Find my bottleneck

Engineering & technical consulting

Keep project growth from becoming unpaid work.

A full backlog should improve project margin. But repeat drawing issues, late reviews and unpriced changes can consume the capacity you need to deliver it.

For firm owners, COOs and practice leaders responsible for project delivery and margin.

Where to look first

Follow the work
that keeps getting stuck.

01

Changes reach delivery before they reach the fee.

Trace a scope change from request to approval, delivery and billing. Find where work moves ahead without a commercial decision.

02

Senior review keeps returning the same issues.

Separate technical judgment from repeated defects and missing inputs. Measure correction time and what waits for approval.

03

Work is finished, but cash is still waiting.

Connect acceptance, invoicing and collections to see which handoff delays cash after delivery.

From fixed-fee retail engineering

What changed in practice.

Engineering

Added $1.98M per year in retail margin and a 33% decrease in unpaid rework hours

We caught unpriced changes and repeat drawing issues. Their reported annual gain combines $1.2M in billed changes with $784K estimated from the pilot rework reduction.

Read the case study ↗

Your free Expert Assessment

One workflow.
A useful first decision.

See the kit and sample report ↗

What we'd examine

One project-review or change-control workflow, from the incoming request through acceptance. Include open items, repeat corrections and the people who approve the work.

What we'd measure

First-pass acceptance, unpaid correction hours, changes approved and billed, project contribution, and time to collect.

Your team collects the evidence with our kit. We review it, explain the likely local bottleneck and give you a first test with an estimate of the skills, effort and costs needed to act.

Two consultations are included, with the written report delivered before the findings call.

Do we need to replace our project systems?

We examine your existing systems, process and team capacity first. The right intervention may be a better approval step, an existing tool or a custom implementation. The evidence determines the work.

Put a useful next step in motion

Start with the work
holding your team back.