The first 90 days should keep the service desk and the clients steady, then decide what actually merges, then show that the contract book still holds. Days 1 to 30 are for payroll, logins, client calls, and leaving the RMM and PSA alone. Days 31 to 60 name a few priorities and touch only back-office tools. Days 61 to 90 report MRR and retention against the numbers that justified the price. Cut steps that do not fit the MSP you bought.
Days 1 to 30: keep the desk up
- Tell employees what changed, in the first two days. Silence is how résumés start.
- Confirm payroll, benefits, and the tool logins people need on Monday morning.
- Call the largest clients yourself. Do not let them hear about the sale from a ticket footer.
- Confirm which contracts required notice or consent, and send what the agreement actually requires.
- Leave the RMM, PSA, and after-hours path alone until you understand them. Changing the stack in week one is how tickets get lost.
- Check MFA, EDR, and backup jobs so coverage did not lapse at closing.
Days 31 to 60: decide what is actually merging
- Name three to five priorities for the quarter. “Integrate everything” is not a priority.
- Map who can approve a credit, a new hire, and a firewall change.
- Combine back-office tools that do not touch clients. Wait on anything a client would notice.
- Review insurance, licenses, and vendor agreements that might have ended with the old entity.
- Sit with the service manager and the owner, separately, and write down what each thinks the other does.
Days 61 to 90: show that the book is still the book
- One visible improvement clients can feel: response time, a patched hole, a report they asked for last year.
- Report MRR, logo retention, and ticket backlog against the numbers that justified the price.
- Fill the role that was the seller, if the transition clock is running out.
- Write the next two quarters so the team is not waiting for another surprise.
- Hold a blunt review of what you would not repeat.
Protect the contract book first. Tool consolidation can wait. Clients who leave in the first quarter are a working-capital problem and a thesis problem at the same time.
Buyers who want this written against a specific MSP can start with the target brief. Sellers who want the pre-close version should use the exit checklist.