Robert Pfleghardt is a seasoned business leader with a track record of driving growth and delivering innovative financial management solutions to federal agencies. With a career spanning decades, he began his journey at Price Waterhouse, where he developed expertise in auditing and enterprise applications. His early career success led him to a consulting firm where he played a crucial role in expanding its operations. Recognizing an opportunity to build a firm centered on client service and cutting-edge solutions, he founded Sage Consulting Group in 1998.
At Sage, Robert has been instrumental in shaping the company’s strategic direction while remaining deeply involved in its core operations. Under his leadership, Sage has provided Defense Agencies Initiative (DAI) implementation, financial transformation, and audit readiness support to agencies such as the Department of Defense Education Activity, Defense Threat Reduction Agency, and the Office of Local Defense Community Cooperation. His ability to navigate complex regulatory environments and deliver tailored solutions has made Sage a trusted partner for defense organizations.
Robert’s leadership extends beyond strategy—he is a hands-on problem solver who has personally contributed to major DAI implementations and even tackled helpdesk issues when needed. His passion for efficiency, accuracy, and reliability has helped Sage employ over 120 professionals and generate $75 million in revenue over its 25-year history.
Through his innovative mindset and commitment to excellence, Robert continues to lead Sage Consulting Group toward enhancing financial management operations for federal agencies, ensuring they have the tools and systems needed to operate with transparency and accountability.
You founded Sage Consulting Group in 1998/1999. What was your initial vision for the company, and how has that evolved over the years?
When I founded Sage Consulting Group in the late ’90s, my original vision was to create a firm that offered practical, hands-on consulting for commercial clients—one that didn’t just hand over thick reports, but rolled up its sleeves and worked side-by-side with organizations to implement real change. At the time, there was a gap between firms that were highly technical and those that truly understood operations. I wanted Sage to bridge that. Over the years, our focus evolved significantly. Around 2008, we shifted to federal consulting, specifically within the Department of Defense, where we saw an opportunity to bring that same hands-on, client-first approach to complex government financial systems. The problems were bigger, the stakes were higher, but the need for practical, mission-focused consulting was the same. What’s remained constant is our belief in hiring great people, staying deeply engaged in client work, and measuring success by outcomes, not appearances.
You’ve worked closely with the Defense Agencies Initiative (DAI). What makes DAI implementation both challenging and rewarding?
DAI is a large-scale, integrated system meant to bring financial consistency and accountability across a highly decentralized environment—the Department of Defense. The challenges start with scale. You’re not working with a single agency or division but multiple entities, each with its own legacy systems, processes, and culture. Implementation means not just plugging in software, but transforming how an organization tracks spending, reports data, and manages risk. That takes patience, strategy, and strong leadership. At the same time, the reward is enormous. When a DAI implementation is successful, you’re enabling a defense agency to function more efficiently, prepare for audits with confidence, and ensure taxpayer dollars are accounted for. That’s real impact. I’ve seen firsthand how these implementations strengthen agencies internally and enhance their credibility externally. It’s demanding work, but it’s also deeply meaningful.
What personal qualities or principles have guided your leadership approach at Sage Consulting Group?
My leadership style is grounded in responsibility, accessibility, and authenticity. I never believed in being the kind of executive who delegates everything and checks in only for big meetings. From the beginning, I’ve made it a point to stay involved in the work. That doesn’t mean micromanaging—it means understanding what our teams are going through, recognizing challenges early, and being available when they need support. I also believe in leading by example. If a project is in trouble, I’ll get in the trenches with the team. If a client is frustrated, I’ll take the call personally. Another key principle I follow is transparency. Whether we’re talking with clients, partners, or staff, I want everyone to feel like they have the full picture, not a polished version. That builds trust, and trust sustains both morale and business. At the end of the day, I want people who work at Sage to feel that leadership has their back, and I want clients to know that we’ll always show up when it counts.
You’ve successfully scaled Sage to employ over 120 people and generate tens of millions in revenue. What were the most pivotal moments in that growth journey?
There have been several key moments that shaped our trajectory. The first was our decision to transition from commercial clients to federal consulting in 2008. It was a calculated risk—we were entering a space dominated by large firms with entrenched relationships. But we saw a need for more agile, service-focused consultants, especially in the area of defense financial transformation. Another pivotal moment was winning our first major contract within the Department of Defense. That success not only validated our approach but gave us the foundation to attract top-tier talent. A third defining moment was the launch of our internal Sage Solution Center. As we grew, we realized we needed a structured way to document and scale best practices across projects. Building out that internal infrastructure allowed us to maintain quality while expanding. Finally, the pandemic was a test of resilience and adaptability. We not only retained our workforce but supported clients in adjusting to remote and hybrid operations, proving our commitment under pressure.
