Ian Richardson works with Fox & Crow Group on sales and marketing for managed service providers (MSPs), including prospecting, sales-process coaching, and software that helps teams apply and track that process.
A six-figure endpoint deal was worth walking away from.
Coaching should observe activity and correct it; AI should expose process.
Check first: Confirm audience makeup and results from comparable webinars or coaching sessions.
Main ideas
Run MSP sales as a process, not a set of tips · Prospecting is operational work: buyer, list, cadence, follow-up · Disqualify early; a bad-fit deal can cost more than it pays
Ian Richardson works with Fox & Crow Group on sales and marketing for managed service providers (MSPs).
Their posts focus on making MSP sales repeatable: define the buyer, build relevant messaging, prospect steadily, track where opportunities stand, and coach from observed activity.
They also write about the limits of outsourcing and the value of walking away when a deal conflicts with delivery standards.
Follow their work for practical examples of how the sales process connects to day-to-day decisions, not just advice to generate more leads.
Richardson makes the sales process concrete, showing both the steps and the judgment behind them.
A prospecting post moves from choosing a buyer and researching their needs to list cleanup, calling, and follow-up over time.
In a separate account, they explain why their former MSP rejected a large project when the buyer wanted to supply hardware through an unfamiliar vendor: the choice risked support, escalation, and delivery standards.
Together, these examples show a focus on repeatable work and disqualification, not growth at any cost.
Their posts also extend that approach to coaching tools and activity data, while stressing that a lead-generation partner cannot own the client’s entire pipeline.
Ian Richardson argues that MSP sales should run as a defined, observable process rather than a collection of tactics.
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The posts return to buyer research, list discipline, call cadence, early disqualification, and coaching that uses actual activity data.
A newer thread connects that process to AI and channel data: connecting sales tools to AI, analyzing event badge scans, and running processing on owned hardware.
They also argue for annual price increases, deliberate ticketing, and white-glove support defined by concrete access and alignment.
Run MSP sales as a process, not a set of tips
Ian Richardson argues that MSP sales improves when it runs as a repeatable system with defined stages, metrics, and coaching checkpoints.
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The posts describe the MSP Sales Process™ as a method covering buyer identification, persona work, messaging, list building, calling, and pipeline tracking. They tie the method to data from more than 5 million dials and more than $100 million in MSP annual recurring revenue.
One post lays out six steps: identify the buyer, define the buyer persona, craft persona-based messaging, build follow-up templates and collateral, build and scrub a target list, then call the list and track readiness over months. Another describes packaging the process into a platform with training, repeatable activities, CRM tools through Membrain, competitive insights from Instinct, and automated activity reviews paired with coaching.
Prospecting is operational work: buyer, list, cadence, follow-up
Ian Richardson treats prospecting as a managed internal process, not something a vendor can fully own.
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The advice covers choosing a specific buyer, using market research and customer conversations to understand problems and beliefs, writing positioning and scripts, building a list by fit criteria, scrubbing bad fits, and calling the list. They warn that list methods are all roughly 30% junk and that delegating to a lead-generation company does not mean abdicating responsibility.
The process names buyers such as a clinic office manager or a manufacturer plant manager.
It recommends removing bad fits in months 1–3, building pipeline in months 4–6 by asking when prospects may be ready, and adding leads, follow-up, and health checks from month 6 onward.
Ian Richardson credits Carrie Lynn R. with sharing the prospecting method for a decade.
Disqualify early; a bad-fit deal can cost more than it pays
Ian Richardson argues that disqualification belongs at any stage of the funnel, not only at the start.
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A prospect that will not accept process and standards is likely to create delivery, support, and margin problems later. They frame walking away as a process decision that protects the team and the business.
Ian Richardson describes a six-figure endpoint installation project where the prospect wanted to use hardware from a vendor the MSP did not know.
The risks included no relationship for support and escalation, known out-of-box issues at volume, no distribution help, and unfamiliarity with the hardware stack.
