Professional services
Connect pipeline, people,
projects, billing and margin.
PipelineProfitability
For project-based and expertise-led professional services organisations. The commercial promise made during the sale must remain connected to the contract, capacity, delivery, cost, billing, revenue and cash throughout the customer relationship. We help organisations connect those decisions through Microsoft business applications, data and operational intelligence.
Value is often created through expertise, capacity, intellectual property and the outcomes delivered for the customer.
In short
What services leadership is actually trying to control.
Before capability, the question is which outcomes need to move. These are outcome areas to baseline, not benchmark promises.
Pipeline credibility
Whether the forecast reflects work the business can win and deliver.
Delivery capacity
Whether committed work and probable demand are matched by people and skills.
Commercial continuity
Whether what was sold survives into what is contracted, delivered and billed.
Project predictability
Whether effort, schedule and cost behave as the commercial baseline assumed.
Billing velocity
How long delivered work waits before it becomes billable and invoiced.
Unbilled position
Whether unbilled work can be explained against terms, delivery and accounting treatment.
Margin visibility
Whether project and account margin move with the forecast rather than after the fact.
Cash conversion
Whether delivered value reaches the bank at the pace the commercial model assumed.
Who this page serves
Project-based and expertise-led services organisations.
Professional services is not one operating model. Being explicit about the models we position here is more useful than implying they are all the same.
Where this proposition applies
- Project-based consulting and advisory firms
- Technology and professional services organisations
- Engineering and project services businesses
- Retained advisory and recurring service models
- Managed service providers with contracted capacity
- Mixed models combining projects, retainers and support
Commercial models vary: time, deliverables, fixed outcomes, retained capacity, recurring service, managed service or a combination. Not every services organisation sells hours.
What we do not claim here
- Regulated professions such as legal and accountancy, where practice-specific compliance, client money and matter management requirements apply. We do not claim that depth here.
- Agencies, recruitment and outsourcing models, where the commercial mechanics differ enough to need separate qualification before we position them.
- Product businesses where services are incidental rather than the commercial model.
If your model sits outside these boundaries, say so early. It changes the qualification rather than ending the conversation.
The professional services reality
Winning the work is only the first commercial decision.
A new project creates commitments across scope, people, skills, capacity, time, cost, delivery, billing, cash and customer expectations. Disconnected commercial information can make it harder to understand whether growth is improving or weakening margin.
Each commitment is manageable on its own. The difficulty is that they are made at different moments by different people.
A won deal creates a delivery commitment
Scope, people, skills, timing and cost are all promised at the moment the deal closes.
The commitment requires capacity
A credible pipeline needs a credible view of the capacity required to deliver it. Pipeline without delivery capacity can become both a delivery risk and a revenue risk.
Capacity requires the right people
Availability is not the same as suitability. The cheapest available person is not always the lowest-cost decision.
Delivery consumes time and cost
Effort, resource mix, subcontracting, expenses and rework decide what the work actually cost to produce.
Delivery should create billing
Unbilled work should be explainable against the agreed billing terms, delivery position and accounting treatment.
Margin is what is left
Margin can deteriorate during delivery if forecast cost, scope and billing do not remain visible.
Revenue tells you what the business sold. Margin tells you what it took to deliver it.
This is why services businesses can look successful in the pipeline report and still struggle in the margin report.
One commercial model
The commercial story should survive the handover from Sales to Delivery.
Customer, commercials, capacity, data and governance run across every stage. When they are owned separately, the handover becomes the point where the story quietly changes.
Opportunity
Value, stage and expected close, with evidence behind each one.
Qualify
Scope, outcome, complexity, dependencies and commercial model.
Proposal
Effort, resource mix, assumptions and exclusions written down.
Contract / SOW
The agreed commercial baseline: scope, deliverables, acceptance, rates, billing rules and change route.
Commercial handover
The point where the commercial story must not change. Delivery starts from the baseline, not from memory.
Resource plan
Role, skill, experience and continuity against real availability.
Delivery
Scope, milestones, change, risk and decisions in one place.
