Services businesses run on three numbers: what people are doing, what has been billed, and what has been recognised. When those live in three systems, month end becomes an investigation.
What the work is for
Time, expense and subcontract landing on the engagement while it runs, not after it closes.
Contract terms, rates and milestones held in the system, so the invoice follows the agreement without a manual check.
Recognition driven by the contract and the delivery record rather than by a schedule maintained separately.
Resourcing from one view of skills, commitments and utilisation instead of a spreadsheet.
Chargeable and non-chargeable time measured the same way across practices.
Work in progress, accruals and final billing handled as part of delivery rather than as a finance exercise.
Sector capability, not a client reference. This page describes work we do in this sector. It names no client and claims no result, because those belong with an engagement. Delivered work carries the 6 engagements we can show you, with the numbers as measured.
Who has to agree
A programme like this is signed off by six or seven people who do not share a definition of success. These are the questions each of them tends to arrive with.
Work in progress that is real, revenue recognition that survives audit, and a close that is not a reconstruction.
Margin per engagement visible early enough to act, and a resourcing picture that is current.
Utilisation and pipeline in one place, measured consistently across teams.
Budget against actuals on their own job, without asking finance for an extract.
One platform for time, billing and ledger instead of three joined by export.
Contract terms that are held in the system and applied to the invoice automatically.
How the programme splits
Related
Other sectors