How does Sage ensure that the solutions it provides to agencies are not just technically sound, but sustainable in the long term?
Sustainability has to be built into the foundation of every solution. We never aim for a short-term fix or a flashy implementation that can’t hold up under operational stress. Our first step is always listening—we spend time understanding the client’s existing workflows, their pain points, and their resource constraints. From there, we tailor solutions that not only meet the technical requirements but also align with the agency’s capacity for maintenance and adoption. We focus on documentation, training, and knowledge transfer from day one. We also prioritize change management—getting people on board with new processes and systems is just as important as the systems themselves. Long-term success depends on user buy-in. Another important piece is our post-implementation support. We don’t disappear after go-live. We stay connected, monitor progress, and remain available to troubleshoot or optimize as needed.
What has working in government financial management taught you about public service and accountability?
It’s taught me that accountability is both a duty and a privilege. In the public sector, every dollar we touch, every system we configure, impacts not just the agency, but the taxpayer. There’s a level of scrutiny and responsibility that comes with that, and it shapes how we approach our work. You’re not just solving business problems; you’re supporting national missions. That creates a different mindset—one that’s more mission-oriented than profit-driven. It also reinforces the importance of transparency, compliance, and data integrity. We’ve worked on projects that directly contributed to audit readiness for major defense agencies. That kind of work matters. It builds trust between government institutions and the people they serve. It’s incredibly fulfilling to know that the work we do behind the scenes enables others—educators, analysts, military personnel—to focus on their missions with greater efficiency and confidence.
You’re known for being hands-on, even as the company has grown significantly. Why is that approach important to you?
Being hands-on keeps you grounded. It reminds you why the company exists in the first place. When I’m involved in a project—whether it’s reviewing implementation milestones, advising a client directly, or helping troubleshoot a particularly difficult system issue—I’m getting unfiltered feedback from the front lines. That helps me make better decisions at the strategic level. It also signals to the team that leadership is engaged and accountable. I think one of the biggest risks leaders face as their organizations grow is losing touch with the day-to-day. You can start to manage based on reports and dashboards rather than reality. I never want that to happen at Sage. Our culture is built around responsiveness, precision, and service—and that starts at the top. When staff see me involved, it reinforces those values. It’s also personally rewarding. I didn’t get into this field to sit behind a desk. I got into it to solve problems and build things that work.
What advice do you have for younger professionals interested in a career in financial consulting or government systems implementation?
Start with a strong foundation in both business process and systems thinking. Understand how financial systems work—but also understand why they exist, what problems they’re solving, and who uses them. Be curious and humble. No one expects you to know everything out of the gate, but people do expect you to listen, ask smart questions, and learn fast. In consulting, your reputation is everything. Be dependable, show up prepared, and never overpromise. Also, don’t underestimate the importance of communication. You can be technically brilliant, but if you can’t explain your ideas clearly or adapt to different audiences, you won’t go far. Finally, find mentors. I’ve learned as much from my peers and teams as I have from any textbook. Seek out environments where you can stretch yourself and where quality is valued over flash.
What role do innovation and technology play in the future of financial management for federal agencies?
Technology is absolutely reshaping the landscape—but only when paired with the right strategy. Agencies are realizing that automation, AI, and cloud systems can’t just be bolted on—they need to be integrated into a thoughtful transformation plan. What’s exciting is that we’re now seeing tools that can handle complex compliance requirements while improving user experience. That’s a major shift. Innovation also means rethinking workflows, eliminating redundancy, and using real-time data to inform decision-making. The challenge is often not the technology itself, but how it’s deployed. If you don’t have stakeholder alignment, process clarity, and the right change management, even the best tools can fail. At Sage, we focus on building solutions that not only meet today’s needs but are adaptable for tomorrow. The goal isn’t just modernization—it’s resilience.
Looking back at your journey from a Big Four firm to building a high-impact consultancy, what are you most proud of?
I’m proud of the people we’ve brought together and the reputation we’ve built. From a two-person office to a team of over 120, we’ve remained committed to quality, integrity, and results. I’m especially proud that clients see us not just as contractors, but as trusted partners. That comes from doing the hard work, being consistent, and showing up with solutions instead of excuses. I’ve had the chance to work with brilliant professionals, help agencies navigate difficult transitions, and build a company that truly makes a difference. And through it all, we’ve stayed true to our values. That, more than anything, is what I hope Sage is remembered for.