reason, the notice date and a draft renewal letter.
You stillHave the renewal conversation. Price and terms are a negotiation, and you lead it.
Highest time

Writing the annual price rise letters

Drafts a personal letter to each client explaining their price change, using the clause in their contract, their own licence mix and the real reasons such as vendor rises.

Keeps customersSaves time
ProjectSkillPSAAccountingEmail
ProjectSkillPSAAccountingEmail
You give itYour client list, each contract's uplift clause, the new prices and the reasons.
You get backA letter for each client with their old and new price, the reason in plain words, the clause that allows it and the date, plus a short list of clients you should call first.
You stillDecide who gets what increase and call the clients that matter most. Some relationships need a conversation, not a letter.

Writing the licence report for each client

Compares each client's licences with what their users actually use and writes a short report on what they have, what they use and what they could drop or change.

Keeps customersWins work
ConnectorSkillAdmin centreDistributor portal
ConnectorSkillAdmin centreDistributor portal
You give itThe client's licence and usage export.
You get backA report with every licence, who holds it, when it was last used, licences on disabled accounts, cheaper options that would do the same job and the saving.
You stillRecommend what to change. Cutting a licence the client needs is worse than paying for one too many.

Writing the monthly what we did for you summary

Writes a short note for each client's decision maker on what you did for them this month, including the work they never saw, such as patches, blocked attacks and backups checked.

Keeps customers
ConnectorSkillScheduled taskPSARemote monitoringSecurity console
ConnectorSkillScheduled taskPSARemote monitoringSecurity console
You give itThe month's ticket, patch, backup and security exports for the client.
You get backA short note with what was fixed, what was prevented, anything that needs their attention and one recommendation, with every figure taken from the systems.
You stillAdd the personal line. The note is from you, and the client should feel it.

Billing, licences and the month end

The distributor bill, the agreements, unbilled time and the chasers.

9 use cases
Highest time

Reconciling the distributor bill against client invoices

Compares the seats on the distributor's bill, the seats on each client's invoice and the seats actually assigned, and lists every gap with its value.

Saves timeYou own it
ProjectConnectorSkillDistributor portalPSAAdmin centre
ProjectConnectorSkillDistributor portalPSAAdmin centre
You give itThe distributor bill, the recurring invoice lines and the licence assignment export.
You get backA list by client and product of seats bought but not billed, billed but not bought and assigned to disabled users, with the monthly value of each, ordered by money.
You stillDecide what to correct and what to tell the client. Back billing a client is a relationship decision as much as an accounting one.
Highest value

Checking every agreement has the right invoice

Checks that every active agreement in the ticket system has a matching invoice line, and every recurring invoice line has a live agreement, with price drift flagged.

Saves timeYou own it
ProjectConnectorSkillPSAAccounting
ProjectConnectorSkillPSAAccounting
You give itThe agreements export and the recurring invoice export.
You get backA list of lapsed agreements still invoiced, active agreements not invoiced, prices that have drifted from the contract and invoices that do not match the agreed quantity.
You stillFix the records and decide what to say to the client. Some differences are deliberate, and you know which.

Reconciling security and backup seat counts

Compares the seat counts in each security, backup and email security console with what each client is billed for, so tools added by engineers reach the invoice.

Saves timeYou own it
ProjectSkillSecurity consoleBackup consolePSA
ProjectSkillSecurity consoleBackup consolePSA
You give itSeat exports from each console and the recurring invoice lines.
You get backA table by client and product of seats in use against seats billed, the monthly value of each gap and the devices that appear in one system and not the other.
You stillDecide what to bill and what to remove. An engineer confirms whether a device has really gone.

Reviewing unbilled time before invoicing

Lists time logged against clients outside their contract, such as project work and out of scope requests, with a short note on each for the account manager.

Saves timeKeeps customers
ConnectorSkillPSATimesheet software
ConnectorSkillPSATimesheet software
You give itThe time export and the contract summaries.
You get backA list by client of billable time not yet invoiced, the ticket and engineer behind each, whether it is clearly out of scope and a suggested line for the invoice.
You stillDecide what to bill. Writing off an hour for a good client is a commercial choice.

Writing credit control emails by debt and client

Drafts chasers from the aged debtor report, worded for how late the invoice is and how much the relationship matters, and a weekly summary for you.

Saves time
ConnectorSkillAccountingEmail
ConnectorSkillAccountingEmail
You give itThe aged debtor report and notes on any disputes.
You get backA chaser for each overdue invoice in the right tone, a list of disputes to resolve first, and a weekly summary of who owes what and for how long.
You stillCall the clients who matter and decide when to stop work. Those are commercial decisions.

Explaining invoice changes to clients

Drafts a clear explanation when a client queries their invoice, such as seats added, a credit note, a pro rata charge or a price change.

Keeps customersSaves time
ChatConnectorAccountingPSAEmail
ChatConnectorAccountingPSAEmail
You give itThe client's query, their invoice and the change history.
You get backA short reply that explains each line in question, with the date of the change and who requested it, and a note if the client was billed in error.
You stillDecide on any credit. If you got it wrong, say so yourself.

Keeping a calendar of Microsoft renewal dates

Builds a calendar of every annual Microsoft commitment by client and date, with a thirty day look ahead, because seats cannot be reduced until renewal.

Keeps customersSaves time
ConnectorSkillScheduled taskDistributor portalAdmin centreCalendar
ConnectorSkillScheduled taskDistributor portalAdmin centreCalendar
You give itThe subscription export from your distributor and client seat counts.
You get backA calendar of every renewal with the client, product, seats and term, a thirty day look ahead with the decision needed on each, and the clients whose users have dropped since they committed.
You stillAgree each change with the client before the date. Once it renews, the seats are locked for another year.

Checking VAT codes before the quarterly return

Compares the tax codes on invoices raised from the ticket system with the codes in the accounts package and lists anything that does not match before the return is filed.

Saves time
ConnectorSkillPSAAccountingMTD software
ConnectorSkillPSAAccountingMTD software
You give itThe invoice exports from both systems for the quarter.
You get backA list of invoices where the codes differ, credit notes that have not carried through, and a short note for your bookkeeper.
You stillYour accountant files the return. Claude checks the inputs and does not give tax advice.