Time / cost / expense
Effort, subcontract cost and expense recorded so they explain delivery, not just payroll.
Change / acceptance
What changed, what it cost, what was approved and what the customer accepted.
Billing
Milestone, time, fixed fee, recurring and expenses without reconstruction.
Revenue / finance
Recognised according to the customer's accounting policy and finance configuration.
Cash
Receivables, collections and the project issues delaying them.
Margin / value
What the work took to deliver, early enough to change the outcome.
Value realisation
How a commercial outcome is actually reached.
Capability alone does not move margin. Each link has to hold, and the result is measured against the organisation's own baseline.
01
Baseline
Agree what pipeline, capacity, delivery cost, WIP, margin and cash currently look like, using the organisation's own definitions.
02
Operating change
Decide the commercial models, qualification, contract baseline, resource model, time and expense policy, billing rules and acceptance.
03
Platform capability
Configure the agreed model across CRM, project operations and finance, with clear data ownership between them.
04
Adoption
Sales, resource managers, project managers, consultants, Finance and leadership maintain the data the model depends on.
05
Observed result
Measure the same baseline again. Movement is reported against the customer's definitions, not against a published benchmark.
06
Decision
Continue, adjust or stop. No change remains a valid outcome.
Contract and handover
Delivery should start from an agreed commercial baseline.
Not from everybody's memory of the proposal. The contract or statement of work is where the commercial promise becomes something delivery can be measured against.
The commercial baseline may contain
- Scope and deliverables
- Milestones and acceptance
- Assumptions and exclusions
- Customer responsibilities
- Rates and expense terms
- Billing rules and schedule
- Third-party dependencies
- Change route and authority
What the handover must carry
- Customer outcome
- Contracted scope
- Assumptions
- Exclusions
- Deliverables
- Acceptance criteria
- Timeline
- Estimated effort
- Resource mix
- Customer dependencies
- Third-party dependencies
- Commercial model
- Billing rules
- Known risks
- Open decisions
Proposal assumptions should not disappear once the project record is created. They are the reason the estimate looked the way it did.
Change and acceptance
Change is a commercial control, not an administrative step.
Unapproved effort is still effort. If it changes the cost of delivery, it needs to remain visible even when it cannot yet be billed.
01
Baseline
02
Change identified
03
Impact assessed
04
Customer decision
05
Approved or rejected
06
Forecast updated
07
Delivery updated
Assess the impact on
- Scope
- Effort
- Schedule
- Resources
- Billing
- Margin
- Acceptance
- Customer responsibilities
Not every change becomes chargeable. The decision belongs to the customer relationship, but the cost should never be invisible.
Delivered, accepted, billable and invoiced are different states
Delivered
Work has been completed operationally.
Accepted
Customer acceptance requirements have been met, where acceptance applies.
Billable
The commercial rules permit invoicing.
Invoiced
An invoice has been issued.
Delivery to cash
Delivery, billing, recognised revenue and cash are related, but they are not the same event.
Each position answers a different question. Confusing them is how a healthy delivery report and an unhealthy financial position appear at the same time.
Delivery position
What work has been completed?
Effort, milestones, deliverables and remaining work against the contracted baseline.
WIP / unbilled position
What is delivered but not yet invoiced?
Defined according to the organisation's accounting policy and commercial model, not a universal rule.
Billable position
What can be invoiced under the agreed terms?
Billing rules, acceptance status, approvals, caps and expense terms decide this.
Invoice position
What has been invoiced?
Issued invoices, credits, disputes and the delivery record behind each one.
Revenue position
What revenue is recognised?
According to the customer's accounting policy and finance configuration. We do not prescribe the treatment.
Cash position
What has been collected?
Receivables, ageing, collection activity and the delivery issues delaying payment.
Operational backlog, unbilled work, financial WIP and invoice status are different things, and no single definition of WIP applies to every firm. We configure the treatment your finance function has agreed. We do not provide accounting advice or prescribe a revenue-recognition policy.
Project margin
Margin should move when the forecast moves.
Not appear for the first time after the project ends. Four positions, and the reason the gap between them changed.
