In this episode of Servant Leader’s Library, Nicholas Paulukow sits down with Dave Sagraves, a former MSP owner turned leadership coach. Dave shares how he scaled one of the fastest-growing MSPs in the Southeast, successfully exited, and found new purpose helping others grow. From boardroom wins to life on the farm, this conversation is packed with lessons on grit, growth, and servant leadership.
Episode Transcript
Nicholas Paulukow
Welcome back to Servant Leader’s Library, where we dive into the minds of those who’ve built, led, and left a legacy—with your host, Nicholas Paulukow, CEO of ONE 2 ONE, a Managed IT and Security firm.
Today, we have a guest who knows a thing or two about growing a business, making the big sale, and then trading the boardroom for barn life. Dave Sagraves didn’t just climb the MSP ladder—he bought the whole company in 2008, scaled it into one of the largest MSPs in the Southeast, and turned it into a regional powerhouse.
As head of sales, he led the charge from a small local shop to a dominant force with multiple locations. Then, in 2015, after seven years of ownership, Dave did what most entrepreneurs dream of—he closed the deal, cashed out, and set his sights on a different kind of enterprise life: a life on the farm.
Now calling Nashville home, Dave spends his time with his wife Krista and their three kids, trading tech stacks for tree stands and sales calls for sunrise hunts. But don’t let the quiet country life fool you—he’s still got plenty of insights on growth, leadership, and the mindset it takes to build something great.
So Dave, welcome to the show. We appreciate you being with us today.
Dave Sagraves
Great to see you, and good to be a part of your podcast.
Nicholas Paulukow
Absolutely. Well, Dave, tell us a little bit about what you’re up to right now.
Dave Sagraves
First, thank you for the kind introduction. I’m a pretty simple guy. I grew up in Florida, came to Tennessee to play soccer at a small NAIA school, and met my wife here—so I’m now a Tennessean.
The journey of building an MSP came with a lot of drama, frustration, and highs and lows, but it was one of the best experiences of my life. The most important part was working with people. It was both the toughest and most rewarding part—when it was good, it was great.
Culture and core values played a huge role. After I exited the business, I found myself missing that intentional sharpening that comes from working with a team. I was spending time on hobbies, hunting, and being at the farm, which was great—but I missed being part of something bigger.
So that’s what brought me back to the business world, but in a different way. I’ll stop there for now—that’s kind of where I’m at today.
Nicholas Paulukow
I love it. You said a few things that I have to circle back on—what position did you play in soccer?
Dave Sagraves
I played up front and midfield in high school and club, but in college, they converted me to defense. I wasn’t quite fast enough, so I had to completely change skill sets and really work at it.
Nicholas Paulukow
That’s amazing because you’re using the same language we use in leadership—adjusting your role to fit the team’s needs. I think that’s pretty neat. You’ve had quite a journey, and we’re excited to get into it.
Just from listening to your story—you grew a business. My uncle used to tell me, “Nick, business is great… as long as you don’t have employees or clients.” I said, “Wait—how do you run a business without them?” He said, “Well, that’s not literal… just be careful how fast you grow and who you bring on.”
You went from working in an MSP to buying it in 2008, and then transitioned into a completely different chapter. Why did you decide to sell the business? When did that feeling start?
Dave Sagraves
Honestly, it was a timing thing. My partner and I—originally part of a group of six—we bought out the original founder. Over time, it came down to just the two of us.
We knew we had strong enterprise value. We were one of the fastest-growing MSPs in North America with a great story to tell. Around 2014 and 2015, cybersecurity was starting to become a serious concern for the traditional MSP business model.
We wanted to take some risk off the table, so we partnered with a private equity-backed platform company for two years. After that, we fully exited.
Oddly enough, right after the first sale, a buddy asked if I’d coach his team. I started doing that over lunch, and my wife noticed a difference in my tone—I was joyful again.
Meanwhile, the company that acquired us was dismantling everything I had built, and while they were doing what they needed to scale, it was emotionally difficult.
That led to what I’m doing now—consulting and coaching under The MSP Growth OS. It’s a business designed to accelerate revenue for MSPs through coaching, content, and training. We help owners not just get where they think they should go, but where they need to go.
