Joe Markert writes about helping managed service providers strengthen customer success, build better client partnerships, and guide customers on AI, security, and governance.
Joe Markert is most useful for practitioner writing and speaking on MSP customer success, growth, and responsible AI adoption.
Best for
MSP-focused customer success platform, education program, or channel event wanting a practitioner contributor.
Not for
Consumer or broad-market software brands seeking paid high-volume reach and impression campaigns.
Key takeaways
Customer success can run as six disciplines: Strategy, Health, Deliverables, Process, People, Technology.
AI adoption makes security, governance, and compliance sellable rather than postponable costs.
Conference returns come from relationships; arrange meetings before arrival and prioritize conversations.
Check first: Confirm scope, terms, recent audience data, and speaking history before contacting them.
Main ideas
Customer success should be an operating system an MSP can run, not another framework · AI adoption is what finally makes security, governance and compliance sellable · Vendors should raise the bar for MSPs rather than simplify products to meet them
Joe Markert writes about how managed service providers can become stronger business partners to their clients.
Their work is associated with MSP to MVP: Building Unbreakable Partnerships in the Customer Success Era: they say they tested its ideas in client environments for two years and contributed an essay, “The Two Chasms.”
Their posts connect customer success to practical MSP work, including helping clients adopt AI responsibly and building relationships across the channel community.
Markert links broad business arguments to actions MSPs can take.
In discussing MSP to MVP, they present six disciplines—Strategy, Health, Deliverables, Process, People, and Technology—as a connected operating system, and argue that client outcomes matter more than uptime or tickets closed.
On AI, they reframe security, governance, compliance, and data readiness as prerequisites for customers seeking to use AI, rather than costs they can postpone.
A conference post offers practical community advice: arrange meetings before arrival and prioritize conversations over filling the session schedule.
These examples make their writing useful to readers interested in customer success, MSP growth, responsible AI, and channel relationships.
Joe Markert writes about managed service providers (MSPs) as someone who says they have done the work, not just observed it.
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Across four posts, one argument recurs: the industry needs fewer frameworks and opinions and more models that hold up when clients are messy, adoption stalls and strong technical work still leaves customers seeing an MSP as replaceable.
Markert urges MSPs to sell business outcomes rather than uptime, argues that AI adoption finally makes security and governance sellable, and says vendors should raise MSPs’ ambitions rather than water down products.
The posts are short, list-driven and end with a direct invitation: a comment keyword, a direct message or a note that they’ll be at a specific event.
Customer success should be an operating system an MSP can run, not another framework
Markert argues that the industry has no shortage of opinions or frameworks; it needs models that survive contact with reality: messy clients, stalled adoption and value that is not obvious.
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Their answer is six disciplines—Strategy, Health, Deliverables, Process, People and Technology—treated as one connected operating system rather than separate initiatives. Markert says they developed this view by living the work in client environments over two years, not by reading about it, and puts customer success at the centre of how an MSP operates, not in a talk track.
In Markert's post on Chris Day's book MSP to MVP: Building Unbreakable Partnerships in the Customer Success Era, Markert says they spent two years testing the book's ideas in client environments and contributed an essay called "The Two Chasms," then names the six disciplines and calls them one operating system. Markert quotes the book line that reliability is "the price of entry, not the differentiator" to argue that uptime and ticket counts no longer distinguish an MSP.
Markert contrasts the written framework with the work behind it: they say they arrived at their position by living the work that became the book, not by reading it. Practical client experience, they suggest, is what makes a customer-success model credible.
AI adoption is what finally makes security, governance and compliance sellable
Markert argues that AI may be the biggest gift the MSP industry has received in a decade—not because it replaces security, but because it finally makes security sellable.
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For years, MSPs warned clients that they needed better security, governance and compliance; clients nodded and moved on.
Now clients ask how to use AI, making the same foundation mission critical and turning costs into prerequisites.
Markert sees that reframing as a chance for MSPs to reclaim the trusted-advisor role, guiding customers toward responsible AI rather than simply building AI solutions.
The post captures the shift in two lines—"Yesterday they were costs.
Today they're prerequisites."—and closes by asking readers to comment "REFRAME" for help repositioning.