Writing the commentary on the management accounts

Reads the month's figures against the budget and last month and writes the commentary in plain English, explaining what moved and why.

Saves time
ProjectSkillAccountingSpreadsheet
ProjectSkillAccountingSpreadsheet
You give itThe management accounts, the budget and last month's commentary.
You get backA page of commentary on revenue, margin, costs and cash, the reason for each big movement where the data shows it, and the questions the figures raise.
You stillDecide what the numbers mean for the business. Your accountant and you own the interpretation.

Forecasting and the numbers

Recurring revenue, cash, capacity, margin and the pack for the board.

12 use cases
Highest value

Building the twelve month recurring revenue forecast

Builds the forecast from the agreements in the ticket system, contract end dates, the weighted pipeline and known price changes, so you see next year's monthly revenue before it happens.

You own itSaves time
ProjectConnectorSkillPSACRMSpreadsheet
ProjectConnectorSkillPSACRMSpreadsheet
You give itThe agreements export, contract dates, the CRM pipeline and last year's actuals.
You get backA month by month forecast of recurring revenue with each assumption written down, a range rather than one figure, the renewals and new deals behind each month, and the gaps in your data.
You stillDecide what you believe. The forecast shows what the systems say, and you judge which deals will land.

Building the monthly recurring revenue bridge

Shows how recurring revenue moved this month, from opening figure to new clients, added seats, removed seats and lost clients, to closing figure, with the clients behind each line.

You own itSaves time
ProjectConnectorSkillPSAAccounting
ProjectConnectorSkillPSAAccounting
You give itThe agreements export and invoices for this month and last.
You get backA bridge from opening to closing monthly revenue, the clients behind each movement, and any difference between the ticket system and the accounts with the reason where it can be found.
You stillExplain the month to your team or board. The bridge shows what moved, and why it moved is yours to say.
Highest value

Rolling the cash flow forecast forward

Rolls a twelve month cash forecast that knows how an MSP is paid and pays, such as annual licences paid upfront while clients pay monthly, distributor terms, VAT quarters and payroll.

You own itSaves time
ProjectConnectorSkillAccountingDistributor portalSpreadsheet
ProjectConnectorSkillAccountingDistributor portalSpreadsheet
You give itThe bank balance, aged debtors and creditors, the recurring invoice run and known commitments.
You get backA twelve month cash forecast with the low points marked, the assumptions written down, the annual licence payments and VAT dates shown, and what changes if a large client pays late.
You stillDecide what to do about a low point, such as an overdraft, a delay or a price change. Your accountant checks the model.
Highest value

Forecasting when you need the next engineer

Turns users under contract, tickets per user, tickets each engineer can handle and the onboarding pipeline into the month you will need the next hire and the date to start recruiting.

You own itKeeps customers
ProjectConnectorSkillPSACRMSpreadsheet
ProjectConnectorSkillPSACRMSpreadsheet
You give itTicket volumes, users under contract, the team and the sales pipeline.
You get backA capacity forecast by month for each line of support, the month the team runs out of room, the date to start recruiting given notice periods, and the effect of each deal in the pipeline.
You stillDecide when to hire. Hiring early costs salary and hiring late costs clients, and you weigh that.

Weighting the new business forecast

Reads the CRM and weights each opportunity by stage, then moves the expected start date to when the prospect's current contract actually lets them leave.

Wins workYou own it
ConnectorSkillCRMSpreadsheet
ConnectorSkillCRMSpreadsheet
You give itThe CRM pipeline and what you know about each prospect's notice period.
You get backA weighted forecast of new monthly revenue by month, the deals whose start date depends on an incumbent's notice period, and the deals with no next step booked.
You stillJudge the deals. You know which prospects are serious and which are being polite.
Highest value

Working out margin by client and by service

Works out what each client and each service earns after licence costs, tool costs and engineer time, and lists the agreements that cost more to run than they bring in.

You own itSaves time
ProjectSkillAccountingPSADistributor portal
ProjectSkillAccountingPSADistributor portal
You give itInvoices, distributor and tool costs, time entries and salary costs.
You get backMargin by client and service line, the ten agreements with the lowest margin and the reason for each, and a list of costs that could not be matched, left blank rather than estimated.
You stillDecide what to reprice or stop. Some low margin clients are worth keeping for reasons the figures do not show.

Modelling a price rise, a currency move or a lost client

Models what happens to revenue, margin and cash if a vendor raises prices, sterling falls, employer costs rise or a large client leaves with annual licences still committed.

You own it
ProjectSkillSpreadsheetAccounting
ProjectSkillSpreadsheetAccounting
You give itYour forecast, the change and the clients it affects.
You get backEach scenario set against your current forecast, the clients and products most affected, the licence cost stranded if a client leaves early, and the price change that would restore your margin.
You stillChoose the response. Passing on a cost, absorbing it or changing supplier are commercial decisions.

Modelling a new price per user

Models a new price per user from your costs per user, engineer time per user and the margin you want, and shows what each client would pay.

You own itKeeps customers
ProjectSkillSpreadsheetPSAAccounting
ProjectSkillSpreadsheetPSAAccounting
You give itYour costs, ticket time by client, current prices and your target margin.
You get backYour cost per user broken down, the price needed for your target margin, the change for each client, and the clients who would see the biggest jump.
You stillSet the price. What the market will bear and what you are worth are judgements only you can make.

Building next year's budget

Builds a draft budget for next year from this year's actuals, the revenue forecast, planned hires, tool costs and known price changes.

You own itSaves time
ProjectSkillAccountingSpreadsheetForecasting tool
ProjectSkillAccountingSpreadsheetForecasting tool
You give itThis year's actuals, the forecast, your hiring plan and your supplier list.
You get backA monthly budget by line with every assumption written down, the hires and when they land, and a short list of the decisions that change it most.
You stillSet the targets. A budget is a plan for the business, and the leadership team owns it.
Highest time

Writing the board or leadership pack

Pulls the month's recurring revenue, margin, cash, churn, service levels, utilisation and pipeline into one pack with commentary, from the systems rather than by hand.