They walked away despite the money on the table and now use the story to coach representatives through disqualification.
Ian Richardson argues that sales enablement should be built around what representatives actually do, not generic training alone.
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The posts describe a system that records repeatable activities, tracks missed steps and process drift, identifies strong or weak skills, and delivers coaching based on where a representative struggles.
A launch post describes a platform with a full training library, sales activities and reinforcement, CRM tools through Membrain, competitive insights from Instinct, and automated activity reviews paired with coaching. Examples include a Rep Profile, a Coaching Dashboard, and a Transcript Judgment system.
AI matters when it exposes process, not when it replaces coaching
Ian Richardson argues that AI fits sales coaching because AI is pattern recognition and a defined process generates patterns.
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The priority is to reduce manual data collection and analysis so a coach can spend more time coaching the human. The posts also connect AI use to control over data and infrastructure.
Ian Richardson describes using Model Context Protocol to connect ChatGPT or Claude to a Membrain instance, pulling focus areas, missed steps, and skill strengths or weaknesses before a coaching conversation. A separate post announces the purchase of GPU hardware so processing, storage, and analysis happen on owned infrastructure, citing data provenance and enterprise valuation.
Channel data can triage an event list before it reaches the CRM
Ian Richardson argues that event and channel data can help teams decide faster who needs outreach, who can go to a sales development representative, who belongs on a marketing drip, and who should be flagged as a concern before CRM import.
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The list is not just collected; it is analyzed.
At Pax8 Beyond26, Ian Richardson describes the FacInstinct List Analysis tool matching 66% of the companies presented, scoring list health, showing MSP maturity and intelligence signals company by company, and helping remove irrelevant badge scans. The post links the capability to sales, marketing, account management, and partner recruitment.
White-glove support means access, alignment, and no surprise billing
Ian Richardson argues that white-glove service is not a luxury label but a set of concrete operating choices: responsive human access, consistent account management, routine updates, coaching without extra charges, and product development steered toward representative productivity.
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At an earlier MSP, white-glove service meant technical staff answering every call, consistent account management and alignment sessions, and complimentary whole-office training. At Fox & Crow Group, Ian Richardson describes live staff access, coaching and guidance without nickel-and-dime bills, routine management updates, product steering, and work with Ty Barrett on a Discord bot that lets representatives query supported platforms.
Business operations are part of the same discipline
Several posts extend Ian Richardson’s process argument beyond sales to how the business is run.
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Priorities include pricing that covers inflation and staff raises, ticketing and issue tracking with categorization and RACI matrices, and infrastructure choices that protect data provenance.
One post argues against refusing all price increases and says annual service-cost increases should be normal.
Another describes finalizing ticketing and issue tracking at Fox & Crow Group, including ticket flow, categorization, RACI matrices, and seven development roadmaps.
The lesson: slow is smooth and smooth is fast.
A third announces local GPU hardware for processing, storage, and analysis.
What does Richardson mean by a repeatable MSP prospecting process?
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The post gives a concrete sequence and explains why steady work and listening matter.
Richardson lays out prospecting as a sequence: identify the buyer, research their problems and priorities, build targeted messaging and a prospect list, scrub poor fits, then call and track when prospects may be ready.
They advise adding other outreach methods once the team understands where an opportunity stands.
The detail makes the post more useful than a generic call to “do more prospecting”: it shows what the work involves over time.
For brands planning a campaign
For an MSP-focused sales-enablement webinar, use this sequence as the working agenda. Have attendees choose a buyer, draft a buyer profile, and identify how they will qualify and follow up with prospects.
See how Richardson applies sales process when revenue is on the line.
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This account shows the reasoning behind a decision to reject business, not just how to win it.
Richardson recounts turning down a large installation project after the buyer insisted on supplying hardware through a vendor their former MSP did not know.
They explain the operational risks—less control over support, escalation, supply, and the hardware standard—and say they use the experience to teach early disqualification.
