For advisory firms
Your firm's method is the asset.
Firms lose money on the gap between mandates, not the work.
- Two partners quote different numbers for the same pipeline in the same meeting
- A proposal sent in Ordibehesht is discovered untouched in Mordad
- The junior who spread the statements has left, and nobody can say where a figure came from
- Every service line invented its own stage names, so nothing rolls up
Symptoms
You probably recognise at least four of these
- Two partners quote different numbers for the same pipeline in the same meeting
- A proposal sent in Ordibehesht is discovered untouched in Mordad
- The junior who spread the statements has left, and nobody can say where a figure came from
- Every service line invented its own stage names, so nothing rolls up
- The weekly meeting is a status recital, not a set of decisions
- Client history is a folder tree that only makes sense to whoever created it
The playbook
Ninety days, in four moves
Do these in order. Each one makes the next cheaper — and none of them requires the whole firm to change at once.
Author the catalogue
Write down the service lines and services you actually sell — the names your partners use with clients. This is the taxonomy everything else rolls up to, so spend the afternoon getting it right.
Move one service line
Pick the line with the most repeat work, not the most prestige. Put its live engagements on the pipeline with honest stages and a value each. Resist the urge to migrate history.
Close one week properly
For that line only: feed notes during the week, a finalised summary on Thursday, actions with owners. The first week will feel like overhead. The third will not.
Make the evidence chain real
Run the next new client's statements through the reader and the spreader instead of a junior's keyboard. Now the analysis in the report cites the page, and the firm's memory has started accumulating.
What you use
The surfaces that carry an advisory firm
Your own catalogue
Service lines and services authored by you, with stage labels in your language and reporting that rolls up regardless.
An audited pipeline
Nine canonical stages, derived outcomes, and an append-only history that makes the partner meeting factual.
The weekly rhythm
Feeds, voice notes, finalised summaries and owned actions — the difference between a busy firm and a coordinated one.
Document intelligence
Client paperwork becomes searchable, validated text instead of a junior's retyping week.
A searchable memory
Ask what you concluded about a client two years ago and get the note, the page and the finding.
Team scoping
Leads and members per engagement, so access matches responsibility without a permissions project.
What good looks like
Ninety days in
The pipeline number quoted in the partner meeting comes off the screen, and nobody argues with it.
A manager joining an engagement reads six months of context in twenty minutes, from the feed and the documents rather than from a handover call.
- One catalogue, one set of stage semantics, one weekly rhythm
- Every engagement's evidence in one place, cited
- Proposals that age visibly instead of quietly
- A firm that can absorb a departure without losing a client's history
Week of 21 Tir — 4 open, 2 done
- Send the revised QoE bridge to ParsSara
- Chase 1402 audited statementsReza
- Validate pages 30–48 of the tax fileYou
- Book the Alborz management callYou
For advisory firms
We have five service lines. Do we move them all at once?
No — and firms that try usually stall. One line for one month, then the second. The catalogue is authored up front; adoption is staged.Do partners have to use it?
Partners need one thing from it: the pipeline view and the weekly summary. If those are honest, the rest of the firm's usage follows without a mandate.What about our historical engagements?
Bring the open ones and the clients. Historical files are better migrated as documents when a client comes back — a bulk import of dead engagements mostly imports noise.
Bring your hardest engagement to the demo
We will walk your own workflow, not a scripted one — and tell you plainly where the platform does not fit yet.