- Prioritization: Maintaining the company's focus on priorities could be challenging at times. I might have a list of a dozen company-wide issues that needed to be addressed and were agreed upon by management, but prioritization was always a struggle. It seemed as though whatever issue was top-of-mind for management was the #1 issue that needed to be worked on, and this could change week to week. One week problem A is priority, next it's B, then it's C, and by the end of the month problem A cycles back to top-of-mind and the big question becomes "why wasn't this done a month ago?" It was frustrating to me personally, but I doubt this is a big issue for many since it hardly impacted day-to-day ticket work.
- Turnover: During my first year or two, there was significant churn (mainly due to culture incompatibility with technicians from an acquired company), leading to some rapid hiring that didn't always result in ideal fits. However, this had largely resolved by the end of my tenure, and we settled on a solid team. Turnover seems common for MSPs, but near the end of my tenure and from what I've heard since, the team has stabilized and they've got a solid group working there.