MSP Governance Done Right: A Framework for Private Equity Success
How PE firms can tie technology operations to value-creation plans, and why DYOPATH acts as an extension of your ops team, not just a vendor.
Private equity (PE) firms have long understood the importance of governance in portfolio management. But when it comes to technology operations—and specifically Managed Service Providers (MSPs)—the governance conversation often stops at service level agreements (SLAs).
The problem? SLAs look good on paper but don’t always connect to business outcomes. Portcos and sponsors alike are left asking: Is our MSP driving value? Or just keeping the lights on?
At DYOPATH, we believe MSP governance in a private equity (PE) context should look different. It’s not about managing tickets—it’s about managing results.
The Pain Point: SLAs Don’t Tell the Whole Story
Many PE firms struggle to hold MSPs accountable. Reports are inconsistent, success metrics feel vague, and the connection between spend and value often isn’t clear. For sponsors under pressure to accelerate value creation, that’s a dangerous gap.
A portfolio company may boast “99.9% uptime” while still facing unmitigated cyber risk. Or they may be “within SLA” while overspending on tools that don’t align with the broader PE strategy. These disconnects erode trust and obscure the real picture of performance.
The Framework: MSP Governance for PE Firms
Instead of relying solely on SLAs, sponsors need a governance framework that ties technology outcomes directly to the value-creation plan. At DYOPATH, we help PE firms establish exactly that.
Here’s what effective MSP governance looks like in a private equity context:
- Quarterly Business Reviews Tied to Value-Creation Plans
MSP reviews shouldn’t be generic. They should map progress against the PE firm’s objectives—whether that’s scaling operations, reducing cyber risk, or preparing for exit. - Cyber Risk Alignment
Cybersecurity is now a board-level issue. We align MSP operations with enterprise risk management strategies, ensuring portfolio companies are not only compliant but resilient. - Spend-to-Value Metrics
Instead of reporting on activity (“we closed 200 tickets”), governance should highlight outcomes (“we reduced downtime costs by $X” or “we accelerated M&A integration by Y weeks”). This allows sponsors to clearly see technology’s contribution to enterprise value.
The DYOPATH Difference: An Extension of the PE Ops Team
DYOPATH is not just another MSP. We operate as an extension of the private equity operating team, embedding governance discipline into every portfolio company relationship.
Here’s how we make governance real:
- Consistent Reporting: Clear, comparable dashboards across portcos.
- Outcome-Driven Reviews: Quarterly reviews centered on PE value-creation levers.
- Cyber Risk Integration: Security posture evaluations baked into every governance cycle.
- Actionable Insights: Recommendations tied directly to financial and operational outcomes.
The result? Sponsors gain confidence that their MSP investments are accelerating—not hindering—portfolio performance.
Gain Governance That Protects and Creates Value
In today’s market, PE firms can’t afford to treat MSP oversight as a checkbox exercise. True governance ties technology to enterprise value, ensures cyber resilience, and keeps operations aligned with the pace of the investment thesis.
DYOPATH helps sponsors and portcos replace SLA-driven relationships with outcome-driven partnerships. By serving as an extension of the PE operating team, we bring the governance framework, reporting clarity, and security expertise needed to maximize both protection and performance.
We’re here to help you manage your firm’s value. You can’t afford to hesitate when it comes to security—give us a call today!
