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Your services org is a P&L. Most software companies don't run it like one.

Twenty-five years running professional services inside software companies. Now doing it for a small number of them at a time — as a fixed-fee diagnostic with a scope, a price, and a published end date.

Start with a thirty-minute conversation No pitch. You'll know something about your services org that you didn't when it started.

The problem

Most services organizations were assembled, not designed.

The financial model was inherited from whoever wrote the first statement of work. Nobody has revisited it since, and the symptoms show up somewhere other than the services line — in renewal timing, in reference quality, in the implementation that quietly ran a quarter long.

The gap between the organizations that run this well and everyone else is not a market condition. It's a set of decisions — about pricing, staffing model, scope discipline, and what gets measured. Which means it's fixable, and fixable without a reorganization.

Who it's for

Software companies between $20M and $200M in ARR.

Large enough that services is a real P&L with real people in it. Small enough that there is no internal services strategy function, and no appetite for a consulting engagement priced past the size of the problem.

  • Services is losing money, or making margin nobody can explain.
  • Implementations are running long and the dates keep moving.
  • Delivery problems are starting to show up in renewals.
  • A new services leader inherited the org and needs a baseline.
  • An acquisition left two delivery organizations that never merged.
Research firms tell you where you rank, and then stop. This one names the three things costing the most money, quantifies them, and stays long enough to fix them.

Fixed fee. Fixed scope. Fixed end date.

The engagement

A diagnostic, not a retainer.

The organization is scored one to five across nine operational dimensions against a defined maturity ladder — so the result is legible, repeatable, and traceable to evidence rather than to one person's opinion. Fixed fee, fixed scope, fixed end date, every time.

  1. The conversation

    Thirty minutes, free, and structured. It ends with observations, not a proposal.

  2. The diagnostic

    Interviews, evidence, and a scored assessment across all nine dimensions.

  3. The findings

    The three highest-value problems, quantified in your dollars, ranked by impact over effort.

  4. Remediation, if you want it

    Packaged modules, separately priced, entirely optional. The diagnosis is the product.

The operator

Run by someone who has actually carried the number.

Twenty-five years building and running professional services organizations inside software companies — including a services P&L of $10–12M spanning seven products and three regions, with responsibility for margin, utilization, delivery quality, and the renewal conversations that follow from all three.

These are problems I've had to solve in production, against real resistance and with real consequences for getting it wrong — not patterns observed from outside. That is the whole difference between this and a benchmark report.

  • 25Years running services organizations
  • $10–12MServices P&L owned
  • 7Products supported
  • 3Regions

Start here

Thirty minutes, and you keep whatever comes out of it.

The first conversation is free and deliberately structured. If there's no fit, you'll know inside the half hour and I'll say so.

What I'll ask before we meet

  1. Roughly how large is the services organization, and what does it own?
  2. What made you start looking at this now?
  3. Who would need to agree before anything changed?
Email to set up a time chris@rangelightadvisory.com