Industries / Professional Services
In a services firm the inventory is people’s time, and it spoils daily. We implement Business Central so that an hour entered on Tuesday is on an invoice, in a utilisation figure and in the revenue for the period without anyone rebuilding it in a spreadsheet. Twenty-plus services implementations.
Sub-models
Four billing models, four genuinely different configurations of the same install.
Revenue follows approved time, so the whole system stands or falls on how quickly and accurately hours arrive — and on rate cards that can differ by client, role and person.
Billing follows the contract, revenue follows delivery, and the two are deliberately not the same number. Percentage-of-completion is where margin becomes visible or invisible.
Recurring revenue with drawdown against included hours, and the overage conversation has to be evidenced rather than argued.
Several models at once, often across entities and currencies, where one project is staffed from more than one company and the intercompany cost has to follow the person.
The processes, by name
The processes a services firm actually runs on, named the way your practice leads say them rather than the way a demo groups them.
Projects, tasks and planning lines carrying budget, cost and price separately — so what a job cost, what it was worth and what it was billed are three answerable questions rather than one guess.
Billable, non-billable and internal time separated at entry, with capacity per resource, so utilisation is a number the system produces rather than one a partner assembles the night before a board meeting.
One path from a timesheet line and a receipt to an approved, posted sales invoice — with the approval step in it, because unapproved time on a client invoice costs more than the hour was worth.
Work in process and recognition driven from cost or from completion, so revenue lands in the period the work happened and the deferred balance is defensible.
Who is committed to what, and where the bench is, over a horizon long enough to sell against — against the same capacity the timesheets consume.
Our apps that earn their keep here
Software we already ship for this work.
Project and resource scheduling
Visual Gantt and finite resource scheduling for Business Central Projects — capacity, over-allocation and delivery dates on one board.
On Microsoft AppSource (opens the marketplace listing in a new tab)
Supplier invoice processing
Vendor invoice to posted purchase invoice, inside Business Central. The invoice is treated as a claim and reconciled against BC’s own order and posted receipt, so a mis-read number raises a legible exception instead of posting a wrong figure.
On Microsoft AppSource
Process documentation
An AI process-capture platform. A Chrome extension records what you actually click; the guide writes itself — narrated, in four reading modes, shareable by link. Includes a Business Central assistant that explains the screen you are on, cited to Microsoft Learn.
On Microsoft AppSource (opens the marketplace listing in a new tab)
Every app above is implemented by the team that built it — one contract, one accountable engineering group.
How we deliver
FitShipRunFit to standard first
Most requirements are configuration, not code.
Build like it ships
Custom work held to our marketplace bar.
Run it with you
We stay through your first month-end close.
Straight answers
Including the ones where the honest answer is that we are not the right firm.
The projects and resources side of Business Central is a first-class part of the product, and for a services firm it is most of what gets used. The inventory module simply stays switched off. Where it matters is that the same ledger carries payroll cost, expenses and revenue, so there is one set of numbers rather than a practice system and an accounting system that have to agree.
Only if it is failing you. The more common problem is that the PSA tool and the ledger disagree, and the reconciliation is somebody’s week. That can be fixed with an integration at the invoice and cost boundary, which is cheaper and less disruptive than a replacement. We would rather scope the integration.
By making entry take less than a minute and approval take less than five. That is a configuration and interface problem, not a compliance campaign. Weekly capture that is complete beats daily capture that is invented on Friday.
Yes — resource, role and job price lists all exist in standard Business Central, and the precedence between them is a setup decision worth making deliberately. It is also the setup most often left at defaults and then blamed for wrong invoices.
What auditors want is a method applied consistently and evidence behind the numbers. Recognition driven from posted cost and completion, with the WIP balance reconcilable to the projects behind it, gives them that. We will not tell you it removes the judgement calls — it removes the spreadsheet the judgement calls currently live in.
Broadly, firms past the point where a spreadsheet of hours and a bookkeeping package stop agreeing — typically once there are enough billable people that no one person holds the whole picture. Below that, the honest answer is that the tools you have are probably fine.
Next step
Thirty minutes, not a deck. We’ll tell you whether standard Business Central covers it, whether one of our apps does, or what a build would honestly take.
sales@dynamicspro.ca · Serving North America · 416-843-6575