Nicholas Paulukow
That’s amazing—and I love that you used the word serve there. You’re not just consulting; you’re coaching them to build, create, and sustain something meaningful. That’s a unique approach compared to others in the space. Kudos to you for serving in that way.
You talked a lot about growth—everyone wants it, regardless of the business they’re in. But growth looks different for everyone. What were maybe three things that made your growth more successful compared to what you see in your coaching today? What was your “secret sauce”?
Dave Sagraves
Great question. First, there’s a reason the Bulls won six championships with Jordan. They had a leader who could dominate on both offense and defense—and a great coach in Phil Jackson.
So, pillar number one for me was focusing on leading indicators for revenue growth, not lagging ones. Most people track pipeline and funnel—but those are lagging by 1–3 months. The leading indicator is new client engagements—first-time appointments—every week. If you can track those, you’ll know what revenue will look like 90 days out.
The second thing? Discipline and grit. Everyone wants success, but very few want to do the hard work it takes—early mornings, late nights, staying focused every day. For us, that consistent discipline was the fuel behind our year-over-year revenue growth.
Third—and this is big—we kept things simple. We followed what we called a “20-mile march.” We didn’t chase shiny objects or radical reinventions. We asked, “Where are we going?” and then focused on repeatable actions, month after month. That consistency is what got us where we wanted to go.
Nicholas Paulukow
I love that. There’s so much to unpack, but I want to go back to your simplicity principle. A lot of business owners think the next big idea is going to fix everything.
Or in sales, I often hear, “If I just hire the best sales manager who crushed it at their last company, we’ll be golden.” But I always wonder—without understanding their system or their vision—how can that really work?
Would you say that’s the right move? Or is that more of a shortcut mindset?
Dave Sagraves
You’re right on, buddy.
I always compare it to our service desk—I was never going to outsource it. Not to India, not to South America. I wanted our people touching our clients. That’s our lifeblood. That’s where culture and joy happen.
The same goes for sales. I wasn’t going to outsource the key function of growth. Hiring a salesperson and just saying, “Hey, go handle this,” is essentially outsourcing revenue.
Plus, most salespeople don’t think like MSP owners. Owners wear three hats: they can sell, they understand the technical side, and they have executive presence. Most salespeople bring maybe one of those, maybe one and a half.
Expecting them to run full-cycle MSP sales is like expecting a 7-foot pink unicorn to walk through your door. It’s not realistic.
So instead, we break sales into functions. We hire people who are great at their lane, then train them for the next one. That’s how you build revenue.
Nicholas Paulukow
That ties right into your theme—simplify. Instead of trying to eat the elephant in one bite, take it piece by piece.
But I think people struggle with that patience. They want the quick win. It’s like they’re hoping this one hire will just fix things.
When you were scaling and hit those hypergrowth stages, not everyone on the team wanted to grow at the same pace. What were some of the lessons you learned during that phase?
Dave Sagraves
Great question. First, I want to talk about something I’m super passionate about—core values.
They’re the heartbeat of the business. At my IT company, our core values were:
- Work smart
- Play hard
- Invest in the lives of others
- Lead, don’t follow
- Do what is right
At my current company, MSP Growth OS, we use the acronym SALT:
- Servant Leadership
- Authentic Communication
- Loving Work
- The Best Idea Wins
We’re even toying with adding an “E” for Encouragement early and often.
If someone doesn’t love their work, my job is to help them find alignment—put them in a role that matches their natural strengths. When you do that, people experience joy, even on tough days.
If I hire a salesperson and expect them to live in a CRM for eight hours a day, I’m not using their gifts. I want them talking to people. So I build systems that remove administrative work so they can lean into their strengths.
That’s how we align people to their best, most valuable contributions.
Nicholas Paulukow
I love that. I’ve screwed that up more times than I care to admit—probably 50 times. When you’re growing a business, you often put one person in three different roles.
But the way you simplify it—even down to your acronym—is something I’m taking home. As a small business scales, you might gain more resources, but if you’re not clear, no one can buy in.
That really hits home for me. I have someone right now who should be in outside sales 100% of the time—not 50%. That’s on me. I’m failing him and the organization because I haven’t cleared the path.
We use a tool called Culture Index, and I can see we’re only getting 50% of his potential. He’s not as happy as he could be, and I know I’m not helping him get to where his God-given talents can take him.
