Inside the DP Solutions Onboarding Process: A Conversation with Our Team

What can clients expect when onboarding with DP Solutions?

Ken: Before onboarding even begins, we're working to understand the client's business goals, challenges, and priorities. During the sales process, we're identifying their needs and aligning our managed IT services with what matters most to them.

We also spend time setting expectations. Clients want to know what the transition from their current provider will look like, how licensing will be handled, and how much involvement they'll need throughout the process. Every client is unique, but the overall process is consistent.

Typically, onboarding follows a 30-60-90 day structure. The first 30 days are the most active. We're documenting, deploying tools, gathering information, and validating everything we need to support their environment. From there, we begin implementing additional security measures, gaining a deeper understanding of their technology landscape, and preparing for long-term strategic planning.

Chad: By the time onboarding begins, clients already have a good understanding of what to expect. Our job is to take that plan and make it a reality while making the process as smooth as possible.

What are the biggest concerns clients have before making the switch?

Ken: The biggest concern I hear is usually the transition itself. Clients want to understand how much time and effort will be required from their team. They're also asking questions about licensing, ownership of systems and services, and how the handoff from their current IT provider will work.

Chad: There's also often concern about whether the outgoing provider will cooperate.

Ken: We prepare for the worst and hope for the best.

Chad: Right. Our team has extensive experience managing these transitions, and we'll do everything we can to make the process straightforward for the client.

How does DP Solutions make onboarding easier for clients?

Chad: One of the biggest ways is through communication, organization, and transparency. Having worked with other MSPs and participated in many onboarding projects over the years, I can confidently say that not everyone approaches it with the same level of professionalism and communication as DP Solutions does.

Changing managed service providers is a significant undertaking. We know it requires time and attention from our clients, so we work hard to be upfront about what's needed, avoid wasting anyone's time, and simplify the experience wherever possible. We spend a lot of time thinking about the client's experience.

Ken: The consistency matters, too. From the sales process through onboarding, clients experience the same level of care and attention. That's important because it's a major change for them.

We also stay focused on understanding not only their technology but the business itself. Alongside the technical onboarding, our Client Strategy Advisors, or CSA’s, are learning about the client's goals, challenges, and growth plans. By the time onboarding concludes, we have the information needed to begin building a technology roadmap aligned with their business objectives.

What does the onboarding timeline look like?

Chad: The process is very front-loaded. Early on, we're gathering and verifying access to critical systems, documenting the environment, and deploying the tools needed to support the client under our agreement.

That phase culminates with transitioning the client to our Service Desk so day-to-day support operations can begin. Once that's complete, we focus on refining processes, documenting workflows, and gaining a deeper understanding of how the client's organization operates.

We then transition responsibility to the Client Strategy Advisor team. I like to describe it as swapping seats in the car. During onboarding, the project team is driving while the CSA team rides shotgun. Once onboarding is complete, the CSA takes the driver's seat, but everyone remains involved and informed.

Service Desk cutover typically happens within the first 30 days, and the overall onboarding process generally takes about 60 days.

How do you keep clients informed throughout onboarding?

Chad: Communication is critical. We establish a regular cadence of meetings, maintain centralized email threads with key action items and updates, and if there is anything time-sensitive that needs to be discussed, we'll pick up the phone. In some cases, we'll also leverage dedicated Microsoft Teams channels to streamline communication with the client.

Ken: Chad owns the onboarding communication process, and that's intentional. Having a clear communication lead reduces confusion and helps ensure everyone is aligned.

What happens if unexpected issues are discovered?

Chad: Every environment is different, so surprises do happen. When they do, we're going to do everything we can to take responsibility off the client's plate. Sometimes that means we own the resolution. Other times, it means coordinating directly with the previous provider to ensure issues are addressed appropriately.

The goal is always the same - minimize disruption and handle as much of the complexity as possible for our clients.

Ken: And that's where the onboarding team, sales team, and account team will collaborate, too. If we uncover something that affects scope, licensing, service requirements, or we find something that wasn't identified during the sales process, we work together to communicate changes clearly and ensure the client fully understands the situation. Transparency is incredibly important.

How do sales, project management, and client strategy stay aligned?

Chad: The Client Strategy Advisors are involved throughout onboarding. They may not be leading the process initially, but they're engaged the entire time. By the time onboarding is complete, they've already built relationships, gathered context, and understand the client's environment.

