And we’re back! John Ahlberg is featured in ChannelPro’s 3 Questions series.
This series offers key insights from top MSPs, vendors, and business consultants serving the IT channel.
We talked about why we look for the “weird” when hiring at Waident (and how one strange interview answer led to a great hire), the outdated IT habits still hanging on in our industry, and the hardest moment in Waident’s 20-year history—and what got us through it.
Previously John Ahlberg spoke with ChannelPro about why culture means the most for Waident and why people come first.
.
John Ahlberg on ChannelPro’s 3 Questions Series
Question 1: What’s the strangest interview response that led to a great hire?
One of the strangest responses we’ve ever gotten came during an interview for a business analyst position—which didn’t require a technical background. We asked the candidate, “What are you doing right now?” and he replied, “Well, I was in jail.” That definitely caught us off guard.
As it turned out, he was a probation officer. At first, it wasn’t obvious how that experience related to managed services or IT, but once he started sharing stories, it all clicked. He talked about troubleshooting, managing data, navigating processes, and thinking critically—skills that translate surprisingly well. We hired him, and he turned out to be a great fit.
Question 2: What’s one outdated IT practice too many MSPs still cling to?
Honestly, there’s more than one—but the biggest for me is not choosing the right clients. Too often, MSPs say yes to anyone who reaches out. If they can kind of do the work, they take it. But long term, that’s a problem.
You end up with unprofitable clients, constant noise, and missed opportunities to grow the right way. I know it’s hard—especially when you’re just starting out—but saying no can be one of the smartest things you do. In my first year at Waident, I turned away more business than I took on because I only wanted the right clients, not just any clients.
Question 3: What’s been the hardest moment in Waident’s 20-year history?
That came around year four. We were running things like a real business—even though we were small—with finance meetings and reports. But one day I realized that 97% of our revenue was coming from a single client. That meant they essentially owned the company.
I had to make a tough call. I went to the client—who we liked and had a great relationship with—and said, “I need to fire you.” Not because we didn’t want to work with them, but because I had to free up time to be a salesperson and bring on new clients. We couldn’t risk them leaving one day and the company disappearing with them.
We ended up losing 70% of our revenue when they phased out—but within a year, we had replaced it all with new clients. And we’ve been much more balanced ever since.
