For consulting and advisory firms
Which clients use one practice and could use four. Which partner's book depends on two clients. Which engagement type a client buys from you and which from a competitor. From the practice management and time systems, client IDs only.
Every firm wants cross-practice growth and few can see it per client. Covirage compares each client to similar clients, values the practices they do not use, and shows it per partner without exposing other partners' books.
Practices used against what clients of that sector and size use. Valued at your rates.
Partners whose book depends on few clients, flagged before it becomes a problem.
Book by partner equals billed fees. Finance signs off once.
Three steps, in this order.
By client, practice and partner. Client IDs only.
Defaults provided by sector and size.
Each partner sees their clients. Practice heads see the roll-up.
Short answers. The Help centre has the long ones.
Client IDs only. Partners see only their own clients unless the firm decides otherwise.
Any export with client, practice, fees and partner. Elite 3E, Aderant and CCH exports work as they are.
Yes, on the Enterprise plan.
Analytics software for consulting and advisory, compared · Alternatives to named products
Written for this desk: the measures, the data you already hold, and the arithmetic.
How a consulting or advisory firm measures which practices each client buys against the practices similar clients buy, values the gap at the firm's rates, watches partner concentration, and reconciles the book by partner to billed fees, from the practice management export alone.
16 Sept 20263 min readHow a consulting, advisory or law firm measures concentration per partner from billed fees: the share of fees from the top three clients, the count of clients to eighty percent, the trend over three years, and why a partner with a strong fee number and a concentrated book is the firm's largest unmanaged risk.
16 Sept 20263 min readHow a consulting or advisory firm measures proposal win rate from its proposal log and engagement letters, by practice, by source, existing client, referral, competitive tender or cold, and by fee band, the cost of a proposal in hours from the time entries, the cost per win by cell, and the cells where the firm spends the most partner time for the least work.
16 Sept 20263 min readHow a consulting or advisory firm reconciles its sales pipeline to delivery capacity by practice and by month: sold and weighted-pipeline hours against available hours from the roster, the months where sold work exceeds the bench and the months where the bench exceeds sold work, and why the two failures need opposite responses from the same report.
16 Sept 20262 min readThe ten questions the managing director of a consulting or advisory firm puts to the practice leads, which clients use one practice, will the sold work fit the bench, which consultants are busy and unprofitable, which proposals cost more than they win, whose book depends on one client, which fixed fees overran, which practices hire while their neighbours bench, what is realisation per client, which clients have gone quiet, and what changed, each with the table from the time entries, the proposal log, the roster and the bills, and the answer to send back.
16 Sept 20262 min readHow a consulting firm reads two figures together per consultant, utilisation, chargeable hours over available, and realisation, fees billed over chargeable hours at standard rate, from time entries and bills: the four combinations and what each means, the consultants at ninety percent utilisation on work billed at half rate, the practices where the two diverge, the fixed-fee engagements that consume the hours, and the identity that ties both figures to the firm's hours and fees.
16 Sept 20262 min read