The story shows how process can protect delivery even when a deal promises substantial revenue.
For brands planning a campaign
Use the story in a coaching session on qualification and disqualification. Ask reps to name their delivery standards and practice explaining when a customer request makes a deal a poor fit.
How does Richardson connect training to day-to-day sales work?
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The post describes the components they say support that connection and offers a starting point for evaluating their approach to coaching.
Richardson describes a sales platform built around training, repeatable activities, reinforcement, CRM workflows, competitive information, and automated review of sales activity paired with coaching.
They connect the approach to data from a call center and emphasize coaching based on where reps struggle rather than generic advice.
The post frames enablement as a process teams can observe and reinforce, rather than a one-off training session.
For brands planning a campaign
For a sales-enablement brief, ask Richardson to demonstrate how a prospecting method becomes observable activities and how managers use those signals to coach. Validate the underlying evidence and product capabilities before making performance claims.
What is Richardson’s view of outsourced lead generation?
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The post offers practical questions that reveal how they expect clients and providers to share responsibility.
Richardson asks whether expectations for a lead-generation partner are written down and discussed, whether the MSP reviews leads it fails to close, how actively it participates, and what other pipeline sources it uses.
Their line that delegation is not abdication captures the central point: a vendor cannot own the whole sales outcome.
The questions turn a complaint about lead quality into a shared review of responsibilities.
For brands planning a campaign
Use the questions in a vendor-review exercise or webinar segment. Have participants define lead expectations and identify what their own team must do after receiving a lead.
White-glove service as access, alignment, and support1
MSP sales process as a transferable system
Ian presents the MSP Sales Process™ as a repeatable, measurable method rather than a set of sales tips.
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The posts outline a defined sequence: identify the buyer, build a buyer persona, write messaging from that persona, build and scrub a target list, call the list, and track pipeline development over months.
They tie the method to data from over 5 million dials and more than $100M in MSP annual recurring revenue.
The process is also packaged into software and coaching, including activity review and reinforcement.
For brands planning a campaign
A B2B SaaS company targeting MSPs can pitch a webinar or coaching session on process-driven prospecting: Ian frames sales as an installable system with stages, metrics and coaching checkpoints, not a collection of individual tactics.
Ian lays out prospecting as operational work: define a specific buyer, such as a clinic office manager or plant manager; use market research and customer conversations to build the persona; craft positioning and scripts; build a target list by geography, industry, title, size and distance; scrub known bad fits; and call the list.
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They note that list methods are all roughly 30% junk and that months four through six should build pipeline before follow-up and health checks take over. They also warn that no lead-generation vendor can supply 100% of pipeline.
Numbered process steps, buyer-persona prompts, and a month-by-month calling cadence.
For brands planning a campaign
A sales enablement offer should include practical list-building and call-cadence templates. Ian’s audience is being taught to manage prospecting internally, not outsource pipeline entirely.
Ian uses a personal story about a six-figure endpoint installation deal to argue that disqualification belongs at any stage of the funnel.
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The prospect wanted to use hardware from a different vendor, which would have broken their standards for channel relationships, support escalation and hardware familiarity.
Ian walked away despite the money on the table and now uses the story when coaching representatives through the MSP Sales Process.
The lesson: bad business costs more than the revenue it brings.
The advice isn’t to avoid large deals: Ian describes walking away from one because the prospect wouldn’t accept process and standards.
For brands planning a campaign
A coaching session can use this story to teach disqualification criteria and margin-protection decisions, giving a B2B SaaS brand a concrete narrative that connects process discipline to revenue quality.
Ian describes using AI and Model Context Protocol to connect tools such as ChatGPT or Claude to Membrain, a sales process platform.
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The aim is to surface focus areas, missed steps, process drift and skill strengths or weaknesses before a coaching conversation.
They argue this suits AI because AI is pattern recognition and a defined process generates patterns.
The post also announces an MCP layer launch and early access partners, positioning AI as a way to reduce manual data collection so coaches can spend more time coaching people.