The hard part is figuring out how to offload responsibilities fast enough, especially when you’re thinking in terms of dollars and cents. But it really is about investing in the people and the process.
Dave Sagraves
Exactly. It’s tough when you’re in the thick of it as the owner. But the clarity and systems are what give people space to thrive.
When I was leading sales, I wore the VP of Sales hat on the leadership team, even though I was a co-owner. And I tried really hard to stay in my lane.
Sure, I messed up sometimes, but I was intentional about it.
When it came to hiring salespeople, I always went back to our core values. Invest in the lives of others. Lead, don’t follow. Do what is right.
I didn’t want to hire liars who happened to be good at sales. I spent six to eight hours getting to know each candidate—what drives them, how they think, how they live. I didn’t focus heavily on sales skills. I focused on trust.
If I could trust someone to do what they said they’d do—especially when no one’s watching—they were 50% of the way to getting the job. Then I’d look at their skills.
If they weren’t skilled yet, I’d evaluate how coachable they were. The biggest issue I’ve seen is someone who thinks they’re great, but isn’t—and doesn’t want to be coached.
In our company, we built a culture of practice. Everyone was a learner.
Today, in fact, I’m running a podcast episode just for my MSP owner clients on how to build a culture of practice—specifically in sales.
You need three things for that:
- A vulnerable environment (which has to be voluntary)
- A safe environment
- A model—someone who shows others it’s okay to fail and grow
Once you’ve got those, you’ve got a team that can practice and improve. Think of the Patriots during their dynasty. They weren’t flashy. Brady wasn’t a superstar out of college. But they had a system.
We wanted that same thing—trustworthy people, a defined process, and the daily grind.
Nicholas Paulukow
That’s so good. Lencioni talks about hiring people who are humble, hungry, and smart.
I’ve made the mistake of hiring someone great at closing but misaligned with our value of We Before Me. That becomes a culture killer.
When we’ve deprioritized our core values, that’s exactly when we’ve stopped scaling. Your point about leading with core values, training, and coaching is huge.
So when someone didn’t fit, how long did they typically last in your organization?
Dave Sagraves
Honestly, they stuck out like a sore thumb.
You’d see it in the way they talked, the gossip at the water cooler, the cliques forming during Friday cookouts. The person causing the culture issues would always be at the center of that.
Someone once asked me, “How can you be so bold about hiring and firing based on core values?”
My answer? If it’s on the wall and it’s truly who we are—we can absolutely fire for it.
If someone is performing well but clashing with the culture, we’d have a direct conversation.
Something like:
“Hey, this is what we’re observing. We might be wrong—but we want to remind you this core value is part of who we are. If you want to stay, we want you here. But this is the standard.”
We were always honest, respectful, and clear. And we would manage through it from there.
Nicholas Paulukow
That’s a powerful way to put it—manage to the standard.
We use EOS, and we’ve definitely experienced those “productive jerks.” They’re great performers but drag everyone else down.
One time, during a quarterly review, an employee told me, “I don’t think we’re leading with our moral compass.”
That was a gut punch. I asked why. He said, “One of our core values is We Before Me. So why are we keeping this person?”
He added, “The team that cares will rally if you do the right thing.”
That was a game-changer. It’s tough to make those calls—but if running a business were easy, everyone would do it.
Nicholas Paulukow
Let’s talk about the business you’re running now. You made the decision in 2015 to exit your MSP, and now you’ve started something new. You mentioned earlier that your wife could hear the excitement in your voice again—so going from leading a humming, successful company to starting over had to be both humbling and exciting.
Tell us about that transition. What was it like to go from established to startup again?
Dave Sagraves
We officially launched The Growth OS in March of 2024. My co-founder Robert Gillette and I got it off the ground quickly. We brought on a marketing and content hire right away, so it was the three of us initially.
By January and February, we added two more team members—so we’re now at five.
And yeah, it’s been humbling. Not a rude awakening, but a strong reminder of what it’s like to be in those early stages again.
One of our key hires was a COO-level individual. We hired way ahead of where we were—but I saw the demand in the industry, and I believed in our growth potential.
I’ve had so many conversations where people have said, “If you can grow my revenue, I’ll invest.” So now we use a pretty simple framework: if we can help an MSP land four new deals a year, our platform pays for itself.
