Sell
Your offer, commercial terms, and client promise.
PartnerWhite-label managed IT delivery for service firms
Add managed-service capacity without building delivery from scratch.
For MSPs, consultancies, and IT service firms that want to keep the client relationship while adding a defined delivery lane behind their offer.
SellYour practice
QualifyYour practice
HandoffWritten together
DeliverAccepted work
ReviewBoth teams
Retained by your practice
Commercial and client ownership
ContractRetail offerAdvisory voiceApprovalsWritten boundary
Capacity defined together
Accepted recurring delivery
Service deskIntake · support · escalation
Microsoft 365Administration · stewardship
Managed cadenceBaseline · exceptions · review
Contract truth: coverage, tools, response commitments, and exclusions are confirmed in writing. No 24/7 service or universal SLA is promised here.
Operating ownership
A clear chain from sale to service review.
Capacity works when every responsibility has an owner. Your team remains visible where commercial judgment and client context matter.
Qualify
Confirm client profile, requested lane, and non-negotiables.
PartnerHandoff
Agree intake, documentation, access path, and decisions.
SharedDeliver
Operate accepted work inside the written service boundary.
DeliveryReview
Surface exceptions and adjust the boundary when needed.
SharedA usable boundary
Name what delivery handles—and what your practice keeps.
White-label delivery is not a transfer of the whole client account. It is an operating agreement around a defined client group and service lane.
The useful question is not whether another team can do “IT work.” It is whether both teams can describe the same request, identify the same stopping point, and reach the right decision owner without making the client reconstruct the operating model.
That discipline protects expectations before volume or urgency tests the arrangement.
- Delivery coverageAccepted support, Microsoft 365, or managed-cadence work.
- Partner dutiesClient contract, retail pricing, relationship context, and commercial decisions.
- Handoff standardRequester, impact, work history, approval rights, and next owner.
- ExceptionsProjects, material risk, unclear scope, and relationship-sensitive decisions return to the named owner.
Proof by process
A useful handoff record is short, specific, and owned.
This sample structure shows the operating discipline; it is not a client ticket or evidence of past performance.
Context
Requester, affected users, impact, and known environment.
Work state
Actions already taken, approved next step, and explicit exclusions.
Ownership
Current owner, decision needed, escalation path, and review point.
Hypothetical scenario
A consultancy has recurring support demand but no service desk function.
Example only: the firm keeps advisory work, the client contract, and commercial decisions. It asks whether routine remote support for a similar client group can enter a defined delivery lane.
The conversation starts with operating inputs, not a promised outcome. Similar client environments may simplify the boundary; inconsistent tools, coverage expectations, or approval paths may require discovery or separate scope.
- Inputs to clarifyUser profile, intake channel, supported hours, technology constraints, and decision owner.
- DecisionWhether the group is operationally consistent enough for a written service boundary.
- No implied resultThe scenario does not promise savings, margin, response time, or partner fit.
Commercial starting point
Bring one client group and one capacity constraint.
Reference bands are shown at $39 CAD and $49 CAD per user per month. Final scope, coverage, tools, exclusions, and commitments depend on the written agreement.