Markert tags the post with responsible AI, security, compliance and customer success.
Vendors should raise the bar for MSPs rather than simplify products to meet them
Markert draws a line at vendors who strip solutions down to "meet MSPs where they are."
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Their counter: MSPs want more, want to improve and want to delight their clients and teams, so tools should extend what they can do.
When Markert backs a product, they name its specific value in their own terms, credit the team and invite direct messages from people evaluating it.
The same stance informs their criticism of cautious simplification over ambition.
Backing the team at Lexful, Markert praises them for letting MSPs be what they know they can be, using the phrases "denoise the environment" and "bring the signals to the fore," and says they are always happy to take direct messages from people kicking the tyres. Markert's endorsement is a public one attached to a named vendor and an open inbox, not a general comment about the category.
Conference return comes from relationships, and networking can be taught as steps
Markert argues that people attend conferences for the content but return for the relationships: the content is usually online later, but the conversations aren’t.
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They turn that belief into repeatable tactics, encouraging readers to create conversations before, during and after the agenda instead of trying to cover the floor.
Markert offers first-time conference attendees five steps: network on LinkedIn the week before by liking and commenting on posts from people who say they’re going, and by direct messaging them; choose only sessions that will move the business forward; spend time in the highest-traffic lobby or coffee bar instead of chasing step count; never eat alone, and ask vendors about dinners, happy hours and invite-only gatherings; and take one lap through the lobby or bar after the agenda ends. Markert says they’ll be at GTIA ChannelCon in San Diego and invites comments or direct messages.
A consistent format: short practitioner posts built around a single usable takeaway
Markert’s posts share a short, structured style: a checklist, numbered moves or a contrast between old and new thinking, anchored by a quotable line.
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They write as a practitioner, testing ideas in client environments, collaborating with vendor teams and drawing conference advice from their own habits. Nearly every post ends with something readers can do next.
Three of the four posts close with a direct invitation: comment "REFRAME" for help with AI positioning, send a direct message about the Lexful evaluation, or message Markert at GTIA ChannelCon. The book post points readers to a virtual launch on September 30 hosted by Chris Day and Luis Giraldo.
Answers the question "What does this person actually advocate for MSP growth?"
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Start here for the clearest statement of the operating model and the customer-success vocabulary running through the other posts.
In a launch post for Chris Day's MSP to MVP: Building Unbreakable Partnerships in the Customer Success Era, Markert says they spent two years testing the book's ideas in client environments and contributed an essay called "The Two Chasms."
The post names six disciplines — Strategy, Health, Deliverables, Process, People, Technology — and treats them as one operating system rather than six separate initiatives.
Their framing: reliability is "the price of entry, not the differentiator," and the next generation of MSPs will be judged on client business outcomes rather than uptime or tickets closed.
For brands planning a campaign
A partnership or speaking pitch can center on operationalizing customer success rather than generic thought leadership. Concrete talking point: the six disciplines as a diagnostic framework an MSP can run against its own client base.
Answers "How does this person engage the MSP community in person?"
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Start here for the practical, event-floor perspective a partnership team would see up close.
Tactical advice for first-time conference attendees: network on LinkedIn before the event, pick sessions for relationship value rather than content, station yourself in the highest-traffic hotel lobby or coffee bar, ask to join vendor dinners, and treat the post-agenda lobby as the real networking venue.
The post invites readers at GTIA ChannelCon in San Diego to send a direct message or leave a comment.
Markert says relationships bring people back, since the content is online later.
For brands planning a campaign
Event activation fit: a pre-conference outreach sequence, an in-booth conversation strategy, and a speaker slot that gives attendees a usable networking playbook.
Answers "What kind of vendor collaboration does this person publicly back?"
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Start here to see the tone of a public endorsement and the tooling category it covers.
Markert praises Lexful for raising MSP ambitions instead of "dumbing solutions down to 'meet MSPs where they are'," uses the phrases "denoise the environment" and "bring the signals to the fore," and says direct messages are open to people evaluating the platform. The post shows how they position vendor relationships: around teams that push MSPs to do better for clients and staff.
