Absolutely. One thing I’ve learned over ten years is that not all revenue is good revenue.
We have hundreds of recurring clients, and some require significantly more administrative attention than others. Rescheduling requests, repeated exceptions, additional communication, and special accommodations all have a cost, even when the client pays on time.
That’s why we’ve become much more intentional about policies, expectations, and making sure clients are aligned with how we operate.
I also think it’s important to distinguish between a client who occasionally needs flexibility and one who consistently requires exceptions to your business model.
Sometimes better communication and boundaries solve the problem. Other times, the relationship simply isn’t a good fit.
I’d rather have a client relationship that’s sustainable for both parties than hold onto revenue that creates unnecessary strain on the team.
That distinction between occasional flexibility and a customer who constantly needs exceptions is important.
I don’t mind helping a good customer when something comes up.
The problem starts when the exception quietly becomes the normal way the account has to be serviced.
That’s usually when the revenue stops telling you the full story.
