'%3e%3cpath%20d='M239.9%2019.18L226.9%2033.69L226.88%2033.66L198.3%2065.1C198.02%2065.53%20197.12%2066.16%20197.02%2066.23C195.97%2067.05%20194.72%2067.49%20193.42%2067.49C191.23%2067.49%20189.43%2066.2%20188.47%2064.99C178.97%2054.61%20161.09%2035.09%20159.69%2033.63H159.67L159.57%2033.52C151.21%2023.65%20139.04%2018%20126.17%2018C114.15%2018%20102.94%2022.8%2094.59%2031.51L120.46%2060.36C121.11%2057.78%20123.46%2055.89%20126.17%2055.89C128.03%2055.89%20129.75%2056.75%20130.88%2058.26C140.47%2068.76%20158.5%2088.49%20159.91%2089.97H159.92L160.02%2090.08C160.52%2090.67%20161.06%2091.28%20161.64%2091.89L161.92%2092.18H161.89C170.14%20100.85%20181.66%20105.81%20193.58%20105.81C205.5%20105.81%20216.36%20101.2%20224.65%2092.84L290.94%2019.18H239.9ZM193.42%2055.9C196.14%2055.9%20198.44%2057.72%20199.11%2060.31L225.02%2031.55C216.66%2022.81%20205.45%2018%20193.42%2018C181.39%2018%20169.94%2022.97%20161.69%2031.66L187.72%2060.3C188.39%2057.75%20190.75%2055.9%20193.42%2055.9ZM126.17%2067.69C124.86%2067.69%20123.58%2067.25%20122.55%2066.43L122.52%2066.46L122.28%2066.28L83.41%2022.94L80.04%2019.17H29L94.8%2092.49L94.89%2092.4L95.1%2092.61C103.4%20100.97%20114.43%20105.58%20126.17%20105.58C137.91%20105.58%20149.68%20100.59%20157.94%2091.88L131.89%2063.22C131.24%2065.8%20128.88%2067.68%20126.17%2067.68V67.69Z'%20fill='black'/%3e%3c/g%3e%3cdefs%3e%3cclipPath%20id='clip0_304_1833'%3e%3crect%20width='261.94'%20height='87.81'%20fill='white'%20transform='translate(29%2018)'/%3e%3c/clipPath%3e%3c/defs%3e%3c/svg%3e)
[ Industry advisory · Professional services ]
Strategic advisory for engineering practices.
Engineering practices win on technical reputation and lose on commercial discipline. Scope creep, under-quoted projects and stretched capacity all show up months later. We help engineering owners see project economics in real time.
[ What we hear, again and again ]
The pressures inside engineering firms.
None of these are signs of a poorly-run business. They're signs that the financial relationship around the business hasn't kept up.
- 01Scope creep absorbed quietly, project after project
- 02Capacity stretched across too many concurrent jobs
- 03Recovery rates quoted years ago and never revisited
- 04Cash sitting in WIP and unbilled work
- 05Owner-engineers spending time on admin, not strategy
[ How we work ]
What strategic support actually looks like.
- 01
Project profitability and recovery monitored monthly
- 02
Capacity and pipeline reviewed against margin, not just revenue
- 03
WIP and lock-up brought under real discipline
- 04
Owner / partner economics rebuilt around actual contribution
- 05
Long-term planning that includes succession and wealth outside the firm
[ The numbers that matter ]
What good operators in this industry actually watch.
Not a long list — the handful of numbers that, watched consistently, change how the business is run.
01
Project margin (actual vs quoted)
Where scope and recovery actually land
02
Utilisation rate
By engineer, by project, by month
03
WIP and unbilled work
How much value sits unconverted to cash
04
Owner / partner return
What ownership is actually delivering
- 01
Monthly utilisation, WIP and realisation review
- 02
Quarterly partner / owner conversation on profitability and capacity
- 03
Half-yearly tax, structure and partner / shareholder economics
- 04
Annual long-term plan — equity, succession and wealth outside the firm
[ The honest line ]
We help engineering owners spend more time on the work they care about — and less time wondering where the margin went.
[ The next conversation ]
Bring real economics to project work.
Bring the messy stuff. The numbers, the pressures, the decisions you've been putting off. The first conversation is structured, candid and obligation-free.
[ Other practices in professional services ]