Full Sail Partners Blog | Ryan Felkel (13)

Full Sail Partners, a Deltek Platinum Partner, is pleased to announce the addition of Valerie Kelleher to the client services team. Valerie has joined the firm as the south central account manager and will provide account services for Full Sail Partners’ clients in the southwest United States. In this position, she will work as a liaison between Full Sail Partners and clients, helping to build an open and collaborative community.

Valerie joins Full Sail Partners with over 20 years of accounting and finance experience. Additionally, she has served as a contract administrator in the architectural and engineering industry.

“I enjoy working with people, and in this role, I will have the opportunity to interact with Full Sail Partners’ clients on a regular basis,” Valerie said. “The culture and strong belief in the success of our clients makes me proud to be a member of the Full Sail Partners’ team.”

The Full Sail Partners’ Account Management Program is designed to serve the needs of our Deltek client base and promote greater engagement. In this role, Valerie will serve as an additional resource to address client questions and will be a dedicated point of contact for the clients in her region.

“Valerie is an outstanding person who is passionate about serving others, which makes her the perfect fit for this role,” said Wendy Gustafson, Full Sail Partners’ Vice President and General Manager. “We are excited to grow as a company and even more thrilled to have Valerie on our team.”

For more information, please contact Full Sail Partners’ Marketing and Communications Department. Interested in learning more about the Full Sail Partners' team? Check out our crew!

You are having a great year, business is steadily growing and employees are happy. With continuing growth in mind, you acknowledge that to meet future workload needs, your firm should contemplate acquiring a similar firm. Therefore, it becomes time to think about Mergers & Acquisitions (M&A).

At the outset of the merger and acquisition process, you should address some important questions such as; will you be in need of a multi-company database and will the new acquisition require an integration as well as a new profit center?

If you leave these questions and others unanswered, it can affect the success of the M&A. The process may fall short of expectations leaving you wondering why you bought the firm in the first place. You must ensure that this doesn’t happen by focusing on the critical details and making the deal a success.

Why are Mergers and Acquisitions happening?

In 2015, M&A hit an all-time high in the A&E market, and it was predicted that the M&A rate would remain strong through 2016. According to Deloitte, “While 2016 may have started out at a tepid rate, October 2016 became the busiest month ever for domestic M&A with its unprecedented wave of transactions.”

In 2016, companies were motivated by low interest rates, resilient stock prices, solid employment and an abundance of cash. Additionally, a survey by KPMG found that companies wanting to solidify their position in their markets was the number one reason for deciding to buy another firm. So what were the results of the deals?

According to a survey done by Deloitte, most respondents said some of their 2015 and 2016 deals fell short of expectations. A key takeaway from this survey is that integration planning and due diligence ranked high on the list as areas of crucial importance in making successful deals. 

Even though not all deals performed as expected, companies are still excited. The M&A outlook is positive for 2017 with 75% of survey respondents anticipating that deals would increase and 64% anticipating those deals would be bigger! More companies say they have increased cash levels and intend to use their cash to strike more deals. Furthermore, 73% of respondents said divestiture was a major focus of 2017. 

How much is enough Due Diligence?

All too often, the due diligence phase does not uncover accounting practice differences and true project costs. Primarily, participants focus on the backlog, client relationships and project revenue. However, client systems may only show a small picture into the project lifecycle and not provide insight into work in progress, write offs, overruns and true project gains or losses. If a company does not allow enough time for this phase before the deal is done, resources may feel pressured to present a positive picture of the purchase and may not have adequate time and resources to show the complete picture.

Even more, it’s not just the numbers that need to be in line. Firm culture can cause a deal to collapse. Employees may react with concern for their future and not view the new company’s goals and missions as being their own. As a result, they often feel they are the new kid on the block, even though they may have been with their current company for 25 years.

For example, a Boston firm, where people go to work in suits, buys a Texas firm, where employees wear jeans and hunt on their lunch hour. Obviously, these are opposite cultures, and this needs to be addressed during the due diligence process rather than during the employee welcome or two months after the purchase is finalized.