You own itSaves time
ProjectConnectorSkillPSACRMAccounting
ProjectConnectorSkillPSACRMAccounting
You give itExports from the ticket system, CRM and accounts, and last month's pack.
You get backA pack in your usual format with each figure sourced, the movements explained where the data shows why, the differences between systems listed, and the questions the board is likely to ask.
You stillPresent it and answer for it. The pack is the evidence, and the judgement on what it means is yours.
Highest value

Preparing the numbers for a buyer or investor

Assembles what a buyer of an MSP asks for, such as three years of recurring revenue, churn, client concentration, margin by service and a twelve month forecast, into a clean pack.

You own it
ProjectSkillAccountingPSAData room
ProjectSkillAccountingPSAData room
You give itYour accounts, the agreements history, the client list and the forecast.
You get backA pack with the recurring revenue history, churn and concentration, normalised profit, the forecast with its assumptions, and a list of gaps a buyer's adviser will ask about.
You stillNegotiate the deal with your advisers. Claude prepares the numbers and does not value your business.

Writing the weekly numbers for the owner

Pulls the handful of figures the owner watches, such as open tickets, overdue invoices, cash, new deals and renewals due, into one short weekly note.

You own itSaves time
ConnectorScheduled taskSkillPSACRMAccounting
ConnectorScheduled taskSkillPSACRMAccounting
You give itAccess to the ticket system, CRM and accounts.
You get backA one page note every Monday with the figures, what changed since last week, and anything that needs the owner's attention this week.
You stillAct on it. The note tells you where to look, and you decide what to do.

Cyber Essentials and questionnaires

Certificates, insurance forms and due diligence your clients pass to you.

8 use cases
Highest time

Drafting a client's Cyber Essentials answers

Drafts the question set answers from your monitoring, tenant and documentation exports, and flags every answer that would now fail outright, such as a cloud service without MFA.

Wins workKeeps customersSaves time
ProjectConnectorSkillRemote monitoringAdmin centreIT documentation
ProjectConnectorSkillRemote monitoringAdmin centreIT documentation
You give itThe question set and exports from your monitoring tool, identity system and documentation.
You get backDraft answers with the evidence for each, a cloud service list with MFA status, a device list with support status, the automatic fail risks and a remediation list.
You stillCheck every answer and brief the director. A director signs the declaration and accepts responsibility for the year.

Turning a readiness check into a costed proposal

Turns the gaps found in a Cyber Essentials readiness check into a findings report for the client and a costed proposal to fix them and keep them fixed.

Wins work
ProjectSkillFile storageQuoting tool
ProjectSkillFile storageQuoting tool
You give itThe readiness findings and your price list.
You get backA findings report in plain English, each gap with the reason it matters and the fix, a costed proposal for the remediation, and an option for ongoing compliance support.
You stillSet the price and decide what to recommend. An engineer confirms the fixes will pass.

Briefing a director on what they are signing

Writes a short plain English briefing for the client's director on what the Cyber Essentials declaration commits them to for the year and what they need from you to stay compliant.

Keeps customersWins work
ChatSkillFile storage
ChatSkillFile storage
You give itThe declaration wording and the client's current position.
You get backA one page briefing with what the director is signing, what has to stay true all year, what you do and what their staff must do, and the risks still open.
You stillTalk it through with the director. They are taking on the responsibility, so they should hear it from you.
Highest value

Drafting a client's cyber insurance answers

Drafts answers to the insurer's proposal form from your monitoring, identity and backup evidence, works out coverage for every question that says all devices, and flags what cannot be proved.

Keeps customersWins work
ProjectConnectorSkillRemote monitoringAdmin centreBackup console
ProjectConnectorSkillRemote monitoringAdmin centreBackup console
You give itThe insurer's form and exports from your monitoring, identity and backup systems.
You get backDraft answers with the evidence and its date, the real coverage figure for each all-devices question, a list of answers marked for checking and the controls the client owns.
You stillLeave the signature with the client. A wrong answer on a proposal form can void the cover, so the client and their broker sign.
Highest time

Answering a supplier due diligence questionnaire

Drafts answers to a security or due diligence questionnaire from your answer library, answering only for controls you run and sending the rest back to the client.

Wins workKeeps customersSaves time
ProjectSkillSecurity questionnaire libraryFile storage
ProjectSkillSecurity questionnaire libraryFile storage
You give itThe questionnaire, your answer library, policies and certificates.
You get backA completed draft with the source for each answer, words such as all and always replaced with what you can measure, questions marked for an owner, and the controls that belong to the client.
You stillApprove every answer. Each one is a statement of fact to a regulated firm, so someone who knows the systems signs it off.

Tracking every client's certificate and renewal dates

Keeps one calendar of every client's Cyber Essentials expiry, insurance renewal and data processing review, and drafts the reminders ninety and thirty days out.

Keeps customersWins work
ConnectorScheduled taskSkillPSACalendarSpreadsheet
ConnectorScheduled taskSkillPSACalendarSpreadsheet
You give itCertificate dates, insurance renewal dates and your client list.
You get backA calendar by month with what is due for each client, the work you need to start, draft reminders and a list of clients with nothing booked.
You stillMake sure the work gets booked. A lapsed certificate can cost a client a contract.

Drafting a client's security policies

Drafts the policies a small client needs for Cyber Essentials, their insurer and their own customers, from your templates and what you know of how they work.

Wins workKeeps customersYou own it
ProjectSkillFile storageIT documentation
ProjectSkillFile storageIT documentation
You give itYour policy templates, the client's sector and how they work.
You get backA policy set covering acceptable use, access control, passwords, backup, incident response and remote working, each with an owner and a review date, written for their size.
You stillMake sure the policies describe what the client actually does. A policy nobody follows fails an audit faster than no policy.

Writing the record of a subject access search

Writes the search log and covering note after your engineers search a client's mailboxes and files for a subject access request, so the client has a record of what was done.

Keeps customers
ChatSkillAdmin centreFile storage
ChatSkillAdmin centreFile storage
You give itThe request, the searches run and the results.
You get backA log of every search with the date, the terms and the places searched, a summary of what was found, and a covering note for the client.
You stillThe client decides what to disclose and what to redact. That is their legal decision, with their adviser.

Your own compliance and contracts

Data processing terms, your certificate, policies and admin access.

