Teams | Collaboration | Customer Service | Project Management

It’s common when managing projects that you need to sign-off with a client. For example, you might need them to approve a mock, document, or decision. Many companies do this with an informal message or verbal acknowledgement. This causes problems later. Who actually signed off on the decision? When? Which exact changes are required? This is why it helps to implement a formal process. At the same time clients don’t want to take too many extra steps.

The first wave of remote work had a low bar. Companies went remote because a pandemic gave them no choice. Being remote at all was the differentiator. The second wave is different. It is voluntary, which means it is competitive. Companies now choose whether to offer remote flexibility. Which means the employees choosing to work for them have genuine alternatives. According to Buffer, 98% of workers want remote work at least some of the time. 46% would consider leaving if forced back to office full-time.

Most PSA shortlists die the same way a bad SOW dies: on a single line that looked precise and wasn't.

Margin control is not a finance vocabulary quiz. In professional services, it is the operating system that decides whether a client project still pays for itself while your team is still delivering it. I spent years on the delivery side of agencies watching "healthy" projects quietly bleed. The decks looked fine, the status calls sounded fine, and then finance closed the month and the delivery margin was gone.

There's a specific kind of dread that hits when two senior consultants are double-booked on different client programs and nobody noticed until the standup. The board looked green. The utilization report looked "fine." The week was already lost. I work at Teamwork.com now, and before that I spent nine years running client delivery at agencies.

Most “agency software” lists still rank task boards. Billable agencies need something different: a system that keeps multi-client delivery, capacity, and commercial truth on the same page while the work is still moving. I work at Teamwork.com. Earlier I ran delivery on the agency side — concurrent accounts, retainers that looked fine in the pitch deck, and resourcing grids that went stale by lunch.

Most PSA projects get sold as a software install and fail as an operating-model change. The license is the easy part. The hard part is whether utilization, rate cards, and project margin still disagree with each other after go-live — quietly, for weeks, while leadership plans as if the numbers are real. That is what PSA implementation has to solve. You are not swapping task boards.

August brings something valuable for every Scoro user – whether you manage sales pipelines, project schedules, financial accounting, or optimize your team’s operations. You can now build complete delivery schedules directly on quotes, delegate operational background tasks to ELI through triggers and actions, and bill exact target sums with partial invoicing.