New Integris CEO Aims To Build A Billion-Dollar MSP Over The Next Five Years

‘There isn’t a widely known national MSP brand today. If you ask someone on the street, they might not be able to name one unless they’re working with one locally. I think we have a chance to build that, a brand that is not just big, but built on quality and innovation,’ says Integris CEO Glenn Mathis.

New Integris CEO Glenn Mathis is signaling a bold new phase of expansion, digital innovation and plans to build a billion-dollar MSP within five years.

His first task? Completing the Cranbury Twp., New Jersey-based MSP’s largest acquisition to date: TechMD and its security division, 1nteger Security.

“Our vision is to build a billion-dollar MSP over the next four to five years, and that’ll be a mix of organic growth and smart acquisitions,” Mathis told CRN. “But it’s got to be the right ones: like-minded businesses with a clear ideal client profile. That’s what tells me they’re built to last.”

The TechMD acquisition, completed in June when Mathis took over the role as CEO, expands Integris’ reach into California and strengthens its capabilities in highly regulated industries, including healthcare, banking and legal. The combined company now boasts 750 employees nationwide. Terms of the deal were not disclosed.

“What made this deal special was the alignment,” he said. “TechMD and 1nteger have been long-respected peers. We share values around client success, employee development and a vision for what’s next in digital services.”

Mathis, who previously served as president and COO of Integris, which is on CRN’s 2025 Solution Provider 500 list, brings more than 28 years of experience including two decades at All Covered, now part of Konica Minolta. He succeeds Rashaad Bajwa, who transitions to executive chairman of the board of directors.

“We’re not just growing, we’re evolving,” he said. “Integris is building a new kind of MSP, one that doesn’t just manage infrastructure, but helps clients unlock insights, automate workflows and thrive in a data-driven world.”

He said the future of managed services lies beyond traditional infrastructure support. Instead, Integris has its sights set on deeper application-layer services and expanded compliance offerings, redefining “what it means to be a national MSP.”

“We don’t want to be the biggest name people haven’t heard of,” he said. “We want to be the first name they think of, because we’re not just big, we’re built right.”

CRN spoke further with Mathis about the acquisition, his vision for Integris going forward and how he plans to get the company to $5 billion.

What attracted Integris to TechMD and 1nteger Security?

First off, we’ve known TechMD and 1nteger for a long time, we’re all part of the [ConnectWise] Evolve peer group. We’ve always admired each other. In fact, we probably thought we’d end up competing rather than joining forces because we both had such high-quality platforms. But when we did our recap in December, that opened up new doors. TechMD was one of those opportunities where the timing, the values and the vision just aligned.

We both really emphasize the development of our people, and the voice of the customer is critical to both of us. So everything we do has that shared intentionality. And from a business standpoint, TechMD rounded out our geography, we didn’t have a presence in California before and they did. Vertically, we’re both strong in regulated, compliance-driven industries. We’re deep in community banking, healthcare, legal… they bring regulated manufacturing and have a strong healthcare footprint. Together, we now probably have one of the largest healthcare MSP practices in the country.

How does this acquisition fit into your long-term roadmap?

Everything we’re doing is about building, what we call, the digital state, that’s the future of managed services. Historically, MSPs have been very infrastructure-focused. But there’s this other side: application layers, data connectivity, automation and AI. A lot of MSPs want to jump straight to AI without laying the groundwork, and that’s where we’re ahead.

TechMD shares that view and they bring capabilities that accelerate that shift. From an integration and scale perspective, we’re now 750 people strong, up from 575. That kind of size allows us to bring true depth to our customers. Most of our competitors are under 100 employees, but we can bring all 750 of our people to any client challenge anywhere in the country. That’s a competitive advantage in both skill and speed.

What new capabilities or services should clients expect post-acquisition?

From a cybersecurity standpoint, 1nteger brings a ton to the table. Their MDR (managed detection and response) solutions are extremely well-architected. There’s automation, orchestration and deep API-level integration. They also bring broader compliance support: SOC 2, HIPAA, ISO, you name it. They work with different platforms which help us deliver even stronger governance and compliance outcomes. And when you’re dealing with highly regulated industries, those capabilities are game-changing.

Anything you’d like to add about the acquisition that we didn’t cover?

The only thing I’ll say is we’re not done. Integration is a huge focus for us now. We’re not in this to buy revenue or EBITDA, we want to build a high-quality, well-integrated business. The good news is TechMD and Integris are on nearly identical tech stacks, both ConnectWise, so we’re not trying to translate between two different tech languages. We’re also already talking to other platforms. My hope is that by 2026, we’ll be announcing another major acquisition. Our vision is to build a billion-dollar MSP over the next four to five years, and that’ll be a mix of organic growth and smart acquisitions. But it’s got to be the right ones: like-minded businesses with a clear ideal client profile. That’s what tells me they’re built to last.

You officially became CEO last month. How are you settling into the role?

