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Profit and growth
Steering margin as you scale, so growth improves profit rather than diluting it. Including the gap most owners miss: every project on target, the firm still thin once the bench, internal time, leave, and overhead are loaded in.
Strategic Advisory
Strategic Advisory
Senior commercial advisory for IT and professional services firms, on profit, growth, and exit.
The few decisions that set a firm's profit and its value are made early, and usually by more than one person.
We help you get those decisions right, and put in place the structure that lets your team keep getting them right without you in every call.
Bosch CG works with IT and professional services firms, from founder-led teams to larger groups, through growth, rising complexity, and the run-up to a sale. The work is not another layer of management, and not a standing seat in the room. It is to set the few things the firm can then run on: a clear set of commercial principles, targets that are visible to the people making the calls, and a review rhythm that keeps everyone honest to them.
Where decisions go wrong as you grow
As a services firm scales, the commercial decisions multiply faster than the structure to handle them. Pricing, staffing, scope, and the trade-offs between them pile up on the owner, or stall in meetings. Margin softens, delivery friction rises, and the problems show up in the month-end numbers, weeks after the decisions that caused them. The calls that set your margin are made all over the firm, every day, and you cannot sit in all of them.
How an engagement works
Set the few things the firm can run on, then step back
Three steps put the structure in place, so the firm runs on it rather than on the advisor.
01
Agree the principles
A short, clear set of commercial rules: how deals get priced, how work gets staffed, what margin the firm holds to.
02
Set the targets in Profitdrive
The forward-profit platform we bring, so the targets sit in front of everyone who makes a call and are measured automatically, not buried in a spreadsheet only you maintain.
03
Run the rhythm
A steady cadence of review and course-correction with you and, where useful, your board, until the firm runs on the structure rather than on the advisor.
The forward-profit platform we bring
Profitdrive
Profitdrive gives a forward view of firm profit across pipeline, projects, people, and P&L. It shows where profit is heading and keeps the agreed targets visible to the whole team, measured automatically.
It is not your accounting system, and it does not replace it. It comes as part of the advisory work, not a separate product to buy. The judgement about what the numbers mean, and what to do next, is the work.
Value is built by better decisions, made earlier and by the right people.
Where we help
Three places that shape profit, growth, and value
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Sell-side readiness and exit
A business that stands up to a buyer, and is worth more because it does not depend on any one person. We name what a buyer discounts: founder dependency, client concentration, recurring versus re-won revenue, and the add-backs that will not survive a quality-of-earnings review, and we address it well before a process begins.
03
M&A and integration
Selective support on acquisitions and integrations, where commercial logic, governance, and execution discipline decide whether the value is actually realised.
Where the experience comes from
Bosch CG is led by Gerben Bosch, CFO and then COO of Capgemini Australia and New Zealand (2,000 plus people), through tenfold revenue growth and the integration of multiple acquisitions. The role is to help you set the principles, agree the targets, and establish the rhythm, then step back. The firm should run on the structure, not on the advisor.
Gerben Bosch
Founder, Bosch Consulting Group
The first conversation is a confidential, exploratory call.
No pitch, just a straight read on whether we can help.