The Tech Buyer’s Guide to PSA Software: What You Really Need to Know

Buying professional services automation (PSA) software isn’t for the faint of heart. Between internal politics, change resistance, budgeting headaches, and trying to guess whether implementation will be a dream or a dumpster fire, it can be a lot.

At Kantata, we’re here to help you navigate the buying process and choose the best PSA solution for your needs with advice from experts who’ve been there, done that, and learned the hard (and smart!) way.

Let’s dive into three key truths you’ll need to consider, that cover what really matters when you’re evaluating, getting buy-in, and implementing a new tech solution.

Truth #1: If you want CFO buy-in, speak their language

“The best tech investments don’t just solve problems — they unlock new opportunities.”
– Igor Mamut, VP of Strategic Finance at Kantata

Your CFO has three key priorities: growth, risk, and return on investment (ROI).

When you’re seeking your CFO’s approval for a new technology investment, it’s important to frame the proposal in their language by focusing on strategic alignment, financial justification, and measurable impact.

Igor Mamut, VP of Strategic Finance at Kantata, emphasizes that the CFO’s role has evolved from a traditional financial gatekeeper to a strategic partner to the CEO. They’re no longer just scrutinizing costs but are actively seeking investments that drive the business forward. “The best tech investments don’t just solve problems — they unlock new opportunities,” Mamut states, highlighting that a forward-looking approach is key.

When evaluating a potential investment, CFOs assess several critical dimensions. The primary consideration is strategic fit. “Does it enable my organization to do something it couldn’t do before, or do it significantly better and align to the future where the organization is going?” This involves demonstrating how the technology supports long-term company goals, like scaling the business, entering new markets, or preparing for a future exit.

The second component CFOs look for is the financial fit. This goes beyond simply having the budget. It requires a clear and compelling case for ROI, supported by data, case studies, and clear projections on cost savings and operational efficiencies. CFOs apply the same financial discipline to technology as any other capital expenditure to ensure it will produce a solid return.

Finally, CFOs demand measurability and accountability. They need to see that the benefits of the software can be tracked and reported. “Is it easy to measure the benefits within the system and the impacts of the software?” Mamut asks. This includes improvements in efficiency, visibility, and decision-making. By anticipating these questions and presenting a clear, data-backed case that speaks to growth, risk mitigation, and financial return, you can effectively earn your CFO’s buy-in.

Learn more on The Professional Services Pursuit podcast:
Behind the Budget: What Drives CFOs to Invest in Innovation
Featuring: Igor Mamut, VP of Strategic Finance at Kantata

Truth #2: If change feels like a battle, you’ve already lost

“From the moment that an organization decides a change is needed, the change management process begins”
– Melissa Korzun, VP of CX Operations at Kantata

For any new technology to succeed, its implementation needs to be treated as a human-centric change, not just a technical rollout. According to Melissa Korzun, VP of CX Operations at Kantata, successful change management starts the moment an organization realizes its current state is no longer sufficient. “From the moment that an organization decides a change is needed, the change management process begins,” she advises.

Waiting until after you choose a solution to announce a new tool can make employees feel excluded — which can make them resistant to change. The key is to bring all stakeholders into the conversation from the very beginning.

Start by identifying and assessing each person who’ll need to be kept in the loop. This goes beyond titles and departments; as Melissa explains, “it involves recognizing their importance to the initiative, their influence, and their power to drive success or failure. “ She recommends mapping this out to identify potential evangelists who can champion the change and naysayers who need to be brought on board.

Ask the following questions about each person:

• What’s their engagement level?
• What is their attitude?
• How much influence do they have?

This allows you to create a targeted engagement plan, ensuring the right people are involved at the right time.

Finally, it’s important to remember that successful adoption isn’t just a one-time training session. Melissa urges a shift in mindset from “training” to “enablement.” This approach ensures that you know each person using your new technology has everything they need to be successful, from the technical know-how to the right resources, ongoing support, and clear objectives. Because the journey doesn’t end when the system goes live — it’s only just beginning.

Learn more on The Professional Services Pursuit podcast:
Change Management Strategies: How to Drive Lasting Tech Adoption
Featuring: Melissa Korzun, VP of CX Operations at Kantata

Truth #3: Buying tech is easy, implementing it is harder

“The success of a solution often comes down to how well it’s implemented — not just how well it’s built.”
– Kurt Kilgore, Global VP of Professional Services at Kantata

Choosing the right software is only half the battle; true value is realized through well-executed implementation. Kurt Kilgore, Global VP of Professional Services at Kantata, emphasizes that implementation should be a primary consideration from the very beginning of the evaluation process, not an afterthought. “The success of a solution often comes down to how well it’s implemented — not just how well it’s built,” he states.

Pushing conversations about implementation until after a vendor has been chosen puts you at a significant disadvantage. You may discover that the implementation plan doesn’t align well with your existing workflows or that their team’s approach isn’t the right fit for your needs.

According to Kurt, “If you select the best product in the world but can’t get it implemented on time or correctly, you won’t achieve any business results from it.” That’s why a successful implementation requires a holistic view that balances people, processes, and the technology itself. This means looking beyond the product itself to clearly understand the total cost of implementation, its complexity, and who will do the work (the vendor, a partner, or your internal team).

You need to focus on both the risks from the service provider’s side and the risks from your own. Because, ultimately, the responsibility for success lies with you. While a good vendor or implementation partner is an expert in their product, you are the expert in your business.

Learn more on The Professional Services Pursuit podcast:
Essential Strategies for Successful Tech Implementation
Featuring: Kurt Kilgore, Global VP of Professional Services at Kantata

What to Consider When Buying PSA Software

Whether you’re buying one tool or modernizing your entire stack, the smartest tech buyers know it’s not just about features — it’s about people, process, and proving value from day one.

Here are some things to consider when buying a PSA software:

• Functionality: Must-have features like time tracking, project management, resource allocation, billing, and reporting.
• Integration: Compatibility with existing CRM, ERP, or other systems.
• Scalability: Ability to grow with your firm.
• User Experience: Intuitive interfaces to ensure high adoption rates.
• Support & Training: Evaluate vendor’s support structure and training resources.
• Cost: Total cost of ownership including licensing, implementation, and support.
• Security and Compliance: Ensure the platform meets industry standards for data protection and global standards.
• Strategic Roadmap: The platform’s strategic goals, direction and investment in new capability should be considered to ensure alignment with the organization.

Conclusion: Making the Right Choice

There’s a lot that goes into choosing the right professional services technology, from gaining buy-in from your CFO, navigating change, and ensuring a smooth implementation. By considering these things before you buy, you’ll ensure you’re making the right investment for now and for the future.

Want to learn more? Download our PSA Buyer’s Guide for a step-by-step breakdown to simplify your software evaluation process.