Qmunity is a Dutch IT holding company founded in May 2024, built on a clear ambition: to grow by connecting and strengthening. Under its umbrella, five complementary IT companies joined forces — Cubics, LOSNING ICT, ITS, FourPoints and Helder Telecom & ICT — each retaining its own identity and market focus, while benefiting from shared knowledge, expertise and commercial muscle.

Three of those labels operate as MSPs serving business customers across the Netherlands. Cubics, based in Tilburg and Eindhoven, positions itself as an MSSP with a mission to bring peace of mind to IT, always and everywhere. LOSNING ICT has built a loyal customer base as a trusted IT partner for SMEs. ITS serves both the education sector and business market, with particular strength in Zuid-Holland. Together, they represent a significant recurring revenue base and a large installed customer base.

Yet commercially, each of the three operated without a coherent packaging strategy. Services were sold à la carte, deal by deal, shaped by individual sales conversations. The result was an unruly mix of customer agreements: bespoke arrangements spread across the customer base, no standardisation, and pricing driven largely by gut feel. Recurring revenue was structurally underperforming the value actually delivered, with meaningful upside being missed at every renewal and every new deal.

At the same time, Qmunity's management recognised a clear strategic opportunity. Customer demand for cybersecurity services was rising rapidly, and the natural answer was to bundle it with modern workplace into a coherent, recurring service offering. The ingredients were there. What was missing was the commercial architecture to make it work.

Newalpha started with a structured diagnostic across all five labels within the Qmunity group. For each label, we mapped the current service portfolio, pricing logic, customer mix and contract landscape. The output was a quantified business case per label, making the recurring revenue growth opportunity explicit: grounded in the gap between current pricing and actual customer value, and the opportunity to capture that gap through better packaging and pricing architecture. It provided the mandate to move.

Given the size of the commercial opportunity identified, Cubics, LOSNING ICT and ITS were quickly prioritised as the primary focus. Design sessions started with packaging strategy, applying Newalpha's extensive experience in building packaging architectures. We worked through service bundling logic, tier structure, and how to coherently integrate cybersecurity as a service alongside modern workplace, turning a strategic opportunity into a sellable, scalable offer.

Pricing model, metrics and price points were grounded in reality through a quantitative willingness-to-pay study conducted among IT decision makers. This ensured the new structure was not only commercially ambitious but defensible in actual sales conversations.

The biggest short-term opportunity was clear: migrating the existing customer base to the new packaging and pricing structure. A large installed base, previously on bespoke arrangements, now had a new commercial home to move into.

Extensive implementation guidance followed. Newalpha guided weekly sales-focused sessions for eight consecutive weeks, working directly with the sales teams on execution, not just strategy. Each week, concrete targets were set for preparing and sending offers to existing customers. Tough deals and negotiations were strategised together. Wins were celebrated. Roadblocks were removed in real time. The cadence created momentum, accountability and confidence across the teams.

After eight weeks, the majority of the existing customer base had been migrated to the new commercial offering.

The migration to the new packaging and pricing structure delivered a 25 to 30% uplift in recurring revenue, pure growth, not driven by new customer acquisition but by better monetisation of the existing base.

Beyond the revenue impact, the commercial discipline that came with the new structure proved equally valuable. Clear pricing guidelines replaced gut-feel decisions. Standardised packages replaced the sprawl of bespoke arrangements. Operations became significantly easier as customers moved into defined tiers, eliminating the complexity of managing a long tail of one-off agreements.

Equally important is what the new structure unlocks going forward. With a crystal clear value proposition and a coherent monetisation architecture in place, new business can now be won and onboarded on the right commercial terms from day one. Over time, that compounding effect on new customer acquisition and expansion is likely to deliver even more value than the 25 to 30% growth directly realised from the migration.

Throughout the engagement, Qmunity's management showed exactly the entrepreneurial energy that makes implementation succeed. Fast decisions, genuine ownership, and a team willing to push through the hard conversations with customers. That spirit made the difference between a plan on paper and results in the bank.