Turn delivered workinto approved invoices.

Sales & Account Management

Hand signed commitments to the delivery team

Assemble the signed agreement, SOW, proposal demonstrations, security answers, pricing and sales promises for the project lead. Resolve contradictions before the team plans unsupported functions, staffing or controls that the client expects.

Sales & Account Management

Turn scope requests into priced change decisions

Connect the customer request, original SOW boundary, effort estimate and commercial correspondence. Delivery and the account owner can choose whether to absorb, reject or amend the work before it changes the plan and invoice.

Sales & Account Management

Renew services from performance and obligation facts

Bring usage or delivery results, open service issues, pricing adjustments, notice provisions and expansion requests into one negotiation record. Account leaders can decide revised scope and terms while there is still time for customer procurement.

Sales & Account Management

Resolve purchase order gaps before mobilisation

Compare the signed SOW, client purchase order, rate card and start conditions. Ask sales or client procurement to resolve missing coverage so delivery does not consume budget against an unapproved commercial basis.

Delivery & PMO

Carry accepted milestones into invoicing

Tie the SOW acceptance test, submitted deliverable, client response, approved changes and purchase order to the billing milestone. Delivery resolves objections or obtains sign-off; finance checks the contractual trigger and prepares the invoice from the accepted record.

Delivery & PMO

Separate requested extras from baseline delivery

Compare tickets, workshop decisions and sprint changes with the SOW and approved change log. The project lead can identify extra work needing customer agreement before staffing it or quietly consuming fixed-price margin.

Delivery & PMO

Reforecast fixed-price effort when facts change

Reconcile time posted, unfinished work, milestone slippage and approved scope revisions against the latest estimate to complete. The delivery lead and finance can review margin and revenue assumptions before management relies on stale progress figures.

Delivery & PMO

Close customer objections with the right deliverable

Tie rejection comments to the submitted version, agreed acceptance criteria, test results and remedy history. Delivery can decide whether to rework, contest or escalate while preserving the record for billing and dispute discussions.

Delivery & PMO

Carry service incidents into contractual remedies

Connect incident chronology, service measurements, exclusions and customer notices to the SLA schedule. Service leadership can validate credits or cure actions with legal and finance rather than conceding a remedy from a dashboard alert alone.

Delivery & PMO

Preserve project decisions through personnel changes

Link approved decisions, unresolved design questions, client dependencies and handover notes to their underlying correspondence. An incoming lead can act on real commitments instead of interpreting a status slide without its history.

Finance & Commercial Operations

Find approved effort stranded outside billing

Compare approved timesheets and expenses with contract rates, PO coverage, change orders and billed lines. Finance can distinguish invoice-ready work from disputed scope and send the right exception to delivery or the account owner.

Finance & Commercial Operations

Resolve invoice disputes and customer deductions

Match each disputed line or short payment to the signed scope, accepted work, approved time or changes, service records and agreed credits. Finance can decide a supported correction, collection response or legal escalation with the account owner.

Finance & Commercial Operations

Separate revenue estimate changes from billing delays

Bring progress evidence, acceptance status, change approvals and revised costs to the period-end finance review. The accountant assesses recognition under the applicable policy while delivery resolves missing client evidence and forecast discrepancies.

Resource Management & People Operations

Staff the SOW with approved role economics

Compare committed skills, named-person clauses, location restrictions and approved rate bands with assignment availability. Resource managers and delivery leads can fill gaps or renegotiate constraints before the project commits to an unviable staffing plan.

Resource Management & People Operations

Clear contractor deployment against client conditions

Bring subcontract approval, role terms, screening evidence and client access conditions together for each proposed worker. Delivery and security can authorise mobilisation only after the relevant owner resolves missing contractual or control requirements.

Resource Management & People Operations

Recover access and knowledge on project exit

Reconcile exit dates, client accounts, equipment and handover obligations with confirmed removals and owner acceptance. The project lead can maintain continuity while security closes residual access instead of assuming an HR exit ended client permissions.

Legal & Information Security

Review service terms against delivery reality

Examine the SOW, service levels, acceptance, IP, data use, subcontract rights and liability terms against the proposed delivery model. Counsel can mark risk positions and questions for the negotiation team before signature.

Legal & Information Security

Turn security questionnaires into owned commitments

Compare client questions with current policy evidence, architecture and proposed contract language. Security owners can qualify answers and resolve exceptions so sales does not promise controls the delivery organisation cannot demonstrate.

Legal & Information Security

Track client data promises through solution changes

Tie data location, retention, access and use commitments to the signed agreement and proposed hosting or subcontract changes. Security and legal can assess the customer approval or remediation needed before architecture moves.

Legal & Information Security

Resolve deliverable IP and reuse before handover

Compare the SOW ownership and licence terms with third-party components, reusable tools and proposed deliverable inventory. Legal and engineering can clear exceptions or obtain the needed permission before releasing code or materials to the client.

Legal & Information Security

Prepare a supported response to service claims

Gather incident timeline, measurements, change approvals, correspondence and agreed exclusions for legal review. The team can assess credits, cure steps and settlement options without treating a preliminary monitoring metric as a contractual finding.