Finance as a Service
for Agencies
Optimize your agency finances with our tailored financial services. Improve your financial efficiency, increase your profitability and win back more time for what you do best – being creative. Discover how our Finance as a Service can transform your agency.
Experience from 350 projects.
Quantifiable successes for
CFO as a Service
Draw on our financial expertise and see how precise analysis and tailored solutions help your agency achieve demonstrable success.
Our experts work closely with you to optimize your financial processes and secure sustainable results.
Situations for Finance as a Service
Our know-how
Our experience spans 350 projects, including interim mandates and consulting projects such as digitalising a finance department. This includes working with common finance tools, from accounting and controlling to reporting.
Where is it hurting in finance right now?
Our Partners & Collaborations
Carefully selected to create synergies that provide real added value to our customers. We work hand in hand with leading experts and organizations to ensure innovative solutions and exceptional service.
CFO as a Service process
Initial consultation and needs assessment
The process starts with an initial consultation, in which we understand and analyze the specific needs and goals of your agency. Based on this information, we develop an individual financial service plan that is tailored exactly to the requirements and challenges of your company.
Implementation of financial systems and processes
After defining the scope of services, we implement the necessary financial systems and processes. This includes implementing accounting software, setting up accounting frameworks, and integrating financial management tools specifically designed to help young companies grow.
Ongoing support and optimization
We offer continuous support and regular financial reviews to ensure the financial health of your business. Through ongoing advice and adaptive financial strategies, we help you to respond effectively to changes in the market and in your company development and always make optimal financial decisions.
What is different about finance in an agency
Utilization is the central metric
A services business sells time. What matters is the share of billable hours in total capacity, the rate actually realised after discounts and overruns, and the contribution margin per client and per project. Agencies that only look at revenue and cost at company level spot unprofitable clients years too late.
Work in progress and pass-through costs
Work in progress has to be valued at the balance sheet date, otherwise profit lands in the wrong period. Pass-through costs such as media budgets inflate revenue and distort every margin analysis unless they are reported separately. Both belong cleanly separated in the chart of accounts and in reporting.
Retainer, project and predictability
The share of recurring fees in total output determines how predictable an agency is – and how it is valued. A plan that distinguishes between retainers, running projects and pipeline shows early on when capacity has to be built up or sales stepped up.
Typical starting points at agencies
Time tracking exists but is never evaluated
Hours are recorded and never set against the quote and the invoice. That leaves it unknown which clients actually bring in money.
Pass-through costs distort the revenue trend
Pass-through media budgets make revenue grow without producing any result. Reporting them separately restores comparability across the years.
Capacity decisions are made on gut feeling
People are hired when things get tight, rather than on the basis of planned utilization. Capacity planning alongside financial planning creates the lead time that is missing here.
FAQ
Which metric really steers an agency?
In a services business, time is what is sold. What matters is the share of billable hours in total capacity, the hourly rate actually realised after discounts and overruns, and the contribution margin per client and per project. Anyone looking only at revenue and costs sees the problem only once it shows in the result.
How does time tracking become a steering metric?
By setting the recorded hours against quote and invoice. In many agencies time is tracked cleanly and never analysed – so it remains unknown which clients actually bring in money.
How is work in progress valued at the reporting date?
Projects in progress have to be valued at the balance sheet date, otherwise profit migrates into the wrong period. The valuation belongs in the chart of accounts and the reporting, not in a side calculation.
Why do pass-through costs distort revenue?
Pass-through items such as media budgets make revenue grow without creating profit. If they are not reported separately, every margin view and every year-on-year comparison is worthless.
How predictable is an agency with retainers?
The share of recurring revenue in total output determines predictability – and influences valuation. A plan that distinguishes between retainers, running projects and pipeline shows early when capacity needs to be built or sales strengthened.
When should an agency hire?
Not when things get tight, but on the basis of planned utilisation. A capacity plan alongside the financial plan creates the lead time that hiring needs.
