Utilization is lower
Compare a quieter pipeline with the existing team and overhead. Distinguish reduced billable work from reduced cash expenses.
INDUSTRIES / PROFESSIONAL SERVICES
Connect your expertise
to a plan for growth.
Custom financial models and business materials for service firms. Bring billable capacity, utilization, project pricing and hiring into a clear operating view.
PROFESSIONAL SERVICESOperating logic
START WITH THE DRIVERS
01Delivery team
02Billable utilization
03Realized rate
04Service revenue
Connected assumptions. A clear view of your business.
Built around your business.Explore all industries
01 / THE OPERATING REALITY
Your business has
its own moving parts.
Consultancies, agencies, accounting firms, specialist practices, outsourced service providers and project-based advisory businesses.
01
Capacity & realization
Connect team size, available hours, utilization and realized rates. Separate retainers, fixed-fee projects and time-based work.
02
Delivery & hiring
Reflect the mix of employees and contractors, project staffing and recruitment timing. Understand the effect of added capacity before it is fully utilized.
03
Pipeline & collections
Connect signed work and expected project starts to billing milestones and cash collection. Test slower sales and longer client payment cycles.
WHAT THE FINANCIAL WORK MAKES VISIBLE
The operating detail.
The decisions it supports.
Connect people, pricing and project delivery to billing and collection. Billable activity, recognized revenue and cash receipts need a structure that fits the way engagements are sold.
| What to track | What the model connects | What it helps you understand |
|---|---|---|
| Billable capacity | Team size, available hours, utilization and delivery responsibilities. | How much work the team can deliver while allowing for non-billable activity. |
| Engagement revenue | Hourly rates, retainers or project fees, milestones and the engagement pipeline. | The relationship between sales commitments, delivery and the revenue forecast. |
| Delivery margin | Compensation, contractor use, project expenses and the effort needed per engagement. | How scope and staffing affect the economics of individual services or projects. |
| Cash from engagements | Deposits, billing schedules, payment terms, collections and payroll. | The funding required when delivery effort comes before client payment. |
QUESTIONS I CAN HELP YOU TEST
How would your plan change?
Choose the uncertainties that matter to your business. I can connect alternative assumptions to the forecast and explain the differences in the plan or presentation.
A fixed-fee project takes longer
Test extra delivery hours and contractor requirements against the same agreed fee and collection schedule.
The team grows before contracts start
Connect hiring dates to the pipeline, expected start dates and billing. Show the cash effect of recruiting ahead of demand.
02 / WHAT WE CAN BUILD
The economics, the plan
and the presentation.
Agree the deliverables your project needs. Keep the assumptions consistent across the work.
01
Financial models
A capacity and financial model covering revenue, team costs, hiring, utilization and cash flow.
Explore the service02
Business plans
A business plan explaining the client focus, service offer, delivery model, sales approach and growth requirements.
Explore the service03
Pitch decks
A presentation connecting the firm’s proposition and expansion plan to an understandable operating and financial case.
Explore the service03 / INSIDE THE DOCUMENTS
See the detail.
Understand the structure.
The financial-model and pitch-deck previews are selected for this industry. Open either image to inspect the detail, or follow its link to the matching FinancialModelsLab product. Each custom project follows its own business assumptions.
A PRACTICAL STARTING POINT
Bring what you know.
I’ll shape the brief.
These details help the work after our first conversation. You can start with the information you already have.
- Team structure, rates and utilization
- Retainers, projects and contract terms
- Pipeline and expected start dates
- Compensation, contractors and hiring plans
- Overhead, billing and collection history
ILLUSTRATIVE PROJECT SCENARIO
A consultancy adding a new delivery team
Compare recruiting ahead of demand with a staged hiring plan. Show the required pipeline, utilization and cash cover for each approach.
Explore the project briefA FEW PRACTICAL DETAILS
Before we work together.
LET’S MAKE THE NEXT MOVE CLEARER
Let’s work through
your next move.
Three quick questions. Then choose a time to talk with Henry.