For brands planning a campaign
A sales enablement brand can propose a session on AI-assisted coaching workflows, keeping the pitch tied to process visibility and rep development rather than generic AI productivity claims.
Decision intelligence and list analysis for the IT channel
Ian posts about FacInstinct and Instinct, decision-intelligence tools for the IT channel.
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One use case is analyzing badge scans after an event such as Pax8 Beyond: matching companies, scoring list health, showing MSP maturity and intelligence signals, and deciding who gets high-touch outreach, SDR follow-up, marketing drip or a concern flag before CRM import. They describe Fox & Crow Group as building the channel’s only decision-intelligence platform and link the data set to sales, marketing, account management and partner recruitment.
For brands planning a campaign
A B2B SaaS company with event or channel data can approach Ian for a co-marketing or webinar angle on post-event list triage and channel intelligence. The posts offer a specific operational use case, not abstract data claims.
White-glove service as access, alignment, and support
Ian compares two versions of white-glove service.
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At an MSP, it meant technical staff answering calls, consistent account management and complimentary office training.
At Fox & Crow Group, it means live staff access for support, coaching without nickel-and-dime billing, routine management updates and product steering to support representative productivity.
They also mention working on a Discord bot tied into the platforms so representatives can query and get rapid support.
The recurring definition is responsive human access plus alignment, not a luxury label.
For brands planning a campaign
A services or software brand can frame a session around customer experience design, contrasting support promises with concrete operating choices: who answers, how often updates happen, and what’s included without extra billing.
Business operations: ticketing, pricing, and local infrastructure
Several posts cover running a business rather than selling to MSPs directly.
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Ian describes finalizing ticketing and issue tracking at Fox & Crow Group, including ticket flow, categorization, RACI matrices and development roadmaps, with the lesson that slow is smooth and smooth is fast.
Another post argues against refusing all price increases, saying annual service-cost increases should cover inflation and staff raises.
A third announces buying GPU hardware so processing, storage and analysis happen on Ian’s own infrastructure, citing data provenance and enterprise valuation.
For brands planning a campaign
A B2B SaaS company can use these posts to reach an audience interested in operational maturity, pricing discipline and data-control decisions, while keeping those topics distinct from the core MSP sales-process pitch.
Format and evolution: operator stories, product launches, and AI
Ian Richardson’s LinkedIn text posts mix numbered frameworks, direct questions, personal anecdotes, product screenshots, launch announcements and hashtags.
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Earlier-style posts center on lessons from owning and selling an MSP, such as walking from a deal, ticketing pain and white-glove service.
Later and recurring posts shift toward Fox & Crow Group products and platforms, including the MSP Sales Process™ platform, Membrain integration, Instinct list analysis and local GPU infrastructure.
The through-line is sales and marketing process for MSPs, with AI and data as newer delivery mechanisms.
For brands planning a campaign
A brand can ask for either operator-story content or product-adjacent technical content. The posts use both personal-lesson and product-launch formats, so brief Ian on which mode fits the campaign.
Ian Richardson's posts offer an insider's account of Fox & Crow Group: they describe its MSP sales and marketing services, MSP Sales Process platform and Instinct decision-intelligence product in first-person plural, and name Membrain.com as a partner.
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Other brands appear only as event or industry references, not commercial relationships.
Fox & Crow Group
Disclosed partnership
Ian's posts present Fox & Crow Group's services to MSPs—fractional sales and marketing management, campaign design, software and support—and its MSP Sales Process platform, speaking as "we" and "our team".
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They don't say whether Ian owns the company or works for it; ask them to clarify the relationship.
Ian calls Membrain.com "our partner" and explains that Fox & Crow built an MCP layer connecting AI tools to a Membrain instance, so a coach can pull focus areas for a sales rep without logging into separate dashboards.
Ian addresses people attending Pax8's Beyond26 event about the new FacInstinct List Analysis tool and how field marketing and sales teams can sort badge scans into outreach tiers.
