Client and project profitability
A matter- or contract-level profitability system for a consulting, engineering, media or government-services firm.
Client context E
Professional Services & Government Contractors
Thyor advises consulting, engineering, media, lobbying, political consulting, government-contracting and accounting firms on utilisation, pricing, project economics, partner decisions, tax and transactions.
Decision environment
Commercial discipline for businesses whose principal asset is expertise.
- 01
Revenue quality depends on people and contracts
Backlog, utilisation, security clearance, client concentration and contract terms determine how much reported revenue converts to durable margin.
- 02
Pricing does not reflect cost-to-serve
Rates, scope creep, subcontractors and senior attention are not consistently reflected in client, project or contract economics.
- 03
Partner economics obscure firm economics
Draws, bonuses, origination credits and owner time can make practice profitability and reinvestment capacity difficult to see.
- 04
Government contracting adds compliance and concentration
Contract type, indirect rates, funding cycles, customer concentration and procurement rules create distinctive forecasting and risk issues.
Typical mandates
Where Thyor is usually engaged.
- 01
Client and project profitability
Reconstruct matter, contract and client economics using utilisation, labour mix, subcontractor and overhead drivers.
- 02
Pricing and utilisation
Redesign rate cards, packaging, staffing leverage and capacity planning around real contribution and market position.
- 03
Partner and ownership structure
Model partner compensation, capital, succession and governance choices alongside the firm’s investment needs.
- 04
Transaction and succession preparation
Normalise earnings, assess concentration and management depth, and prepare financial information for a merger, sale or partner transition.
Engagement model
How the work is conducted here.
- 01
Economics of expertise understood
Analysis begins with utilisation, leverage, backlog, rates, project mix and partner behaviour rather than generic overhead reduction.
- 02
Confidential partner-level work
Ownership, compensation and client profitability are handled through a small senior team with controlled circulation.
- 03
Government-contract context where relevant
Forecasting and performance analysis incorporate contract type, indirect rates, funding and customer concentration.
- 04
Implementation through operating cadence
Pricing, staffing and profitability decisions are embedded in pipeline, project-review and partner-reporting routines.
Representative mandate types
Illustrative contexts, not attributed client claims.
Pricing and utilisation
A pricing, capacity and labour-mix programme designed around contribution rather than headline revenue.
Partner and ownership structure
Financial modelling and governance support for partner succession, combination or reinvestment decisions.
Next step
Discuss a professional services matter.
A first conversation can remain high level until scope and confidentiality are agreed.