In this episode of "The Consultant's Way Podcast," Dean McMann and Anthony Paluska interview Michael Turner, Vice President of Professional Services at Upland Software. Turner discusses the challenges of managing in a matrix environment, where influencing without direct authority is key. He emphasizes the importance of using data proactively, specifically focusing on metrics like margin and utilization, to drive alignment between different organizational units, referred to as "columns" and "rows."

Turner explains his role as a "row" leader, responsible for maintaining consistent quality across various business units and navigating conflicts that arise between sales and service objectives. He highlights the need to preemptively share data, such as weekly utilization dashboards, to keep all stakeholders informed and aligned. This approach not only improves decision-making but also enhances organizational cohesion.

Turner also discusses the complexities of professional services work that isn't directly billable, such as internal consulting and product expertise tasks, and how he is implementing a process to seek approval for these activities upfront. This helps ensure that resources are used effectively and aligns the professional services team’s efforts with broader company goals.

The conversation closes with Turner stressing the value of presenting data visually and consistently to drive better engagement and decision-making among senior leaders. His insights underscore the power of proactive communication and strategic alignment in professional services management.

In this episode of "The Consultant's Way" podcast, hosts Dean McMann and Anthony Paluska interview Alpesh Patel, a seasoned executive in professional services and technology with over 20 years of experience. The discussion focuses on best practices for scaling professional services in a complex, global environment.

Patel shares his perspective on the critical importance of aligning internal KPIs across all functions—sales, services, and support—to ensure cohesive progress towards business objectives. He emphasizes that for an organization to succeed, every team must be synchronized and focused on common goals, particularly in driving annual recurring revenue (ARR) and gross margin. Misalignment can lead to inefficiencies and a poor customer experience.

A key strategy Patel introduces is transitioning from traditional time and material models to a hybrid approach that includes fixed-fee arrangements. This method allows for more predictable and efficient project delivery while making the sales process smoother. The fixed-fee model enables sales teams to have straightforward pricing, reduces internal friction, and aligns with customer expectations. For more customized client needs, the initial fixed-fee engagement can evolve into a time-and-materials arrangement, allowing greater flexibility and scalability.

Patel also discusses the significance of empowering the professional services team to play multiple roles, including being trusted advisors to clients. He argues that the professional services team, given their extensive interaction with clients, is well-positioned to identify opportunities for upselling and cross-selling, driving deeper customer relationships, and fostering product adoption. By becoming trusted partners, they help clients achieve their objectives, leading to increased client satisfaction and loyalty.

Throughout the conversation, Patel underscores that success in professional services requires an ongoing effort to achieve alignment across the organization. Professional services leaders must proactively bridge gaps between functions, drive continuous communication, and cultivate a collaborative culture. Ultimately, he advises that scaling in a global environment hinges on establishing standard processes, clear communication, and a relentless focus on aligning all functions toward shared goals.