For brands planning a campaign
Co-marketing or testimonial angle for MSP tooling vendors, especially those pitching signal-over-noise. Verify product claims independently before repeating an endorsement as fact.
Format and stance: short, list-driven practitioner posts4
Customer success as an operating system for MSPs1
Reliability is the entry price, not the differentiator1
AI as the reason clients finally buy security and governance1
Vendors should raise the bar for MSPs, not simplify for them1
Conference networking taught as repeatable steps1
Customer success as an operating system for MSPs
Markert's most detailed post covers Chris Day's book MSP to MVP: Building Unbreakable Partnerships in the Customer Success Era.
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They say they spent two years helping test it in live client environments and contributed an essay, “The Two Chasms.”
They draw out the Six Disciplines — Strategy, Health, Deliverables, Process, People, Technology — as one operating system that turns customer success from a talking point into something an MSP can run.
The industry, they argue, needs models that hold up with messy clients, stalled adoption, and MSPs whose technical work is solid but still read as replaceable.
For brands planning a campaign
For a customer-success or MSP-growth campaign, Markert is a useful speaker or writer who moves beyond framework talk to explain how the disciplines work day to day. Platform-only posts are unlikely to travel far: they want real client scenarios and success metrics tied to business outcomes.
Reliability is the entry price, not the differentiator
Markert quotes and endorses the book's line that “reliability is the price of entry, not the differentiator,” and predicts the next generation of MSPs will be measured by their clients' business outcomes, not uptime or tickets closed.
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They say this view comes from doing the work, not reading about it.
For brands planning a campaign
Uptime, response time, and ticket metrics are treated as baseline, not a selling point. A campaign with Markert should bring evidence of client outcomes and adoption, and explain how a tool or service changes what a client's business achieves.
AI as the reason clients finally buy security and governance
Markert argues AI may be the biggest gift the MSP industry has received in a decade, not because it replaces security but because it finally sells it.
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For years, they say, the pitch was a stick — better security, governance, compliance — that clients acknowledged and ignored.
Now clients ask how to use AI, making the same foundation mission critical.
They frame security, governance, compliance, and data readiness as prerequisites rather than costs, and cast MSPs as trusted advisors guiding customers toward Responsible AI.
The post asks readers to comment a keyword to get help with the reframing.
For brands planning a campaign
This is Markert's sharpest AI-adoption angle and a strong talking point for an AI or security campaign: compliance spend reframed as what makes AI possible. The comment-keyword call to action also suits gated follow-up or lead capture.
Vendors should raise the bar for MSPs, not simplify for them
In a post backing the team at Lexful, Markert says they like collaborating with teams that break barriers and add value to the MSP landscape.
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They criticise vendors who “dumb solutions down to 'meet MSPs where they are'” and argue that MSPs want more, want to improve, and want to delight their clients and teams. They credit Lexful with denoising the environment and surfacing the signals that matter, and invite direct messages from anyone evaluating the product.
Markert evaluates a tool in use, credits the team by name, describes its specific value in their own terms, then invites people considering it to contact them.
Markert draws a line at simplification: vendors who lower the ceiling to meet MSPs where they are get pushback, not praise.
For brands planning a campaign
Markert publicly endorses tools they have worked with and invites prospects to contact them directly. That makes them a plausible partner for a vendor seeking peer credibility in the MSP community, provided the content respects the audience's ambition rather than pitching a stripped-down product.
Markert's conference post offers practical tactics for attending an unfamiliar event: network on LinkedIn the week before by liking, commenting on, and direct-messaging posts from people who say they are going; choose only sessions that will move the business forward; find the highest-traffic spot in the hotel or convention centre and stay there instead of walking the floor; never eat alone, and ask vendors about their dinners, happy hours, and invite-only gatherings; then take one lap through the lobby or bar after the agenda ends.
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The closing point: people come for the content but return for the relationships — the content is online later, the conversations are not. Markert says they will be at GTIA ChannelCon in San Diego and invites comments and direct messages.
Pre-event LinkedIn outreach, selective session choices, staying in high-traffic areas, vendor dinners and happy hours, and a post-agenda lobby lap.