Most employees just want to know they will be paid the same pay, have the same benefits or better, and can easily complete their daily functions with little interruption. Are files and drawings easy to store, move and retrieve electronically? Is the office in the middle of the desert with no internet or cell service, and if so, how will timesheets be submitted on time? Is the technology team ready to meet that challenge? These basic questions are often key factors to employee dissatisfaction and are easy to overlook without proper due diligence.

Lining Up the Right Players for Integration Planning

So who should be involved in the M&A and at what point? You need to make sure you are including individuals that can be your champions. These significant players must understand both the current company’s mission and the new company’s mission. Armed with this knowledge, they will be critical in the planning, execution and support of the new joint company. Keep in mind that there will be a learning curve on both sides. Systems are new, processes are new, and policies are new. If you can make the transition transparent and seamless to all parties, you will enjoy a more effective integration.

Avoid an Underperforming Merger and Acquisition

Be prepared as you begin the M&A process and focus on the critical details. The deal will be successful if both due diligence and integration planning are handled effectively. Have your key players do the proper research and get answers to crucial questions. Doing so will ensure that the firm being acquired, or being merged with, will suit the culture of your firm and that there will be a seamless transition. 

Full Sail Partners, a Deltek Premier Partner, is proud to announce that Michael Kessler, Principal Consultant, successfully completed the Project Management Professional (PMP) Certification. As a result of this achievement, Michael will be able assist clients with identifying areas of opportunity for improvement in their project management process. Additionally, he will now incorporate PMP best practices to help firms increase the earning potential from their projects.

PMP Certification is a globally recognized project management certification based on principles established by the Project Management Institute. The PMP Certification demonstrates that a person has mastered the global language of project management.  

“I found the training and studies as I prepared for the certification test valuable in gaining a better understanding of the project management process beyond the numbers I have often focused on,” said Michael. “I have become more aware of the spoken language, which will facilitate improved communication with my client base. I also believe I now have the ability to push the software just a bit harder to produce the output that will add value to my clients’ operational analysis.”

Prior to joining Full Sail Partners in 2015, Michael spent nearly a decade involved in the Deltek community as a consultant for Deltek. While working for Deltek, he helped firms of all sizes with implementing and maximizing the capabilities of Deltek Vision. With his PMP Certification, Michael has garnered additional knowledge he can leverage when working with Full Sail Partners’ clients.

“Michael is always seeking out ways to provide clients with increased knowledge to improve their business processes,” explained Scott Seal, Vice President of Consulting. “With this certification, Michael has added another tool to his arsenal that he can utilize to assist clients with improving their processes.”

For more information, please contact Full Sail Partners’ Marketing and Communications Department. Interested in learning more about the Full Sail Partners' team? Check out our crew!

Within Deltek Vision lies a very handy tool, which enables a firm to have multi-company functionality. However, the benefits of this multi-company functionality feature seem to elude many firms that would greatly appreciate its capabilities. So let’s talk in detail about multi-company functionality and the why, when and how firms should use this fantastic feature.

Intro into Deltek Vision Multi-Company

Basically the need for a multi-company environment comes down to having to track a separate entity with its own tax id number in a single Deltek Vision database. Some of the scenarios that require multi-company management include:

• Banking relationships
• Investments and/or holding company requirements
• Tax reporting
• Professional licensing requirements
• Foreign country reporting requirements

Additionally, the need for intercompany billing can occur when two or more related companies make payments on behalf of the others. The most common reason for intercompany billing is the sharing of labor resources between companies that have separate payrolls and/or making vendor payments for another related company.

When a firm decides to utilize multi-company functionality, it is recommended that sub-ledgers be set up to track the due to and from, and clear intercompany balances. This creates the ability to use both the AP and AR aging reports for the intercompany balances.

Determine Internal Pricing Structure

Upon implementing multi-company functionality in Deltek Vision, firms must determine what internal pricing structure to adopt. The options are:

• Re-class only - moves the transaction to intercompany AR/AP at cost
• Project Centric - leaves the transaction on the books of the project’s company with some amount of compensation also moving to keep the loaning organization whole
• Employee Centric - moves the transaction back to the employee’s company with some amount of revenue moving back as well
• High Accountability – which uses work breakdown structure to manage transactions and point directly to the company who owns the transaction

Keep in mind, there is a lot of flexibility within the options above. Different scenarios can be created for different transaction types. Also, by order of operation, the various options can be overwritten at the individual company level or at the lowest work breakdown structure level by project.

