Proudly based in Québec

Finance for professional services firms

Know what eachproject earns.While you can still act.

Fees are agreed. The work keeps moving. Finalytics brings project costs, remaining work and billing into a financial picture you can use—with a team to keep it dependable alongside your project leaders.

Explore the financial work

Illustrative project review

Does the fee cover the work ahead?

Agreed project fee
$120,000
Labour to date
$48,000
Estimated labour to complete
$36,000
Subconsultant costs & commitments
$12,000

Projected contribution

$24,000

20%of fees, before firm overhead

From delivered work to cash

Ready to invoice
$18,000
Awaiting approval
$6,000
Invoiced, unpaid
$32,000
Illustrative figures · CAD · Labour includes employer costs; firm overhead excluded. Remaining work is estimated with project leaders.

Built around the way your firm delivers.

  • Architecture
  • Consulting engineering
  • Design practices
  • Technical consulting

01 / See it early. Act on it.

Protect what your projects earn.

Give partners and project leaders a shared view of fees, delivery costs and the work ahead. Use it to address exceptions before they become the final result.

See fee erosion before the project ends.

Review costs by project and phase, include subconsultant commitments, and compare the remaining fee with the work still to deliver.

What we help bring together

A forward view of the project

  • Agreed fees and approved changes
  • Costs incurred and committed
  • Project leaders’ estimate to complete

Decide where to adjust delivery or discuss additional scope.

Turn delivered work into cash.

See what is ready to bill, what is waiting on information or approval, and which issued invoices need follow-up.

What we help bring together

A clear billing review

  • Work awaiting invoice preparation
  • Missing inputs and approval owners
  • Unpaid invoices and next actions

Know what is holding up the next invoice or payment.

Make staffing decisions with the numbers.

Connect committed project timing, staffing plans and payroll costs to understand what another hire or a delayed start means for the firm.

What we help bring together

Workload and financial plan

  • Signed work and delivery dates
  • People and cost commitments
  • Timing and cash scenarios

Separate committed work from uncertain pursuits.

Price the next job with better evidence.

Bring past fees, hours, delivery costs and write-offs into the discussion before agreeing on a new fee and staffing plan.

What we help bring together

Completed-project review

  • Fee and scope agreed
  • Actual delivery costs
  • Variances and write-offs

Use what the last project taught you.

Spend less partner time assembling reports.

Give recurring finance work clear ownership, so your management conversations can focus on exceptions, decisions and follow-through.

What we help bring together

Monthly practice review

  • Reconciled project and firm results
  • Exceptions that need attention
  • Named owners and next actions

Keep the financial picture current between meetings.

02 / The people behind the numbers

Financial expertise. Ongoing ownership.

Financial leadership

CFOs and controllers help partners interpret project economics, challenge plans and work through hiring, spending and growth decisions.

Accounting execution

Our team reconciles costs, supports billing preparation and receivables reviews, closes the books and prepares reporting within the scope we agree.

Systems and processes

We improve the flow between project tools, time records, payroll and accounting. Your team contributes delivery judgment; we help maintain the financial foundation.

03 / Where we get to work

From agreed fee to financial result.

Example workflow

Will the remaining fee cover the remaining work?

Bring project and accounting records together, then review the estimate to complete with the people leading delivery.

What we bring together

  • Agreed fees, phases and approved changes
  • Time records and loaded labour costs
  • Subconsultant invoices and commitments
  • Estimated work remaining by phase

The decision it supports

See projected contribution, identify overruns and decide which assumptions or scope changes need attention.

Start with a project you know

Where does the financial picture break down?

Walk us through how a project moves from agreed fee to time and cost records, billing and reporting. We’ll explore the gaps with you and identify where our team could help.

  • What partners and project leaders need to know
  • Where information or approvals get held up
  • Who maintains the numbers and follows through

04 / How we work

Build on the way your firm works.

Follow a project through.

Understand your fee arrangements, project phases, cost records and billing process. Identify where financial questions become difficult to answer.

Start with your existing people and systems.

Agree on the financial work.

Set the definitions, inputs, responsibilities and review cadence. Make clear what our team owns and what project leaders need to maintain.

A practical scope with named owners.

Keep the picture dependable.

Reconcile the information, review exceptions and prepare reporting. Update forecasts with project leaders as scope, staffing and schedules change.

Recurring execution, with decisions attached.

05 / Our people

People who take the work forward.

06 / Your questions

Alongside your practice.

Which professional services firms is this for?

This approach is designed around project-based practices such as architecture, consulting engineering and technical consulting. We begin by understanding your fee model, delivery process and financial needs to establish the right scope.

We already use project management software. Where do you fit?

We start with the tools you already have. Our role can include maintaining accounting records, reconciling project and financial information, supporting billing reviews and preparing management reporting. We assess any system changes with you before recommending them.

How do you work with fixed-fee and hourly projects?

The review follows the engagement. For fixed-fee work, we look at the agreed fee, costs and estimated work remaining. For hourly work, we review recorded time, rates, billing limits and adjustments. Approved scope changes are tracked separately from requests still under discussion.

Who estimates the work remaining?

Your project leaders provide the delivery estimates and keep them current. We help connect those estimates to labour costs, subconsultant commitments and the financial forecast, and flag gaps or inconsistencies for review.

What does project profitability include?

We agree on the definitions with you. A project contribution view may deduct direct labour and subconsultant costs from fees; firm-level profit also needs to account for overhead and other expenses. Fees, earned revenue, invoices and cash received are reviewed as distinct measures.

Can you support our existing finance team?

Yes. We can take on agreed recurring work, help with reporting and systems, or bring senior financial judgment to specific decisions. Responsibilities are established with your finance and project teams.

A clearer picture of your practice

Let’s look at the work behind your numbers.

Tell us how your firm delivers, bills and reviews its projects. We’ll find a practical place to start.