People cost, capacity, and open demand.
How workforce composition, cost resolution, and forward-looking capacity become commercial control, with Open Roles surfaced as real financial entities across the model.
How do you connect resource capacity to profit?
By giving every person a resolved daily cost and a monthly capacity, then reading utilisation by scenario rather than as one blended number. Bench, internal projects and leave are separated instead of lumped together, and unfilled demand carries a price as an Open Role rather than sitting as a placeholder. A staffing decision made on Monday lands in the firm's forward profit the same day.
The operational layer behind firm profit.
People tracks who is available, what they cost, how those costs flow into project delivery and the firm's forward P&L, and which staffing gaps are moving profit.
Every person has a daily cost and a monthly capacity. As grades, leave, contract rates, and assignments change, those facts flow as changes are recorded, into projects, bench cost, utilisation, and the financial outlook. The same person costs the same amount in the Deal Model, the Project Plan, the Utilisation view, and firm P&L. No spreadsheet bridge, no reconciliation gap.
Internal projects, such as training, tooling, and admin, are tracked as named-person assignments, distinct from leave (which reduces capacity but not cost) and bench (unallocated time). This makes operational investment visible as Non-Billable Production Cost (the bench, internal-project, and leave-related cost that does not attach to client delivery) rather than buried in offline time.
And Open Roles, the unfilled staffing requirements from Pipeline and Projects, carry a price tag, not a placeholder. The cost consequence of an unfilled role is visible at the moment it exists, not at month-end.
What operators see, and what the system carries through.
Resolve people cost as grades and salaries change.
Read utilisation by scenario, not as one blended number.
Price unfilled demand before it becomes a staffing surprise.
This area does not stand alone.
Pipeline and deal pricing
When you add a named person to a Deal Model row, the system checks their capacity and availability, flagging if they are on leave or already allocated to other work in the same window, before the deal locks. Open roles in Deal Models become open demand the People workbench can fulfil. Cost (salary, grade, on-costs) flows through to deal margin without a spreadsheet bridge.
Project delivery and margin
Filling an Open Role from the People workbench flows into the Project Plan as an assignment: same dates, same rates, no re-entry. The original open-role assumption stays as the reference, so filled assignments are measurable against the case the deal was sold on. Leave during a project phase shrinks the assigned person's capacity, surfacing delivery risk in time to act.
Forward P&L
Bench cost, internal-project cost, and leave-related cost roll into the firm's forward P&L as Non-Billable Production Cost. Forty person-days of training in August appear as a discrete line, not absorbed into general overhead. Paid leave reduces capacity but not cost; unpaid leave reduces both. SG&A headcount is shown separately from delivery staff, so the whole cost structure is visible.
Management cockpit
The Dashboard's Open Demand headline aggregates Open Roles across Pipeline and Projects into a single people-constraint signal. The Utilisation card shows whether consulting staff are billable or on the bench across the three scenarios. Rising open roles, falling utilisation, and growing bench cost appear together as a coordinated signal, not three separate metrics needing reconciliation.
The principle behind it
Staffing, utilisation and delivery cost resolved as one set of numbers is what makes capacity a commercial decision rather than a scheduling one. Practical Operations is the pillar this area sits under.
See how people cost and capacity become commercial control, from hire through staffing to profit impact.