For brands planning a campaign
For an event, channel, or partner-marketing campaign, Markert offers practical attendance guidance and a public invitation to connect by DM at conferences.
They are likely to promote a dinner, booth, or meeting if a relationship exists.
Their format is short, numbered, take-away-heavy advice rather than long-form commentary.
Format and stance: short, list-driven practitioner posts
Markert writes short LinkedIn posts built around checklists, numbered points, and a single quotable line.
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They present themselves as a practitioner, not an observer: they tested book ideas in client environments over two years, collaborated with vendor teams, and shared conference advice drawn from their own habits. Each post ends with a direct invitation: a comment keyword, a DM, or a note that they are attending a specific event.
For brands planning a campaign
Content with Markert should be short, concrete, and built around actionable steps or distinctions, with a clear next step at the end. They want firsthand experience of a product or programme before speaking or writing about it, so scripts based only on marketing copy are unlikely to hold up.
Joe Markert's posts document two brand connections: a contributed essay to a customer-success book associated with ScalePad's team, and a stated collaboration with Lexful, an MSP-focused vendor.
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Neither post describes a contract, payment, or ongoing commitment; ask about the terms of each relationship.
ScalePad
Disclosed partnership
Markert contributed an essay titled "The Two Chasms" to Chris Day's book MSP to MVP: Building Unbreakable Partnerships in the Customer Success Era, which they associate with the ScalePad team.
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They describe two years of testing the book's ideas in client environments and pushing back on assumptions, and congratulate Chris Day and ScalePad on the release.
Original disclosure
I'm proud to have played a part, and even more excited to see what happens when more MSPs start operating this way.
Markert says they collaborate with Lexful, describing the company as a team trying to help MSPs "denoise the environment" and surface signals for clients.
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They praise the team's work and invite readers to send them direct messages if they are evaluating the product. Ask Markert to clarify their exact role in the relationship.
Original disclosure
I love collaborating with a courageous team seeking to break barriers and bring value to the MSP landscape.
Joe Markert's thinking lives in short LinkedIn posts; the fastest way in is to follow one thread at a time.
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Begin with customer success: their account of Chris Day's MSP to MVP book, the six disciplines, and the argument that reliability is now the price of entry rather than the differentiator sets up much of what they say elsewhere.
From there, read the AI post, where they argue that clients asking how to use AI makes security, governance, and compliance sellable, and that MSPs should reclaim the trusted-advisor role.
Two lighter threads round out the picture: a five-step guide to attending an unfamiliar conference, and an endorsement of the Lexful team that shows how they evaluate and back a product, including their line that vendors should raise MSPs' ambition rather than simplify products down to meet them.
Almost every post ends with an action — a comment keyword, a direct message, or an event they will attend — so the comments and follow-up posts are part of the work.
Readers interested in managed services, AI adoption, and channel relationships can start with the three creators below.
Both write for the managed-services and channel audience about where AI adoption creates security and governance work, in a direct practitioner voice rather than vendor marketing language.
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They push readers past the tool question toward what has to change in how a business operates.
Sorensen works at the risk and infrastructure layer — data centre concentration, shadow AI, SEC materiality — and addresses security and risk leaders deciding how to govern. Markert stays at the business layer, focused on how an MSP sells, runs customer success, and positions security as what makes AI possible.
Both publish tactical, structured guidance for MSPs about running client relationships, drawing on field experience rather than abstract frameworks — Collins through a detailed quarterly business review structure, Markert through the six disciplines and their two years testing them in live client environments.
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Collins's most developed material covers the mechanics of the QBR and a personal account of rebuilding a sales career after a rejection, emphasizing account management execution and individual resilience. Markert writes more about customer success as a whole operating system and how AI is changing what MSPs have to sell.
Both address MSP partners on AI readiness and security positioning, arguing that people and judgment remain central as AI takes on more routine work.
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They frame AI governance and identity fundamentals as things partners should build into how they operate, not as one-off projects.
Hodges writes partner-facing posts about Barracuda's own AI and identity-security positions, explaining capabilities such as Barracuda IQ and Managed XDR. Markert writes as an independent practitioner, backing tools they say they have used and criticizing vendors that simplify products instead of raising MSPs' ambition.
