Professional Services
Operations and ERP consulting for consulting, engineering, and professional services firms.
Professional services firms have a distinct operating model: time-based revenue, project accounting, resource management, and a tight relationship between billable utilization and margin. Generic ERP implementations rarely serve this model well.
We work with consulting, engineering, IT services, and professional services firms on the operational systems and processes that actually move utilization, realization, and client satisfaction.
What we see in professional services
Project accounting bolted onto generic finance
Most ERPs treat project accounting as an add-on. Services firms feel this every month-end with reconciliation pain and revenue-recognition rework.
Resource management running on spreadsheets
Capacity planning, bench tracking, and skills matching done in spreadsheets that nobody trusts — leading to utilization losses and over-promised delivery.
Quote-to-cash slower than it should be
From proposal through invoicing, the cycle is too long and too manual. Services firms leak margin in this gap.
Reporting that does not match how partners think
Standard ERP reporting rarely matches the realization, utilization, and project-margin views that services leadership actually use to run the business.
Our work with professional services clients
- →Selection and implementation of services-native ERP — typically D365 F&O Project Operations, NetSuite SuiteProjects, or industry-specific platforms.
- →Resource management process and tooling designed for capacity planning, skills matching, and pipeline-based forecasting.
- →Quote-to-cash redesign with proposal, contracting, time capture, billing, and revenue recognition treated as one flow.
- →Operating metrics — utilization, realization, project margin, leakage — designed for the way services leadership actually run the business.
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