Business solutions for professional services firms
A professional services firm sells hours and judgment, then loses both to its own administration. AI and automation built for exactly this, tested on your own work first.
Utilization, scope and billing that agree. Scope creep usually surfaces at invoicing, when the margin is already gone. The fix: written scope, one owner per engagement, and a weekly check.
Where the money goes here
Written scope
What is in and out is on paper before the work starts.
A named owner
One person owns each engagement and the margin on it.
Weekly, not monthly
Scope is checked while it can still be corrected.
Start here. Unbilled admin is one task. You get back the same arithmetic for the next one, and the year it adds up to.
Price the next one
What you get
Proposals on a system
A library and a standard, so the next proposal takes minutes and reads like the same firm wrote it.
Utilization visible weekly
Who is over, who is under, and what it is costing, current instead of discovered at quarter end.
Delivery independent of the seller
Documented methods and handoffs so engagements do not stall when the partner who sold them is busy.
Billing and collections
Invoices out on time, receivables chased on a schedule, cash visible.
Why professional services firms run out of capacity before they run out of demand
In a professional services firm the product is time, which means every operational inefficiency is directly a margin problem. An hour lost to chasing a document is an hour that could have been billed, and it never appears on any report as a loss.
The most common constraint is that delivery depends on the senior people who are also selling. Work comes in, the same person who won it must now deliver it, and business development stops for the duration. The result is a firm that oscillates between too busy and too quiet, permanently.
See alsoaccounting and bookkeeping outsource the bookkeeping or hire buy leads or build a pipeline California New York
What we build for professional services firms
We build client records, admin automation, proposal and engagement documents, connected billing and books, utilization reporting and site rebuilds for professional services firms.
The people who bill are doing the admin, which is the most expensive way there is to do admin. Everything below moves some of it off them.
A client record everybody uses
One place for clients, matters and contacts, set up so the team keeps it current.
CRM build and migration →Admin off the billable hours
Onboarding, conflict checks, file opening and status updates handled on a schedule instead of by hand.
Process automation →Proposals and engagement letters
Written once properly, then assembled in an hour rather than an afternoon, and consistent every time.
Business documents →Time, billing and the books
Hours to invoice to the ledger without retyping, so the month end is a review rather than a rebuild.
Accounting and bookkeeping →Utilization you can see
Who is busy, what is unbilled and which work is losing money, current rather than four weeks old.
Data and reporting →A site that matches the firm
A rebuild that keeps the pages already bringing inquiries and is easy for the team to keep current.
Website redesign →Nothing here is a package. We start with the one that is costing you most, and the rest waits until it is worth doing.
Questions we get
Our partners are the bottleneck. What helps?
Separating the parts of delivery that need seniority from the parts that have always been done by seniors. In most firms that split is closer to thirty seventy than anyone expects.
Every partner runs engagements differently. Is that fixable?
Yes, and it does not require making everyone identical. The aim is a common spine, which is the same stages, the same core documents, the same checkpoints, with room for individual style inside it.
How do we improve cash without chasing clients harder?
Shorten the gap between work completed and invoice raised. Most firms bill on a monthly rhythm regardless of when work finished, which means half the work waits weeks before it is even asked for.
Will documenting our process make us feel like a factory?
Only if it is done badly. A working process document is short: stages, owners, checkpoints, what done looks like. It is not a script and it does not remove judgment.
More in the guides and every answer in one place.
Billable people doing admin, which is the most expensive way there is to do admin.
Read next
The markets this sector clusters in, and the guides that apply to it most directly.
Shaheer leads the work, with engineers, writers, filers and analysts behind him. C-suite operations for a San Francisco AI company, Six Sigma on the process side, Anthropic certified on the Model Context Protocol, ten years across eight industries. See what we have built