Original commercial position
What was sold?
Price, assumed effort, resource mix, expense assumptions and expected margin at the point of contract.
Current forecast
What is now expected?
Remaining effort, approved change, subcontract commitment and revised completion.
Actual
What has happened?
Recorded time, cost, expense, third-party cost and billing to date.
Variance
Why did it move?
Scope, effort, resource mix, rates, subcontractors, expenses, rework, delay, customer dependency, change or write-off.
We do not prescribe gross, contribution or net margin definitions. The organisation should agree which definition is being used, and the same definition should hold from project review to board pack. A profitable project does not always mean a profitable relationship.
Capacity and capability
Committed work and scenarios are not the same input.
Capacity planning should distinguish committed work from scenarios rather than turning pipeline probability directly into a staffing plan.
Contracted demand
Committed project work with remaining effort and required skills.
Probable demand
Qualified pipeline expressed as scenarios rather than a staffing instruction.
Capacity
Real availability after leave, notice, ramp-up and existing bookings.
Capability
Skills and suitability, not simply who is free.
Flex capacity
Contractors and delivery partners, where that model is used.
Non-project demand
Support, presales, internal work, leave, training and improvement.
Commercial models
Each model moves the risk somewhere different.
Scope, price, capacity, acceptance, billing, change, risk and margin behave differently under each arrangement. Open the ones you actually use.
Operating detail
What the platform should actually control in a services business.
Open only the areas that matter to your operation. Each one explains the commercial decision it supports rather than listing functionality.
- Opportunity, value, probability, stage and expected close
- Service, resource requirement, start date, duration and commercial model
- Which opportunities are genuinely progressing, and what evidence supports the stage?
- What happens to capacity if several opportunities close in the same month?
- A large pipeline is not the same as a believable pipeline.
Leadership questions
Could your leadership team answer these today?
If these questions require several spreadsheets and several people, there is an information problem worth examining before there is a software problem.
- How much of the pipeline is believable?
- What delivery capacity is already committed?
- Which skills constrain growth?
- Which projects are likely to exceed budget?
- How much work has been delivered but not billed?
- Where is margin moving?
- Which customers require intervention?
- What happens to capacity if the top opportunities close?
Platform fit
Choose against the operating model, not the sector label.
Services organisations vary enormously. The right platform combination depends on how work is sold, contracted, resourced, delivered and billed.
Dynamics 365 Business Central
Connect project operations with the financial core.
- Finance, customers, suppliers, purchasing and cash
- Jobs and projects, resources, time and project billing for many services operating models
- Reporting built on one set of commercial data
- Where project sales, scheduling or contract depth exceeds it, assess additional capability rather than stretching the platform
Dynamics 365 Sales and Customer Service
Connect customer and opportunity data to what the business can actually deliver.
- Accounts, contacts, leads, opportunities and activities
- Pipeline, forecast and customer history
- Service and account development in the same relationship view
- Opportunity data should carry the resource, timing and commercial implications of the deal
Dynamics 365 Project Operations
Microsoft's application connecting project sales, resourcing, project management and finance.
- Microsoft supports more than one deployment scenario, including a lite or core deployment on Dataverse and a scenario integrated with Dynamics 365 Finance
- Project contracts, resource scheduling, time, expense and project billing
- The deployment scenario should be chosen against the operating model, not the sector label
- It should not be added simply because the organisation delivers projects
Dynamics 365 Finance and Supply Chain Management remains the enterprise finance route where scale, entity structure or supply chain requirements call for it. See the enterprise platform for that proposition.
Architecture
The objective is one commercial truth, not necessarily one application.
Customer and opportunity, commercial agreement, project operations and finance are four layers of the same commercial story. Where each layer runs is a design decision.
Customer and opportunity
- Account
- Contact
- Lead
- Opportunity
- Pipeline
- Qualification
Commercial agreement
- Proposal
- Contract or SOW
- Rates
- Billing rules
- Acceptance
- Change route
Project and services operations
- Project
- Plan
- Resource
- Booking
- Time
- Expense
- Progress
Finance
- Cost
- WIP
- Invoice
- Revenue
- Receivable
- Margin
Shared across every layer
- Customer
- Resource
- Commercial model
- Data ownership
- Governance
Business Central centric
Projects and finance in Business Central, with CRM connected where pipeline and customer management justify it.
