Client Profitability Scorecard

Lifetime

Rank each client by true profit after the cost to serve — and see who's quietly draining the business.

What is the Client Profitability Scorecard?

A common pattern in service businesses: 20% of your clients deliver 80% of the profit, and at least 1–2 'big' clients are actually loss-making once you account for the hours, the rework, and the slow payments. You feel the drag but can't point to it.

The Client Profitability Scorecard works out each client's real contribution: revenue minus direct costs minus your hourly time minus payment-delay carrying cost. It outputs a per-client profit number and an A/B/C/D/F grade. The Z-grade clients are the ones you should consider re-pricing or letting go.

When to use it

  • Quarterly review of your client base.
  • Before saying yes to similar work for a similar price.
  • When deciding which clients to push for a price increase.
  • When you feel overstretched but can't see why.

The formula

Per-client profit = annual revenue − direct costs − (hours per year × loaded hourly rate) − carrying cost of late payments. Carrying cost = average days past due × revenue × cost of capital ÷ 365. The grade is assigned by profit margin: A is 40%+, B is 25–40%, C is 10–25%, D is 0–10%, F is loss-making.

How to use it

  1. 1

    List your top 5–10 clients by revenue

  2. 2

    For each, enter annual revenue, direct costs, hours per year, and average days late on invoices

  3. 3

    Enter your loaded hourly rate (your salary + overhead spread across billable hours)

  4. 4

    Read the per-client profit, margin, and grade

  5. 5

    Use the F and D clients as candidates for re-pricing, renegotiation, or graceful exit

Common questions

What's a loaded hourly rate?+

Your true cost-per-hour including overhead. If you take €60,000/year and your fixed business costs are another €30,000, and you work 1,800 billable hours, your loaded rate is €50/hour, not just your headline rate.

What do I do with a loss-making client?+

Three options: (1) raise their price to a profitable level, (2) renegotiate scope to fit the price they pay, (3) wind down the relationship. Doing nothing is the most expensive option — every hour you spend on them is an hour not earning elsewhere.

How is this different from gross margin per project?+

Gross margin per project ignores ongoing cost-to-serve: meetings, rework, late-payment carry, support requests. Client profitability rolls all that into an annual number per client, which is much more honest for service businesses.

Is the Client Profitability Scorecard free?+

It's included in Founding Lifetime Access (€99 one-time).

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