After a meticulous RFP process, our team emerged as a different kind of IT MSP: “We were hoping for a partner,” Peters said, “and that’s exactly what we found.” Even so, trepidation was high after working with just one partner over the past several years. Disruption, the Damar leadership feared, would be part of the shift.
Our team worked closely with the Damar staff, spending time observing and discussing the technology frustrations they faced. We worked with leadership to uncover their goals—not just for technology—but for the organization itself so we could best collaborate with them toward a plan that would serve that growth. And then we got to work.
We’d expected onboarding to be more challenging than it was. We worked for weeks with your team when we transitioned. They kept assuring us everything would be fine, and we kept not believing them. And then it was fine. And now—we were just joking the other day—our technology really does run like our electricity, which was always our dream. Huge issues aren’t taking us down, taking us out of productivity for hours on end. That started with our transition team, who met us where we were and helped us get up to speed.
- Jenny Peters, Chief Strategy Officer for Damar