Suits organisations whose project structures, resourcing and billing rules sit comfortably inside the finance platform.
Microsoft plus targeted extension
Standard capability with focused extension where a specific commercial rule cannot be met by configuration.
Suits a small number of well-understood gaps, not a rebuild of the project model.
Project Operations
Project sales, resourcing, delivery, time, expense and project billing using the appropriate Project Operations deployment scenario, with Dynamics 365 Finance where the finance requirement calls for it.
Suits deeper project contract, scheduling and project billing requirements. The deployment scenario is qualified, not assumed.
Specialist PSA integrated with Microsoft
A specialist professional services automation platform integrated with the Microsoft estate where it fits the operating model better.
A legitimate outcome. We do not recommend a specific ISV without qualification and approval.
What the specialist PSA decision is qualified against
- Resource planning and scheduling depth
- Project contract structures
- Timesheet and approval model
- Expense and subcontract handling
- Billing rule complexity
- Revenue and accounting requirements
- Utilisation and skills management
- Scale, geography and entity structure
- Integration and reporting requirements
Business Central and Project Operations do not have to cover every professional services requirement. Where a specialist platform fits the operating model better, integrating it with Microsoft is a legitimate architecture.
One management view
See Sales, Delivery and Finance in the same commercial picture.
These are the questions a management view should answer. The numbers should come from your operation, not from an example dashboard.
Pipeline
How much is believable?
Backlog
What is already committed?
Capacity
Can we deliver it?
Project health
Where is delivery drifting?
WIP
What should be billed?
Margin
Where is value moving?
Cash
What has not been collected?
Leadership view
The same commercial model, seen from six chairs.
Each role needs a different cut of the same data. Where those views disagree, definitions, ownership and timing should be examined before creating another report.
CEO
Is growth creating sustainable value or simply creating more delivery pressure?
- Pipeline
- Revenue
- Capacity
- Margin
- Customer growth
- Risk
CFO
Where is commercial value leaking between delivery and cash?
- WIP
- Billing
- Receivables
- Margin
- Forecast
- Project profitability
COO / Delivery
Can we deliver what we have already sold and what Sales expects to sell next?
- Backlog
- Capacity
- Skills
- Utilisation
- Project health
- Rework
Sales
What can we responsibly commit to?
- Pipeline
- Qualification
- Probability
- Start date
- Resource requirement
Delivery management
What needs intervention before the project becomes commercially unhealthy?
- Scope
- Effort
- Milestones
- Change
- Risk
- Forecast
Finance
Can Finance explain the commercial position without rebuilding the project manually?
- Time
- Cost
- WIP
- Billing
- Revenue
- Receivables
The management loop
The objective is not merely an integrated system. It is a better management loop.
Each turn of the loop should make the next sale more accurate, the next plan more realistic and the next project more predictable.
- 01Sell
- 02Plan
- 03Resource
- 04Deliver
- 05Measure
- 06Bill
- 07Collect
- 08Learn
- 09Improve
- 10Sell better
Delivery route
The right route depends on how much is still undecided.
Eight routes, not two. Fit is established in sequence, and acceleration is qualified last.
01
Operating model fit
Services offered, commercial models, contract baseline, resource model, time and billing policy, acceptance and margin definition.
02
Platform fit
Business Central, CRM, Project Operations, Dynamics 365 Finance or a specialist PSA, qualified against that model.
03
Delivery fit
Only then is Transform, standard implementation, RAPID 10, RAPID 30 or RAPID 90 qualified against the relevant route.
Transform
The commercial and operating model still needs defining
Sales process, qualification, contract baseline, project model, resource model, time policy, billing model, acceptance, governance and reporting still need decisions. Do not automate a commercial model the leadership team has not agreed.
Explore TransformStandard implementation
The model is understood, governed delivery is required
Where the future operating model and platform are sufficiently understood, a conventional governed implementation is the honest route. Most services implementations belong here rather than at either extreme.
