Expert advice on building a resource management revenue engine

For too long, resource management has been treated as a back-office function – necessary but administrative, often viewed as a cost centre. But this outdated perception ignores a critical reality: resource management has a direct and measurable impact on profitability.

Despite this, many firms struggle to demonstrate their financial value in clear, quantifiable terms. This isn’t just an operational challenge – it’s a missed revenue opportunity.

In our previous feature, we explored why firms must link resource management to profitability. Now, we’re focusing on how to take action, turning resource management into a function that drives revenue growth and long-term business impact.

We spoke with industry experts at the forefront of resource management transformation. Their insights reveal how firms can reposition resource management as a revenue engine, demonstrate its financial impact, and establish a framework for long-term profitability. Here’s their advice:

1. Shift mindsets: Position resource management as a strategic revenue engine

Break away from the back-office perception

One of the biggest obstacles to unlocking resource management’s full value is perception. Too often, it’s seen as an administrative function rather than a strategic business driver. The thought leaders driving change in this space agree – shifting this mindset is essential for firms to optimise their workforce and maximise profitability.

Jennifer Huntington, COO at Kroll advises resource managers to recognise their strategic impact:

“Resource management is undergoing a major shift – from an administrative function to a revenue-generating function. To drive this shift, resource managers need to see themselves as contributors to business growth, not just schedulers. Shifting perceptions within the business starts with deepening business knowledge and demonstrating a business leader mindset.”

Our resource management experts observe that firms often underestimate the direct impact resource management has on profitability and customer satisfaction. When it is viewed merely as administrative, its strategic potential is limited. In contrast, a well-run resource function significantly improves day-to-day efficiency and directly enhances revenue performance and client experience.

Reposition resource management as a business driver

A well-positioned resource management function drives value in three key areas:

• Customer experience: by aligning the right people with the right projects, firms can improve client satisfaction and retention.
• Profitability: optimised utilisation and smarter workforce planning lead directly to improved margins and revenue generation.
• Employee experience: engaging employees in meaningful work reduces attrition and contributes to overall business performance.

Jennifer Huntington encourages resource managers to frame their impact through these value drivers:

“When we talk about elevating resource management, I want the resource management community to start thinking about the value they bring across three key dimensions:

1. Delivering a differentiated customer experience.
2. Driving improved profitability.
3. Enhancing employee experience – and recognising that each of these directly impact the bottom line.

Firms making this transition are strengthening their resource management capabilities by shifting the conversation to financial impact focusing on how resource decisions drive revenue and profitability.”

2. Engage leadership: Make the financial impact of poor resource planning impossible to ignore

Reframe resource discussions around revenue at risk

To engage leadership in the transformation, resource management must be repositioned as a financial and strategic priority, not just an operational function. Experts recommend shifting the conversation from scheduling challenges to measurable business impact – specifically, revenue at risk.

Christine Robinson, Strategic Advisor to Dayshape, emphasises why this shift in messaging is crucial:

“Good resource management isn’t just about assigning people to projects – it’s about the value it brings to the firm. If you want leadership to pay attention, articulate the value proposition in their language – profitability and revenue.”

Jennifer Huntington expands on why this approach resonates:

“Shift the conversation from resource requests to revenue impact. Instead of saying you have 200 unfilled requests, quantify the financial risk – highlight the $20 million in potential revenue at stake. This subtle shift reframes resource management from an administrative challenge to a financial imperative.”

Sam Cornish, Partner at BDO, has seen first-hand how reframing the conversation can capture leadership’s attention:

“Resource managers can struggle to get traction when discussing unassigned hours with partners. But when they multiply those hours by the charge-out rate to show revenue at risk, it’s like flipping a switch. Suddenly, what seemed like a scheduling issue becomes a financial one, and partners become very interested in minimising that lost revenue number.”

Highlight the cost of inaction

Industry experts suggest another effective approach: ask leaders, ‘What’s the cost of doing nothing?’ Making the risks of inaction as clear as the benefits of change can be a powerful motivator.

Matt Cockett, CEO of Dayshape, shares why this approach makes an impact:

“One of the most powerful tactics for positioning resource management as a must-have function or critical investment area is highlighting revenue at risk. Instead of justifying investment, it’s about showing what’s being left on the table and how firms risk falling behind by not prioritising resource management. That perspective is incredibly powerful.”

Read more and join our live workshop with Christine Robinson

To reveal the final two areas of advice from our industry experts, read the full blog on our website.

Ready to take action? Sign up to our one-hour hands-on live workshop. In the workshop, Christine Robinson (former Resource Management Leader at Baker Tilly US and EY) will share her lived experience, provide you with a template, and guide you through the template to build a unique business case for strategic resource management at your organisation.

Attendees from the April workshop said it was: “very engaging”, “informative”, “relevant”, “impactful”, and 100% agreed that they’d recommend the workshop to another resource management professional. So, what are you waiting for? Join us on the 30th of July and bring the business case for strategic resource management to the leaders at your firm!