8 use cases

Keeping each client's data processing terms current

Drafts or updates the data processing terms, sub-processor list and description of security measures for each client, so they match the tools you actually use.

Wins workSaves time
ProjectSkillFile storageContract management
ProjectSkillFile storageContract management
You give itYour standard terms, your current supplier list and the client's contract.
You get backUpdated data processing terms, a sub-processor list with locations, a description of your security measures and a list of clients who need notice of a change.
You stillAgree the terms. A lawyer reviews anything that changes your liability.

Telling clients when you change a supplier

Drafts the notice clients are due when you change a backup, monitoring or security supplier that touches their data, and lists which contracts give them the right to object.

Keeps customersSaves time
ProjectSkillFile storageEmail
ProjectSkillFile storageEmail
You give itThe change, your sub-processor list and client contracts.
You get backA clear notice for clients, the date it takes effect, the updated sub-processor list and the clients whose terms give them notice or objection rights.
You stillDecide whether to proceed if a client objects. That is a conversation for the account manager.

Renewing your own Cyber Essentials

Drafts the answers for your own certificate from your exports and flags the questions that are now automatic fails, such as MFA on every cloud service and the 14 day patch rule.

Wins workSaves time
ProjectSkillRemote monitoringAdmin centre
ProjectSkillRemote monitoringAdmin centre
You give itExports from your own monitoring, identity and device systems.
You get backDraft answers with evidence, your cloud service list with MFA status, device support status and a list of anything to fix before you submit.
You stillMake the declaration. A director signs it and accepts responsibility for staying compliant through the year.

Keeping the ISO 27001 records ready for the audit

Checks your risk register, statement of applicability, internal audit notes and management review against each other and lists the gaps an auditor would find.

Wins workSaves time
ProjectSkillCompliance softwareFile storage
ProjectSkillCompliance softwareFile storage
You give itYour ISO records and the last audit report.
You get backA list of controls with no recent evidence, risks with no owner or review date, open actions from the last audit, and a draft management review pack.
You stillOwn the risk decisions. The auditor is looking for a business that runs the system itself.

Running the annual policy review

Reads each of your policies against what changed this year, such as new tools, incidents and new rules, and drafts the changes with a review log.

Saves time
ProjectSkillFile storageCompliance software
ProjectSkillFile storageCompliance software
You give itYour policies, this year's incidents and changes, and your supplier list.
You get backEach policy with tracked changes and the reason for each, a review log for the auditor and a list of policies that no longer match what you do.
You stillApprove each policy. The people who run the systems confirm the policy describes reality.

Getting ready for the Cyber Security and Resilience Bill

Drafts the incident notification templates, contact registers and risk summaries a larger MSP will need if the Bill brings it into scope, with 24 hour and 72 hour reports.

Keeps customersWins work
ProjectSkillFile storageCompliance software
ProjectSkillFile storageCompliance software
You give itYour incident process, client list and current risk register.
You get backDraft templates for the first notice and the full report, a customer notification template and contact register, and a list of what the final rules may still change.
You stillTake legal advice on whether you are in scope. The Bill was still before Parliament in October 2026 and the detail will come in later rules.

Keeping a register of admin access to client tenants

Keeps a register of your delegated admin relationships for each client, with the roles, who approved them and when they expire, and drafts renewal requests.

Saves timeKeeps customers
ConnectorSkillScheduled taskAdmin centreIT documentation
ConnectorSkillScheduled taskAdmin centreIT documentation
You give itThe relationship export from the partner portal.
You get backA register by client with roles, approver and expiry date, a list expiring in the next sixty days, draft approval requests and any relationship with more access than it needs.
You stillApprove the access. Who holds admin rights to a client is a security decision, and the client approves it.

Reviewing your contract template against what you do

Reads your master services agreement and schedules against how you actually work and lists the gaps, such as response times you no longer offer or tools not mentioned.

Saves timeYou own it
ProjectSkillContract managementFile storage
ProjectSkillContract managementFile storage
You give itYour agreement, schedules and a summary of how you deliver today.
You get backA list of clauses that no longer match what you do, terms clients often query, and the clauses to raise with your solicitor.
You stillTake legal advice. Your solicitor drafts any change to your terms.

Selling AI to your clients

Readiness reviews, policies, rollouts and training you can charge for.

8 use cases
Highest value

Writing an AI readiness review for a client

Turns your tenant reports into a readiness review: who can see what, where sensitive data sits, which accounts are overshared and what needs fixing before staff use AI on company data.

Wins workKeeps customers
ProjectSkillAdmin centreIT documentation
ProjectSkillAdmin centreIT documentation
You give itExports from the client's identity, sharing and data protection settings.
You get backA review in plain English with the risks in order, the files and sites shared too widely, the access to tighten, a costed plan and the questions for the client's management.
You stillJudge the risk and advise the client. An engineer confirms the findings and you decide what to recommend.
Highest value

Writing an AI use policy and approved tools list

Drafts an AI use policy for a client and the list of approved tools, from your template and the client's sector, covering what data can go where.

Wins workKeeps customers
ProjectSkillFile storage
ProjectSkillFile storage
You give itYour policy template, the client's sector and the tools they use now.
You get backA short policy staff will read, an approved tools list with what each may be used for, the data that must never be entered and a one page summary for staff.
You stillAgree the policy with the client's management. What they allow is their decision, and you advise on the risk.

Finding a client's first AI use cases

Turns notes from a workshop with a client's team into a short list of tasks where AI would save them time, with what each needs and the risk.

Wins workKeeps customers
ProjectSkillFile storageSlides
ProjectSkillFile storageSlides
You give itYour workshop notes and what you know of the client's systems.
You get backA ranked list of use cases with the time each could save, the data and access each needs, the risks and a suggested first step for the top three.
You stillRun the workshop. The client's people know their own work, and you help them see what fits.

Writing the deployment pack for a client's AI rollout

Writes the plan and staff guidance for rolling out an AI assistant at a client, covering sign-on, who gets access, data rules, connectors and the training sessions.