Intercompany billing makes accounting’s job easier in regard to multi-company transactions. When transactions are made to projects not in the home company (company where the transaction is being posted), invoices and vouchers are created through a series of postings that are reflected in GLs of the respective companies. These invoices and vouchers also appear on the AR and AP aging reports noted above. Accounting can then clear the reports using standard check processing and cash receipts.

More Benefits of Multi-Company

Using Deltek Vision’s multi-company functionality provides another benefit to firms with consolidated reporting. Consolidated reporting allows a view of the performance of all the companies within the database. Consolidated groupings can represent all companies or a cross section of companies depending on the needs of company leadership. The consolidation process incorporates standard eliminations of configured control accounts as well as client-defined accounts, such as capital investments in related companies. Consolidations are “memo” entries and not posted to the GL.

A multi-company database permits each company to maintain a unique GL while still only creating one set of shared GL account numbers. Furthermore, firms can restrict GL account numbers, and other master records can be shared and/or restricted as well. Also, Vendors can be shared. However, the accounting tab is company specific for account and 1099 purposes.

In addition to the benefits mentioned above, the multi-currency function works in tandem with multi-company to allow firms to have unique GL/functional currency. This is a great feature for firms that work internationally. Lastly, the consolidation process can include GAAP compliant currency translation and a gains/losses entry.

Final Thoughts on Deltek Vision Multi-Company

Firms of all sizes can benefit in many ways by using the multi-company functionality that is part of the core capabilities in Deltek Vision. Being aware of when, why and how to use a multi-company database will help your firm make important business decisions and operate efficiently. For more information, contact Full Sail Partners here.

Is your firm ready for the inevitable year-end process? Sure, year-end is always a stressful time. However, it doesn’t have to be overwhelming if you make a plan, document your actions and prepare Deltek Vision.

Setting-up for a Successful Year-End

Don’t be a headless chicken running around trying to get through the year-end process. Let’s review some considerations and tips to make your year-end close just a little easier.

Communication | Communicate with the rest of the firm that year-end is approaching and provide the important dates that they should be aware of, such as final timesheet due date, final expense report due date, etc.

Create a Calendar | Develop a calendar noting key items you need to complete before the year-end. Your calendar should contain all of your year-end deadlines, such as:

• Final AP check run
• Final timesheet due date
• Final bank reconciliation

Develop a Year-End Checklist | Given that year-end procedures change very little from year to year, you should create a checklist. In addition to your firm’s specific year-end tasks, you may want include these steps in your list:

• Review the unbilled detail report and make sure the allowance for doubtful accounts is current
• Reconcile all sub-ledgers to the general ledger
• Update accrued vacation
• Calculate depreciation
• Complete bank reconciliations
• Create a budget for the new fiscal year

Reconcile Monthly | Stay on top of your monthly reconciliations. Nothing adds to the stress of year-end more than having to perform several months of reconciliations that could be have been done monthly.

Recurring Transaction Files | If there are yearly JE’s or other transactions that you only post once a year, consider creating a recurring transaction file. Each year those files will already be in place so you don’t have to re-create them from year to year.

Order Year-end Forms Early | Why wait until the last minute to order your 1099 and W-2 forms? By ordering your forms in advance, you know they are on hand when you are ready to use them.

Prepare Deltek Vision for 2017

In Vision, opening the 1^st period of your fiscal year also opens the new fiscal year. If your security role permits, you can still process in the prior fiscal year if needed.

There are a number of Initialization Utilities that need to be performed in Vision. Take note that these utilities need to be completed once per fiscal year. Vision will generate a posting log for the initialization utilities, which are available in the Transaction Center under the Posting Review Report. If your Vision Database is set up with Multi-company functionality, the Initialization Utilities need to run in each company.

There are also tax forms that will need to be processed in Vision:

• W-2s if you use Vision Payroll
• 1099s for vendors that require a 1099 form

As part of the year-end process, a new benefit year will need to be opened to roll over any PTO or vacation time into the next year and to start accruals for the new benefit year.

