Professional services firms and investor backed companies.

Professional services firms.

Financial services, advisory and corporate finance, accountancy, consultancy, law, and the firms that support them. Fee earners whose time is the product, and an administrative load that grows with every matter, mandate and engagement.

The specifics differ. The shape does not. Client and engagement onboarding. Documents to produce and file. Billing and time capture to chase. A practice management system that only stays accurate if someone maintains it. Compliance steps that have to be evidenced. Work that has to happen whether or not it has been given to anyone.

We staff that work. You keep the function, the management and every decision that needs professional judgement.

Investor backed companies.

Portfolio and investor backed businesses carrying growth expectations on a cost base that is being watched. Hit the plan, and keep operating costs down while you do it.

Operational headcount is where that tension shows first. Accounts payable stacks up as volume grows. Payroll runs across multiple entities. HR and onboarding strain as the business hires. Finance is asked for cleaner reporting on the same headcount. Each role is easy to justify and expensive to keep adding, and the sponsor is watching the number.

We provide the people who do that work, without the recruitment, the employer costs or the capacity ceiling. Cost comes off the base, the operation still runs, and the decisions stay with you.

Why not just hire directly?

Cost, speed and risk. Hiring is months of recruitment for a single point of failure, with no cover, no documentation and no capacity headroom. We arrive with documented processes, cross-trained cover, formal QC, and the ability to add or reshape the team as volume moves.

Why not one of the large providers?

They staff to one model and manage to a rate card, whoever the client is. We build the team around your requirement and your process, reporting to a named account director, not a queue.

Isn’t this just cutting cost by moving work overseas?

Cost is the outcome the P&L owner cares about, and we do not apologise for it. What makes it durable is that we map and document the work first and automate where automation earns its place, so you get a better-run operation, not just a cheaper one.

What if it isn’t working?

Most engagements start with a two to three month pilot, with two weeks’ notice during it. After that it runs rolling, with two months’ notice. No twelve-month lock-in. We hold the work by doing it well, not by contract.