I've sat in the seat you're trying to fill — in your industry.

I'm Joanna Crenshaw. I've spent thirteen years inside managed service providers, six of them as the owner's second-in-command.

That means I know what a Monday morning queue looks like after a weekend outage. I know the argument about whether project revenue is worth the margin drag. I know what happens to your quarterly plan when your senior tech gives notice in week three, and I know why the documentation initiative has been on the list for two years.

I'm not a generalist consultant who read a book about managed services. I ran one from the inside.

I take what's in the founder's head and build it into structure the team can run without them. Accountability that holds, priorities that survive the week, and leaders trained to make decisions at their own level.

Most of my clients come to me at the same point: the business grew past the founder's ability to personally hold it together, but not yet to the point where a full-time COO makes financial sense. That gap is where a fractional COO earns their keep.

I'm SHRM-SCP certified, which matters more in this industry than most.

Every MSP owner I've worked with has hit the same ceiling: you can't grow past the techs you can hire and keep. Comp bands that drifted out of market, onboarding that's really just shadowing, career paths that don't exist, and a burnout cycle that costs you your best people right when you need them most.

Most fractional operators will tell you that's an HR problem and hand it back. I'm credentialed to actually fix it.