Capabilities

What we build.

Saperia Consulting turns consequential value-creation questions into management systems for PE-backed professional-services firms and firms preparing for a private-equity transaction. Operating evidence determines what gets built next.

Engagement economics and performance

Which clients, engagements, service lines, and teams create value, and where are pricing, scope, utilization, leverage, or delivery eroding margin?

What we build

A reconciled engagement-economics model connecting time, rates, labor cost, revenue, project status, and delivery evidence; governed definitions; executive and operating views; review routines; and the ownership and controls required to keep the answer current.

What changes

Management sees margin movement while work can still be steered, isolates the mechanism behind underperformance, and connects operating action to the value-creation plan.

Revenue, capacity, and liquidity planning

What can we sell and deliver with the team we have, when must capacity change, and when will booked work become revenue and cash?

What we build

Driver-based forecasts connecting pipeline, backlog, pricing, delivery capacity, workforce, revenue, billing, and cash; scenario models; 13-week cash visibility; worked-to-cash measures; and repeatable updates tied to operating evidence.

What changes

Growth plans become operationally and financially coherent. Management can compare scenarios, anticipate hiring and contracting needs, and act before delivery or liquidity constraints become results.

Worked-to-cash and finance operations

Where do time entry, project review, billing, collections, close, and reporting still depend on reconstruction, rework, or key-person knowledge?

What we build

Observed current-state evidence; redesigned workflows and controls spanning time capture through cash and close; targeted automation and integration; clear ownership and exception handling; and an implementation roadmap grounded in how work actually moves.

What changes

Billing and cash become more predictable, manual dependence falls, and the finance operating system can scale with the investment plan instead of being rebuilt around each new reporting demand.

Build the management system the next value-creation decision requires.

Start with one consequential question. Build the smallest responsible working system, then let operating evidence determine what should come next.

Bring the question