🛠️ Kevin Barros never planned to become a public-facing business leader. He preferred solving technical problems, working behind the scenes, and allowing the quality of his work to speak for itself.

That changed when side projects grew into a business, an early acquisition taught him how ownership transitions work, and he purchased The Computer Company during the uncertainty of 2020. Since then, the organization has tripled—but Kevin explains that meaningful growth requires far more than technical expertise.

In this conversation with Joey Pinz, Kevin examines the difficult transition from technician to owner, why excellent technicians do not automatically become effective managers, and how leaders must understand the lives and ambitions of their employees. He also discusses the emotional realities of acquiring a company, the weaknesses of private-equity consolidation, cybersecurity accountability, and why technology companies must sell outcomes rather than technical features.

Kevin also opens up about working approximately 100 hours a week, becoming a new father, learning to slow down, and recognizing that relentless focus can make a leader appear disconnected. His story shows how ambition, attention to detail, human connection, and continuous improvement must work together.

🌟 Top 3 Highlights:

🧑‍💼 Technician versus leader: Kevin explains why technical excellence does not automatically prepare someone to manage people, finances, contracts, sales, or culture.

🤝 The human side of acquisitions: Buying an MSP involves more than valuation. Sellers remain emotionally connected to employees, customers, partners, and the identity they built.

👨‍👩‍👧 Fatherhood changed the pace: After years of working extremely long hours, becoming a father taught Kevin to slow down and remain present for moments that cannot be scheduled or repeated.