Professional & Business Services Accounting
Service businesses live or die on utilization and cash timing, and most owners are tracking neither well enough.
Staffing & recruiting · Facilities management · Marketing agencies · IT & managed services · Engineering & design · Consultancies · Medical, dental & veterinary practices
Professional & Business Services
We have advisors with real experience in professional and business services, so the conversation starts where your business actually is, not with a primer on how it works.
Where this industry stands right now.
Buyers are active in the sector
Business services, including IT managed services, accounting, and insurance, is one of the concentrated sectors for lower middle market acquirers in 2026, alongside home services and industrial distribution.
Boomer ownership is concentrated here
Professional services is one of the sectors with the highest concentration of baby boomer ownership, which means competitive dynamics around succession will be most acute in this space over the next decade.
Recurring revenue is what gets paid for
Contracted, recurring revenue is valued in an entirely different way than project work. Most service businesses have more of it than their financials actually show, because nobody has structured the reporting to surface it.
Where we focus in this industry.
The financial work that actually moves the needle here, rather than a generic checklist.
- Revenue recognition on multi-month engagements needs to be consistent, or your margins look erratic.
- Utilization and realization rates are the real health metrics, and they rarely appear on a standard P&L.
- Receivables timing drives everything in a service business, and it belongs in a rolling cash forecast.
- Practice owners (medical, dental, veterinary) need collections and insurance receivables tracked separately from patient-pay revenue, with revenue per provider in view.
- Recurring versus project revenue should be separated in your reporting long before anyone asks.
What we do for professional services owners.
Bookkeeping, payroll, and financial planning for staffing firms, agencies, IT providers, and consultancies.
Firm bookkeeping
Accurate books that track revenue by client and engagement, closed on a regular monthly schedule.
Payroll for staff and contractors
Salaried, hourly, and contract workers paid correctly, with the paperwork handled.
Utilization & profitability reporting
See revenue and margin by client, project, and person, not just firm-wide totals.
Cash timing forecasting
Plan around billing cycles and slow-paying clients before payroll day arrives.
Fractional CFO
Financial guidance for growing firms, at a fraction of the cost of a full-time CFO.
Valuations & exit planning
Know what your firm is worth and what would raise it before a partner buy-in or sale.
Common questions, answered.
What accounting do professional services firms need?
Books organized by client and engagement, payroll for employees and contractors, and reporting on utilization and cash timing, which are the two things service businesses live or die on.
Do you work with staffing firms and agencies?
Yes. We work with staffing and recruiting firms, marketing agencies, IT and managed services providers, engineering and design firms, and consultancies.
Do you work with medical and dental practices?
Yes. We provide accounting, bookkeeping, payroll, and financial reporting for owner-run physician, dental, and veterinary practices, including tracking collections and insurance receivables alongside revenue per provider. We do not handle medical billing or claims.
Can you help us plan for a partner buy-in or sale?
Yes. We provide valuations and help get the financials ready so both sides work from numbers they trust.
Where do you work with professional services clients?
We work with professional and business services firms and other founder-led businesses across the Midwest.
Know where you stand before someone else decides for you.
Tell us about your business and we'll give you a straight read on where your financials are, and what it would take to get them where they need to be.
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