Commercial ownership and P&L
How a delivery practice makes or loses money: gross margin, utilisation, bill rates, scope control and the habits that stop revenue leaking between the statement of work and the invoice. Written from running a 50+ person practice on a P&L.
5 articles
6 min read
A year ago I managed projects. Now I manage a P&L. Here is what changed.
What changes when a delivery manager takes on a practice P&L: the questions, weekly numbers, scope, hiring, client conversations and what to stop.
Read5 min read
Delivery without commercial accountability is project management with extra steps
Why margin, forecast quality, scope control and client trust belong inside the delivery role, the warning signs when they do not, and how to start owning them.
Read6 min read
How to run a delivery practice on a P&L
An operating model for turning a delivery team into a P&L: the five numbers, the weekly rhythm, pricing, staffing and the leaks that cost margin.
Read5 min read
Utilisation, bill rate and gross margin: the three numbers a delivery leader owns
The three numbers that decide whether a services team makes money: formulas, healthy ranges for digital commerce agencies and the trap in each.
Read6 min read
Scope reconciliation: the monthly check that found 230 hours before they reached an invoice
How a monthly scope-reconciliation workbook compares approved and actual hours, surfaces unapproved work early and turns invoice disputes into prioritisation.
ReadQuick answers on this topic
- What gross margin should a digital commerce delivery practice target?
- What is a healthy utilisation rate for a delivery team?
- How should a delivery manager calculate project profitability?
- How do you manage change requests in a fixed-price Adobe Commerce implementation?
- What KPIs should a delivery leader review every week?
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