All work
Case study · Operational designL1 + L3 · Operations + Clarity

Client onboarding, rebuilt

At an MSP serving enterprise and mid-market clients, onboarding ran on tribal knowledge. I helped build the Projects team that replaced it with a repeatable system, and onboarding timelines came down by more than 25%.

Role
Solutions Engineer, Projects team · QIT Solutions
Period
Nov 2023 – Oct 2025
Type
Operational redesign

The situation

Every project worked out its own process from scratch. Context kept getting dropped in the handoffs between sales, projects and support.

How I got there

I joined as a technical account manager: renewals, upsells, six-figure multi-year contracts. I kept recommending projects, scoping them, and then doing a good chunk of the work myself. Eight months in, the company asked me to help build a dedicated Projects team around that.

On that team I was the project manager’s technical right hand: I scoped the work, ran discovery, did most of the engineering, and wrote up everything support needed to take it over. I was most of the layer between the clients and the support team.

What changed

Discovery to close

I carried each project from the first discovery conversation through to close.

Standard SOWs

Statements of work written to one standard, instead of each project starting from scratch.

A mapped handoff

A defined path between sales, projects and support, so context moved with the work.

A set cadence

A regular rhythm for talking to the people signing, rather than updates when someone asked.

Support-ready write-ups

Everything support needed to take the result over, written up as part of the project.

Result

Onboarding timelines came down by more than 25%. It’s the figure on my résumé for that role.

I wrote about the first thing I standardized, and why: The first thing I fixed in client onboarding.

Through the Foundation Layer

The symptom showed up as slow onboarding, which reads like a delivery problem at L4. The cause sat lower: no defined operation for moving a client from signed to supported (L1), and nobody able to see where a project stood or who owned the next step (L3). Fixing those two is what brought the timelines down. The Foundation Layer.

Where to next