It feels pretty natural as I’ve been acting CEO for almost a year now. I’ve been in this space 28 years. I was CEO of All Covered before this, we sold to Konica Minolta back in 2010/2011 and built what is still, I think, the largest SMB MSP in the country. I left that because I wanted to get back into a private equity-backed environment where we could build something new, something that doesn’t exist yet. There isn’t a widely known national MSP brand today. If you ask someone on the street, they might not be able to name one unless they’re working with one locally. I think we have a chance to build that, a brand that is not just big, but built on quality and innovation."

How have your past experiences prepared you for this CEO role at Integris?

When you’ve already built the biggest MSP in the space, you learn the hard way what works and what doesn’t. There was no playbook at All Covered, we had to figure it out. That’s left me in a great position to help Integris avoid the pitfalls we hit back then. The foundation here is really solid, financially and operationally, but it needed maturity. So over the last year, we’ve been layering in experienced leaders. I brought in my old VCIO, a new chief people officer, a marketing head with deep go-to-market experience and now new finance and operations talent post-acquisition. We’re combining the best of the legacy Integris team with veterans who’ve been through scale. That’s how you build something new without losing what made it great.

So what are your priorities for your first 100 days?

TechMD was the first big move. That was a major priority: making that acquisition, getting integration underway and doing it in a way that keeps our people engaged. I’ve personally met with about 95 percent of TechMD’s team in the past two weeks and traveled all over to meet folks, shake hands, hear their thoughts. Beyond that, it’s about execution. We want to be the most outcome-driven infrastructure MSP in the country and build that next-gen, digital-first MSP model at the same time. That’s what sets us apart. Our people are aligned, energized and ready. Now it’s time to make it real.

What’s your M&A strategy going forward?

It’s not just about stacking up revenue and EBITDA. That’s the old way. For us, M&A is about fit. It’s about finding the right assets that complement who we are and where we’re headed. Think of it more like what TechMD did for us. That wasn’t just another MSP, that was an organization aligned with our vision of the digital journey.

We’re looking for companies that either enhance our existing verticals or open doors to new ones. But more importantly, they need to think like us. That means they’re clear on who their ideal customer is. A lot of MSPs will take on anyone just to boost revenue and I think that’s dangerous. If you’re not intentional about the clients you serve, what vertical they’re in, what services you provide, then everything down the line becomes messy.

But if you get that part right: onboarding, servicing, growing…it all becomes simpler. So yes, we’re talking to a lot of potential partners. Some are small and strategic, maybe giving us geographic reach or niche skills. Others are bigger and tick a lot of boxes. But we’re not chasing size for the sake of it. We’re not trying to buy the biggest fish in the sea. It’s got to be the right fish. Quality over quantity, every time.

What would you like to see more of in the channel?

There’s already a good amount of collaboration happening, and that’s awesome. But I’d love to see the channel rally together around some of the bigger shifts, like the digital transformation we just talked about.

At the end of the day, high tide raises all boats. When we sell at a strong multiple, it’s good for everyone in the channel. It validates the market. It helps the next company that’s going to market. So, I see us as more collaborators than competitors. There’s a lot of shared value we can create if we start thinking more long-term and strategic together.

We also have to move beyond being just infrastructure MSPs focused on help desks and endpoints. That stuff has become commoditized. We still have to do it, and do it well, but our clients are living in this cloud-first, data-rich world now. Their expectations are changing fast.

We helped them move to the cloud, but now their leadership, often digital natives, want to know What’s next They’re asking, ‘What can we do with this data? How can we automate? How can we innovate?’ And we as an industry have to rise to that. That means focusing on applications, on AI, on data lakes, on automation. It’s about guiding clients through their entire digital estate, not just fixing printers and resetting passwords.

What do you want more of from your vendors?

I think we’re going to see a shift there too. Historically, vendors have been hardware-centric, think Cisco, HPE, IBM. That’s evolving. We’ve already seen the shift to platform players like Kaseya and ConnectWise, but that’s just the start. Where we really need vendor support now is deeper in the application ecosystem especially vertical-specific apps. Whether it’s time-tracking tools in legal, or core processors in community banking, we want to develop stronger, smarter partnerships there.

And here’s the thing: I want vendors to stop assuming they know what we need. A lot of them build broad AI platforms or solutions that don’t land because they’re too generalized. They’re not asking enough questions. They’re not curious enough about the different kinds of MSPs and the different vertical markets we serve. They need to get in the weeds with us and understand what the next-gen service catalog looks like. Because if you’re still building tools based on an infrastructure-only mindset, you’re going to miss where this industry is heading.

What are your key investment areas over the next year?

It’s all about digital. Not just acquiring other MSPs, but also acquiring capabilities especially digital ones we don’t currently have. That might mean bringing in data scientists or analysts who can help our clients do more with their data. We’re heavily focused on how we help clients monetize their information. Can we help them be more profitable? Can we reduce their costs using automation, AI or smarter analytics? That’s where we’re heading.

And that means our workforce has to evolve too. We’re not a product company. We don’t sell widgets or boxes. We sell time, skill, insight. That’s why we’re investing so much into our internal development. We want to upskill our people to meet the demands of this digital-first world. So yes, expect us to go deeper into the application and data layer. It’s about what you can do with what you’ve got and how you make systems work for you through smart software, better integration, automation and intelligence.