Built for boutique strategy, transaction-advisory, accounting, and management-consulting firms. Partner-grade research, analyst surge, and a proposal motion that wins. NDA executed before any document flows.
Three to thirty partners. PE-portfolio work, growth strategy, market entry. Senior-led, often capacity-constrained at the analyst layer.
Partner-grade secondary research, expert-network coordination, deck production, and a surge analyst bench available within 48 hours.
Mid-market M&A advisors, financial due-diligence practices, fairness-opinion shops. Project-cycle dependent. Pipeline visibility lags execution capacity.
QofE prep, IM drafting support, data-room operations, model QA, and originator-side outreach to PE platforms and intermediaries.
Top-500 regional and national firms. Audit, tax, and advisory lines. Busy-season capacity is the chronic constraint.
Busy-season analyst surge, workpaper preparation, tax-return prep, K-1 processing, and an advisory-line lead motion that runs in parallel.
Operations, supply-chain, and digital-transformation boutiques. Project-staffed. Proposal cycles compete with delivery cycles for partner time.
Proposal authoring, RFP-response operations, case-team analyst surge, post-engagement value reporting, and partner-pipeline reactivation.
| Layer | Roles & systems | Cadence |
|---|---|---|
| Pipeline | Partner-network outreach, intermediary coverage, conference follow-up, COI reactivation. | Weekly partner pipeline call |
| Proposals | RFP-response authors, deck designers, references coordination, pricing pack assembly. | First draft within 48 hours of brief |
| Research | Secondary research analysts, expert-call coordinators, data analysts, model builders. | Per case-team week |
| Delivery surge | Analyst and senior-analyst bench, deliverable QA, partner-review prep, client-comms drafting. | Spin up within 48 hours |
| Reporting | Pipeline coverage ratio, proposal win-rate, partner utilisation, post-engagement NPS. | Quarterly |
4 to 40 partner-grade research and analyst operators, embedded in 14 days, employed under our entity, NDA-first and conflict-checked before access.
NDA before any document flows. Conflict-of-interest checks at intake and at every new mandate. Audit log retained 7 years. SOC 2 Type II underway.
| Dimension | Posture | Notes | Status |
|---|---|---|---|
| NDA-first intake | Standard | Mutual NDA executed before any client material is reviewed. | Active since founding |
| Conflicts of interest | Mapped | Conflict matrix updated at every new mandate; competitor exclusions honoured. | Per engagement |
| Material non-public info | Walled | M&A teams isolated from research teams; access logged at row level. | Access log retained 7 years |
| SOC 2 Type II | In progress | Audit firm engaged Q1 2026. | Expected Q3 2026 |
| Data residency | US-only | Client data stored and processed in US-region cloud. No offshore processing. | Reviewed quarterly |
| Cyber + E&O | Active | $5M cyber liability, $3M E&O. | Renewed annually |
Conflict matrix maintained per mandate. NDA template and information-barrier policy available on request. Reference partners available under mutual NDA.
Lead-volume metrics fail in professional services because they ignore the only thing partners actually pay attention to: did the lead survive a partner conversation and become a real proposal opportunity. Most boutique firms have no honest read on this.
Cost per qualified opportunity measures every dollar of pipeline spend against every opportunity that clears partner-fit, conflict, and budget screens. It folds in the disqualification rate and the partner-time cost the upstream metrics ignore.
Famaash reports CPQO quarterly by source, by partner, and by service line. The first report ships at Day 90. It is the first time most firms see their pipeline cost grounded in qualified mandates rather than form fills.
The metric compounds. Channels that look cheap on lead-count almost always disqualify out at the partner-screen layer. Channels that look expensive frequently turn out to be the highest-mandate-value source the firm has.
An audit and conflict-mapping phase, an activation phase, and a quarterly cadence with the first report shipping at Day 90.
An anchor strategy boutique · PE-focused · NYC + Chicago
Before the engagement, the firm’s eight partners were authoring proposals between 9pm and 2am because the day belonged to delivery. The win-rate was thirty-eight percent, but the partners had no honest read on which losses were price, which were fit, and which were preventable in the proposal itself.
The first decision was an NDA executed before any historical proposal moved. The audit identified that 42% of losses traced to the same three preventable failures: weak references, generic team pages, and pricing packs that read as boilerplate.
The proposal-operations team went live in Week Three. First-draft turnaround moved from seven days to thirty-six hours. The references library was built in parallel and the pricing packs were rebuilt by service line in Week Five.
The firm now runs at a 62% proposal win-rate. New ARR moved from $3.1M annually to $8.4M, on the same partner headcount. The CPQO report is the document the managing partner walks into the partners’ meeting holding.
A four-question audit benchmarked against the Famaash anchor strategy boutique. Numbers in your inbox the same day. NDA-first, conflict-checked.