Joe Markert has 4,755 LinkedIn followers as of October 8, 2026, and posts about MSP growth, customer success, responsible AI, security, governance, and partner collaboration.
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Their content includes conference networking advice, an MSP-to-MVP operating model with six disciplines, an argument that AI creates a sales opening for security and compliance work, and collaboration with a vendor team.
For a partnership or speaking opportunity targeting MSP leaders, ask for recent LinkedIn audience demographics, follower growth, and engagement by topic and format.
If those are unavailable, request event attendance or survey data showing roles and company sizes.
The four posts show how Markert works alongside vendors and event audiences, but don't specify paid-placement terms.
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Markert contributed an essay titled "The Two Chasms" to Chris Day's book MSP to MVP: Building Unbreakable Partnerships in the Customer Success Era, describing two years spent testing the book's ideas in real client environments before promoting the release.
Markert also credits Lexful, a team described as a collaborator working to surface signals for MSPs, and invites direct messages from people evaluating that work.
At conferences, Markert asks people to make contact before arriving rather than on the show floor.
Buyers should treat these as observable collaboration patterns with real lead times, not as a published menu of purchasable packages.
Essay contribution and book or launch co-promotion
Buyer requirement
Plan for a long runway.
Markert describes a two-year front-row seat testing the ideas that became Chris Day's MSP to MVP in live client environments, contributing an essay, then promoting the book's release and virtual launch.
A vendor arranging this kind of contribution should involve them while the ideas are still being tested and provide launch material specific enough to share with their audience.
Public endorsement of a partner team
Buyer requirement
Expect hands-on use before advocacy.
Markert's post about Lexful explains what the team is trying to do for MSPs and invites direct messages from people evaluating the product.
A vendor seeking similar public support should plan for a working collaboration period first, with any visible endorsement grounded in concrete experience rather than a marketing claim.
Conference meetups arranged by direct message
Buyer requirement
Start the conversation before the event.
Markert advises first-time conference attendees to watch LinkedIn the week before, comment, send a direct message, and arrange a coffee in advance.
Their GTIA ChannelCon post follows that pattern, inviting messages and comments from attendees.
Buyers seeking a presence at a specific event should make contact weeks ahead and expect an informal meeting about the work, not a scripted pitch.
Yes, if the work is built around firsthand experience. Approach Joe Markert as a practitioner contributor for a session, workshop, or launch partnership rather than as a paid reach buy.
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Brief
An MSP-focused customer-success platform, MSP education program, or channel event wants a partner or speaker on MSP growth, customer success, and AI adoption, and is deciding whether to approach Joe Markert.
Reasons
The customer-success brief is the closest match to the most detailed evidence available. Joe Markert spent two years testing the ideas behind Chris Day's MSP to MVP: Building Unbreakable Partnerships in the Customer Success Era in live client environments, contributed an essay to it ("The Two Chasms"), and explains the Six Disciplines — Strategy, Health, Deliverables, Process, People, Technology — as one operating system rather than six separate initiatives. That is material for a talk or a book-adjacent partnership grounded in real client work.
There is a specific AI thesis to build on, not general commentary. Joe Markert argues that AI does not replace security, it finally sells it: clients who nodded at security, governance, and compliance advice now ask how to use AI, which turns those foundations from costs into prerequisites and puts MSPs back in the trusted-advisor role around responsible AI. A campaign on AI adoption can be organised around that argument.
Joe Markert's posts show vendor collaboration on their terms. The Lexful post credits the team by name, states the value in their own words ("denoise the environment," "bring the signals to the fore"), and invites direct messages from people evaluating the product. A vendor gets peer credibility from that pattern, provided a real working period comes first.
Event work fits. Joe Markert posts ahead of GTIA ChannelCon in San Diego, invites comments and direct messages from attendees, and publishes a repeatable conference playbook — pre-event LinkedIn outreach, selective sessions, sitting in the highest-traffic hotel or convention-centre spot, vendor dinners, a post-agenda lobby lap. A channel event can give the audience a usable takeaway and get an in-room presence from someone who already works that room.
