Score Each Area

Select the statement that best describes your current state.

1. Profit by Client

Revenue by client only; nobody has loaded in team time and overhead.

Rough client margins annually, with an allocation method nobody defends.

Client-level P&L with loaded labor and overhead, reviewed at least quarterly.

2. Utilization by Role

Utilization is not measured, or only when things feel busy.

Tracked loosely, without targets by role or consequences.

Utilization by role against targets, monthly, feeding pricing and hiring decisions.

3. Pipeline-to-Cash Timing

Proposal to first invoice is untracked; cash arrival is a surprise.

Stages live in the CRM; conversion timing to cash is not quantified.

You know median days from proposal to signed SOW to first dollar, by service line.

4. Pricing Discipline

Rates are historical; discounts happen ad hoc to win work.

A rate card exists; the floor bends under pressure with no margin math.

Value-based or floor-protected pricing tied to loaded cost and target margin.

5. Scope Control

Scope creep is absorbed and discovered at project post-mortem, if ever.

Creep gets noticed mid-project and billed inconsistently.

Burn versus budget flagged weekly; change orders are routine, not confrontation.

6. Client Concentration

One client is 40%+ of revenue; losing them is an existential event.

The top client is 25 to 40% of revenue and everyone knows it, but there is no mitigation plan.

No client above roughly 20%, or the concentration is priced, contracted, and planned for.

7. 90-Day Revenue and Capacity Forecast

Hiring happens when the team screams; revenue visibility is this month.

A pipeline-weighted guess exists, disconnected from capacity math.

Rolling 90-day revenue and capacity model that says when to hire before it hurts.

8. Financial Rhythm

Books close whenever; no standing monthly review exists.

Close within three weeks; review happens when something looks wrong.

10-day close and a standing monthly review with decisions logged.

9. WIP and Collections

Unbilled work piles up; AR days are unknown or north of 60.

Invoicing is mostly on time; collections are reactive.

WIP billed on schedule, AR days tracked against a target with a process behind it.

10. Decision Basis

Big calls (hires, rates, new service lines) run on instinct.

Numbers get pulled after the decision, to justify it.

The model runs first; the decision follows the number.

Agency Financial Health Scorecard