Financial advisory for professional services firms
In a services firm, capacity is inventory. Utilization, realization and pricing discipline determine whether the firm scales or simply gets busier.
Start an advisory reviewRealization is where strategy meets reality.
The drivers that decide the outcome.
What owners in professional services actually describe.
Busy without becoming more profitable
Growth in hours without growth in effective rate is a pricing problem wearing a capacity costume. We tell the two apart.
Scope creep absorbed silently
Unbilled work is the most common leak in services. We quantify it by engagement so pricing and change orders get enforced.
Hiring decisions made on feel
We model the utilization and pipeline required to make the next hire accretive rather than hopeful.
Capacity sold against capacity paid for.
What the work actually earns per hour.
Committed work against capacity.
Utilization and effective rate, unbilled work, pipeline coverage, cash forecast.
Engagement profitability, pricing review, staffing leverage and hiring capacity.
Owner compensation, entity structure and proactive tax planning.
Questions we hear first.
Which kinds of firms does this fit?
Agencies, engineering and architecture practices, consultancies, IT services and other firms that sell expert time.
Do we need time tracking for this to work?
Some form of time or capacity data is required. If tracking is inconsistent, we start with the minimum needed to measure realization.
Can you help with pricing model changes?
Yes. We model retainer, project and value-based structures against the delivery hours they consume before you change your proposals.