Looking back, one thing I learned from my first entrepreneurial journey was this: People over process—especially in the early days.
The right people will help overcome the weaknesses in your process.
Sam, our COO, came in and immediately started building structure. We didn’t have any process—we were just focused on bringing in revenue. But now we’re getting the infrastructure we need to scale.
The other big thing? Culture. Every single person we’ve hired is a complete values match. That makes everything smoother.
In a small team, collaboration is constant. If even one person is rowing in the wrong direction, it creates major friction. Having cultural alignment has been key.
Nicholas Paulukow
That’s awesome—and I can imagine having Sam as COO has probably helped balance the business. He’s likely the guy saying, “Hey Dave, let’s slow down and put some structure behind this.”
Has that changed your culture or how you operate?
Dave Sagraves
It definitely has.
First off, Sam lives our values—he’s a servant leader, he communicates authentically, he loves the work he’s doing, and he believes the best idea should win.
He has zero ego. He’s focused on what’s best for the business.
And from an EOS standpoint, I made it clear to the team: I’m the visionary. Sam is the integrator. We all work for Sam—including me.
In fact, he’s doing my quarterly review this Friday. I’ll do his review as COO the following Monday.
So yes, bringing him in added some strain—we had to create new documentation, repeatable methods, and scale-friendly systems. But it’s been a joy because we’re all rowing in the same direction.
Nicholas Paulukow
That’s so good. And it probably lets you focus on your strengths while he amplifies areas you don’t love—or that drain your energy.
Too often, business owners end up controlling growth because they’re afraid to let go. Letting go of the vine, so to speak, is essential if you want to do what you love with people you love doing it with.
Now—let’s pivot to hunting. You’re an avid hunter. Do you see any parallels between hunting and leadership?
Dave Sagraves
Absolutely. Tons.
When I lead an organization, I’m constantly observing the team—looking for health, cohesion, and alignment.
Hunting is the same. You have a target, but it starts with scouting.
You need to know the terrain. You study the animal’s patterns. You get downwind. You analyze environmental factors. You understand the paths they take and how often.
Leadership requires the same observation—scouting beneath the surface. Asking questions. Gathering input.
I might look at our P&L and think, “We’re doing great.” But beneath that? The organization could be rotting.
Nicholas Paulukow
I love that. And you’re right—it’s not about the gear. You can have all the high-end tools, but if you haven’t done your homework, you’re coming home skunked.
Same with sales—you can have the flashiest CRM or best pitch deck, but if you haven’t built the right foundation, it’s not going to work.
You’ve done such a good job simplifying all of this. That explains why you’re such a great coach—you’re clear, practical, and easy to follow.
So now let’s talk about legacy and servant leadership. That’s baked into your values. What does servant leadership mean to you? And how has it shaped how you lead today?
Dave Sagraves
There are a few big influences.
John Maxwell’s books on leadership. Patrick Lencioni’s frameworks—especially the way he integrates values into team culture.
And then Jim Collins’ Good to Great. That book showed, through actual data, that most great CEOs are humble, behind-the-scenes types—not flashy personalities.
But personally? There were two moments that shaped this for me:
In my 20s, someone told me: If you want to be a great employee, make your boss successful.
In my 30s, someone said: If you want to be a great leader, help others get where they want to go—and you’ll get what you need along the way.
That second idea stuck. If I help others succeed, and they help me succeed, it becomes a virtuous cycle.
And for me, that belief is rooted in faith. My model of servant leadership is Jesus. If he really was who he said he was—God in the flesh—and he chose to serve and die for others, that’s the ultimate example.
From a business perspective, it’s simple: if I help my employees become successful, I’ll get the performance and margin I need. Everyone wins.
That’s why one of our core values is The Best Idea Wins. As the CEO, I know most of my ideas are average. I need people around me who are better in their lane than I am—and I need to get out of their way.
So my job becomes cheerleader, support system, and coach. If I do that, and empower people to work in their flow state, we build a company that can outgrow me.
That’s the goal: build something where no one needs to know who Dave Sagraves is.
Nicholas Paulukow
That’s so powerful. It reminds me of what Maxwell said—“It’s one thing to build managers, it’s another to build leaders.” And that’s what you’re doing—building leaders.