Wins workKeeps customersYou own it
ProjectSkillAdmin centreIT documentationSlides
ProjectSkillAdmin centreIT documentationSlides
You give itThe client's plan, licences, the policy and your standard build.
You get backA rollout plan with each step and owner, the settings to apply, a staff guide, a short training session outline and the checks before each team goes live.
You stillConfigure and secure it. Access, sign-on and data rules are engineering decisions, and you sign them off.

Writing training material for a client's staff

Writes short training guides and exercises for a client's staff, built on their own work rather than generic examples.

Wins workKeeps customers
ProjectSkillArtifactsSlidesFile storage
ProjectSkillArtifactsSlidesFile storage
You give itThe client's sector, two or three of their real tasks and their AI policy.
You get backA short guide for each team with worked examples from their own work, the do and do not list from their policy, and a set of exercises for the session.
You stillRun the training. People learn from someone who knows their business, and that is you.

Writing your AI service offer

Drafts the description, scope, pricing options and FAQ for an AI service you sell, built from what you have done on your own work first.

Wins workYou own it
ProjectSkillFile storageQuoting tool
ProjectSkillFile storageQuoting tool
You give itWhat you have built for yourself, your price book and the questions clients ask.
You get backA service description with what is included, two or three pricing options, the questions clients ask with answers, and a case study drawn from your own use.
You stillDecide what to sell and at what price. Sell only what you have done on your own work first.

Building skills a client's team can reuse

Writes reusable skills for a client's team, such as their proposal format, their review pack or their policy wording, so the AI follows their way of working every time.

Wins workYou own itKeeps customers
SkillProjectFile storage
SkillProjectFile storage
You give itThe client's templates, examples of good work and their rules.
You get backA set of tested skills with instructions, examples and the checks each one makes, plus a short guide for the client's staff on when to use each.
You stillTest them with the client's people. Who owns what you build for a client is a line in your own contract with them.

Reviewing how a client is using AI after rollout

Reads the usage reports and staff feedback after a rollout and writes a short review of who is using it, what for and what to change.

Keeps customersWins work
ProjectSkillAdmin centreSurvey tool
ProjectSkillAdmin centreSurvey tool
You give itUsage reports, staff feedback and the original plan.
You get backA short review with adoption by team, the use cases that worked and the ones that did not, risks seen, and a recommendation for the next quarter.
You stillTalk it through with the client. The review gives you the facts, and the advice is yours.

Procurement and suppliers

Hardware quotes, late orders, refresh plans and your own tool renewals.

7 use cases

Comparing distributor prices for a hardware quote

Compares prices and stock for the same devices across your distributors and builds the client quote with your margin and a note on lead times.

Saves timeWins work
Claude in ChromeSkillDistributor portalQuoting toolBrowser
Claude in ChromeSkillDistributor portalQuoting toolBrowser
You give itThe client's requirement and the distributor price and stock pages or exports.
You get backA comparison of price, stock and delivery date by distributor, the recommended option with the reason, and a client quote with your margin applied and the warranty terms.
You stillChoose the supplier and the margin. You know which distributor delivers when it says it will.

Chasing orders and updating the client

Reads open purchase orders and supplier emails, lists what is late, drafts the chasers and writes the update to each client and the project plan.

Saves timeKeeps customers
ConnectorSkillEmailPSADistributor portal
ConnectorSkillEmailPSADistributor portal
You give itOpen orders, supplier emails and the projects waiting on them.
You get backA list of late orders with the new date, a chaser to each supplier, a short update to each affected client and the projects whose dates now move.
You stillDecide what to do about a late order, such as a loan device or a substitute. The client relationship is yours.

Listing your own tool renewals and notice dates

Reads your own supplier contracts for the monitoring, ticketing, security and backup tools you use and lists what renews when, the notice date and the price change.

You own itSaves time
ProjectSkillScheduled taskContract managementAccountingCalendar
ProjectSkillScheduled taskContract managementAccountingCalendar
You give itYour supplier contracts, invoices and renewal emails.
You get backA calendar of every tool renewal with the notice date, the current cost, any price rise announced, the minimum commitment and the date you must decide by.
You stillDecide what to renew, renegotiate or drop. Missing a notice date by a few days can lock you in for a year.

Working out what your tool stack costs per user

Adds up what every tool in your stack costs, per user and per device, and compares it with what you charge, so you can see where the margin goes.

You own itSaves time
ProjectSkillAccountingSpreadsheet
ProjectSkillAccountingSpreadsheet
You give itSupplier invoices and seat counts for each tool, and your prices.
You get backCost per user and per device by tool, tools paid for but barely used, seats charged in one system and not another, and the effect of each announced price rise.
You stillDecide what to consolidate. Changing a core tool is a project with risk, and the engineers have a say.

Planning a client's hardware refresh

Turns the monitoring tool's inventory and warranty data into a refresh plan by quarter, with the cost, and a letter for the client.

Keeps customersWins work
ConnectorSkillRemote monitoringSpreadsheet
ConnectorSkillRemote monitoringSpreadsheet
You give itThe device inventory with ages and warranty dates.
You get backA refresh plan by quarter with each device, its age, warranty end and cost to replace, devices on unsupported systems, and a short letter for the client's budget.
You stillAgree the plan with the client. Stretching a device another year is their call, with your advice on the risk.

Writing the records for disposing of old devices

Writes the asset disposal record, data destruction certificates and waste transfer details for devices you take away from a client.

Keeps customers
ChatSkillSpreadsheetIT documentation
ChatSkillSpreadsheetIT documentation
You give itThe list of devices collected and the wiping or destruction records.
You get backA disposal record by serial number, a certificate for each device showing how data was destroyed, and the waste transfer details the client should keep.
You stillMake sure the data was actually destroyed. The record is only as good as the process behind it.

Assessing a new supplier before you sign

Reads a supplier's security documents, terms and certificates and writes a short assessment of the risk of adding them to your stack, especially if they will touch client systems.

You own itKeeps customers
ProjectSkillFile storageContract management
ProjectSkillFile storageContract management
You give itThe supplier's security documents, terms and your supplier checklist.
You get backA short assessment of their security, where data is held, what access they need, the contract terms that matter and the questions still to ask.
You stillDecide whether to use them. A tool with access to every client is a risk to every client.

Hiring and the team

Adverts, interviews, first month plans, rotas and reviews.

