Finance & professional services

Consulting & design

Consultancies sell people's time, so the system has to answer two questions: is this project making money, and is this person fully booked?

Cluster Professional services
Focus Projects · hours
Delivery Gate by gate, acceptable and operable

How we see this industry

Hours and projects

Consultancies, design firms, and practices sell people’s time. If the system cannot answer “is this project still profitable” and “is this person already full,” the owner still takes work by feel. We book by project: contract value, planned hours, actual time, subcontract and bought-in cost, collection nodes. Time must be easy to enter—ideally with the weekly or the task—or everyone backfills at month-end and the number is noise. Visibility of people’s calendars lets a verbally promised date meet capacity instead of discovering a key person already on three projects.

Deliverable versions

Drawings, reports, and source files archive by project and stage; outbound issue has a version; a client round is a change, not infinite rework. Rights follow the project team; leavers bring files back from personal drives. Invoice and collection follow contract nodes; PMs see receivables, finance sees open items, so you do not keep staffing a job you cannot collect.

Billable hours first

Treat utilization carefully; get billable hours right first. Scoring everyone on utilization on day one produces fake time. We split billable, internal, and leave; project margin uses billable hours and bought-in cost. Internal training and pre-sales have a place to land so they are not stuffed into a live project. Multi-office, multi-discipline collaboration needs one time-code set or totals mean nothing.

Pre-sales on a job

Pre-sales hours, bids, and internal training that never enter a job all squeeze into some live project and fake the margin. Multi-discipline work (architecture, MEP, interiors) needs unified codes. Unlimited client revision rounds must start a change order; out-of-contract work can be refused or charged. Watermarks and version numbers on outbound files decide delivery risk more than buying another drive.

In-flight projects

Go-live migrates several in-flight projects’ contracts and open time, then walks a month of entry. Training is PMs and discipline leads. A consulting system that works shows calendar before you take work, hours while you do it, and margin and file version at the end—not a discovery that overtime and endless revision ate the job.

Typical scenarios

Projects and phases

Deliverables and billing milestones are split by phase, and changes get confirmed before anyone is scheduled.

Hours and staffing

Time is logged per project and task, and the schedule shows each person's load and gaps.

Delivery and acceptance

Deliverable versions, client confirmations, and sign-off sheets are filed under the project.

Common blockers and how we handle them

Blocker

The loss only shows when the project ends, and nobody fills in timesheets properly

How we handle it

Time entry takes two minutes a day, and project cost accrues with the hours.

Blocker

Clients keep revising scope and nobody can say which version is current

How we handle it

Change notes bind to deliverable versions, and out-of-scope work is confirmed before it starts.

Blocker

Staffing happens in a chat group—some people are buried, others idle

How we handle it

One schedule with a visible load view and conflicts flagged as you book.

Common system modules

Projects and contracts

Project records, phases, billing milestones.

Time management

Time entry, review, cost collection.

Scheduling and load

Staff scheduling, load view, conflict prompts.

Delivery and changes

Deliverable versions, change notes, acceptance records.

Clients and leads

Client records, opportunities, quote follow-up.

Project margin

Revenue, cost, margin, and early warnings.

Delivery gates

  1. Scope

    List contracts, planned hours, entry method, and deliverable archive on in-flight projects. Write which margin and calendar questions this phase must answer.

  2. Architecture

    Fix the project ledger, billable definitions, and file-version rules. Confirm invoice/collection connections with current finance.

  3. Build & integrate

    Connect time, calendars, and stage archive on real projects. Billable changes and detectable conflicts are acceptance items written first.

  4. Launch & operate

    Migrate open projects and walk a month of entry. Train PMs and discipline leads; calendars show before taking work, margin after close.

Related capabilities

Custom software development

Management systems, apps, mini programs, and web platforms—from scope to launch and operations.

Corporate and multilingual sites

A brand site that can be found, verified, and cited, with bilingual content and inquiry capture.

Related industries

Industries we ship in

Walk us through your process before anything gets built

Tell us how the work happens today, where it breaks, and when you need it live. We will come back with a scope you can check and a phasing plan.

Send your requirements +86 139-2520-6166

Contact Us

Email
service@wehoope.com
Phone
+86 139-2520-6166
Address
W903, Shenzhen-Hong Kong Industry-Education-Research Base, 201 Gaoxin South 7th Road, Nanshan District, Shenzhen