Explore ImplementationRAPID qualification
Bounded, strict-fit scope may support acceleration
Acceleration is qualified after operating model fit and platform fit, against the relevant CRM, Business Central or enterprise route. The services sector itself does not create RAPID fit.
Explore RAPIDRecover
The programme has lost confidence or control
Delivery problems can cross pipeline, project data, billing, WIP and margin. Recovery starts by establishing what is actually true before deciding what to change.
Explore RecoveryOptimise
The live platform contains friction or missed value
Pipeline quality, resource planning, project forecasting, time, billing, WIP, margin reporting and deferred automation can often be improved without another implementation.
Explore OptimiseSupport
Agreed capability needs dependable operational service
Support keeps agreed capability operating: incidents, releases, month end, billing runs and integrations. Improvement is a separate, evidence-led decision.
Explore SupportPartner Transition
The platform may stay, the partner relationship changes
A transition is a transfer of responsibility. Tenant, environments, source control, service identities, integrations and delivery knowledge move under customer control before responsibility moves.
Explore Partner TransitionAssessment
Material uncertainty should be reduced before commitment
Where the pressure is clear but the cause is not, a bounded assessment produces evidence rather than a proposal.
Explore Assessments
Confidence gates
Four points where the commercial model is re-confirmed.
A gate is a decision point rather than a warning. Each one can end in proceed, adjust or stop, and the answer is evidence rather than optimism.
Gate 1
Before design
Commercial operating model confidence
The commercial model is a leadership decision before it is a configuration. This gate confirms it has actually been made.
Confirmed at this gate
- Services offered and commercial models used
- Qualification standard and contract or SOW model
- Project model, resource model and booking approach
- Time policy, expense policy and approval routes
- Billing model, acceptance rules and change route
- Margin definition and the business outcomes being pursued
Decision
Proceed to platform and architecture qualification · Investigate specific undecided areas first · Transform first, where the model itself is the work
Gate 2
Before build
Platform and architecture confidence
Architecture, data authority and licence architecture are qualified together, before the operating model is committed to a platform.
Confirmed at this gate
- Business Central, CRM, Project Operations, Dynamics 365 Finance or specialist PSA fit
- Data authority for customer, opportunity, contract, project, resource, time, cost and billing
- Integration boundaries and interface ownership
- Security and role design across commercial and cost data
- Licence architecture alongside platform architecture
- Reporting requirements and first-release scope
Decision
Proceed to build · Re-scope the first release · Introduce specialist capability · Move to a different platform route
Gate 3
Before cutover
Commercial lifecycle proof
One representative commercial lifecycle is proved end to end using the organisation's own data and rules.
Confirmed at this gate
- Opportunity, qualification, proposal and contract
- Project creation, resource booking, time and expense
- Change, acceptance and billing
- Finance posting and cash application
- Exceptions: overrun, customer delay, scope change, contractor cost, write-off, rate change, delayed acceptance and billing dispute
Decision
Proceed to cutover planning · Remediate the failing step · Re-test
Gate 4
Go-live decision
Services go-live readiness
A professional services go-live is ready when active commercial commitments can continue through the new operating model without losing their financial meaning.
Confirmed at this gate
- Customers, active contracts and active projects
- Budgets, rate cards, resources, skills and bookings
- Open time, expenses and WIP position
- Billing schedules, open invoices and receivables
- Project financial position and reconciliation to the source
- Integrations, security, trained users and support cover
Decision
Go · No-go · Controlled deferral of a defined scope
Shared responsibility
Some of this only you can do.
We can configure the commercial model. Leadership has to agree what that model means first. Saying so at the start is more useful than discovering it during testing.
