Turn scattered resource activity into a clear profitability story.
Direct client revenue told only part of the story. Leadership needed a view that connected where people worked, what they cost, what they recovered and where they created contribution — even when the engagement belonged to another team.
Traditional client revenue understated the value of a specialist team.
The team did not always own the client relationship. Its people were frequently embedded in wider audit engagements, so direct-client revenue alone could not explain whether the function was meeting its commercial objectives.
Leadership needed to understand how much value its specialists generated, whether capacity was being used effectively and whether work remained profitable after resource cost and internal charging.
People-based businesses often hide profitability inside allocations.
Consultancies, agencies, professional-services firms and shared specialist teams can all face the same issue when employees work across projects, departments or countries.
- Direct-client revenue alone couldn't explain commercial performance
- Specialist resources embedded inside engagements owned by other teams
- Value hidden inside internal allocations
- No visibility into utilisation, cost or recovery at resource level
- Contribution view: deployment → utilisation → recovery vs cost → contribution
- Commercial value visible even when the engagement is owned elsewhere
- Staffing and capacity decisions based on real contribution
- Cross-border allocation and VAT treatment correctly applied
The five-step shape behind every Radomentis engagement.
Tell the commercial story from activity to contribution.
The reporting translated operational activity into a sequence leadership could follow: where capacity went, what it recovered, what it cost and what contribution remained.
Show leaders what direct revenue alone cannot explain.
Management could follow the commercial story from deployment to utilisation to contribution — seeing how specialist resources were distributed, where the team was generating value and how internal allocations affected profitability.
This created a more relevant commercial view for a function whose economic contribution was distributed across the wider organisation.
When a resource works for another country, the reporting has to follow the economics.
A specialist based in one country could support an engagement in another. That meant management reporting also had to consider internal billing, the correct business allocation and relevant VAT treatment.
The value of the resource needed to be visible to the specialist team while the financial treatment still respected the destination business and cross-border rules.
Client and commercial details are anonymised for confidentiality, and figures are approximate. I'm happy to talk through the approach in more detail, and what it would look like in your business — just ask on the call.
Do you know which teams, projects or resources are actually creating margin?
Radomentis can connect utilisation, pricing, costs and operational data into a commercial story that helps leaders see where value is created, where margin is being lost and what deserves attention.
This case study describes previous professional experience. Client, country and operational details have been generalised. All visual figures are synthetic and are used only to illustrate the reporting logic.