Professional Services Firm Startup Model: Driven by Quota Attainment of Professionals
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Professional Services Firm Startup Model: Driven by Quota Attainment of Professionals

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Video Tutorial:


Most professionals who are in the legal or financial fields (lawyers / accountants) will look for a big firm and start servicing clients. Rarely do you think of the financial structure involved with this or potentially starting your own firm one day. If you were, this template can help provide a startup financial forecast for how you plan to scale such a business.

Professional services don’t just have to be related to legal or financial. It would be all kinds of services. This model doesn’t discriminate. The main logic lets the user define up to three professional types (separated by hourly billing rate) and the % of professionals in the firm that fall into each category. Revenue is generated based on logic that adds new professionals each month and their quota attainment over time. 

The firm takes a percentage of all billables and the professional will take the rest. Each of the three categories can also have their own configurable revenue share rate. For added accuracy and to account for potential churn of professionals (they may leave the firm over time), an average tenure length is also defined for each category.

There are also regular operating expenses that must be considered, such as rent, utilities, general managers, and other on-going overhead items that are required to continue operations. This model has up to 46 fields, each with their own start month and monthly cost over the 5-year model.

All of the above assumptions come together in a monthly and annual pro forma detail as well as an annual executive summary and cash distribution schedule that includes IRR and DCF Analysis. If there were early investors into the firm, that can be accounted for as well on the front tab for initial financing sources and profit share therein.

Many visualizations were built to show the performance by cohort (each of the three professional categories) as well as overall financial performance and profit over time.

Video Tutorial:


Most professionals who are in the legal or financial fields (lawyers / accountants) will look for a big firm and start servicing clients. Rarely do you think of the financial structure involved with this or potentially starting your own firm one day. If you were, this template can help provide a startup financial forecast for how you plan to scale such a business.

Professional services don’t just have to be related to legal or financial. It would be all kinds of services. This model doesn’t discriminate. The main logic lets the user define up to three professional types (separated by hourly billing rate) and the % of professionals in the firm that fall into each category. Revenue is generated based on logic that adds new professionals each month and their quota attainment over time. 

The firm takes a percentage of all billables and the professional will take the rest. Each of the three categories can also have their own configurable revenue share rate. For added accuracy and to account for potential churn of professionals (they may leave the firm over time), an average tenure length is also defined for each category.

There are also regular operating expenses that must be considered, such as rent, utilities, general managers, and other on-going overhead items that are required to continue operations. This model has up to 46 fields, each with their own start month and monthly cost over the 5-year model.

All of the above assumptions come together in a monthly and annual pro forma detail as well as an annual executive summary and cash distribution schedule that includes IRR and DCF Analysis. If there were early investors into the firm, that can be accounted for as well on the front tab for initial financing sources and profit share therein.

Many visualizations were built to show the performance by cohort (each of the three professional categories) as well as overall financial performance and profit over time.

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