Joe Markert's format is easy to brief. Posts are short, list-driven, and end with one clear next step: a comment keyword, a direct-message invitation, or a note that they will be at a named event. A campaign can supply raw material and expect usable posts without commissioning long-form ghostwriting.
Conditions
No rates, media kit, sponsorship policy, partnership inquiry page, or terms for paid placement appear in Joe Markert's posts. Ask about scope and terms directly rather than assuming a package exists.
The only audience number available is 4,755 LinkedIn followers, observed 8 October 2026. Their posts provide no engagement rates, demographics, seniority, employer type, or geography, so MSP decision-maker fit is unproven. Request recent audience data before committing budget.
Joe Markert's posts document conference presence and DM-friendly contact, but not paid speaking engagements or a formal speaker history. Ask for speaking terms and examples of past engagements.
Four posts are a thin base for predicting a multi-part campaign. Treat the first collaboration as a test.
When to choose a specialist
Poor fit. Decline, or reframe the brief around a smaller number of posts grounded in actual product use.
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Brief
A consumer or broad-market software brand wants a paid, high-volume promotional push: several scripted posts in a fixed four-week window, measured mainly on follower reach and impressions, with the message simplified so that any MSP owner understands the product in one line.
Reasons
The reach case is weak. The only audience figure in Joe Markert's posts is 4,755 LinkedIn followers, with no engagement or demographic data. A campaign priced and measured on impressions has nothing to compare against, and Joe Markert's posts give no sign that the following skews toward MSP buyers.
Joe Markert writes from use, not from a script. The book post says plainly that the view came from living the work that became the book, not from reading it. The Lexful post credits the team and names the value in their own terms. A campaign assembled from marketing copy asks them to speak about something they have not tested, the opposite of the pattern in their posts.
The simplification instruction runs straight into a stated objection. A post backing Lexful criticises vendors who "dumb solutions down to 'meet MSPs where they are'" and argues that MSPs want more, want to be better, and want to delight their clients and teams. A campaign whose central message is a stripped-down pitch asks for exactly the approach Joe Markert publicly pushes back on.
Volume is unproven. Four posts are the whole evidence base, with no visible high-frequency posting habit; the format is considered, medium-length pieces with one next step. This evidence does not support a fixed schedule of multiple scripted posts in a short window.
Joe Markert's visible collaboration pattern is organic endorsement after use, not disclosed paid placement. Forcing the second model onto the first risks a mismatch that reads badly to an MSP audience familiar with their posts.
A worked campaign example
Angle
Reframe customer success from something MSPs talk about into an operating system they can run, and use AI-driven client demand as the reason the work matters now. The spine is the Six Disciplines; the hook is the shift in what clients ask for.
Brief
A customer-success platform or MSP education program wants Joe Markert for a 30-minute session plus two co-posts around an MSP channel event, and needs an outreach plan and talking points.
Next step brief
Ask the platform for its own data before the approach: recent audience demographics, follower growth, and engagement by topic, plus the specific client outcome the session should teach. If the audience data does not show MSP owners and technical leaders, the session idea still works, but the outreach should promise relevance rather than audience match. Also settle whether the platform will fund a two-post test before any larger commitment; the four posts here support one careful collaboration, not a season of content.
Outreach sequence
Six to eight weeks before the event, make contact through LinkedIn direct message — the channel Joe Markert says they watch before conferences. Reference one specific post, such as the MSP to MVP launch piece or the post on AI and responsible AI. Do not open with a rate card or a follower-count pitch.
Offer something Joe Markert can put to work in their own client environments first, with a defined usage period. Be explicit that the public content can describe what they observed rather than what the deck claims.
Supply raw material: messy client scenarios, adoption data, what changed for the client's business, and the outcomes that persuaded a sceptical buyer. No scripts.
Agree on two co-posts in Joe Markert's format — short, numbered, with one clear next step. The first announces the session with a practical takeaway; the follow-up repeats the lobby-and-DM invitation. A comment-keyword call to action fits how they already post and works for gated follow-up.
Confirm deliverables, dates, usage and terms in writing. Ask directly for rates and disclosure requirements; no public rate card or sponsorship policy appears in Joe Markert’s posts here.