In a post about buying GPU hardware to process data on the company's own machines, Ian names OpenAI as one of the AI providers whose handling of chat and API streams they say cannot be verified.
The same post names Anthropic alongside OpenAI as a provider whose data handling they say cannot be confirmed, arguing for running models on the company's own hardware.
Ian Richardson writes about running MSP sales as a defined process, not a set of tips.
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Start with posts on process-driven prospecting, disqualification, and coaching from actual activity data.
The work also covers channel intelligence, list analysis for event leads, AI-assisted process visibility, and business operations such as ticketing, pricing, and white-glove support.
For adjacent reading, Christina Brady, Steve Radford, and Andrew Wright also write about diagnosing sales performance, drawing on different sales environments and tools.
Both treat sales performance as something to diagnose before revenue deteriorates.
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Brady writes about predicting revenue leaks from behavioral and CRM data; Richardson covers missed process steps and coaching based on activity data.
Brady focuses on SaaS revenue teams and behavioral revenue intelligence. Richardson covers MSP sales processes, channel intelligence, and MSP operators.
Both argue that training events alone don’t create consistent behavior.
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They emphasize manager coaching, reinforcement, and systems that make good behavior repeatable.
Radford writes for field sales leaders broadly, focusing on coaching capacity and a diagnostic scorecard. Richardson focuses on MSP sales processes, calling cadence, and IT channel data.
Both diagnose sales problems by examining actual conversations and process leaks rather than relying on dashboard numbers alone.
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They cover weak next steps, pipeline leaks, and better coaching.
Wright’s posts address sales leadership across teams, focusing on questioning, objections, and follow-up. Richardson pairs MSP-specific processes with channel data tools and AI-assisted coaching.
Placement decision: the audience signals support using Ian Richardson for MSP-focused sales-enablement content, but they do not establish who is in that audience.
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The only measured audience figure available is their LinkedIn following — about 4,300 followers as of 9 October 2026, on the account where every post discussed here was published.
The posts provide no demographic breakdown by geography, age, gender, employer, job title, or seniority.
The page shows reach on one channel, not whether followers are MSP owners, sales leaders, or channel vendors.
The posts show a clear intended readership.
They cover the managed service provider channel for people who run or sell for MSPs and vendors selling through them: hiring and running a sales process that produced over $100M in MSP recurring revenue, disqualifying bad-fit deals, raising service prices, judging third-party lead-generation vendors, and coaching reps through tooling such as Membrain and Fox & Crow Group's Instinct and MSP Sales Process products.
Several posts address channel vendors directly — for example, one pitches Instinct to "a channel vendor selling to or through MSPs."
Another tells MSPs to "start turning down sales" and walks through a walk-away decision.
This points to the audience the writing targets, not who reads it.
For a B2B SaaS company building sales-enablement content for MSPs, that is a reasonable starting fit.
The subject matter and vocabulary (endpoint counts, margins, PSA ticketing, channel account managers, ICP fit) assume an MSP operator audience, which is the target for such a campaign.
Audience composition and depth remain unverified, a consequential gap for a webinar or coaching session, where you are buying attention rather than just association.
Ask they for recent results from comparable work — a webinar or coaching session on process-driven prospecting or disqualification — including registration and attendance numbers, plus any audience survey or campaign reporting on follower or attendee geography, company size, and job role.
Also ask for reach and engagement figures on the specific posts about prospecting and disqualification, so you can compare a top-of-funnel post with a deeper process post.
If no survey or campaign reporting exists, treat the audience as topical rather than measured and plan the webinar around qualified invitation lists you bring, not their existing following.
LinkedIn followers
4,322
Ian Richardson's LinkedIn profile (linkedin.com/in/ianalexanderrichardson), the account that published all reviewed posts · 2026-10-09
Ian Richardson's posts show Fox & Crow Group selling to MSPs and channel vendors, not promoting a brand-sponsorship or creator-partnership programme.
