Laurel and Dayshape have partnered to address revenue leakage in professional services firms by linking resource planning data with automated work tracking.
The partnership combines Dayshape’s resource planning platform with Laurel’s work intelligence software to give firms a clearer view of how work is scheduled, carried out and billed. The aim is to reduce reliance on incomplete timesheet data and disconnected planning systems.
Profit pressure
Professional services firms are under growing pressure to improve profitability as leaders try to protect margins and raise productivity. Research cited by Dayshape found that 42% of firms missed revenue targets over the past year, while 38% lacked clear visibility into team capacity and availability, and 37% lacked real-time insight into profitability by team or project.
The joint offering is designed to help firms identify operational blind spots, improve utilisation, strengthen forecasting and recover billable time that might otherwise go unrecorded. Laurel’s software captures work activity across meetings, emails, documents and digital workflows, while Dayshape uses scheduling and project financial data to support staffing and planning decisions.
Time capture
The issue is significant for firms that still rely on manual time entry to measure work and support billing. In sectors such as accounting, consulting and legal services, gaps in time recording can affect revenue recognition, project profitability and the ability to assess whether teams are being deployed effectively.
Dayshape said customers using its platform typically see a 5% increase in utilisation. Laurel said its users capture an average of 28 additional minutes a day. Both companies said their customers report profit increases of 11%.
The partnership also gives each company access to a broader set of data. Scheduling information from Dayshape can provide context for Laurel’s system when matching recorded time to the right matters and engagements, while Laurel’s time records can improve the accuracy of Dayshape’s plan-versus-actual reporting.
Partner networks
Both companies sell to large professional services organisations. They are also part of the Microsoft and Workday partner networks, which could simplify deployment for joint customers.
Matt Cockett, Chief Executive Officer of Dayshape, said the partnership combines forward-looking planning with more accurate time capture.
“What Dayshape does so well is provide a forward-looking view of a business enabling companies to plan optimally and course correct as they go. Laurel ensures every minute of work is captured accurately, without adding any extra effort for teams. We know that time data in professional services has historically been difficult to manage. Laurel’s technology means that it doesn’t need to be, which is exactly why this partnership makes sense,” said Matt Cockett, Chief Executive Officer of Dayshape.
Ryan Alshak, Chief Executive Officer and Co-Founder of Laurel, said firms often underestimate the scale of missing or poor-quality operational data.
Planning layer
“Most firms know they have a data problem. They just don’t know how bad it is until they fix it. Laurel gives firms an accurate picture of how time is actually being spent and what it’s producing. Connecting it with Dayshape’s scheduling and revenue engine means customers finally have the planning layer and the execution layer talking to each other,” said Ryan Alshak, Chief Executive Officer and Co-Founder of Laurel.
The partnership is positioned as a response to a persistent industry problem: firms may plan work in one system, log time in another and review profitability only after a project has gone off course. By linking planning data with recorded work activity, firms should be able to compare expected and actual delivery more closely and identify where margin is being lost.
That matters at a time when only 25% of leaders surveyed by Dayshape said they were confident in their organisation’s ability to plan for the long term. For firms whose revenues depend on billable hours and efficient staffing, visibility into capacity, utilisation and project economics remains a basic commercial concern.
