Summary:
Lliam:
Hi, I’m Lliam Holmes, CEO of MIS Solutions. Today I’m joined by Charlie Jones, Director of IT at Cowart Mulch. I invited Charlie to talk about his experience with co-managed IT.
This conversation is for companies wrestling with the age-old question: do we hire internal IT staff, outsource to a provider, or partner together in a hybrid model?
Charlie:
Thanks, happy to be here.
Lliam:
To kick things off, can you give us a sense of what Cowart Mulch looked like when you came on board?
Charlie:
It was a mixed bag. There wasn’t a dedicated IT person — the person handling IT was overwhelmed with other tasks. I walked into a situation with a lot of unresolved issues. I had to assess what was broken, what needed improvement, and who I needed to work with to get things back on track.
Lliam:
MIS had already been working with Cowart Mulch for over a decade. When you joined, the company was growing quickly — adding offices and staff. That kind of growth brings change and stress. Sometimes the systems and people that worked before no longer fit, and new support is needed. You walked into that moment.
Charlie:
Exactly. I was tasked with fixing problems, but also building a foundation that could support the company’s growth. We needed to go from just surviving to actually thriving.
Lliam:
Let’s define co-managed IT. Traditionally, companies either hire internal IT or outsource everything. Co-managed IT offers a third path.
In this model, someone like you, Charlie, is part of the internal team. You know the business, the culture, and the goals. Often, you’re part of the leadership team. At the same time, MIS handles everything from backups and firewalls to 24/7 monitoring, cybersecurity, and those specialized skills you only need occasionally.
It’s a true partnership with shared responsibilities.
Charlie:
When I started, I didn’t know what co-managed IT was. I just knew I had a big job ahead of me. But now I can say it’s the ideal model for us. I couldn’t do my job without MIS. You handle the daily technical issues, which frees me up to focus on strategic goals.
Lliam:
In your own words, how has co-managed IT helped you in your role?
Charlie:
It’s made me more available to focus on long-term initiatives. I’m no longer tied up with support tickets and slow computers. I can focus on where the company is going, what we need to implement, and how to keep us moving forward. Without MIS, we’d still be stuck in survival mode.
Lliam:
Before Cowart, you were running your own IT business, right?
Charlie:
Yes. I was the one-man IT guy for several clients. I was always on call — no dinners, no vacations, no downtime. When it’s your own business, you can’t ignore the phone. I’ve lived that life. Now, I couldn’t imagine doing what I do without this partnership. It would be impossible.
Lliam:
There are a lot of single IT professionals out there doing everything they can for their companies. It’s a tough role. And over time, it’s almost become an expectation: if you’re in IT, you’re always on.
Charlie:
Exactly. But that’s not sustainable. You do your best, but eventually, you ask: am I really doing the best job I can — for the company or for myself? With everything IT encompasses now — backups, security, patching, compliance — one person usually can’t cover it all.
Lliam:
And for that IT person, there’s also the fear: “If we bring in a company like MIS, am I going to lose my job?”
Charlie:
That’s a valid concern. But in my case, I came into a situation where it was clear one person couldn’t do it all. With multiple locations in three states and lots of employees, I needed a team. I didn’t feel threatened — I knew I needed help. And the value I bring is still clear in the role I play, even with MIS’s support.
Lliam:
From our perspective, co-managed clients often experience personal growth. You’ve grown in your role. A single IT person might be focused on bits and bytes, but in a co-managed setup, the role becomes more strategic — you’re part of leadership, managing vendors, guiding infrastructure decisions.
Charlie:
Absolutely. I’ve evolved. I used to be all hands-on — fixing computers, tweaking networks. I still enjoy that stuff, and I’ll pitch in when needed, but my main job now is steering the ship. I manage vendors, coordinate projects, and ensure alignment with business goals. It’s a different skill set — one I had to learn by doing.
Lliam:
IT is more than just technology. It’s people, processes, and systems. MIS handles the technical side, but someone still needs to lead internally — to drive change and bring the people along.
Charlie:
Right. I think of myself as the escalation point now — the person who keeps everything on track, holds vendors accountable, and ensures nothing falls through the cracks. That only works if you have the right partners. I have faith in MIS to handle the technical side so I can stay focused on the bigger picture.
Lliam:
You mentioned earlier that your phone rang during this conversation. What happened?
Charlie:
Someone called with a technical issue — they still reach out to me directly sometimes. But I told them, “Just call MIS — they’ll take care of it.” That level of trust is huge. I don’t say that about many vendors. Letting go of that control isn’t easy, but with MIS, I know things will be handled properly.
Lliam:
What do you think makes a co-managed relationship successful?
Charlie:
Communication. That’s number one. You need to identify the gaps: what I can handle internally, and where MIS needs to step in. That requires a solid needs assessment and regular conversations. It’s not about fighting over roles — it’s about working together efficiently. That’s how we’ve built a great relationship.
Lliam:
Both parties have to show up. We can’t solve problems we don’t know exist, and that only works when there’s a strong internal partner like you.
Charlie:
Exactly. It’s just like any relationship — you can’t blame someone for not meeting a need you never communicated. Communication goes both ways. I’ve had great conversations not just with account managers, but with help desk techs who notice patterns and bring issues to light. That’s what makes the relationship work.
Lliam:
When do you think is the right time for a company to consider co-managed IT?
Charlie:
It varies, but I’d say when you reach around 10 to 15 users, it’s time to start thinking about it. That’s when it gets hard for one person to manage everything — support, systems, infrastructure. And what if that one person leaves or gets sick? With MIS, there’s redundancy. You’re not stuck if someone’s unavailable.
Lliam:
You said something recently that really stuck with me — that MIS is “big enough to serve you, but small enough to know you.” I’d love for you to elaborate on that.
Charlie:
To me, that means MIS has the resources and expertise of a big company, but the personal touch of a small one. You don’t feel like just a number. Your team knows me. Even your help desk techs — like Sanvir in South Africa — know who I am and what I do. That matters.
Most people call IT when they’re already frustrated. Having someone on the other end who knows your name and understands your business makes a huge difference. It’s comforting. You get the professionalism and reliability you need, but with the familiarity and care of someone right there with you.
Lliam:
That’s such a powerful way to describe it. Thank you, Charlie, for your time, your honesty, and for sharing your experience. I know this will help other companies better understand what co-managed IT really looks like.
Charlie:
Thank you. I appreciate all that MIS does for us. Happy to share.
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