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The commercial offers are sales and marketing services for MSPs—fractional management, campaign design, software and support—and products including the MSP Sales Process platform, the Instinct decision intelligence platform, and a Model Context Protocol layer built with Membrain.
The posts publish no sponsorship policy, rate card, media kit, audience specification for paid placements or partnership inquiry route, and none documents a brand sponsoring their own channels.
Buyers considering a paid placement or co-marketing arrangement should contact Fox & Crow Group directly to ask about formats, audience data, scope, deliverables and terms.
Good fit: a B2B SaaS company selling sales-enablement, CRM, or sales-process software to managed service providers, looking for a webinar or coaching session on process-driven prospecting and disqualification.
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Ian Richardson’s published work is built around exactly that material.
The prospecting post lays out a sequence a team can run — pick a specific buyer such as a clinic office manager or a plant manager, build the buyer profile from market research and current customer conversations, write positioning and scripts from it, build and scrub a target list, call the list, then track when prospects expect to be ready to talk — and sets a month-by-month cadence.
The disqualification story is a worked case: a six-figure endpoint installation where the prospect insisted on supplying hardware through a vendor outside Richardson’s standards.
The team walked away because support escalation, supply, and hardware familiarity would have been out of its control.
Richardson says the story is used to coach representatives through the MSP Sales Process.
A third strand connects the method to tooling — a training library, repeatable activities, reinforcement, CRM workflows, and automated review of rep activity paired with coaching — built on data they link to a call centre that ran over five million dials and to more than $100M in MSP recurring revenue.
The writing addresses MSP owners and sales leaders on margins, endpoint counts, PSA ticketing, channel account managers, and ideal-client fit; several posts speak directly to channel vendors.
For a webinar or coaching session, the posts show about 4,300 LinkedIn followers but no demographic or campaign data.
Plan around qualified invitations you bring, and ask for registration, attendance, and satisfaction numbers from comparable sessions before committing.
Commercial terms are not published, so ask Fox & Crow Group to scope the engagement and provide pricing before booking rather than treating it as a standing paid placement.
When to choose a specialist
Poor fit: a consumer or lifestyle brand, or any advertiser buying broad reach through a paid sponsored placement with a published rate card.
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Richardson’s posts focus on MSP channel sales — prospecting process, disqualification, sales coaching, list analysis for event badge scans, ticketing, service pricing, and local GPU hardware bought for data control.
They are written for people who sell to or through managed service providers and assume that vocabulary.
A campaign whose success depends on general consumer attention, entertainment-style content, or a large lifestyle audience would be buying an audience the writing does not address.
The posts document no sponsorship formats, rate card, media kit, audience specification for paid placements, or partnership inquiry route, and none shows a brand sponsoring these channels.
The account that published every post has about 4,300 followers, so it is a poor choice for a reach-led sponsor buy.
The same caution applies to generic AI productivity thought leadership detached from sales process and rep coaching.
Richardson’s AI material focuses on process visibility, missed steps, drifting skills, and coaching conversations, not open-ended technology commentary.
A worked campaign example
Worked example: a 60-minute webinar plus a follow-on coaching session for an MSP sales-enablement audience, pitched as “Qualify out faster: putting a disqualification checkpoint into your MSP sales process.”
The angle draws on the strongest material in Richardson’s posts.
The walk-away story and step-by-step prospecting sequence reinforce each other: a process only holds if reps know where to stop.
Build the session in four parts.
First, walk through the prospecting sequence live — choose the buyer, draft the buyer profile, write one positioning statement and one call opener, and build a five-line target list.
Second, use the six-figure installation decision as the case study and ask attendees to name their own delivery standards, the requests that would break them, and the sentence they would use to decline.
Third, work through the five third-party lead-generation questions as a self-assessment: are expectations written down, have they been discussed with the provider face to face, does the MSP review leads it failed to close, how much does it participate, and what other pipeline sources exist.
