Who we work with

Firms where revenue runs through people.

The plan runs on headcount, hours, rates, and utilization by practice, and we build at that level of detail. What changes from one kind of firm to the next is how the work is sold, staffed, and billed.

One lit room in a concrete facade at dusk

Accounting, advisory and CFO consulting

Recurring client work alongside advisory projects, with a calendar set by tax and reporting deadlines.

How the work is sold and billed: Recurring compliance and outsourced accounting next to advisory projects: fixed fees, monthly retainers, and hourly work in the same firm.
What the plan has to get right: Seasonal capacity, the mix of recurring and project work, and whether newer advisory services earn their margin as they grow.
Where we start: A capacity and hiring plan by practice and season, and profitability by client and service line.

IT and managed services

Recurring contracts next to project work, with third-party costs running through the books.

How the work is sold and billed: Monthly managed-service contracts alongside projects and staff augmentation, with hardware, licenses, and vendor costs resold or passed through.
What the plan has to get right: Recurring revenue and churn, engineer capacity across tickets and projects, and margin once resale and pass-through costs are separated out.
Where we start: A plan that separates recurring, project, and resale revenue, and margin by contract.

Management consulting

Project work sold by senior people and delivered by leveraged teams.

How the work is sold and billed: Project fees, fixed or time and materials, with work arriving in uneven blocks as projects are won and finish.
What the plan has to get right: Pipeline conversion, utilization and leverage by level, rate realization, and the time people spend between projects.
Where we start: A plan built from people, rates, and utilization by level, and a forecast tied to the pipeline.

Executive search

Retained searches led by senior partners, with each fee billed in installments as the search runs.

How the work is sold and billed: Retained fees, usually set as a share of the placed candidate’s first-year pay, billed in installments over a search that runs several months.
What the plan has to get right: Searches won, how many each partner and team can carry at once, average fee, time to fill, and searches that stall or close before the last installment.
Where we start: A plan built from searches per partner and average fee, and a forecast of fees billed by installment as searches progress.

Engineering and architecture

Long projects billed by phase, with fees earned well before they are collected.

How the work is sold and billed: Fixed fees, hourly, or a percentage of construction cost, billed against phases and milestones, often with subconsultant costs passed through.
What the plan has to get right: Backlog and how fast it burns, fee earned against effort spent, unbilled work, and staffing across overlapping projects.
Where we start: A backlog-driven forecast and project profitability that compares fee earned with effort spent.

Marketing and agencies

Retainers and projects, with media and production costs passing through to clients.

How the work is sold and billed: Monthly retainers and project fees, with media buying and production costs billed on to clients.
What the plan has to get right: Revenue net of pass-through costs, hours against retainer scope, and staffing as clients start, grow, and leave.
Where we start: Profitability by client on net revenue, and a capacity plan tied to the client roster.

Bookkeeping, the monthly close, and tax are not part of this work. We work from the books your team or accountants keep. What we build

Start a conversation

What is your firm ready to build?

Tell Nate what you’re trying to build or improve, from an annual plan or a 13-week cash forecast to reporting the whole firm trusts.

Discuss your firm hello@saperiaconsulting.com