In this episode of "The Consultant's Way Podcast," hosts Dean McMann and Anthony Paluska interview Michael Turner, Vice President of Professional Services at Upland Software. Turner shares his insights on navigating the complexities of a matrix environment, where influence and alignment across various business units are crucial for success.

Turner begins by outlining his background, which includes over 20 years of consulting and professional services experience, alongside academic credentials in statistics and process engineering. He describes Upland Software’s structure as an acquisition-focused company with five major business units, each led by a senior vice president. These units operate like columns in a matrix, with Turner’s professional services function acting as a "row" that spans across them, ensuring consistent quality and standards.

Turner emphasizes the unique challenges of working in a matrix environment, particularly when team members do not report directly to him and may have different goals. He focuses on the importance of measurement as a tool for influence, particularly metrics like margin and utilization. Margin remains the primary performance indicator, but Turner also stresses the significance of utilization—measuring how effectively his team’s time is used, whether on billable work or internal projects that support other departments.

A critical aspect of Turner’s approach is the proactive use of data. He shares weekly utilization dashboards with senior leaders to keep them informed about how resources are being used. By regularly providing data before it is requested, Turner builds credibility and helps guide decision-making. This transparency enables more productive conversations about resource allocation, particularly when professional services work intersects with other business units’ objectives.

Turner also delves into the inherent conflict between professional services and sales, especially in SaaS businesses where implementation fees are often discounted to protect software licensing revenue. He explains that while this strategy may benefit the overall company, it can undermine the financial stability of the professional services unit. To address this, Turner advocates for open dialogue and data-driven discussions that highlight the value professional services bring beyond immediate revenue.

Another key point Turner discusses is managing non-billable work. His team frequently supports other departments by providing product expertise, participating in internal consulting projects, or assisting with customer engagements that don’t generate direct income. Turner is implementing a system where these tasks are tracked and approved by department leads in advance, making the cost and value of this work visible and accountable. This approach not only helps align professional services with the broader company goals but also empowers his team to focus on high-impact activities.

Turner concludes by underscoring the importance of presenting data visually and consistently to senior leaders, as this fosters alignment and clearer communication. He stresses that sharing information proactively, rather than reactively, strengthens the credibility of the professional services team and helps the organization move in a unified direction.

Throughout the episode, Turner’s insights highlight the importance of strategic alignment, proactive data sharing, and open communication in managing professional services within a complex organizational structure. His emphasis on influencing through measurement and fostering cross-functional collaboration provides valuable lessons for leaders navigating similar environments.