Steven Clark, the Finance Director of successful branding and design agency Tayburn, told us:
“What Synergist delivers in terms of financial control is fantastic. One large prospective client asked to see our financials. Afterwards, they said ‘This is the best set of financial reports I have ever seen’."
And Steve Laird, Finance Director of Online Design & Engineering, said:
“The best thing about Synergist is the visibility it brings. It shows where the costs are, where the profits are on individual projects, and where the losses are – all giving you time to do something about it.”
"It gives so much more knowledge to the account directors, for example. It’s increased the financial knowledge to non-finance staff tenfold.”
If you were making cars for a living, you would be immersed in the costs of every component and process from start to finish. Such issues would become second nature to you. How could you thrive otherwise?
So why would you expect to survive when your product isn’t physical objects but people’s time? Time is your stock in trade. You need to know how much you have, where it is right now, how much is needed tomorrow, and how much it’s costing you.
David Ladds, Partner of London-based Public Relations and Communications firm Bladonmore, told us:
“Thoroughly understanding time and the value of time is key. For us to have scale we need to know exactly how we spend our time. It’s that simple.”
“Without a proper system you simply can’t know your true utilisation percentage. When we installed Synergist we were in for a shock: In some cases, our utilisation was more than 10% worse than we had thought. That makes a huge difference.”
“Solving the profitability problem was key. Prior to this, we could be focusing on the wrong areas. We had 54 people working hard but profits were still elusive. Now, our Exec team can go to the Board meetings every month and say ‘We’re getting it right!’ The list of things to sort out gets smaller every month. We’re down to finessing things now. There are no more instances of us not understanding profitability issues. That’s all behind us.”