2025 has been a tricky year for M&A, however the business services sector, an ever-present focus at Polestar, has been a shining light. Whilst the sector is typically reliant on human capital, firms are rapidly changing their models with the introduction of AI and automation to deliver higher quality services at an increasing scale and pace. This, allied with increasing data interpretation is unlocking new streams of revenue through monetisation of data and subscription services for reports and analytics. This is wonderfully detailed in this report by the Practice Lead and Subject Matter Expert in Data Management & Governance at ELM.
In a world of increased protectionism and global tensions, information is as coveted as a currency. Consultancies are no longer just sources of advice but holders of valuable data chests. Already valued at $3.5 billion in 2024, the global data monetisation market is predicted to reach $12.6 billion by 2032, according to Fortune Business Insights.
Consultancies collect huge amounts of data across industries, sectors, and geographies. Historically this data previously sat gathering metaphorical dust as firms looked to expand by adding new verticals or geographies, rather than changing how they served existing customers. Increasingly, consultancies sit at the intersection of digital and traditional services, with the ability to turn data into a product itself. Unsurprisingly where firms are doing this, we are seeing some really high valuations, such as the investment rounds led by Oakley Capital into G3 and Italian firm JBMC.
Data monetisation, as a deliberate strategy, converts data assets into economic value, through selling processed data, creating tailored insights platforms, or delivering predictive analytics tools directly to clients.
Clients are paying for access to consumer insights, industry benchmarking, or market forecasts, often behind a digital paywall as a recurring subscription model.
They are also using data internally to drive down costs, optimise processes, and improve outcomes for clients and the consultancy itself. Scale, which can be accelerated through acquisitions, helps leverage margins on fixed costs, such as data subscriptions or roll-out of technology automaton.
Recurring revenue is the gold dust that brings financial predictability, strengthened client relationships, and enhanced valuations – due to income repeatability through platform subscriptions or retainers.
Clients, meanwhile, are selective, demanding deep dives into sanctions, supply-chains, and reputational risk. This places high value on on-demand access to the latest information, expert analysis, and bespoke insights, often delivered through user-friendly dashboards or comprehensive, detailed reports.
Subscription models often entail layered pricing, ranging from entry-level access to enterprise-grade, customisable analytics platforms. This segmentation means consultancies can serve differing budgets and requirements, from small start-ups wanting a monthly report, to multinationals demanding granular, real-time industry intelligence.
Monetising data is not always smooth sailing. High data quality is essential – no one wants to pay for insights built on half-baked spreadsheets or yesterday’s news. The winning consultancies invest heavily in skilled data teams, state-of-the-art infrastructure, and customer-centric approaches. They see data as a strategic asset to be nurtured, protected, and maximised for both internal and client value.
To ensure quality of data, many are also using M&A as a tool to secure expertise in a range of niche verticals which can then be used to drive quality data and insight, thereby creating opportunities for consultancies who demonstrate dominance in their own niche or geography. Understanding how the system (of clients, legislation, negotiation, suppliers etc) works in your own space can be highly valued by acquirers who use this knowledge to drive meaningful data insight across a wider client pool.
Whether directly, through leading the charge on data monetisation and subscription services, or indirectly, providing the expertise to ratify and support the quality of data output, consultancies do not just observe industry change, they fuel it, one insight at a time.
