For MSPs running $1M–$30M in revenue

Your MSP P&L should be a windshield , not a rearview mirror.

Most MSP P&Ls are a 2–3 month rearview mirror. Expected Outcomes is the diagnostic and planning layer that triangulates where you stand, names what's compressing service margin, and stakes the redevelopment plan. Sequenced by your Operational Maturity Level. Benchmarked against the same SLI Best-in-Class data the industry already trusts.

Start a conversation Take the EO Index Quick Read

Twelve questions, about five minutes — a scored four-pillar reading and your recommended next phase. Or read the thesis.

Fig. 1 · MSP EBITDA distribution (SLI cohort)

Source: Service Leadership Index 2026 Annual Profitability Report · ~17 years of MSP financial data, thousands of firms

If any of this looks familiar

You can pull the P&L. You can't always tell what it's saying.

Most owners running between $1M and $30M in MSP revenue can answer their own top-line questions. Where it gets murky is the layer underneath.

• Service margin is moving but you can't tell whether it's pricing, mix, utilization, or all three.
• Agreements look profitable on the report, but the labor against them keeps eating the number.
• Your team works hard, the numbers don't move proportionally, and the tools in front of them don't tell anyone why.
• Your accountant has opinions. Your peer group has opinions. Neither of them has the math.

That's the pattern. Expected Outcomes was built to make it visible, and to do something about it.

Co-Founder · Methodology

Joshua Van Berkum

Joshua built and ran an MSP for eighteen years before exiting, a working service business where every metric in this methodology was first proven on a live P&L. He spent two and a half years as a senior consultant at a respected MSP advisory firm, then took a turnaround seat as VP of IT, where the methodology behind Expected Outcomes recovered twenty points of EBITDA in twenty-four months. He has facilitated two of Evolve's largest CFO peer teams, and currently facilitates an "Empire Builders" peer team for Evolve.

"I built Expected Outcomes because the frameworks I was teaching told MSPs what to look at, not what and how to change."

Co-Founder · Implementation

Will Young

Will spent more than fifteen years building smarter systems for service businesses, most recently as CTO of a management consulting firm where he led a team of consultants and helped hundreds of MSPs and ITSPs turn their tech stacks into real growth engines. He founded Will & Way Solutions and is a Rewst Diamond Partner. At EO he leads Configure, Sustain, and the build-out of Atlas, and has facilitated cyber security peer teams.

"Most businesses don't need more tools. They need their tools to work together, connected to the strategy that actually drives the business."

Methodology lineage

A continuation, not a replacement.

The Service Leadership Index publishes the most rigorous benchmarking data the industry has. Expected Outcomes builds on top of it: same definitions, same published anchors, with a prescriptive layer SLI doesn't provide: what to move, in what order, sequenced by the maturity stage your firm is in (Operational Maturity Level).

We've worked the math behind every SLI anchor in our framework. Where the published methodology has definitional gaps, we've documented them and proposed how to close them. Operators who've used SLI's reports for years find EO reads as a continuation, not a replacement.

Peer groups give you the room to talk through decisions. Expected Outcomes gives you the math behind which decision to make, and the implementation that lands it.

Make your tools and your team add up to margin.

Arriving with a tools problem, not a financial one? PSA a mess, agreements hiding their margin, reporting you can't trust? We get the stack telling the truth first.

Tools & Automation

The dashboard layer

What changes when the math is live.

Atlas, now in active development, is the management layer the methodology runs on after the engagement closes. The same numbers you'd open an engagement to find (xWages, Real Rack Rate, the EO Index, service revenue mix) sit in front of you on Tuesday morning, recomputing as the firm operates.

Fig. 2 · Atlas reference layout (illustrative)

Stylized layout · Atlas in active development · Figures illustrative

Instant visibility

No more two-month rearview. The math recomputes as the firm operates, on the same definitions that drove the engagement.

One vocabulary, every screen

The metrics on the dashboard are the metrics in the methodology. Pricing, dispatch, account management, all anchored to the same numbers.

Built for the team, not just the owner

Dispatchers, service managers, and account managers each get the views they need. The owner stops being the bottleneck.

What a transformation looks like

Five phases, sequenced. Each one exists because the next one needs it.

A working session opens most engagements: three to five hours, your P&L on the table, the math walked through. What follows is a five-phase redevelopment that takes the firm from diagnosis to durable transformation.

01.

Diagnose

The instrument-led assessment. We name what's compressing margin and stake the redevelopment plan by your OML.
02.

Educate

A leadership-team workshop installing the shared vocabulary the rest of the arc depends on.
03.

Configure

The operational rebuild — pricing, agreements, instrumentation — that lets the rest of the arc read true.
04.

Transform

Where the methodology becomes how the firm runs. We carry the leadership team through; we taper as they internalize.
05.

Sustain

Where the transformation stops needing us. Atlas runs continuously; the team owns the process.

See how a transformation works

Ready to see where your service margin actually lives?

A first conversation is exploratory. We'll walk through your situation and tell you whether Expected Outcomes is a fit. No deck. No pitch.

Start a conversation