Software development for professional services firms.
In a professional services firm, software is rarely the product. It decides how much of a chargeable hour can be charged.
Internal software that needs a dedicated owner.
A dedicated offshore team gives internal systems a permanent owner, which is usually what they have never had. The team works remotely inside the tools the firm already uses.
Professional services firms collect software one piece at a time: a matter management system, a client portal, a reporting layer and a handful of integrations. Around them sit spreadsheets that started as a workaround and are now part of how the firm runs. Very little of it was built by a team whose job it was.
The systems mostly work, but they have no owner who improves them. Senior fee-earners spend hours on administration that software could take over. The cost is real, but it never appears as a line item, because it is spread across everyone.
An owner changes that. A developer who stays on your internal platforms keeps clearing the backlog month after month, because nothing has to be relearned between projects. When the work is mostly automation and integration, a dedicated AI automation team is often the best fit. For a client-facing portal, software development outsourcing covers it.
Internal tools without an owner quietly take a part of everybody’s week.
Mapped to where professional services firms lose time.
Every problem below has a service line behind it. In this sector, automation often gives the highest return. Where the systems hold confidential client data, firms can also hire security engineers under the same agreement.
Day-one fluency in the systems firms run.
Specialists are matched at scoping. Professional services stacks are usually a mix of bought platforms and the glue between them, and the glue is where most of the work is.
Four points where firms call us.
Tell us which one sounds like your firm, and we can suggest the right profile and level on the first call.
Every team is staff augmentation delivered as a fully managed service: the specialists are ours, assigned to you full time, with delivery management, training, the workplace and HR included.
It works, few people fully understand it, and everyone is nervous about changing it.
The build was delivered, the team dissolved, and improvements have not happened since.
The cost is obvious once measured, and the firm has no capacity to remove it.
An engineer on the internal platform continuously, so the backlog moves every month.
Questions firms ask us first.
Most of these come up while weighing a dedicated team against another consultancy engagement.
We are not a software company. Does this model still fit?
Yes, when your systems need an owner every month. A dedicated developer gets more done over a year than a series of consultancy projects, because nothing has to be relearned. They keep internal platforms, client portals and automations improving between projects. You set the priorities, and every second week your service delivery manager goes through the deliveries with you.
Can one specialist cover several internal systems?
Usually yes, and it is the common arrangement in this sector. Internal platforms rarely need a full-time person each. One assigned engineer looking after four or five systems, with you setting the priorities across them, is generally the right setup for a mid-sized firm.
How do we handle confidentiality with client matter data?
The people we assign work inside your systems and under your access model, and sign whatever confidentiality terms your client agreements require. Where certain matter data cannot be accessed at all, work is scoped against anonymised or structural data instead. Raise it at scoping, because it can shape who is the right fit.
What if we have less than a full-time role?
Then we tailor the service agreement to the monthly hours you need. Firms with a smaller need also often give one developer several internal systems to own, such as the client portal, document automation and reporting. That fills a full-time role quickly with work that pays back.
Tell us where the firm loses time.
Thirty minutes with a service delivery manager. You'll leave with a clear picture of the team you'd need, what it would deliver and how we would hire it in four weeks.
