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
In a services business, what you sell is time. What matters is therefore the share of billable hours in total capacity, the hourly rate actually realized after discounts and overruns, and the contribution margin per client and per project. Agencies that only look at revenue and costs at aggregate level do not spot unprofitable clients for years.
Work in progress and pass-through costs
Projects that have been started must be valued at the balance sheet date, otherwise the result lands in the wrong period. Pass-through third-party costs such as media budgets inflate revenue and distort any view of margin unless they are reported separately. Both belong cleanly separated in the chart of accounts and in the 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
Welche Kennzahl steuert eine Agentur wirklich?
In einem Dienstleistungsgeschäft wird Zeit verkauft. Entscheidend sind der Anteil abrechenbarer Stunden an der Gesamtkapazität, der tatsächlich realisierte Stundensatz nach Nachlässen und Überschreitungen sowie der Deckungsbeitrag je Kunde und je Projekt. Wer nur Umsatz und Kosten betrachtet, sieht das Problem erst, wenn es im Ergebnis steht.
Wie wird aus Zeiterfassung eine Steuerungsgröße?
Indem die erfassten Stunden gegen Angebot und Rechnung gestellt werden. In vielen Agenturen wird Zeit sauber erfasst und nie ausgewertet – damit bleibt unbekannt, welche Kunden tatsächlich Geld einbringen.
Wie werden unfertige Leistungen zum Stichtag bewertet?
Angearbeitete Projekte sind zum Bilanzstichtag zu bewerten, sonst wandert Ergebnis in die falsche Periode. Die Bewertung gehört im Kontenrahmen und im Reporting verankert, nicht in eine Nebenrechnung.
Warum verzerren Fremdleistungen den Umsatz?
Durchlaufende Posten wie Mediabudgets lassen den Umsatz wachsen, ohne dass Ergebnis entsteht. Werden sie nicht getrennt ausgewiesen, ist jede Margenbetrachtung und jeder Jahresvergleich wertlos.
Wie planbar ist eine Agentur mit Retainern?
Der Anteil wiederkehrender Erlöse an der Gesamtleistung bestimmt die Planbarkeit – und beeinflusst die Bewertung. Eine Planung, die zwischen Retainer, laufenden Projekten und Pipeline unterscheidet, zeigt früh, wann Kapazität aufgebaut oder Vertrieb verstärkt werden muss.
Wann sollte eine Agentur einstellen?
Nicht dann, wenn es eng wird, sondern auf Basis geplanter Auslastung. Eine Kapazitätsplanung neben der Finanzplanung schafft den Vorlauf, den Einstellungen brauchen.