The customer owns
- Commercial models, pricing and rate cards
- Contract terms, scope and acceptance criteria
- Resource policy and project governance
- Skill definitions and utilisation definitions
- Time, expense and billing policy
- Accounting and revenue treatment
- Cost basis and margin definitions
- Data validation, user acceptance testing and the cutover decision
InteliSense may provide
- Qualification and process design
- Architecture and configuration
- Development and integration
- Data migration and testing
- Reporting and analytics
- Cutover support and risk visibility
Held jointly
- The commercial lifecycle proof at Gate 3
- Decision ownership and escalation
- Adoption across Sales, Delivery and Finance
- The go-live decision and what is deferred
Cutover
Preserving the commercial position of work already underway.
The cutover challenge is not simply moving project records. Projects continue delivering, invoices continue falling due and consultants continue booking time while the platform changes.
What has to survive the move
- Open opportunities and their resource implications
- Customer contracts and rate cards
- Active projects, budgets and remaining effort
- Assignments, bookings and forward plans
- Open timesheets and unapproved expenses
- WIP and unbilled work
- Billing schedules and milestone status
- Open invoices and receivables
- Project financial balances and forecasts
- Support and service commitments
Foundations
Data, adoption, security and licensing decide whether it holds.
These areas quietly determine whether the commercial model survives its first month end.
Data migration
Historic project information should move because the future operating model needs it, not simply because it exists. Not every historical time entry belongs in the new platform.
- Customers, contacts and opportunities
- Contracts, projects and budgets
- Resources, skills and rate cards
- Bookings, open time and expenses
- WIP, open billing and receivables
- Reference data and reporting history
Integration ownership
No interface between CRM, project operations and finance should be assumed as standard. For each material interface we establish:
- Which system is the operational authority for the data
- What triggers movement, and in which direction
- What happens when the interface fails
- Who owns the reconciliation
Adoption as a commercial control
A commercial model cannot become reliable if the people who create its data continue managing the business somewhere else. This is about commercial reliability, not monitoring individuals.
- Pipeline not maintained between reviews
- Project forecasts not updated as work changes
- Time submitted late or in bulk
- Approvals delayed beyond the billing run
- Resource plans held in private spreadsheets
- WIP rebuilt manually each month
- Sales
- Resource managers
- Project managers
- Consultants and delivery teams
- Finance
- Leadership
Security and licensing
The people delivering a project may need its operational context without needing visibility of every commercial or cost field.
- Customer rate cards
- Employee and resource cost
- Contractor cost
- Project margin
- Commercial proposals and contracts
- Confidential customer documents
Role design distinguishes, where relevant:
- Project member
- Project manager
- Resource manager
- Sales
- Finance
- Leadership
- External contractor
Platform architecture and licence architecture should be qualified together before the operating model is committed, across Business Central, Dynamics 365 Sales, Project Operations, Dynamics 365 Finance, Power Platform, Power BI, Microsoft Fabric.
Already live
Where the commercial model has stopped connecting.
If several are true, the issue may extend beyond a single configuration fault and deserve broader assessment.
- Pipeline cannot be trusted
- Projects regularly exceed planned effort
- Billing is delayed
- WIP is unclear
- Margin is understood too late
- Resource planning is manual
- CRM and finance disagree
- Project data is fragmented
- Support consumes unplanned capacity
- Reporting requires spreadsheets
Support
Keeps agreed capability operating: incidents, releases, billing runs, month end and integrations.
Explore SupportCustomer Success
Connects business priorities, evidence and future investment across retain, expand and advocate.
Explore Customer SuccessOptimise
Executes evidence-led improvement across pipeline quality, resource planning, forecasting, time, billing, WIP, margin, reporting and automation. No change remains a valid outcome.
Explore OptimiseRelationship view
- Customer
- Opportunity
- Project
- Service
- Commercial result
- Next qualified need
Account revenue, project margin, service burden, repeat work and renewal describe whether a relationship is genuinely healthy. Expansion should follow customer need and evidence rather than a cross-sell plan.
From reporting to earlier decisions
Services data already contains signals about what may happen next.
CRM, pipeline, project plans, timesheets, budgets, resource plans, support, billing and finance all describe the same commercial story from different angles. Bringing them together is what makes forecasting, exception detection and decision support possible.
