What a finance function in this sector actually needs.
Realization is eroding quietly: work written off at billing, scope that grew without a change order, juniors on work that should have been leveraged differently. Work in progress and lock-up climb because nobody bills promptly and nobody chases. And partner economics are a matter of history rather than contribution.
We separate utilization from realization and report both, because the gap between them is where the money goes. Realization is tracked by client, by matter and by team, so the write-offs concentrate visibly rather than averaging out.
Scope discipline is made mechanical: what was quoted, what has been delivered, and what has been added without a change order — reviewed monthly while the client relationship is still warm enough to have the conversation.
Then lock-up: WIP days plus debtor days, tracked as one number, with billing frequency and collection treated as a process rather than an afterthought.
What you can do afterwards that you cannot do now.
See which clients and which teams are giving away margin.
Bill and collect on a rhythm.
Have the scope conversation while it is still easy.
Matched to the sector, not the postcode.
With a named controller alongside them, a named backup on every seat, and the specialist bench behind both — all inside one fixed monthly fee.
Nobody needs all of it at once.
The diagnostic decides which two or three matter first in your business, and you keep that assessment either way.
Your sector is one conversation away from a written answer. Start with what is actually going on.
One hour on your business, with the CFO who would hold the seat rather than a salesperson. Nothing to prepare and nothing to sign. A written note back within two working days saying what we heard and what we would look at first.