Talking points
Lead with measurement: reliability is the price of entry, not the differentiator. The next generation of MSPs will be judged on client business outcomes, not uptime or tickets closed.
Treat the Six Disciplines — Strategy, Health, Deliverables, Process, People, Technology — as one operating system, tested in real client environments over two years, not six parallel projects.
“Yesterday they were costs. Today they're prerequisites.” AI adoption is why clients finally fund security, governance, compliance and data readiness, with the MSP as the trusted advisor guiding responsible AI.
Denoise the environment: surface signals that show where a client’s business is heading instead of adding another dashboard.
Turn the audience into the exercise: run Joe Markert’s conference playbook — contact people on LinkedIn the week before, choose sessions for relationships rather than content, camp in the highest-traffic spot, never eat alone, and take one lobby lap after the agenda.
Choose Roger Collins when the need is the sales and customer-success mechanics an MSP owner actually has to run, rather than AI.
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The quarterly business review post lays out a seven-part agenda — business update, executive summary, security review, service experience review, strategic roadmap progress, risk review, recommendations — and gives worked phrasing for reporting security numbers ('We blocked 4219 malicious emails this quarter; two users clicked phishing links, but MFA prevented credential compromise') and for reading ticket trends as outcomes rather than volumes. The other post is a first-person account of a hiring rejection, the reply sent back, and the results that followed at a later employer, which gives a session a concrete personal arc about handling no and proving people wrong.
Joe Markert's posts do not cover AI adoption or say they contributed to a book, created a named framework, or collaborated with a vendor on a multi-part campaign.
The posts offer individual-contributor sales and account-management coaching, not an MSP-wide operating model.
Their rejection story quotes an employer's hiring feedback, which a brand would need to handle carefully on stage.
For an event on responsible AI and customer-success transformation, Markert's tested Six Disciplines offer the stronger spine; Roger Collins is the sharper pick for a session specifically about running better QBRs and selling business outcomes.
Choose Dan Sorensen when the audience is security and AI governance decision-makers rather than people focused on MSP growth.
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One post maps AI risk to the physical layer — where US data centers and power projects sit, tracked from first permit to completion, with concentration and grid-dependency questions a risk team can act on.
The other argues that traditional data loss prevention sits at the perimeter and cannot see shadow AI running in browsers and approved apps, and that an employee uploading customer data to a chatbot can put an organisation days away from an SEC materiality filing.
For a session on AI governance, third-party risk, or critical-infrastructure dependency, that supplies a concrete and non-obvious question list.
The material shifts the campaign toward CISO-level risk and regulatory exposure, away from MSP growth, customer success, and channel partnerships.
There is no customer-success framework or described client outcome on which to build a partnership story.
Joe Markert covers the MSP operating model and an AI-adoption argument in one voice; Dan Sorensen is the better choice for an audience of security leaders focused on where AI risk actually lives.
Choose Michelle Woodward Hodges for a channel-facing, security-vendor point of view on AI and identity.
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One post reports what partners say they want: practical AI applications that improve security and simplify operations, AI readiness treated as a counterpart to cybersecurity readiness, and AI fluency built without chasing every new capability, with human judgement kept in the loop. The other turns that into sellable work — reviewing privileged, inactive and third-party accounts, strengthening authentication with MFA and SSO, applying least privilege through IAM and PAM, continuously monitoring login behaviour, and treating identity and access as an ongoing managed service rather than a one-time project.
Both posts focus on named products and platforms, giving them a vendor rather than independent-practitioner voice.
A brand seeking an endorsement grounded in genuine field use would be trading that pattern away.
Joe Markert is the better fit for a book-adjacent or practitioner-led session on MSP growth and customer success; Michelle Woodward Hodges is better for a security-vendor partner audience on AI and identity as a managed service.
This profile draws on four full LinkedIn posts attributed to Joe Markert: one about MSP to MVP and customer success, one about AI and security, one about conference networking, and one about a collaboration with Lexful.
The posts do not say when they were published, so they do not establish how the views have changed over time or represent the complete body of work.
No videos, transcripts, or longer articles appear alongside these posts.
