Understand what your projects are earning, not just what has been billed.

Structure projects and phases so the accounting follows how the work is actually managed. This includes direct labor, consultants, reimbursable costs, work in process, unbilled revenue, budget-to-actual performance, and project-level profitability.
The goal is to make project financials usable during the project, not only after the job is complete.

A&E profitability depends heavily on understanding the true cost of labor.

We help review the structure behind overhead rates, indirect costs, labor burden, break-even rates, billing multipliers, and related rate assumptions so management can see whether pricing and staffing decisions are supporting the margins the firm expects.

This also includes identifying distortions caused by misclassified labor or expenses.

Utilization and billability are not simply timekeeping statistics; they are key drivers of firm economics.

We help establish clear definitions and reporting around:

• available labor hours

• direct/project hours

• billable hours

• utilization

• billability

• staffing mix

• labor budget versus actual

The objective is to connect employee time, project performance, and firm profitability in a way management can actually use.

Billing does not always tell you what a project has actually earned.

We help management compare project progress, labor consumed, budgeted hours and costs, earned value or earned revenue, actual billing, and expected project margin.

This creates earlier visibility into projects that are consuming too much labor, falling behind budget, or generating less margin than expected.

A profitable project can still create cash-flow problems when billing, WIP, collections, and project progress are out of sync.

We help improve visibility into:

• billing status

• unbilled work

• WIP

• accounts receivable

• DSO and collections

• project backlog

• consultant and reimbursable costs

• future workload and revenue visibility

The goal is to connect project activity with the cash the firm ultimately collects.

The accounting platform should support the way the firm manages projects—not force management to work around the software.

We help evaluate and improve project structure, time and cost capture, billing workflows, month-end processes, management reporting, QBO or IES configuration where appropriate, cleanup, migrations, and system handoffs.

The result should be a financial operating system that gives both project leaders and ownership better information without creating unnecessary administrative burden.