7 use cases

Writing a job advert for an engineer

Writes an advert that describes the real job, the clients and the tools in plain words, so the right engineers apply and the wrong ones do not.

Saves time
ChatSkillBrowser
ChatSkillBrowser
You give itThe role, what a typical week looks like, the salary and what makes you a good place to work.
You get backAn advert with the job as it really is, the salary, what you offer, and a short version for job boards and LinkedIn.
You stillDecide who to hire. The advert brings people in, and judging them is your job.

Building interview questions and a scoring sheet

Writes interview questions and a practical test for a role, with a scoring sheet so every candidate is judged on the same things.

Saves time
ChatSkillFile storage
ChatSkillFile storage
You give itThe role and the skills that matter most to you.
You get backQuestions for each skill, a practical problem drawn from a real ticket with the details changed, and a scoring sheet with what good looks like.
You stillRun the interview and make the decision. How someone will fit with your team and your clients is your judgement.

Writing a new engineer's first month plan

Writes the first month for a new engineer, covering which clients to learn first, which systems, who to shadow and what they should be able to do by week four.

Saves timeKeeps customers
ProjectSkillIT documentationFile storage
ProjectSkillIT documentationFile storage
You give itThe role, your client list and your documentation.
You get backA week by week plan, a reading list from your documentation, the clients to learn first with what is unusual about each, and checkpoints for each week.
You stillSpend time with them. A new engineer learns your standards from the people around them.

Keeping the staff handbook current

Updates your handbook and policies when the law or your way of working changes, such as on call rules, out of hours pay and remote working.

Saves time
ProjectSkillHR systemFile storage
ProjectSkillHR systemFile storage
You give itYour handbook and what has changed.
You get backUpdated sections with the changes marked, a short note to staff on what is different, and the points to check with your HR adviser.
You stillTake HR advice on anything contractual. Changes to terms need care and consultation.

Drafting the on call rota and handover notes

Drafts the on call rota from holidays and preferences, and the handover note each person needs for their week, with the clients and changes to watch.

Saves time
ChatSkillCalendarSpreadsheet
ChatSkillCalendarSpreadsheet
You give itHolidays, the rota rules and the coming changes and projects.
You get backA draft rota that keeps to your rules, a list of conflicts, and a handover note for each week with planned changes and the clients most likely to call.
You stillSettle the conflicts. Fairness on the rota is something the team will judge you on.

Preparing for staff reviews

Pulls together each engineer's tickets, satisfaction comments, certifications and notes into a summary before their review.

Saves timeKeeps customers
ConnectorSkillPSASurvey toolHR system
ConnectorSkillPSASurvey toolHR system
You give itThe engineer's ticket history, satisfaction comments and your notes.
You get backA summary of their work, the praise and complaints from clients with examples, their certifications and training, and suggested points to discuss.
You stillHave the conversation. A review is about the person, and the figures only start it.

Tracking certifications for your partner status

Tracks your team's certifications against what your vendor partner programmes need and drafts a training plan to close the gaps.

Wins workSaves time
ProjectSkillSpreadsheetHR system
ProjectSkillSpreadsheetHR system
You give itYour team's certifications and the partner requirements.
You get backA table of who holds what, the gaps against each partner requirement, the dates certificates expire and a training plan by person.
You stillDecide who trains in what. Certifications cost time away from clients.

Tools you build and own

The internal tools and glue you would otherwise pay another vendor for.

8 use cases
Highest value

Building one renewals list from every system

Builds a small internal tool that pulls contract end dates from the ticket system, licence renewals from the distributor and your own supplier dates into one list you own.

You own itKeeps customers
Claude CodeConnectorScheduled taskPSADistributor portalSpreadsheet
Claude CodeConnectorScheduled taskPSADistributor portalSpreadsheet
You give itRead-only access to the ticket system, distributor portal and contract files.
You get backA working renewals list in your own account with a ninety day view, a short note on how it works, what breaks it and who maintains it.
You stillName an owner and review it. Someone has to maintain what is built, and that is agreed in writing before it goes live.
Highest value

Building a client health view you own

Builds an internal view that joins ticket, monitoring, satisfaction and invoice data into one health score per client, in your own account instead of another subscription.

You own itKeeps customers
Claude CodeConnectorArtifactsPSARemote monitoringAccounting
Claude CodeConnectorArtifactsPSARemote monitoringAccounting
You give itRead-only access to the systems and your rules for what makes a client healthy.
You get backA working client health view with the score and the reason for each client, a short design note, the access it uses and a review date.
You stillDecide what healthy means and who maintains it. It sits beside your ticket system and does not replace it.

Building a review pack generator you can sell

Builds a tool that produces a client review pack from your exports in your format, so every account manager produces the same quality, and the method becomes part of your service.

You own itKeeps customersWins work
SkillClaude CodeProjectPSARemote monitoringSlides
SkillClaude CodeProjectPSARemote monitoringSlides
You give itYour review template, sample exports and two packs you are proud of.
You get backA working generator with your template, a short guide for account managers, the checks it makes on the data and a list of what still needs a person.
You stillRead every pack before a client sees it. The tool assembles the facts and the account manager owns the advice.

Building your own licence reconciliation

Builds a reconciliation that runs each month after the distributor bill is final and lists every seat gap by value, instead of paying for another add-on.

You own itSaves time
Claude CodeConnectorScheduled taskDistributor portalPSAAdmin centre
Claude CodeConnectorScheduled taskDistributor portalPSAAdmin centre
You give itSample distributor bills, invoice exports and licence exports, and read-only access.
You get backA working monthly reconciliation that writes its gap list to a folder or channel, a note on how it works and what breaks it, and a named owner.
You stillReview the gap list each month and decide the fixes. It reports and does not change licences or invoices.

Writing your way of working down as skills

Turns the way your best people write a proposal, a review pack or a ticket update into skills, so everyone works to the same standard and it survives when people leave.

You own itKeeps customers
SkillProjectFile storage
SkillProjectFile storage
You give itYour templates, examples of good work and the rules your best people follow.
You get backA tested skill for each process with instructions and examples, a short guide for the team and a review date.
You stillDecide what good looks like. The skill records your standard, so your best people set it.

