SuperPod

The episode is predominantly an origin-story narrative with only a handful of operational takeaways - outsourcing the help desk to escape the unsustainable 'two founders touching every ticket' trap, and the realization that not every business should be a customer. These are real insights but sparsely distributed and not elaborated with depth or mechanism.

“we had kind of gotten ourselves into an unsustainable business model where our customers would call us, we'd pick up the phone and they would expect, you know, their issue to be fixed immediately”

“everybody needs IT service. You know everybody should be buying MSP services from App Interactive and that's very much not true”

The framing of an MSP as 'the intersection of computer engineering and marketing' is a mildly interesting articulation, but the rest of the episode recycles familiar MSP-industry wisdom - outsource your help desk, trim bad-fit clients, grow via acquisition - without a genuinely contrarian or first-principles argument anywhere.

“the middle of computer engineering and marketing is IT services is exactly an msp”

“there has never been a time like now that you can build an MSP as efficient and well run with the best tools available in the industry”

Jacob is an authentic practitioner who built his business from scratch at age 15 in a genuinely underserved rural market, and he speaks candidly about failures and real numbers - but the business is sub-$600K revenue and the acquisition and scaling ambitions he discusses are still entirely prospective, which limits the weight of his experience.

“last year we closed 400,000 in revenue in 2023”

“we hired an outsourced help desk company. Um we're now working with the folks over at benchmark 365 um and have about 15 folks in a pod dedicated to APT Interactive”

There are genuine specifics - named vendors (Benchmark 365, SuperOps), concrete revenue figures, headcount in the pod, and a named exit benchmark - but the episode never goes deep on unit economics, pricing structures, churn rates, or deal mechanics, leaving many of the most useful data points unexplored.

“last year we closed 400,000 in revenue in 2023. Um, 2024. I was very much hoping, uh, we would get to 750,000, but I think it's probably going to be somewhere between 500 and 600”

“we're now working with the folks over at benchmark 365 um and have about 15 folks in a pod dedicated to APT Interactive”

The host asks chronological biographical questions and never follows up on anything substantive - there is no probing of the Benchmark pricing model, no challenge to the $20M projection, no question about margins or why quarterly billing was chosen over monthly. The closing question is a textbook softball.

“One final question in fact if, if when you look back right up um, some of the points you have definitely mentioned but when you look back if there was one thing you would have done differently”

“Um, so apart from um, the partnership that you have with Benchmark, right Any such major changes that you are planning in the future?”