Why Technigogo exists.

How this started.

I spent most of my career before this in businesses that required serious technical fluency without being technology businesses on paper. I ran a mortgage company for nine years and built a reputation in Austin for serving technically-minded clients well. I was emailing forms when everyone else was using a clipboard. I was the only loan officer in my company with access to the automated underwriting systems with Fannie Mae and Freddie Mac, because I read the documentation and figured out it was designed for loan officers, not just underwriters. I would pre-qualify buyers in real time on the phone while everyone else made them come into the office to fill out paper.

That pattern, finding the right tool before everyone else and using it to serve people better, has run through everything I've ever done.

Why an MSP.

I started at UT as an EE major, but I landed in business. Though it was never my job, I became the guy that everyone went to for technical help at any company I worked at. My first official foray into IT was through a college buddy who ran a small shop. I loved the work immediately. I didn't love how the industry operated. Hour-long drives to residential houses for one-off fixes to somebody's kid's gaming computer wasn't fulfilling. Break-fix billing that punished people for having problems and gave the IT provider the wrong incentives. Vendors and Rolodexes and passing the buck with "you'll need to call someone else for that." It was inefficient for everyone involved.

I started Technigogo to do this work the right way. Business clients only. One partner for everything. The provider takes ownership of the whole technology surface, not a slice of it.

The all-inclusive model.

Technigogo's infancy began with a hybrid model. A small monthly fee for our software stack, plus billable time for everything else. It worked, because it was 2008 and the economy was in a recession. Eventually it created friction we didn't want. Estimating the time to fix something was wildly inaccurate on a lot of work. There wasn't a Chilton's manual to go by. Our engineers spent more time documenting their time than doing the work.

When we moved to an all-inclusive model, we never looked back. Now our team can focus on running things well and looking ahead, instead of justifying every minute. Our clients get more done for them than they ever did under the old model. And they no longer feel the need to have a gatekeeper for access to their IT provider. Anyone in their company can contact Technigogo. It's all covered. The relationship is healthier on both sides.

What I want this company to be.

I want clients who trust us like part of their team, and I want a team that loves the work enough that it doesn't feel like a job. We're fully remote. Account managers are assigned based on geography because Austin traffic is what it is, and a fifteen-minute drive beats an hour and fifteen. Everyone on the team is technical. Everyone has autonomy. Nobody gets micromanaged.

The clients who fit us best want our brain in their business. The ones who don't are not the right fit.

If you're in the first group, we should talk.