That's why it doesn't feel like a traditional handoff. Everyone has been part of the journey from the beginning.

Ken: We also avoid making unnecessary changes during onboarding. Our priority is creating a stable support environment first. Once we fully understand the client's environment and priorities, we can make informed recommendations about future improvements.

How do you ensure what was promised is what gets delivered?

Chad: The key is the alignment between sales, project management, and the client strategy team. We communicate constantly. We understand the commitments that were made, we understand the agreement, and our responsibility during onboarding is to execute that agreement successfully.

We take what's on paper and turn it into reality.

Ken: Setting expectations is an important part of that process. Sometimes we discover new information during onboarding because we don't have complete visibility beforehand. When that happens, we document it, communicate it, and work through it collaboratively with the client. The important thing is maintaining transparency from the beginning.

What does “Surprise & Delight” look like in the first 90 days?

Chad: I think there are a number of ways we deliver Surprise & Delight. One is through the overall professionalism of our communication and organization. Having worked with other MSPs and participated in many onboardings to and from other organizations, they don't generally do it with the same degree of professionalism, transparency, and high-level communication that we do. That's one element of it.

Another important element is recognizing that these projects are typically very intense for the client, much more so than most other types of onboarding. If you're getting a new printer or copier company, you're not doing nearly the level of work that comes with changing a Managed Service Provider. We do everything we can to be upfront about what we're going to need from the client, and wherever possible, we minimize their involvement or simplify the process as much as we can.

The other piece is that there are often little things we can do that make a significant impact on people's day-to-day experience. Many times, we've gone onsite and discovered something fundamental that was causing ongoing headaches. Just recently, we found a client had two different systems trying to manage how devices connect to the network, which was creating conflicts. It's not always that simple, but when we find issues like that, we fix them right away. Those kinds of early wins can make a meaningful difference.

Ken: To add on to that, it starts with following through on expectations. As soon as a client signs on with us, they receive a welcome video and a swag box, but what really separates us is the empathy behind the process, which Chad touched on. Moving to a new IT provider is a big change, and we work hard to make that transition as comfortable as possible. The care and attention clients experience during the sales process carries through into onboarding, which creates consistency and builds confidence.

Along for the ride is the Client Strategy Advisor. While we're getting the client into a position where we can support them technically, the CSA is also working to understand the business itself. We're gathering the color and context behind the organization, learning what they're trying to achieve, and understanding their goals.

By the end of those first 90 days, we have the information we need to begin building a roadmap that aligns with their business objectives. That's a huge differentiator because understanding the technology only gets you so far. Understanding the business is what helps create long-term value.

What makes DP Solutions' onboarding process different?

Ken: Well, we have Chad.

Chad: True.

Ken: I would say that our goal isn't to simply support technology. It's to help clients move their business forward. Our process is different because we're able to hit the ground running quickly and leave onboarding with the foundation of a meaningful roadmap.

Many organizations can provide technical support. The real value comes from helping clients prioritize improvements, align technology with business goals, and continually make progress.

Chad: For me, it's the depth to which we go to understand the client and their environment. Anybody can deploy tools and install software. We go much deeper than that. We take the time to understand how systems work together, how technology impacts the business, and how our Service Desk can best support that environment.

The documentation we create gives our engineers important context, allowing them to respond faster and make better decisions when clients need help. It also gives us a strong foundation for identifying risks, uncovering gaps, and informing future roadmap recommendations.

The onboarding process really sets the stage for everything that comes afterward.

What does success look like six to twelve months after onboarding?

Ken: Success means the client has an actionable technology roadmap, we've had multiple Quarterly Business Reviews, or QBR’s, and we're continuing to evolve the strategy as their business grows.

Most importantly, the client is achieving results and seeing the value of managed IT services. They understand how technology supports their goals, and they're confident they have a partner helping them plan for what's next.

Ready for a Better IT Onboarding Experience?

Switching IT providers can feel like a daunting process, but it doesn't have to be. At DP Solutions, we believe great onboarding starts with understanding your business, communicating clearly, and making the transition as seamless as possible for your team.

By combining technical expertise with a people-first approach, we help clients move forward with confidence while laying the groundwork for long-term success.

Contact DP Solutions today to learn how our onboarding process helps businesses transition with confidence, minimize disruption, and build a technology roadmap that supports their goals.