‘We don’t actively go after competitors’ partners, and we’re certainly not trying to capitalize on Kaseya’s internal turmoil,’ says HaloPSA CEO Tim Bowers. ‘Our strategy has always been simple: if you like what we offer and it’s a good fit for your business, then great, come on board.’
Amid the CEO shake-ups at both Kaseya and ConnectWise, HaloPSA CEO Tim Bowers said a portion of the company’s new customers — 10 to 20 percent — are coming over from rival vendors.
“We don’t actively go after competitors’ partners, and we’re certainly not trying to capitalize on Kaseya’s internal turmoil,” Bowers told CRN. “Our strategy has always been simple: if you like what we offer and it’s a good fit for your business, then great, come on board.”
Earlier this month, Miami-based Kaseya said its CEO, Fred Voccola, was stepping aside and was taking the vice chairman of the board position. A replacement wasn’t named but board member Kevin Thompson was assisting the leadership team in overseeing daily operations as the search for a new CEO is underway.
In September, Tampa, Fla.-based vendor ConnectWise announced that CEO Jason Magee was stepping down as it tapped Manny Rivelo to lead the company.
For smaller players in the space, like Stowmarket, U.K.-based HaloPSA, Kaseya’s uncertainty presents both challenges and opportunities.
“For Halo, we’re not really focused on changing our strategy based on what happens with Kaseya,” Bowers said. “We’ll keep doing what we’ve been doing—providing great service and staying true to our long-term, privately-owned model.”
Halo, with its emphasis on long-term growth and customer satisfaction, is poised to continue its steady rise, regardless of what happens next amid the leadership changes.
In September at its show in the U.K., Halo reported $100 million a year in revenue with a $1 billion sales goal by 2029,
“We don’t really focus on revenue targets in the same way Kaseya or companies like that do,” he said. “Sure, it’s great to have targets, but we’re not just chasing big numbers for the sake of it. Halo’s focus is on long-term growth and staying privately owned so we don’t have the pressure of quick exits or immediate returns.”
CRN recently spoke to Bowers about the leadership change at Kaseya, the competitive landscape as it relates to Halo and what this means for the vendor going forward.
What were your initial thoughts on Fred Voccola stepping aside as the CEO at Kaseya?
It was a huge shock, honestly. From all accounts, he seemed to be enjoying his role. It’s always tough to tell what’s going on behind the scenes, and unless I’ve missed something, I don’t think Kaseya has provided any real explanation for his exit. To me, the right time is an excuse, not an explanation. Private equity-backed companies like Kaseya usually have a plan to eventually exit, whether through a sale or an IPO, but it’s odd that they’d ask their CEO to step down right before that. Normally, you’d want the CEO to stick around through any major transitions. So, it definitely feels a bit off, and I’m really curious to see what the true story is.
How do you think this transition might impact the competitive landscape, particularly for Halo?
It’s hard to say at this point. All bets are off. The future really depends on who Kaseya brings in to replace Fred and what direction they take the company in. If they go public, there are companies that have had successful IPOs and have thrived, growing and keeping customers happy. But it could also bring some turbulence, depending on what changes the new leadership brings.
For Halo, though, we’re not really focused on changing our strategy based on what happens with Kaseya. We’ll keep doing what we’ve been doing—providing great service and staying true to our long-term, privately-owned model.
Kaseya recently hit a $1.5 billion annual revenue milestone. How do you see Halo positioning itself in a market dominated by such a leader?
We don’t really focus on revenue targets in the same way Kaseya or companies like that do. Sure, it’s great to have targets, but we’re not just chasing big numbers for the sake of it. Halo’s focus is on long-term growth and staying privately owned so we don’t have the pressure of quick exits or immediate returns. We don’t get bogged down by comparisons to a $1.5 billion company. Kaseya is massive, but we’re competing with their smaller divisions, like AutoTask. Also, revenue alone doesn’t tell the full story. It’s about profitability, growth and how well you’re serving your customers. We don’t focus on chasing big revenue numbers, we’re more concerned with running a sustainable business that serves our customers and allows us to invest in our long-term future.
Is this uncertainty with Kaseya an opportunity for Halo to attract some of their partners?
Not really. We don’t operate like that. We don’t actively go after competitors’ partners, and we’re certainly not trying to capitalize on Kaseya’s internal turmoil. Our strategy has always been simple: if you like what we offer and it’s a good fit for your business, then great, come on board. I’m sure some people may leave Kaseya if they’re dissatisfied with the changes, but it’s far too early to predict how that will shake out. People will want to see the new direction before making any big decisions. We’ve always had a steady stream of new customers, some from Kaseya, some from ConnectWise and others from various places. But we’re not trying to aggressively poach from anyone.
Have you seen more partners switch from Kaseya to Halo in the past 12-24 months?
It’s been a steady flow, but I wouldn’t say there’s been a big shift recently. It’s been pretty consistent, with around 10 to 20 percent of new customers coming from Kaseya, and the same amount from ConnectWise. The volume of new customers is increasing, but the percentage from Kaseya or any specific competitor hasn’t changed drastically. So, while we’ve seen growth, it’s just part of the normal ebb and flow of the market.
As CEO of Halo, what lessons do you think can be learned from Fred Voccola’s tenure at Kaseya, especially regarding growth and managing transitions?
Fred had a unique ability to create a strong culture that permeated throughout the company. Everyone you spoke to seemed to feel like they were part of Fred’s vision. That’s a rare quality for a leader to have, and it can help a company stay unified and motivated, especially during transitions.
But I think the lesson that applies to smaller companies or MSPs is this: Listen to your customers. Kaseya, under Fred, had some customer service challenges, especially around things like billing mistakes. Fred himself admitted that they were slow to react to customer concerns. That’s something every MSP should take to heart—put your customers first and address their issues as quickly as possible.
What would your message be to Kaseya’s partners who might be considering Halo as an alternative?
We’re not here to push people into making a move. If you’re not happy with Kaseya or their tools, then sure, come check us out. We offer free trials, and we’re always happy to show people what we can do. But we’re not aggressively pursuing people from other platforms. We’re focused on steady, long-term growth, not on a rush to grab as many customers as we can. If Halo feels like a better fit, great. If not, maybe come back in a few years and see if we’re the right choice then. We’re in this for the long haul, and we’re not going anywhere.