Documenting every workflow and script you build

Writes the record for each internal workflow or script, covering what it does, what it connects to, what access it holds, what breaks it and who maintains it.

You own it
Claude CodeSkillIT documentationCode repository
Claude CodeSkillIT documentationCode repository
You give itThe workflow or script and the person who built it.
You get backA short record in your documentation system with the purpose, systems touched, credentials used, failure signs, owner and review date.
You stillKeep the owner and the review date current. Glue nobody understands becomes a risk when its builder leaves.

Writing the risk note before connecting AI to a system

Drafts the scoped access request and a short risk note before any AI tool is connected to your ticket system, monitoring tool or documentation, starting from read-only.

You own itKeeps customers
ChatSkillIT documentationRemote monitoring
ChatSkillIT documentationRemote monitoring
You give itThe connector, what you want it to do and your security rules.
You get backA note with the access requested, why it is needed, what it could do if misused, the read-only option, who approves it and how it is logged.
You stillApprove the access. Anything touching the monitoring tool goes through the same change control as any privileged change.

Building a simple client portal page

Builds a simple page for each client showing their open tickets, renewals, licence counts and last review, from your systems, in your branding.

You own itKeeps customersWins work
Claude CodeConnectorArtifactsPSAOnline portal
Claude CodeConnectorArtifactsPSAOnline portal
You give itRead-only access to the ticket system and your branding.
You get backA working page per client in your account, a note on the data it shows and how often it refreshes, and a list of what it must never show.
You stillDecide what clients see and keep it secure. Whatever the portal shows, the client will hold you to.

The owner's week

Clearing what does not need an owner or a managing director.

7 use cases

Clearing the inbox before the first call

Reads the overnight email and sorts it into what needs you today, what someone else should handle and what can wait, with a draft reply for the routine ones.

Saves time
ConnectorSkillEmail
ConnectorSkillEmail
You give itYour inbox.
You get backA short list of what needs you today with the reason, emails to pass on and to whom, and draft replies for the routine ones ready for you to check.
You stillReply to what matters. The list shows what needs you, and the replies that carry weight are yours.

Writing up meetings and the actions from them

Turns the recording or notes of a meeting into a short summary, the decisions and the actions with owners and dates.

Saves time
ConnectorSkillCall recordingEmail
ConnectorSkillCall recordingEmail
You give itThe recording or your notes.
You get backA summary, the decisions made, each action with an owner and date, and a follow-up email ready to send.
You stillChase the actions that matter. A list of actions does not make anyone do them.

Preparing for a client meeting in ten minutes

Pulls together what you need before a client meeting, such as recent tickets, open projects, renewal date, invoices and the last review, into one page.

Keeps customersSaves time
ConnectorSkillPSACRMAccounting
ConnectorSkillPSACRMAccounting
You give itThe client name and access to the ticket system, CRM and accounts.
You get backA one page brief with recent problems, open projects, money owed, the renewal date, what was promised last time and anything sensitive to be aware of.
You stillRun the meeting. The brief means you walk in knowing what the client is likely to raise.

Writing down a decision and why you made it

Turns a decision you have made, such as a price, a hire or a change of supplier, into a short note of what was decided, why and what would make you change it.

Saves timeYou own it
ChatProjectFile storage
ChatProjectFile storage
You give itYour notes or a few sentences on the decision.
You get backA short decision note with the context, the options you considered, the reason for your choice and the date to look at it again.
You stillMake the decision. Writing it down means the team does not have to ask you again.

Writing the weekly update to the team

Drafts a short weekly note to staff from the week's figures and events, such as new clients, wins, problems and what is coming up.

Saves timeKeeps customers
ChatSkillMessagingEmail
ChatSkillMessagingEmail
You give itThe week's figures and your notes.
You get backA short update in your voice with what went well, what did not, who to thank and what is coming next week.
You stillAdd what only you can say. People want to hear from the owner, not a summary.

Planning the owner's week around selling

Looks at your calendar, pipeline and open tickets and drafts a week that protects time for selling and reviews, with the jobs that could go to someone else.

Saves timeWins work
ConnectorSkillCalendarCRMPSA
ConnectorSkillCalendarCRMPSA
You give itYour calendar, the pipeline and the escalations waiting for you.
You get backA suggested plan for the week with time blocked for prospects and client reviews, the jobs to hand to someone else and who, and the meetings worth dropping.
You stillKeep to it. The plan protects the time, and you decide what is worth breaking it for.

Replying to a client complaint

Drafts a reply to an unhappy client from the complaint and the ticket history, acknowledging what went wrong and setting out what happens next.

Keeps customers
ChatConnectorPSAEmail
ChatConnectorPSAEmail
You give itThe complaint and the tickets and emails behind it.
You get backA draft reply that sets out the facts, owns what went wrong, says what you will do and by when, and a short internal summary of what happened.
You stillCall the client before you send anything. An apology lands better in your voice than in writing.
[RETURN ON INVESTMENT]

Hours saved is only part of the case

Time is the easy part to count. For an MSP the other parts are keeping clients, winning new ones and owning what you build, and this is the vertical where the last two matter most, because what you build for yourself can become part of what you sell. Each has published evidence behind it, and each has a limit that we state next to it.

Keeps customers

Fewer gaps between the tickets

Clients rarely leave over one ticket. They leave over the gaps: the update nobody sent, the review that did not show what you had done, the renewal nobody prepared. Claude drafts the update, builds the review pack and flags the client who has gone quiet, and your people send it.

The detailClose
  • In a survey of 950 MSPs, those that tracked client satisfaction renewed 12 percentage points more often than those that did not, and only 38% tracked it. It is a link rather than proof of cause, and the data is from 2018 (Analysys Mason, 2019).
  • GadellNet, a US MSP of about 180 people, averaged 98% satisfaction on tickets while clients rated the partnership 6 or 7 out of 10 at reviews. It now uses AI to review every client interaction for coaching. Published by Thread, which sells to MSPs.
  • In a peer-reviewed study of 5,179 support agents, AI assistance raised issues resolved per hour by 14% on average and by 34% for the least experienced. It was one company and not Claude (Brynjolfsson, Li and Raymond, Quarterly Journal of Economics, 2025).
  • Descent IT, a US MSP, says ticket handling fell from about an hour to under 30 minutes after it built its own agents on Claude alongside tools it bought. That is the firm's own figure, published by Thread.
What we do not claim

We do not claim that Claude raises retention or cuts churn by any amount, because nobody has published a number we would defend. Gartner found that 64% of customers would rather companies did not use AI in customer service, so on this page Claude drafts and your engineer sends. No bot answers your clients.

