Ideas that challenge how firms are run.
Practical thinking on profit architecture, financial clarity, and what it actually takes to lead a professional services firm well.
Recurring revenue isnt a product decision its a business model decision
THOUGHT SKETCH · 01 · REVENUE EFFICIENCY Recurring revenue isn’t a product decision. It’s a business model decision. Most professional services firms want retainer revenue. Few achieve it not because they lack the right service offering, but because they haven’t made the structural changes that retainer revenue actually requires. THE
The partner is the bottleneck. And the partner built it that way
THOUGHT SKETCH · 02 · PRODUCTIVITY The partner is the bottleneck. And the partner built it that way. Partner Load % is one of the most revealing numbers in a professional services firm. It tells you not just how busy the principal is, but whether the firm has a leverage
Scope creep isnt a client problem. Its a pricing architecture problem
THOUGHT SKETCH · 03 · PRODUCT & PRICING Scope creep isn’t a client problem. It’s a pricing architecture problem. Every professional services firm has engagements that start well and finish underwater. The standard explanation is difficult clients, unclear briefs, or poor project management. The honest explanation is usually simpler: the