Economics
Client, matter, engagement, and service-line profitability; utilization; realization; leverage; and contribution.
Professional services
In professional services, the economics start with people.
Your people create the value, represent much of the cost, and determine how much work the firm can deliver. That makes pricing, capacity, utilization, client mix, and hiring deeply connected.
Talent is expensive. Small choices compound.
In a professional services firm, profitability lives in the relationship between people, time, expertise, pricing, client mix, and collection. Growth can look healthy at the top line while quietly adding delivery strain, working-capital pressure, or low-value work.
The most useful numbers explain how the business is operating.
Utilization can help answer whether the firm really needs another hire. Client profitability can change how you price or where you spend your time. Collections affect how confidently you can invest. The point is not to track more metrics. It is to know which ones should change a decision.
A strong fit
The business has grown. The financial questions now reach across the company.
You may already have capable bookkeeping and tax support. The need is different: someone who can connect hiring, pricing, capacity, cash, and growth, help you see the tradeoffs, and work through those decisions with you.
Law firmsCPA firmsConsultanciesCreative agenciesSpecialist advisorsProject-based firms
The management view
See what is creating value and what the business can support next.
Decisions
Pricing, hiring, compensation, capacity, investments, founder production, and client concentration.
Durability
Predictable cash, better systems, management accountability, succession readiness, and enterprise value.
Let's look at the economics behind the business.
If you're working through questions around profitability, capacity, pricing, hiring, or growth, let's talk about what you're seeing.
Schedule a conversation