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For professional services
Engagement budgets tracked against real cost, expenses and procurement governed, and the firm's assets on a proper register — the operational backbone under your practice. Client money is the one thing we do not touch: there is no trust ledger here, and you need dedicated software for it.
If any of these ring true, you are exactly who this was built for.
The firm is full of work, yet nobody can say which engagements actually made money and which quietly ran at a loss.
Client and trust funds sit in the same mental space as operating cash — and an auditor or the regulator will ask you to prove they never mixed. This is the pain we do not solve, and the honest note below explains what to buy instead.
Disbursements, subscriptions, and office buying happen everywhere and reach finance only as a pile of receipts after the fact.
Laptops, servers, and library assets bought, moved, and written off — with a register that was accurate the day IT set it up.
Each capability links to a deeper feature tour.
Budget each engagement and track cost and disbursements against it, so you see the margin on the work while it is still live.
Every financial record carries who created, approved and changed it, with timestamps, behind role-based permissions — the control environment around the firm's own money. Not client-money segregation: no trust ledger and no per-client held balance exist.
Disbursements, subscriptions, and office buying flow through approvals and land on the right engagement, not a month-end pile.
Laptops, servers, and equipment with named custodians, movement history, and disposal records — findable and auditable.
Approval thresholds, segregation of duties, and attributable actions — the control environment your own audits demand of clients.
Engagement margins, expense against budget, receivables ageing and asset reports — generated for partner meetings, not typed the night before.
Running in the product now
The firm's own costing — on the roadmap, and commissionable now
Client and trust money — not ours, and not later
Cost rate per person is commissionable now on the same terms as everything else here — a written specification, a timeline and a price, before any money moves. The evidence that this is a real offer rather than a sales line is Kenya, where the eTIMS transmission and the maintained statutory payroll engine were both built exactly this way. The third column is different and deliberately so: those five are not waiting on a budget, and no commissioned build will change them. Being told plainly which of the two you are looking at is the point of splitting the columns.
The split here is not a roadmap tease. Everything in the first list is real and useful to a firm today. Client money is different in kind: if you hold it, you are under a statutory obligation, and you need dedicated trust accounting software or your accounting package's trust module — not us, and not us later. We are useful for the firm's own operations alongside that, and that is the whole of the claim. If anyone shows you a version of this page that says otherwise, it is out of date.
Budget your live engagements and route disbursements and expenses to them — the first profitability report reframes the whole book of work.
Disbursements and office buying routed through approval thresholds and coded to the engagement that incurred them, so month-end is a review rather than a reconstruction.
IT and office registers, approval thresholds, and partner reporting — the operational backbone complete.
Law, audit, and consulting firms sell time — but still run on operations they never systematize: which engagements make money, whether client funds are separate, and where the firm's money goes.
Utilization tells you how busy your people are; profitability tells you whether it was worth it. In a firm that sells time, confusing them is how a fully-booked practice loses money.
Money a firm holds for clients is not the firm's money, and proving that at any moment is a professional obligation. What proper segregation of client and trust funds actually requires.
Questions we are asked here
No — and we say so plainly. Practice-management and timesheet tools handle matters, time capture, and client billing; AWRA is the operational and financial backbone underneath — engagement profitability, expenses, procurement, and assets. The two coexist, and most firms keep the practice tool they already run and add AWRA for what it does not cover.
It does not, and we will not soften that. There is no trust or client-account entity in the product: no client-held balance, no trust ledger, no separate books for client money, nothing that distinguishes client money from firm money and nothing that prevents the two mixing. There is also no bank reconciliation at all, let alone the three-way trust reconciliation an advocate's client account requires. If you hold client money you need dedicated trust accounting software or your accounting package's trust module, and we should not be part of that conversation. An earlier version of this page claimed the opposite; it was wrong, and the obligation is statutory, so this correction is deliberately blunt. [The full position is set out here.](/blog/client-trust-accounts-kenya)
Yes. You budget the engagement and track cost and disbursements against it as the work runs, so margin is visible while the engagement is still live — early enough to manage scope, staffing, or the client conversation, rather than discovering a loss after the final bill.
Small and mid-sized firms benefit most, because they rarely have a finance function large enough to track engagement profitability, disbursements and assets manually. Start with the discipline that hurts most — usually engagement costing or expense control — and extend from there. Client-money handling is not one of the options: see the fund question above.
See engagement profitability against real cost, disbursements governed by approval, and the asset register — the backbone under your practice. Ask about client money too, and we will tell you to buy that elsewhere.