Utilization and pricing are the business — and the financial systems rarely show either clearly.
Professional services firms — law, accounting, engineering, architecture, consulting — live on billable hours and engagement margin, but most run on accounting systems built for goods, not time. The PE thesis usually involves better pricing, tighter utilization, and roll-ups across regions. Executing on that thesis means rebuilding how the firm sees its own economics.
Sub-Sectors We Work In
Billable utilization, realization rate, engagement margin, and the analytics that turn timesheets into management insight.
Project profitability, client-level margin, ASC 606 revenue recognition, and the reporting that makes engagement economics visible.
Multi-firm consolidation, partner economics, chart-of-accounts harmonization, and the integration playbook for a multi-region platform.
Billings discipline, collections cadence, WIP management, and 13-week cash forecasting tied to engagement milestones.
Monthly reporting, KPIs, partner-level dashboards, EBITDA bridges, and the lender packs your sponsor and lender expect.
Sell-side readiness, normalized partner compensation, quality of earnings prep, and the operational story your bankers need.
Engagement profitability, utilization analytics, partner-level economics, and the sponsor cadence.
ASC 606 for services. Multi-entity consolidation across acquired firms. Audit readiness.
Pulling data out of practice management, time, billing, and CRM systems into operating dashboards.
Document intelligence on engagement letters and SOWs, AI agents for proposal generation and contract review.
Tell us where the friction lives in your professional services portfolio company and we’ll scope a solution that fits the way the business actually runs.
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