Someone once told me, “If you want to succeed in business, all the answers are in the Bible.” At first, I wasn’t sure how to take that. But I spend time in it every day, and wouldn’t you know—every time I read it, something clicks.
Lead with humility. Choose people who weren’t the biggest, baddest, or brightest. Serve others. Don’t rewrite the rules—fulfill them.
Your story really brings that to life. The humility, the clarity, the purpose—you don’t see that enough in leadership. And it’s refreshing.
But I want to make sure it’s clear to everyone—you’re not claiming to have it all figured out. You’ve said you’ve made mistakes too, right?
Dave Sagraves
Oh, for sure. I appreciate the kind words, but I’ve definitely messed up along the way.
In my MSP, I think I had the right heart—but I gripped the bat too tight. It was my only asset. I had no life savings. That business was it.
So I pushed hard. I was driven by outcomes. Looking back, I think I missed opportunities to lead with a lighter touch.
It’s easier now—not because life is easier, but because I’ve been through the exit. I’ve gone through the cycle. I’ve wrestled with what’s next.
And now, I see work differently. I believe God created work—it has meaning and purpose.
So whether you believe that or not, my mindset is: if you’re going to work, do it well. If you don’t think work is worth doing, don’t do it. But if you are going to do it—be excellent at it.
This second time around, I get to apply what I’ve learned. And I want to do it better.
Nicholas Paulukow
That really gets at the heart of what’s most important.
In the early days, we all measure success by revenue or growth. It’s easy—it’s measurable. But at some point, you realize the real measure is whether you’re living out your values.
I’ve told myself, “I don’t want to be a servant to my work—I want to serve through my work.” And I think you’re saying something very similar.
You’re checking in with yourself daily, asking: Am I doing what I’m here to do? And if the answer is no, then it’s time to shift. That’s hard for a lot of people to confront.
But it’s inspiring to hear it from someone who’s walked it.
As we wrap up, what advice would you give to someone just starting out—someone who wants to be a servant leader or grow a business but doesn’t know where to begin?
Dave Sagraves
Best advice I got came from my dad when I was a kid:
“If you want to be wildly successful, hang out with people who are wildly successful.”
So in my 20s, I went to a guy who had done well in sales and said, “I want to grow. What should I do?” He said:
“Find someone 10 years ahead of you and ask them to get coffee every two weeks.”
So I did that with a guy named Mark Morell in Knoxville. I’d buy his coffee (well, I tried—he usually wouldn’t let me because I was broke), and I’d just ask questions:
How do you do this? What would you do in that situation?
I came with the mindset of a learner—not a teacher. And that’s the secret.
If you show up like you already know everything, you’re walled off from 80% of the learning available to you.
So my advice is:
- Find a mentor
- Be willing to ask dumb questions
- Learn from someone whose life you want to model—not just someone who makes a lot of money
I never wanted to be the CEO who was rich but on his third marriage and estranged from his kids.
I wanted someone with a strong family, integrity, and a love for people. I found that in Mark.
And if you do the same? You’ll be wildly successful—not just in business, but in life.
Nicholas Paulukow
Man, that’s such a powerful way to close. And I love what you said—you’ve got to invest in yourself before you can gain anything.
I’m first-generation in this country. My dad used to say, “We have two things—our faith and our ability to work hard.” If you use both, you’ll get what you need.
People think they need a pile of money to start something—but I had nothing. Just grit, belief, and effort.
And like you said, growth only happens in the uncomfortable places.
Nicholas Paulukow
Well folks, that’s a wrap.
We covered everything from scaling an MSP empire to trading sales quotas for sunrise hunts. Dave took us on a journey from boardrooms to backwoods, reminding us that leadership isn’t just about growing a business—it’s about knowing when to pass the torch and start a new chapter.
Dave, thanks for sharing your story, your insights, and reminding us that whether you’re closing deals or closing gates on the farm, leadership is about vision, hard work, and a little bit of patience.
To our listeners: if you took anything away today, let it be this—build something great, lead with purpose, and when the time is right, don’t be afraid to trade your laptop for a hunting rifle.
Thanks for tuning in to Servant Leader’s Library. Don’t forget to like, subscribe, and share—because stories like Dave’s aren’t meant to be forgotten.
We’ll see you next time.
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