Wins work

Your clients are already asking about AI

Your clients are small firms that have not worked out AI yet, and their biggest worries are security and data, which you already look after. An MSP that uses Claude on its own proposals, reviews and reports can show a client real work rather than a slide, and sell what it has built.

The detailClose
  • Government research found 16% of UK businesses with five or more staff were using AI in 2025, and 60% said limited skills or knowledge held them back. They asked for a list of AI tools that are approved and trusted (DSIT AI Adoption Research, January 2026).
  • In a survey of 1,019 MSPs in the US, UK and Canada, 92% said client interest in AI was driving growth, but only about half felt ready to guide small businesses on it (OpenText, which sells security to MSPs, 2025).
  • Winning new clients was a top business issue for 71% of 1,061 MSPs surveyed, most of them in North America (Kaseya, 2026 State of the MSP). Kaseya sells software to MSPs.
  • Anthropic's partner network is free to join. Its entry services tier, announced in June 2026, asks for 10 certified people, 2 clients in production and 1 public case study.
What we do not claim

We do not claim that offering AI services wins you clients, or that firms turn to their IT provider first for AI help, because nobody has published a number for either. Claude does not decide who gets access to what, and nothing it drafts reaches a client until someone who knows the systems has checked it.

You own it

Own the glue between your systems

MSPs live on other vendors' price lists. The ticket system, monitoring tool and distributor stay. The renewals list, the licence reconciliation, the review pack generator and the reports between them can be built with Claude in your own accounts, and what you build for yourself can become a service you sell.

The detailClose
  • Under Anthropic's Commercial Terms, effective 17 June 2025, you keep the rights in what you put in and own what Claude produces for you, to the extent the law allows. Anthropic may not train on your content from its commercial services. Personal plans sit under separate terms.
  • On the main MSP forum, practitioners describe renewal rises of 35% and 54%, some with less than 30 days' notice, and licence counts that rise when devices are added and do not fall when they go (posts collected by BigIdeasDB, 2026).
  • In McKinsey's 2026 State of AI survey (1,719 respondents), 32% said their organisation had decided against buying a software product or feature because AI coding tools made an in-house build possible.
  • Descent IT, a US MSP, spends about $3,500 a month on AI tools, including Claude for the whole team, and its rule is that the things it builds are the things it cannot buy. Published by Thread, which sells to MSPs.
What we do not claim

This covers internal tools, workflows and the connections between systems. It does not replace your ticket system, monitoring tool, documentation, backup or accounts. Who owns what you build for a client is a line in your own contract with them. Anything holding admin access to client systems is a security decision first. Someone has to maintain what is built, and we agree who in writing.

Every figure names who published it. Where nobody independent has published one, we leave the number out. Stories published by companies that sell to MSPs are vendor material and we say so.

[THE NUMBERS]

What it is worth on your numbers

Nobody independent has published how many hours a week MSP staff spend on this work, so put in your own.

£38000
5
8 hrs
50%
£100000

Costed at £32 an hour. An hour is costed from that salary plus employer National Insurance and pension, over 1,740 hours. No overhead is added.

0
hours a week, back, per person
Hours a year across the team0
Working days a year back, each0
Cost of that time
£0
Not shown
£0
What those hours cost you
£0

This values the hours at what they cost you and nothing more. In an owner-led MSP the biggest cost is the owner's time away from selling, which is worth more than any salary you enter here.

What a point of client retention is worth

This is arithmetic on your own numbers and not a claim about what Claude will do. Put in a year of managed services revenue, leaving out licence and hardware resale, and the share of it you keep each year before any upsell.

£420000
95%

The starting figures are our own assumption for a typical firm of each size, not a benchmark, so put in yours. For reference, most MSPs in ScalePad's 2026 survey said they lose 5% or fewer of their clients a year. ScalePad sells software to MSPs and did not publish its method.

£0
is what one point of retention is worth each year
Revenue lost to churn each year£0

We do not claim that Claude changes retention. This only shows what each point is worth on the figures you entered. Leave out licence and hardware resale, because the margin on resale is thin.

[TWELVE MONTHS]

What good looks like in twelve months

Not a bigger firm. The same firm, with the work on the right hand side of that list mostly gone.

Prospecting happens when the referrals dry up
A short list of researched prospects is ready every week and the owner makes the calls
Proposals are written in the evening
A draft comes back from the audit and the notes, and the owner sets the price
The distributor bill is checked when someone has a spare day
Every seat gap is listed by value the week the bill arrives
Cash and renewals live in the owner's head
A twelve month forecast rolls forward each month with every renewal on it
Clients ask about AI and get a vague answer
There is a readiness review and a policy to offer, built from your own use

Not a bigger firm. The same firm, with the work on the right hand side of that list mostly gone.

New business depends on the owner finding time
Researched prospects arrive each week, so sales time goes on talking to them
Review packs take a morning each and get postponed
Each pack is drafted for the account manager to finish
Seats added by engineers take months to reach the invoice
Agreements, seats and invoices are matched monthly and every gap gets fixed
The next hire is made when the desk is already overloaded
The forecast shows when you need them, in time to recruit
Clients at risk are found when the notice arrives
They are listed monthly with the reason for each and the renewal date

Not a bigger firm. The same firm, with the work on the right hand side of that list mostly gone.

The board pack takes a week and the systems disagree
It is drafted from the systems, and any differences are listed before the board reads it
Margin by client is a spreadsheet exercise done once a year
It is refreshed each quarter, with the agreements to reprice
Questionnaires from regulated clients take a senior engineer days to answer
The answer library drafts most of it and the engineer checks what is new
The numbers a buyer would ask for are scattered
Revenue, churn and the forecast are clean every month
The tools between your systems are rented, one subscription after another
The glue lives in your own accounts, owned and documented

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