The support queue becomes the roadmap
Tickets and recurring maintenance crowd out planned infrastructure work; count the hours before calling them recoverable.
ACCOUNT RESEARCH FOR MANAGED IT AND TECHNOLOGY SERVICES SELLERS
Your IT team's best hours are not for resetting passwords
For managed IT sellers: research companies with documented support or infrastructure needs. Map service ownership, productive use of released hours and charges that can actually be removed—before pitching the retainer.
The accounts. The business case. The next move.
- 01Ticket queue
- 02Named work
- 03Verified spend
- 04Evidence → account report
THE PAIN / NOT ANOTHER GENERIC LIST
When support work crowds out the work only your team can do
Before selling time becomes sunk time, test the obstacles.
Fuzzy handoffs, clear accountability gap
Without a written scope, ownership for patching, monitoring, backups, and incident response can blur.
Recurring costs hide in plain sight
Unused seats, duplicate tools, or retainers may look avoidable—but verify contract terms, dependencies, and cancellation rights first.
WHAT ALMA HUNTER DELIVERS
Make the case with work and costs you can verify
- 01
Capacity you can point to
Tie ticket and time records to hours an identified employee can actually redeploy to scheduled infrastructure or business work.
- 02
Scope with fewer surprises
Agree in writing on included support, system responsibilities, escalation, logging, backups, and incident notification.
- 03
Costs that leave only when they can
Count recurring spend as savings only when the invoice stops and no replacement charge or required service remains.
ALMA HUNTER / ACCOUNT REPORT
01Business fitEvidence + unknowns
02Buyer ROIFull cost ↔ realized value
03Technical fitEvidence + unknowns
04IntentEvidence + unknowns
05TimingEvidence + unknowns
06Decision teamEvidence + unknowns
BANTBudget · Authority · Need · Timing
BUDGET UNKNOWNHOLD / VALIDATE
Illustrative qualification, not a researched account. Unknowns stay unknown.
THE KPIs / TRACK, DO NOT PROMISE
Better evidence.
Clearer sales decisions.
Metrics to monitor—not guaranteed lifts, meetings or sales.
Baseline support hours
Count in-scope tickets and time spent by category over an agreed sample period; the learning target is a trustworthy baseline, not a promised reduction.
Redeployment plan coverage
Share of proposed recovered hours mapped to named work, an owner, and capacity confirmation; use it to test whether redeployment is credible.
Charges with removal evidence
Share of reviewed recurring charges documented with invoice, cancellation terms, and a replacement-cost check; target verified dollars, not projected savings.
THE BUYER’S RETURN FROM YOUR SOLUTION
If the numbers don’t work,
the pitch won’t fix them.
This models your buyer’s return from your solution—not your revenue from buying leads.
YOUR BUYER’S ROI / FICTIONAL INPUTS
YEAR ONE / USD / MODEL, NOT A FORECAST
50.0%Modeled buyer ROI
- Net year-one benefit
- $7,500
- Year-one break-even units
- 333.3
- Simple upfront payback
- 3.4 months
Positive year-one model. Validate every assumption.
Illustrative, editable assumptions—not validated results, guarantees or Alma service pricing.
Make the value real.
Fictional USD planning inputs, not market prices or an Alma Hunter estimate: 500 documented hours × $60/hour × 75% actually redeployed = $22,500 gross year-one benefit; $3,000 upfront + $12,000 first-year ongoing cost = $15,000 total cost, $7,500 net, 50% ROI. The 75% is the share of documented hours actually put to productive use—not the probability the project succeeds. Hours freed are capacity, not cash savings: value them only when redeployment is real and supported by a buyer-approved method; count salary or operating savings only when expense is genuinely avoided. Add all buyer-side implementation and service costs once, and do not count any charge as avoided unless it is actually removable without replacement cost or loss of a required service. No downtime loss is assumed.
See formulas, evidence needed and research context
Gross benefit = potential units × economic unit value × realized share.
Full year-one cost = full upfront deployment + annual operating cost. Net = benefit − full cost. Year-one ROI = net ÷ full cost × 100. Each cost is subtracted once.
Simple upfront payback = upfront cost ÷ (annual benefit − annual operating cost) × 12 months, only if annual net benefit is positive. It assumes steady annual realization, not a discounted cash-flow forecast. Year-one break-even units = full year-one cost ÷ realized unit value.
Use ticketing and time records for historical support hours; have the buyer validate categories and the baseline period. For redeployment, require named tasks, an accountable owner, and evidence the work occurred; use buyer-approved labor valuation and do not equate time released with payroll saved. Verify any purportedly avoidable recurring charge against invoices, contract/cancellation terms, dependencies, and post-change spend. CISA says buyers should define MSP/customer/shared responsibilities in vendor agreements and assess outsourcing costs and risks; these sources do not establish a specific savings level or Alma campaign performance.
These sources explain the economic mechanism and measurement—not Alma Hunter performance:
- Computer Support Specialists — U.S. Bureau of Labor Statistics — BLS states computer support specialists maintain computer networks and provide technical help to computer users; supports the audience's support/infrastructure work framing, not a claim about outsourced-service savings.
- Protecting Against Cyber Threats to Managed Service Providers and Their Customers — CISA — CISA recommends that customers understand MSP service scope, define responsibilities contractually, and establish requirements such as monitoring, backups, and incident notification; supports written scope and qualification friction, not financial outcomes.
- Risk Considerations for Managed Service Provider Customers — CISA — CISA says outsourcing IT requires balancing cost-effectiveness and efficiency with reliability and security, recommends cost-benefit input and defining vendor/customer/shared responsibilities; it also warns outsourcing does not remove the customer's risk-management responsibility. It does not establish savings or ROI amounts.
FROM THE FOUNDER / NOT A CUSTOMER TESTIMONIAL
Built from the seller’s side.
“Finding companies was never the hard part.”
Scott Hawkyard · Founder, Alma Hunter
A buyer needs a supported business case—not another profile match.
THE NEXT MOVE
Find the buyers.
Bring the case.
Tell us what you sell and who buys it. We agree scope, price and delivery before payment. An inquiry does not start research.
Find my buyersInquiries, support or privacy: sales@almahunter.com
ALMA HUNTER / YOUR ACCOUNT REPORT
Buyer value.Evidence.Your next move.
Accounts reviewed against your brief.
Unknowns left visible.