Fourth, show how a manager can tell whether the process is being followed: review activity and coach where a rep is struggling, as Richardson describes in the tooling built around the method.
Deliverables: a one-page disqualification checklist, the buyer-profile worksheet in a completed and a blank version, and a short recording for internal training.
Success measures: registrations and attendance against the invitation list, checklist completions, and a 30-day follow-up survey asking how many attendees used the checklist on a live deal.
Before booking, confirm that Richardson can carry the session to an audience beyond the account’s own following, and ask for verifiable specifics to support the coaching and revenue figures.
Choose Christina Brady for a general B2B revenue audience rather than MSP owners, when the goal is to diagnose revenue leaks across a stack the company already owns.
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Brady’s posts address companies that run an LMS, CMS, CRM and conversation-intelligence tools yet still miss quota.
They argue that taking a quarter or two to fix data, lead routing, attribution and CRM adoption before adopting anything else leaves the business unprotected while reps keep making the same mistakes.
That’s a stronger starting point than Richardson’s material for a webinar persuading revenue leaders to work on revenue protection alongside admin projects, or a pitch about finding risk inside live deals rather than generating new pipeline.
Brady’s posts do not mention managed service providers, PSA ticketing, endpoint margins or channel account managers, so they lack the buyer vocabulary that makes Richardson’s material land with an MSP audience.
They also offer no rep-level prospecting sequence or disqualification example.
A session built around a checklist reps can use the following Monday or when to walk away from a deal would therefore lack the concrete process and worked case that make Richardson specific.
Choose Steve Radford when the audience is sales leaders and front-line managers at the company doing the selling, and the problem is reinforcement rather than prospecting mechanics.
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Radford’s posts argue that most teams have a system problem, not a training problem, and that consistency comes from shared sales language, clear behavioural expectations, consistent manager conversations and reinforcement built into the rhythm of the business.
They name the constraint directly: managers already carry briefings, reporting, recruiting, onboarding and travel, which is why coaching drifts.
That framing fits better than Richardson’s when the deliverable is a management-side diagnostic, a session on why one-off workshops fade, or content for the buying company’s own enablement team.
Radford writes about coaching capacity and reinforcement systems in general, but publishes no MSP-specific prospecting sequence, target-list build or disqualification checkpoint.
A session on those mechanics would need to be rebuilt.
The posts present arguments in bulleted lists rather than walking through a single deal, leaving less to show on screen.
Radford also points to their own scorecard as the next step, shifting part of the session toward that diagnostic rather than the buyer’s process.
Choose Andrew Wright when the session is about diagnosing why a sales team is missing, not installing a new prospecting routine.
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Wright’s posts describe listening to actual rep-buyer conversations, watching where buyers lose interest, tracking repeated objections and judging whether follow-up gives the buyer a reason to continue.
They explicitly warn against diagnosing a sales problem from the numbers alone.
Wright also frames the second half of the year as a response to small leaks — vague next steps, soft buyers, proposals with no decision path — rather than more activity.
That fits better than Richardson’s material for a coaching workshop on call review and forecast honesty for sales leaders, or a diagnostic of an existing team rather than a webinar that hands out a prospect list and disqualification checklist.
Wright’s posts contain no MSP channel material: no PSA, channel account manager, margin or list-building mechanics, and no qualification or disqualification step a rep can apply to a named buyer.
The writing is reflective and principle-led, naming example categories rather than working through a single six-figure deal.
A session based on it would have less to show and hand over.
This page draws on the full text of 11 LinkedIn posts published from the account carrying Ian Richardson's name.
Together they cover MSP prospecting process, disqualification, sales coaching, third-party lead generation, event list analysis, service pricing, internal ticketing, and local hardware for data control.
The posts did not include individual publication dates; the account was observed on 9 October 2026.
No books, shows, earlier career material, audience demographics, campaign performance, or published commercial terms were available, and visual assets mentioned in the posts could not be inspected.
The overview, ideas, relationships, discovery, and fit sections reflect those limits.
