Recurring revenue with operational complexity — and a finance function that’s usually three years behind the business.
Business services companies grow through repeatable revenue, but the operating systems behind that revenue rarely scale at the same pace. PE roll-ups compound the problem — adding entities, ERPs, billing systems, and contract types until the consolidated picture is a guess. Margins are real, but they’re usually invisible without the right reporting cadence and a finance team that understands services economics.
Sub-Sectors We Work In
ASC 606 revenue recognition, deferred revenue management, and the billings/collections discipline that turns booked revenue into recognized revenue into cash.
Client-level and engagement-level profitability, utilization analytics, and gross margin by service line — so leadership can see which work is actually paying the bills.
Multi-entity consolidation, ERP and billing system harmonization, and the integration playbook that turns five acquired businesses into one operating platform.
Monthly reporting, sponsor packs, budgets, and the KPI cadence that keeps the management team aligned and the board informed.
Rate cards by service tier, margin-by-customer analytics, and contract-level economics that surface the pricing discipline most services platforms are missing.
Sell-side readiness, quality of earnings prep, and the operational and financial story your bankers need to maximize the next transaction.
Engagement profitability, utilization analytics, and the reporting cadence your sponsor expects.
ASC 606 in a services world. Multi-entity consolidation. Audit readiness across acquired entities.
Unifying billing, time, CRM, and ERP data into the dashboards leadership actually uses.
Document intelligence on contracts, AI agents for billing and collections, automated proposal generation.
Tell us where the friction lives in your business services portfolio company and we’ll scope a solution that fits the way the business actually runs.
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