How to Increase Team Profitability as a Leader

I've talked with hundreds of finance leaders since starting Abacum. Many feel like they aren't given the chance to live up to their strategic potential–and they're usually right. But they often overlook the key to breaking out. So I tell them all the same thing: If you want to get out of that back-office function, you have to add value. And it might sound impossible if you're currently getting shut down the minute you suggest something beyond the spreadsheets, but anyone can do it with the right approach. Here's how the most powerful finance leaders get their team on their side: → Stop asking why and start asking what if Go beyond what happened and try to architect opportunities. So don't go to the team and ask, "Why did you overspend?" Instead, start looking for ways to reallocate resources to maximize ROI. → Stop reporting on last quarter's P&L Instead, model how today's decisions will impact next year's valuation. This positions you as the strategic leader that you are instead of the budget police. The team doesn't need you to repeat what they can find in a spreadsheet. They need someone to look into the future and see how current decisions can shape the future of the organization. → Stop policing budgets Focus on creating value instead of controlling costs. This way, you'll help your team hit their goals, you'll answer questions execs haven't even asked yet, and your team will become the engine of growth. It begins with you mapping competitors' allocation strategies to identify gaps in your own, automating variance analysis so you can spend less time on reporting and more time on scenario planning, and bridging the gap by translating operational KPIs into CFO-ready financial narratives. There's no magic wand you can wave to make this transformation happen, but it starts with the big question: How can I add value here? By doing this, you can move beyond the formal empowerment that comes with a fancy title or a mandate from leadership and actually win the authority of the people in the room.

A&E firms, Profit is absolutely achievable!! After working with over 1,600+ firms, I've seen 3 RELIABLE ways to increase profit: — There isn’t just one way to boost profit. Most firms have a few major profit levers. Sharing 3 big ones below. One of our customers used levers #2 and #3 to 3x revenue in 9 months. Check it out: ⬆️ Lever #1: The volume lever. Volume is about smart scaling – growing your capacity while maintaining quality. It's the fastest path to growth when demand exceeds your bandwidth. How to implement: → Double your project load & team simultaneously → Keep contract values stable as you scale → Focus on similar project types for efficiency Watch out for: Overhead costs climbing quickly. Make sure your operations and workflows can handle the growth before scaling. ⚡ Lever #2: The efficiency lever. I.e., delivering the same value in less time. Working smarter, not harder – and keeping the extra margin. How to implement: → Switch to fixed fees instead of hourly → Target 25% reduction in delivery time → Build expertise in specific building types Example of this one in action: One of our customers manages 60 monthly projects with just 13 staff. 💰 Lever #3: The pricing lever. This strategy is about matching your fees to your true worth. It's not about being the most expensive – it's about being worth more. How to implement: → Raise fees by 20% incrementally → Enhance service quality first → Communicate value effectively instead of justifying costs Example: If your average project fee is $100,000 at 20% margin, try to increase it to $120,000 over time. It can double your net profit if costs stay the same. // P.S. This is one of the biggest reasons why we built Monograph – to help firms implement these strategies systematically. Which approach resonates with your firm's goals?