Practical AI use cases
- Proposal support
- Knowledge retrieval
- Project summaries
- Meeting actions
- Risk summaries
- Document generation
- Timesheet assistance
- Data analysis
Services businesses accumulate valuable knowledge faster than people can reliably find it. Secure knowledge retrieval is often more useful than another dashboard.
Automate administration first
- Approvals
- Reminders
- Project setup
- Customer onboarding
- Billing preparation
- Document routing
- Status reporting
- Data movement
Automate administration before automating judgement. Not every manual process needs AI, and AI is not a substitute for delivery governance.
Where judgement stays human
- AI should not price work
- AI should not approve margin
- AI should not allocate staff without human decision
- AI should not determine individual performance
- AI should not approve customer decisions
Predictive intelligence
What would you want to know before month-end?
Prediction is only useful when it changes a decision while there is still time to act. Project overrun risk and margin exposure are decision support, not certainty.
- Which projects are likely to exceed budget?
- Where is margin likely to move?
- Which projects need senior intervention?
- Where will resource demand exceed capacity?
- Which skills are becoming constraints?
- Which invoices are likely to become delayed?
Evidence status
Our three current predictive models are Level 1 demonstrations built on synthetic data, and all three sit in warehouse and service operations rather than professional services. They are examples of the wider Predictive Intelligence proposition, not products running in a services business today. We do not claim that a warehouse technique transfers to services capacity planning until a services model has been built and evaluated.
See the current demonstrationsProfessional services opportunities: potential use cases to assess, not current products
Project overrun risk
Decision: Whether to intervene on a project while the outcome can still change.
Data: Project plans, remaining effort, time, change history and delivery events.
Margin exposure
Decision: Whether the forecast margin on a contract still holds.
Data: Contract terms, cost rates, effort, subcontract and expense commitment.
Resource capacity
Decision: Whether to recruit, subcontract, resequence or decline work.
Data: Bookings, remaining effort, skills, leave and qualified pipeline.
Pipeline quality
Decision: Which opportunities deserve senior time and delivery pre-planning.
Data: Opportunity history, stage progression, activity and outcome.
Invoice delay
Decision: Where to act before an invoice becomes a collection problem.
Data: Billing history, acceptance status, dispute records and payment behaviour.
Rework patterns
Decision: Which delivery patterns repeatedly consume unbilled effort.
Data: Time categorisation, change records and project retrospectives.
Each one is qualified against
- Decision value
- Data
- Signal
- Timing
- Actionability
- Baseline
- Risk
- Cost to operate
We do not claim a professional services predictive model until it has been proven against the relevant data and decision.
Evidence
Customer experience of working with InteliSense.
Our current published videos evidence Dynamics delivery with InteliSense. We will publish professional services-specific customer evidence here when it has been verified. Where a result cannot be verified, we do not present it.
Customer voice
What customers say about working with us.
Customer voices
InteliSense customers
Hear our customers talk about InteliSense
How we work
Standardise the controls. Preserve the expertise.
Agree the commercial model first
Do not automate a commercial model the leadership team has not agreed.
Protect the handover
What was sold, assumed and excluded should survive into delivery unchanged.
Standardise the controls
Standardise stages, handover, project setup, time and billing. Preserve how expertise is delivered.
Reduce coordination, not just paper
Growth gets harder when every new project needs more meetings, spreadsheets and reconciliation.
Automate administration before judgement
Not every manual process needs AI. Some of them need an owner and a rule.
Stay after go-live
Support, customer success, optimisation and intelligence continue once the platform is live.
Orientation
Where should a professional services conversation start?
Four questions. Your answers carry into the enquiry, so nothing needs repeating. This is orientation rather than a recommendation.
Indicative signal
Answer the questions and we will show a likely starting point. This is orientation rather than a recommendation, and we do not decide platform fit or acceleration from a form.
Your answers are carried through, so you will not be asked to repeat them. Final qualification is always a conversation.
Common questions
Questions professional services leaders ask.
Connect the commercial model
Can you see what happens between winning the work and making the margin?
If Sales, Delivery and Finance need different spreadsheets to explain the same customer or project, the first step is not necessarily another system. It is understanding where the commercial model stops connecting.