In addition to the information above, you can view the 2016 Year-End Vision guide in the Deltek Customer Care Connect Portal here.

Take note that Vision Year-End updates in 2016 will be provided for versions 7.4, 7.5 and 7.6. If your firm is running Vision 7.3 or older, you must upgrade to a supported version to receive a 2016 year-end update. Please refer to the Support Assurance Product Lifecycle for maintenance phase descriptions.

Is Your Firm Prepared for 2017?

Following the suggestions above should make for an efficient completion of the tasks required for 2016 year-end. Don’t forget to make sure your firm is using the latest version of Deltek Vision - 7.6. If you need any assistance with completing your year-end or moving your firm to version 7.6, just let us know!

One area that challenges professional services firms is managing margins. As a result, the profits from a particular engagement or project fall short the projected amount. However, you’re not alone. In a recent study by Consulting Magazine, 80% of professional services firms indicated that they struggle with managing and protecting margins. For Deltek Vision users, this does not have to be the case.

The Challenges with Managing Profit Margins

There are four main reasons professional services firms struggle with managing margins: over-servicing, scope creep, unrecorded and lost time, and changes in client fee structures. Firms should be able to maintain control over these things with the exception of changes in fee structures. So what’s the problem here?

The long and short of it comes down to cumbersome processes and tasks, and disjoined systems limit visibility and insight into real-time critical project data. Additionally, let’s not forget about the time required to enter the same information into multiple systems. This time is now lost when it could be used for more beneficial purposes such as, keeping up with tracking time and expenses.

Increase Profit Margins with Deltek Vision

Successful businesses need to make informed decisions quickly. With Deltek Vision, critical project data are in one accessible place. Therefore, executives can review the health of the firm, identify areas of weakness and develop plans to change the direction of the business. At the same time, accounting and project managers have insight into real-time project data, which allows them to manage their projects effectively and eliminate surprises.

Deltek Vision has several helpful features which ensure project managers are able to protect profit margins. With Vision, accountants and project managers have access to mission critical data which allows them to:

• Compare budgets to actual
• Compare costs versus billing
• Identify outstanding invoices

Furthermore, projects which are built in Vision are based on actual people and actual hours using the Vision Planning Module. In addition, time tracking and expenses are part of the core system and are easily associated with a specific project so project managers are able to keep a close eye on project performance.

Visualize Project Performance with Deltek Vision

Numbers are definitely necessary in managing projects, but they don’t reveal critical project data like a colorful chart or graph will. Using Vision Performance Management (VPM), executives, project managers and accounting all have the ability to clearly visualize project performance quickly in a user friendly dashboard. This allows users to identify problems at a glance before taking a deep dive into the means for overcoming them. Think about VPM as visual performance management. To learn more about VPM, check out this article.

Take Control of Managing Profit Margins

In the end, firms using Deltek Vision don’t have to struggle with managing profit margins. Foremost, all professional services firms must keep a close eye on their projects using the features provided by Deltek Vision. Additionally, firms can then add the convenience of visual performance management to their toolbox with VPM. Let Deltek Vision help your firm take back control!

Full Sail Partners, a Deltek Premier Partner, is pleased to announce that Tim Burns has joined the firm as a SQL Developer. With the hire of Mr. Burns, Full Sail Partners continues to strengthen its development team enabling the firm to meet its clients’ growing needs. In this role, Tim will work closely with clients and key stakeholders to ensure they have proper insight into the data that affects their businesses.

Tim brings his extensive experience in SQL development and database management to his new position with Full Sail Partners. Additionally, Tim has in-depth knowledge of how Deltek Vision supports the unique challenges of the professional services industry.

“Deltek is an amazing tool with the standard features. However, Vision’s true power is in the wide-ranging customization it allows,” said Tim Burns. “I truly enjoy working with clients to identify their unique business requirements to make Vision work for them.”

With an enormous skill set including programming, reporting, product development and process automation, Tim will be able to provide valuable expertise to Deltek Vision users by assisting them with workflows, SQL stored procedures, and custom reports and invoices.

