Improving your finances Peter Scott Peter Scott Consulting .
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Transcript of Improving your finances Peter Scott Peter Scott Consulting .
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Improving your finances
Peter ScottPeter Scott Consultingwww.peterscottconsult.co.uk
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PETER SCOTT CONSULTING
Make the most of what you have
You have - good clients - good people
Work smarter, not harderDo the basics better
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PETER SCOTT CONSULTING
Put the squeeze on every part of your business to achieve higher profitability
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PETER SCOTT CONSULTING
Avoid Financial Information OverloadMeasure what matters
Review your financial measurement and reporting
“If you cannot measure it, then you will not be able to manage it”
Are you measuring what matters?
KEEP IT SIMPLE
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Financial measurement and reporting should provide clear information to those running the business to enable them to:
- Know what is happening / will happen in the business
- Make decisions based on sound knowledge
- Take effective action
- To manage performance
PETER SCOTT CONSULTING
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Your financial measurement and reporting?
• Do you produce raw data or good quality information?
• Do your KPIs tell you what you need to know about the profitability of your business?
• How do you use the financial information you produce?
• Is your financial measurement and reporting helping or preventing you achieving your profitability objectives?
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PETER SCOTT CONSULTING
• Work types • Client types
• Leverage (Gearing)
• Overheads
• Pricing• Matter related hours • Recovery rate
Profitability solutions
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PETER SCOTT CONSULTING
Pricing• Matter related hours • Recovery rate
Do the basics better
Build the top line
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PETER SCOTT CONSULTING
Who is never guilty of the ‘Triple Whammies’?
The TRIPLE WHAMMIES –
• Under pricing• Under recording• Under recovery
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PETER SCOTT CONSULTING
Efficiency is Key
• Efficiency = Utilisation x Recovery
• Utilisation = matter related hours recorded as a % of standard working hours (220 days x 7 hours = 1540)
• Recovery = % of recorded matter related time
billed
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Do you price for profit?
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Pricing work for profit – some essential elements
1. Competitive pricing
2. Scoping the work
3. Analysing the risks
4. Budgeting for work – with knowledge
5. Offering one, or many, tailored solutions for a budget
6. Negotiating the price
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PETER SCOTT CONSULTING
• You / each fee earner records 1500 hours p.a.• Increase your rates by £10 per hour and fully
recover• How much more profit will you generate in a full year?
Sole practitioner alone = £15,0005 fee earners in total = £75,000
If…
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PETER SCOTT CONSULTING
Matter related hours
Your firm’s leakage?
• Do you know how much time which should properly be billed to your clients you are losing each year by under recording?
• How good are you at recording time?
• How frequently are you monitoring the recording of matter related time by your fee earners?
• What actions do you take?
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PETER SCOTT CONSULTING
Who thinks that they and others in their firm ‘lose’ at least 30 minutes of matter related time per day?
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PETER SCOTT CONSULTING
You and other fee earners in your firm record and recover an additional 30 minutes per day
How much more profit would you make in a full year?
If…
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PETER SCOTT CONSULTING
30 minutes X 220 working days = 110 hours110 hours x say £200 per hour = £22,000 additional profit per fee earner 5 fee earners = £110,000 additional profit
An extra 30 minutes recorded daily (if fully recovered) will produce…
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PETER SCOTT CONSULTING
Your recovery rate?
How much matter related time did youwrite off last year when billing?
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PETER SCOTT CONSULTING
If…
In this current year you reduce by half the amount you wrote off last year, by how much will your profits increase?
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Recovery
1200 recorded hours at £200 per hour = £240,000W/O 200 hours = £40,000Recovery rate of 83% = £200,000
However if you can cut w/o by half
1200 recorded hours at £200 per hour = £240,000W/O 100 hours = £20,000Recovery rate of 91% = £220,000
Extra profit = £20,000X [ ] additional fee earners = £ ?
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PETER SCOTT CONSULTING
By reducing your …
Under-pricing Under-recordingUnder- recovery How much more profit could you make?
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PETER SCOTT CONSULTING
Your action plan to build your profitability?
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PETER SCOTT CONSULTING
Instructions W.I.P
Cash Debtors
Work
payment
billing
Take control of your cash management – cash is king
Work smarter, not harderDo the basics better
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PETER SCOTT CONSULTING
Put the squeeze on every part of your business
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PETER SCOTT CONSULTING
Avoid Financial Information OverloadMeasure what matters
Review your financial measurement and reporting
Are you measuring what matters for cash generation?
How much do you have invested in your clients?
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Your ‘lock-up’ (the amount your firm has invested in your
clients) is a RISK “lock-up” (work done not paid for) = WIP Unbilled / unpaid disbursements Unpaid bills
How good are your clients as an investment?
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How old is your “lock up”?
Your aged WIP? (the older your WIP the less likely it will be billed)
Your aged Debtors? (the older your debtors the less likely they will be paid)
How much of your lock up is ‘at risk’?
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Lock up is a
RISKwhich needs to be managed
How are you risk managing your lock up?
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PETER SCOTT CONSULTING
Instructions W.I.P
Cash Debtors
Work
payment
billing
Taking instructions
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Taking instructions = risk management
You are providing clients with credit, but you are not trained or being paid to take credit risk
Client vetting / credit checks
Money on account
Disbursements
Credit limits
Interim / frequency of billing
Payment terms
What else should you put in your Terms of Engagement?
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PETER SCOTT CONSULTING
Instructions W.I.P
Cash Debtors
Work
payment
billing
How you manage your WIP is a reflection of how well you manage your clients
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Are you a squirrel?
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Your WIP management?
Do you agree with clients to monthly / interim bill?
Do you always agree bills with clients before delivering them?
How much of your existing WIP can be billed NOW?
Will 100% of your WIP be billed?
Do you set yourself WIP targets?
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PETER SCOTT CONSULTING
Instructions W.I.P
Cash Debtors
Work
payment
billing
How you manage your debtors is a reflection of how well you manage your clients
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Your debtors management?
• Payment terms?
• The age profile of your debtors?
• Review all unpaid bills over 30 days
• When did you last speak to a client about payment of a bill?
• Can you say 100% of your debtors will be paid?
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PETER SCOTT CONSULTING
Your action plan to generate more cash?
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What are you going to take away from this session and do something about?
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Any questions?