Robert Pfleghardt is a results-driven leader with a deep understanding of financial management, enterprise solutions, and government consulting. His career began at Price Waterhouse, where he spent a decade refining his skills as an Auditor and Enterprise Application Consultant. Seeking a more dynamic role, he later joined a small consulting firm, where he played a pivotal role in scaling the business from two consultants to nearly 20 within a year.
During 1998-1999, Robert founded Sage Consulting Group, a company dedicated to providing expert-driven, innovative solutions to federal agencies. Under his leadership, Sage has been instrumental in modernizing financial operations, particularly through its work with the Defense Agencies Initiative (DAI). Robert has personally overseen key implementations, including projects for the Department of Defense Education Activity, Defense Threat Reduction Agency, and the Defense Human Resources Activity.
Beyond growing Sage into a trusted partner for defense agencies, Robert is known for his hands-on leadership style. He has resolved helpdesk tickets, guided teams through complex financial transformations, and ensured that agencies meet audit and compliance standards. His commitment to delivering accurate, reliable, and effective financial solutions has cemented Sage’s reputation as a premier consulting firm.
Over 15 years, Sage has employed more than 120 professionals and generated nearly $75 million in revenue, a testament to Robert’s strategic vision. His ability to anticipate challenges and develop tailored solutions continues to drive Sage’s success in the evolving landscape of federal financial management.
Robert, you began your career with Price Waterhouse and eventually founded Sage Consulting Group. What motivated you to take the leap towards a large firm and launch your own company?
Starting out at Price Waterhouse was a formative experience—it grounded me in the discipline of auditing and enterprise applications. But over time, I realized I wanted to be closer to the problem-solving side of things. I wasn’t satisfied with offering advice from a distance. When I joined a smaller firm, I had the opportunity to take a hands-on role in its growth, scaling it from two people to nearly twenty. That gave me the confidence to build something of my own. Founding Sage in 1998/1999 was about creating a firm that valued technical excellence, accountability, and client relationships equally.
Sage has grown into a trusted partner for several federal agencies. What would you say has been the key to building that trust?
Trust isn’t earned with a proposal—it’s earned in the trenches. From day one, we’ve been focused on delivery. Whether we’re implementing DAI, responding to an audit, or handling a helpdesk ticket, we treat every task with the same level of attention. I make a point of staying connected to the work—I’ve resolved tickets myself, joined system walk-throughs, and sat in agency boardrooms. Clients see that and know we’re not just collecting a check—we’re invested in the outcome. That’s what builds trust over time.
You’ve worked extensively with the Defense Agencies Initiative. Why is DAI such a pivotal system for the Department of Defense?
DAI brings standardization to financial operations across a very complex environment. Before DAI, different agencies used different systems, processes, and reporting structures. That made compliance, audit readiness, and even basic data analysis incredibly difficult. With DAI, we have a unified ERP system that promotes transparency and operational efficiency. But implementation isn’t as simple as flipping a switch—it takes careful planning, adaptation, and a deep understanding of each agency’s workflows. That’s where Sage comes in.
Financial transformation in government often faces resistance. How do you help agencies overcome that and embrace change?
We start by listening. Transformation fails when you impose a system without context. People need to understand how a new approach will solve their actual problems, not just meet a regulation. We invest time early on—meeting stakeholders, understanding pain points, and co-creating a roadmap. And we don’t just hand over a plan and walk away. We’re with them through testing, rollout, and the post-implementation hiccups. When people feel supported, resistance fades.
What’s something you’ve learned from working in the public sector that private companies often overlook?
Process discipline. In the federal space, every dollar must be justified, every transaction documented. That can feel slow, but it teaches you the value of structure. In the private sector, it’s tempting to chase growth at the expense of oversight. But the organizations that last are the ones that have a solid financial backbone. Whether it’s internal controls, audit preparation, or budget forecasting, discipline builds resilience—and that applies across sectors.
You’ve mentioned the importance of cash flow visibility during uncertain times. How do you help clients gain that clarity?
It starts with data integrity. You can’t forecast what you can’t see. We help clients implement ERP systems that centralize and validate financial data. From there, we set up reporting dashboards, real-time alerts, and forward-looking models. The goal is to move from reactive to proactive. A good forecast isn’t just a spreadsheet—it’s a management tool. When leadership can see where things are heading, they can course-correct before small issues become big ones.
As someone who has scaled a business to over $75 million in revenue, what’s your philosophy on leadership?
I lead from the middle. I’m not a top-down guy. I believe in hiring smart people, giving them the tools to succeed, and staying involved enough to help when needed. My job is to clear obstacles, protect the mission, and reinforce our values. At Sage, we’ve always prioritized quality over volume. We don’t grow just to grow—we grow when it allows us to serve better. That mindset has helped us scale without losing our culture.
Looking ahead, what trends do you see shaping the future of financial management in the government sector?
Automation and analytics are already changing the game. Agencies want to do more with fewer resources, and that means automating repeatable tasks and leveraging data for strategic decisions. We’re also seeing a push toward audit readiness as a year-round activity, not just a seasonal scramble. And of course, cybersecurity is becoming tightly linked to financial systems. The future is integrated, data-driven, and secure. Those who prepare now will lead the way.
Can you share a particularly challenging moment in your career and what you learned from it?
One of the toughest projects I led involved an agency with a patchwork of outdated systems and manual processes. The DAI implementation was complex, and there was serious skepticism internally. Midway through, we hit a wall with data conversion—systems just weren’t syncing. It would’ve been easy to blame the tools or the agency. Instead, we regrouped, brought everyone into the room, and rebuilt the mapping from scratch. It was painstaking, but we got it right. That experience reinforced for me that leadership isn’t about perfection—it’s about perseverance and collaboration.
What advice would you offer to professionals just starting out in government financial consulting?
Don’t rush to speak. Learn the environment, understand the stakeholders, and get comfortable with complexity. Read the regulations, but also ask people what’s really keeping them up at night. Build relationships and guard your integrity—it’s the currency of this field. And finally, stay curious. The systems will change, the requirements will evolve, but if you keep learning, you’ll stay relevant. That’s what will set you apart.
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