15. Dovetail IT Support
Headcount in latest accounts: 29
HQ: London
Date of certification: November 2025
B Corp “opens doors that are otherwise closed”, Dovetail IT Support CEO Greg Caplan tells us below.
The London-based, Mac-focused MSP secured the badge in November in a process Caplan said took nine months.
He flagged gathering the required evidence as the hardest aspect of its B Corp journey.
“It’s not enough to say you do the right thing; you have to prove it, with documentation, policies, and data to back it up,” he said.
Q&A with Dovetail IT Support co-founder and CEO Greg Caplan
What was your main reason for becoming a B Corp?
Honestly, it wasn’t a hard sell internally – the values were already there. We’ve always believed that how you run a business matters as much as what you deliver. Treating people well, being transparent, caring about our impact on the community and the environment: these weren’t things we needed to start doing to pass the assessment, they were things we were already doing. B Corp gave us a framework to evidence that, and a globally recognised mark to show the world we mean it.
B Corp is perhaps best associated with consumer goods brands. Does it really make sense for an MSP or IT solutions provider to have it?
Absolutely – and arguably it matters more in our sector than most. B Corp companies are serious about their supply chains. They look to work with suppliers who share their values, and increasingly they require it. As an MSP, we sit at the heart of our clients’ operations. Being B Corp certified tells those clients – many of whom are B Corps themselves or are working towards it – that we’ve been independently verified to the same standard they hold themselves to. It’s not a nice-to-have; for a growing number of businesses, it’s a pre-requisite.
What’s the main benefit of becoming a B Corp?
The certification opens doors that are otherwise closed. B Corp businesses actively seek out other B Corps when choosing suppliers and partners – there’s a genuine community and a real commercial preference for working within it. Beyond the business development angle, it also gives your team something to be proud of. It signals that the company they work for has been held to account and passed. That matters for recruitment, retention, and culture in a way that’s hard to put a number on – but very easy to feel.
How much time and money did it take?
The financial outlay is relatively modest – the main cost is time. We estimate somewhere between 60 and 100 man-hours in total, spread across the assessment, evidence gathering, and the back-and-forth with B Lab. For a small business, that’s a meaningful commitment, but it’s a one-off investment that keeps paying back. If your values are already in the right place, you’re not building something from scratch – you’re documenting what you already do, which makes the process far more manageable than it might sound.
What was the hardest aspect of becoming a B Corp?
Gathering the evidence. The assessment covers a wide range of areas — governance, workers, community, environment, customers — and some of the questions are genuinely detailed. It’s not enough to say you do the right thing; you have to prove it, with documentation, policies, and data to back it up. Tracking down the right information, making sure it was presented clearly, and ensuring it actually answered what was being asked took real effort and focus. It’s thorough by design, which is exactly what gives the certification its credibility – but that doesn’t make it easy.
Do you have any constructive criticism of the process?
Just one, really: the time it takes. From starting the assessment to receiving certification took us over nine months in total. To be fair, that’s largely a reflection of how popular B Corp has become – B Lab is processing a huge volume of applications and the demand for the certification has grown enormously. The process itself is rigorous and well-structured, and answers and feedback can take time to get. But if you’re going in expecting a quick turnaround, adjust your expectations. Start early, be patient, and treat it as a long-term project rather than a sprint.
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