1. Talent-driven, project-centric, and intellectual-capital intensive Architecture and Engineering Construction Specialty trade contractors Commercial real estate and property management Advertising Broadcast Film Music Publishing Sports Accounting Consulting Legal IT services Outsourced, managed, and data services Staffing Professional ServicesAEC and Real Estate Media and Entertainment

4. 450 PSOs completed the survey in 2011-12 78%North America 16%Europe 6%APAC

5. Level 1Level 2Level 3Level 4Level 5 Bid-to-win ratio (per 10 bids)4.375.215.405.946.04 % of "referenceable" clients70.3%72.6%75.0%81.0%86.9% Employee billable utilization64.4%67.9%74.2%75.1%77.8% Projects delivered on-time68.8%78.9%80.4%83.5%81.7% Annual revenue per employee (k)$113$156$178$215$222 Earnings Before Income Taxes, Depreciation & Amortization (EBITDA) -4.0%8.2%16.7%27.4%34.9% 450 PSOs completed the survey in 201112

6. On-time delivery Execute Resource Mgmt. Execute EBITDA Project Margin Backlog Growth Overhead Attrition Bill Rates Ramping Comm. Vision Leader. Conf. Bid-to-Win Client Satisfaction Growth Pipeline

7. CRM—Deal Pipeline 150%199%214% PSA—Billable Utilization 67.0%72.9%75.0% 34.8% PSA—Project Margin 35.3%37.0% BI—Revenue/Employee (k) $188$240$292

8. Map client needs Look for up-sell/cross-sell potential Optimize selling price Build pipeline Improve client satisfaction Optimize resource pool Manage employee cost Develop compensation structure Improve employee development Reduce staffing cost Improve resource management Collect project costs Increase services delivery quality Reduce service delivery cost Reduce delivery time Manage cash flow Improve DSO Improve margins Manage all practices Report financial results Exploit strategic advantage Focus on organizational improvement Analyze business processes Refine strategy based on analysis Determine “optimal service, clients, etc.

9. Key Performance Indicator <300>300▲ Firms40248 YoY change in PS revenue12.3%14.1%15% YoY change in PS headcount9.2%10.9%19% % of employees billable74.3%78.4%6% PS revenue delivered by third-parties11.5%12.6%9% Management to employee ratio9.212.334% Key Performance Indicator <300>300▲ New clients36.3%23.6%-35% % of "referenceable" clients75.6%67.9%-10% Annual employee attrition6.8%11.4%-68% Time for a new hire to become productive (days) 64.574-15%

10. Key Performance Indicator <300>300▲ Average project staff (people)3.84.724% Project man-months22.727.722% Average revenue per project (k)$173$21625% EBITDA per employee (k)$32.4$53.064% EBITDA %14.9%18.8%26% Key Performance Indicator <300>300▲ Std. delivery methodology use65.2%58.6%-10% Effectiveness of knowledge mgmt. processes 3.042.67-12% Projects canceled2.9%3.6%-24% Average project overrun8.6%10.0%-16% % of inv. redone due to error/client rejections 2.0%3.0%-49% Days sales outstanding (DSO)43.852.8-20% Executive real-time wide visibility3.513.04-13%

11. Global footprint Global footprint Structure and standardization Structure and standardization Service packaging Service packaging Training Training Cash flow Cash flow Bureaucracy Bureaucracy Communication Communication Agility Agility Cost Cost

12. Levels 1 & 2Level 3Levels 4 & 5 Survey percentage55%25%20% CRM integration27.3%34.2%52.4% PSA integration38.4%51.0%52.9% HCM integration50.0%56.8%61.1% Earnings Before Income Taxes, Depreciation & Amortization (EBITDA) 9.6%15.9%31.9% 48 PSOs completed the survey in 2011–12

13. Begin with strategy Leadership matters Set the tone Communicate Listen Create flexibility Focus on bid-to- win ratio Build your pipeline Build service “products” Hire and retain Understand skills needed Invest in training Improve utilization Implement quality into delivery process Standardize business processes Complete work on time Structure work to increase project “man-hours” Reduce unnecessary costs and non-billable hours Focus on revenue /employee

15. Performance Management Client Relationships Saleable Expertise Service Delivery Financial Results Foundational needs and transformational trends

16. Stop rebuilding the wheel and take full advantage of your firm’s intellectual capital with proven tools to capture, find, share and reuse information Close more deals faster and grow client wallet share with insightful, timely and contextual responses that build trust and annuity business Attract, develop, and retain the best and brightest talent by providing expertise-building experiences that optimize career and utilization objectives Deliver as promised and turn clients into enthusiastic referrals through optimized service planning, engagement and execution Know how your complex business is performing with anytime anywhere access to essential metrics and role-specific business processes SQL Server Practice Development Marketing Effectiveness Sales Productivity Client Responsiveness Knowledge Management Practice Development Aligned to practice and functional leadership priorities Professional Development Service Delivery Firm Administration SQL Server

17. Interoperability Microsoft Office Microsoft Windows Microsoft SharePoint Microsoft Visual Studio Microsoft SQL Server Microsoft Lync Performance Management Business Development Account Management Opportunity Management Marketing Automation Proposal Management Projects and Job Sites Pay When Paid & Retention Time, Expense & Invoicing Subcontractor Management Project Mgmt. & Budgeting People & Equipment Resource Management Equipment Mgmt. & Rental Performance Management Recruitment & Onboarding Document Mgmt. & Collaboration Content Management Team Workspaces RFI/Bid ManagementChange Orders Financial Control GL/AR/AP/FA & Procurement Project AccountingComplianceUnion Payroll

18. Microsoft focus on value Capitalize on talent and catalyze innovation Compress time to insight and action Cultivate unique client experiences Freeing individuals to drive business results

19. Near-term mobility, companion apps, and integrations