“Tim has extensive experience as a developer, and also a natural affinity for translating complex business requirements into streamlined and automated routines,” said Pete Nuffer, Full Sail Partners’ Director of Product Development. “With Tim on board, we will significantly extend our ability to provide our clients greater efficiency in their operations surrounding Deltek Vision and their broader technology ecosystems.”

For more information, please contact Full Sail Partners’ Marketing Communications Department. Interested in learning more about the Full Sail Partners' team? Check out our crew!

As the leaves change from a cool green to the burning hues of fall, you can almost hear the annual groan that emanates from marketing and business development departments everywhere as we ponder next year’s budgets. We’re feverishly cramming numbers into spreadsheets, struggling to get that final hit rate report from the ERP system, and perhaps even consulting with a local palm reader, all with the goal of accurately predicting the future - next year’s sales!

Review Your Professional Services Sales Vocabulary

Many of us in the professional services industry don’t approach our sales vocabulary as clearly as we should – or worse, it’s just that “s” word that nobody wants to talk about. Let’s quickly review some common numbers:

1. New Backlog. The rest of the world usually calls this number sales. It generally answers the question about the measured period, such as, how much NEW billable work did we book/contract/sell? You might sell the project one year, but could deliver it over several years.
2. Earned Revenue. This number values the work we actually did in the measured period, and is recognized as such, whether we billed for it or not. Learn more about earned value in this article.
3. Billings. This number is the total of all the invoices your firm sent in the measured period. Again, depending on how you count the beans, this number may or may not match Earned Revenue.

It’s imperative that that we clarify exactly which thing we’re budgeting. Most professional services firms have a theoretical limit to what they can deliver, based on staff size and utilization. But is there a limit to how much new work you can sell? Hmm.  

Mix Your Sales Sauce

Here’s the point – these numbers all work together, but marketing and business development departments are usually focused on “New Backlog” when discussing sales. So, where does New Backlog come from? It comes from the strategic combination of two variables: Stuff you sell and Clients. Your job is to figure out the best mix of these combos to achieve the firm’s overall growth plans. Easy right?

Let’s have a brief look at the different ways we can combine our New Backlog variables.

Combo 1 - Sell the same stuff to existing clients

Unless you offer bread, milk or toilet paper, this combo can only take you so far. If you sell a corporate headquarters design project to ACME, Inc., when will they buy the next one? Large retail rollout programs and compliance-required assessments/surveys/reviews are good exceptions to this challenge. Watch out for “better, faster, cheaper” competitors led by well-dressed daredevils focused on Combo 4.

Combo 2 - Sell the same stuff to new clients

We should always analyze how to position our core offerings to new clients – in new markets or new geographies. Most of us claim about 80% of our New Backlog is repeat work, so that means 20% has to come from this combo and Combo 4. Leverage your highly experienced professionals who like to build new relationships.

Combo 3 - Sell new stuff to existing clients

Maybe ACME, Inc. doesn’t need a corporate headquarters designed this year, but really needs help with a facilities management system. Here’s a little secret: Your existing clients trust you and would prefer to buy new stuff from you rather than from someone they don’t know. Build internal partnerships between your key relationship managers and the technical leader(s) of the new stuff. Watch out for experienced competitors focusing heavily on Combo 2.

Combo 4 - Sell new stuff to new clients

Break out the phone books and line up the cold calls! OK, that may be excessive, but this is definitely the final frontier in selling professional services. You’re convincing people who don’t know your firm to buy stuff for which you don’t have a track record. Totally possible, but not for the faint-hearted. This combo often requires strategic hires or acquisitions, which might be the only way to beat the competition in the other combos. You could get crazy and buy a new suit, but your competition in Combo 1 knows you’re coming.

Serving over Selling in Professional Services Industry

While we can’t completely avoid the annual budgeting process, we can look at it differently. You’re in the business of professionally serving others. Instead of simply looking for more projects, more offices, or more technical credentials, why not look for the best ways your firm can serve more people next year, and get paid for the value you created? Use the combinations above as a framework and correlate the targets for each to your firm’s overall strategic plan and annual business plan. Tada! Now you’ve got a growth target that everyone can embrace. Happy budgeting, and more importantly, happy serving!