Professional Services, Engineering and Management Consulting

For engineering and management consulting firms, the work comes down to three things: projects, multiple clients, and the hours you spend. Try to track all three by hand and you lose sight of whether a project is actually making money, while clients wait on you. Here’s how one mid-sized consulting firm got that under control.

Client Profile

An engineering and management consulting firm. 20 consultants, 15+ active projects running at once, and 50+ firms in the client portfolio.

Challenges Faced

• Lack of Time Tracking: Nobody could say with certainty how much time each consultant put into a given project, so working out profitability project by project was simply out of reach.
• Project Coordination Difficulties: Project plans lived in one place, documents in another, and meeting notes somewhere else entirely. Finding a single piece of information was a task in itself.
• Billing Delays: Even once a project wrapped up, getting the invoice out could take weeks, and that hit cash flow directly.

Solution Approach: Project-Based Management System

• Digital Time Entry: Each consultant’s time on a project is recorded automatically, so profitability reports are there the moment you need them.
• Centralized Project Environment: Plans, documents, tasks, and correspondence all sit on one platform. Clients and team members now look at the same information.
• Automated Billing: Invoices go out automatically as the project moves through its stages, with approvals and payment tracking handled in the same place.

Achieved Results

• 100% visibility into project profitability
• Invoice turnaround cut from 3 weeks to 2 days
• Consultant productivity up by 30%
• Client satisfaction scores up by 25%