Industries › Professional Services
The questions professional services firms actually ask, answered against the numbers that decide them — with unedited excerpts from real analyses.
The bind specific to this industry is that partner compensation rationally pays people not to sell the highest-margin product in the firm. Almost every strategic question in professional services firms runs into it eventually, which is why answers borrowed from other sectors tend to point at the wrong lever first.
The numbers that carry most decisions here are billable utilisation, realisation, revenue per partner, engagement gross margin. Analysis that starts from revenue and works down rarely reaches them; analysis that starts from them usually settles the question in one pass.
This is unedited output from a completed run on Aldergate Partners — $88M revenue, 310 people — a sample profile used for testing rather than a customer.
The subject is Aldergate Partners, a sample company profile used for testing rather than a customer — $88M revenue, 310 people.
Excerpt from a real Percision run · Quick Market Scan · sample company profile
The move. Re-align partner economics so the diagnostic that already converts 63% of the time becomes the default first sale.
| Investment required | $0.9–1.1M total over 12 months: $0.4M for partner-success function (3 FTE), $0.3M for vertical-IP playbook development (4 FTE from existing bench), $0.2M for compensation-model simulation. |
| Expected return | Incremental EBITDA of $2.4–3.2M annually once 40 diagnostics/year achieved; payback period 4–6 months after compensation redesign goes live. |
| Revenue, year 1 | $60.5–62.0M (base case assumes 28 diagnostics sold, 65% attach rate) |
| Revenue, year 2 | $66–69M (40 diagnostics, 70% attach rate, vertical-IP packages live) |
| Revenue, year 3 | $74–78M (52 diagnostics, 75% attach rate, UK/EU regulatory playbooks optional) |
| Exit criteria | Strategy should be reversed if, within 12 months, (a) diagnostic attach rate falls below 45% for two consecutive quarters, OR (b) ≥4 partners depart (18% attrition), OR (c) partner cash-impact delta is negative for ≥50% of partners for two consecutive quarters. |
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The engine runs the same structured method on any business, and what changes by industry is which numbers it asks for and which framework it routes to. For professional services firms that means billable utilisation, realisation, revenue per partner rather than generic benchmarks. Every page in this section carries an excerpt from a completed run so you can judge the depth before spending anything.
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