Deciding Which Clients to Let Go
Review your client list objectively.
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Review my client list. For each client: revenue share, hours spent, payment reliability, communication quality, enjoyment, and growth potential: [CLIENT_TABLE]. My capacity and goals: [CAPACITY_GOALS]. Create a scoring table with weights I can change. Calculate an effective hourly rate for each client including unpaid time. Highlight clients who are low-paying and high-effort, and those who are high-paying but risky because they make up too much of my income. For each at-risk relationship, propose an option: raise rates, change scope, reduce hours, or end the work. Draft an ending message that is professional and offers a transition. Avoid ending a relationship in a way that could breach my agreement; remind me to check the contract terms and notice periods [VERIFY]. Add a plan to replace the revenue if I let go of a client, with a timeline, a pipeline target and a list of outreach actions that I can begin this week. Add a section on the conversation itself. Provide scripts for three situations: raising my rates with a client who may leave, reducing scope with a client I want to keep, and ending the relationship with notice and a handover. Include a checklist for ending well: complete open invoices, transfer files, document the final state of the work, and ask whether I may use the work in my portfolio. Add a short reflection on what pattern led to a poor client fit, so that I screen better next time, and a list of three questions to ask in every discovery call to catch the same pattern early. Remind me to follow the notice terms in my agreement and to keep my tone neutral and respectful in writing. Finally, add a six-month client portfolio goal: the number of clients, the maximum share from any one, the minimum effective hourly rate, and the kinds of work I want more of, with a quarterly review date.
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