Unlock the hidden capacity in your team

We'll go through your raw PSA data, dashboards, and reports, interview your team, then present findings, recommendations, and a roadmap to surface the hidden capacity already in your shop.

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The tool is 10% of success. Methodology is the other 90%.

The tool

10%

Software · Boards and dashboards · Reports

The methodology

90%

Daily practices

Daily huddle (a 10 to 15 minute meeting at the board) · Pull-based workflow · Work-in-progress (WIP) limits, a cap on how many cards a column or a person can hold at once · Single-tasking

Workflow design

Workflow stages and swim lanes (rows that group cards, for example by client, technician or project) · Triage and dispatch design · Capacity planning

Roles and accountability

Dispatcher liberated from scheduling · PM and service manager roles · A weekly leadership rhythm · Team accountability rhythm

Mindset and culture

Lean (a method for cutting waste and delays out of how work moves) mindset · Continuous improvement · Flow over rigid perfection · Simplify as a default value

Two views of the same business

The PM sees the operation. The owner sees the numbers. Same business, different angles. The assessment puts both views in one document so the conversation that fixes things can finally happen.

If you're the project manager

You're basically making it up. Leadership thinks it's the team.

Day to day, you keep the team on track. Every question that matters takes 20 minutes of digging in the PSA.

Capacity is in your head. When sales asks when you can start, you give a number you don't fully trust. When leadership asks why a two-week project took four, you can name a few reasons but you can't prove any of them. You can feel things falling through the cracks before you can show them.

And you know what leadership privately thinks. The team is just slow. The hours aren't lining up. You've heard versions of both. But you know what nobody in the boardroom sees. All this juggling of work is invisible to them. The dispatcher drops reactive tickets onto a tech in the middle of a project. Sales sells the next thing before the last one is done. What leadership reads as slow is a team being interrupted.

You're desperate for a view of what your team is actually doing. The assessment delivers it. The report that proves it, and the methodology that makes the view permanent.

If you're the owner, partner, or COO

Gross margin should be higher. You wonder if the team is just slow.

You can see the number every month. What you can't see is what's eating it.

You can't visualize what's actually happening in the business. You can see the revenue, you can see the headcount, but you can't tie either to the project that went over budget again. Margin is lower than it should be for the team you're carrying. The utilization numbers don't line up with what people on the team say they're feeling.

And privately, you wonder if the team is just slow. You've watched people cherry-pick the easy tickets. You've told the team you want better accountability on the billable hours. Every time throughput (cards finished each week) dips you end up back in another hiring conversation, even though the headcount should already be enough. You keep coming back to the same thought. You keep putting more people on the problem, and you don't want to keep putting more people on the problem.

You want to scale margin, not headcount. The assessment shows you where margin is actually going, using your own PSA data, before you commit to any bigger investment.

The PM has the visibility. The owner has the authority.

Neither one alone moves the number. The PM can see what's eating the team's day but can't change the rules that put it there. The owner can change the rules but doesn't sit close enough to the day-to-day to know which rule actually matters.

The conversation that fixes this is one neither of you has had yet. Not the polite version from the monthly meeting. The honest version, where the owner stops privately wondering if the team is slow and the PM stops privately defending the team. That conversation needs a shared diagnostic. The assessment is built to be that diagnostic. The readout and the roadmap are made for the conversation between you, not for either one alone.

Deliverables

The assessment ends with a written diagnostic your leadership team can act on. Five concrete artifacts, in plain language, backed by your own data.

Operational baseline

Concrete numbers your team can track from now on. Average project duration vs. estimate, billable hours per engineer per week, WIP per person, project handoff times. Replaces "we're getting better" with a number you can hold up.

Financial picture

Project margin by type, leak points, underbilled work, and what your team is doing right now versus what's actually getting invoiced. Tied to your real PSA data.

Methodology gaps

Where your current process diverges from what works. Single-tasking discipline, pull-based flow, role clarity, daily huddle rhythm. Named specifically, with examples from your own projects.

12-month operational roadmap

Quick wins in the first 2 weeks, sequenced fixes for 30/60/90 days, structural changes over 3 to 6 months. Built so your team can execute, with owners and rough timing.

Implementation considerations

What to brace for. Change-management friction, the engineers who'll push back, the PSA configurations that will need rework. Honest about the work, not just the outcome.

A 30-day project

TopLeft's founder, Wim Kerkhoff, is the primary consultant for the Project Delivery Assessment.

Phase 1: inputs, data, and artifacts

You complete two short assessments: Operational Maturity (about 10 minutes) and Agile MSP Daily Habits.
Your raw PSA data gets a full read: projects, tickets, time entry, billable hours, and margins.
Your PSA configuration comes under review: statuses, ticket types, time-entry rules, and project templates.
The reports, dashboards, and client-facing materials your team relies on are examined too.

Phase 2: analysis and custom interviews

Interview questions are built specifically for your operation, based on what your data and assessments reveal.
Your PM, service manager, a dispatcher, an engineer, and leadership each sit for a structured 30 to 45 minute conversation.
One of your real project meetings is observed live.

Phase 3: findings presentation, then the written report

Your leadership gets a live findings presentation: what surfaced, the recommendations, and what to prioritize first.
You receive the written diagnostic with a one-page executive summary.
You get the detailed analysis with the actual data and PSA screenshots.
Your 12-month operational roadmap lays out concrete next steps for the first 30, 60, and 90 days.

Nineteen years operating MSPs since 2007. I still own ImprovingIT and Crafty Penguins. The mechanics of project delivery, billable hours, margin and PSA configuration are what I run every week in my own shops.

TopLeft exists because I needed it for those shops first. The diagnostic you're paying for is the same lens I apply to my own operations. You're not getting an outside consultant who read three books. You're getting an operator applying the same methodology I use in my own shops to yours, for 30 days.

Wim Kerkhoff

Founder, TopLeft