BUSINESS

Same Client Problems Every Year? Reset, Reprice, or Release Before 2027  

Have you ever spent weeks chasing a client for their records, only to receive everything just before the deadline, followed by a request to get the job done urgently? 

And guess what? Their delay has suddenly become your team's problem. 

You've got other clients waiting, jobs to review and deadlines to meet. Yet you're expected to make room for the client who's kept you waiting. 

I understand the frustration, particularly when it's the same client, year after year. And I know why many accounting firm owners put up with it. You want to provide great service, protect the relationship and keep the revenue coming in. 

But there's a big difference between looking after clients and allowing them to dictate how your firm operates. 

If the same clients keep creating the same problems, isn't it time we did something differently? 

That doesn't mean you need to start sacking clients. It means knowing when to reset expectations, reprice the work or, sometimes, let a client go. 

Get ahead of the problem before the job begins

One of the first things I encourage firms to improve is how they prepare clients for recurring work. 

Instead of waiting until a job starts to discover what's missing, why not introduce a pre-flight checklist six to eight weeks beforehand? Spell out what information you need, when you need it, and what happens if it arrives late. 

The objective is to get everything organised before the job enters WIP. Your clients have time to prepare, and your team can plan its workload rather than constantly rearranging priorities. 

And for clients who consistently miss deadlines, another reminder probably isn't going to fix the problem. Have a conversation about what needs to change this time. 

Don't get me wrong. Some clients have genuine reasons for being late. But if we want to build efficient, profitable firms, clients need to understand their responsibilities too. 

When both parties know what's expected, your people can spend more time doing the work and less time chasing it. 

Stop allowing unanswered queries to delay your invoicing

Here's another problem I see regularly. Your team has completed most of a job, but a few unanswered client queries prevent them from finishing it. So, it sits in work in progress (WIP), with hours already invested and no final invoice issued. 

That's not a great way to manage cash flow. 

One approach I recommend is a 21-day WIP review and interim billing policy. 

If a job has been sitting unfinished for more than 21 days, review what's complete, what's outstanding, and why it hasn't moved forward. Then contact the client, explain the position and, where your engagement terms allow it, issue an interim invoice for work already performed. 

Of course, billing arrangements must be clear from the outset. Discuss and appropriately agree any changes with existing clients before applying them. 

You're not penalising people for being late. You're setting expectations and making sure completed work doesn't sit uninvoiced indefinitely. 

More importantly, your team knows what to do next instead of waiting for someone to decide. That's better control over WIP, cash flow, and the working day. 

When saying yes starts costing you money

Sometimes it's not the deadline that's the problem. It's the extra work you've gradually agreed to do. 

A client wants more advice, reporting, or meetings. Their business has become more complicated, but the fee hasn't changed. And because you want to provide great service, you keep saying yes. 

I learned this lesson the hard way. 

Years ago, we were well established in Melbourne and Sydney when a major client asked us to extend our services into Adelaide, Darwin, and Perth. 

I found it difficult to say no. 

Looking back, those locations didn't suit our business. Had we declined the opportunity, we would have been considerably more profitable and avoided a lot of unnecessary stress. 

Not every opportunity is a good opportunity, no matter how attractive the revenue seems to be at the time. 

The same applies when an accounting firm keeps providing additional services without reviewing the fee. 

A clear commitment statement can help. It sets out your firm's mission, vision, and values, plus what's included and excluded from your services. Alongside the engagement agreement, it gives your team a clear basis for explaining what's included, what's additional, and what needs a separate quote. 

If a client's business has grown, review their scope and pricing. There's nothing wrong with charging more when you're delivering more value, and your people shouldn't feel uncomfortable explaining why additional work attracts an additional fee. 

Make sure you're being paid appropriately for the work you're actually doing. 

The firm that turned down three times the fee

Here's an experience that shows why the best business decision isn't always the one that brings in the most revenue. 

A Sydney accounting firm had a client who treated the principal respectfully but was repeatedly rude to other team members. The firm knew the relationship needed to end. We'd even role-played the conversation, yet they put it off for around five months. 

When the principal finally spoke to the client, something unexpected happened. 

The client offered to pay three times the usual fee. 

That's a significant offer. But the principal had already decided the client wasn't right for the firm. 

They offered to accept the higher fee for a 90-day transition period so the client could make other arrangements. The decision to exit the relationship remained. 

Why? Because the firm's mission, vision, and values mattered more than the additional revenue. Continuing to tolerate disrespect towards their people would undermine the business they wanted to build. 

A client might pay you three times as much, but that doesn't necessarily make them three times more valuable to your business. 

I'm certainly not suggesting you get rid of everyone who's difficult from time to time. But when someone repeatedly disrespects your team or ignores your standards, you need to consider the cost of keeping that relationship. 

Sometimes the benefit of making the right decision doesn't show up on the next invoice. It's having people who know you'll support them, and more time for clients who value your service.

Reset, reprice, or release before 2027 

So, what should you do with the clients causing problems? I'd suggest three options. 

• Reset when expectations need to change. If a client is generally good to work with but regularly submits records late, agree on clear deadlines, responsibilities, and how you'll work together. A straightforward conversation may be all that's needed. 

• Reprice when the work has changed. If you're delivering more services or dealing with greater complexity, review the scope and fee. Explain what's changed and agree on pricing that reflects the work.  

• Release when the relationship no longer works. If someone continues to disregard agreed expectations or treats your team poorly, consider ending the engagement. If you do, manage the transition professionally and meet your contractual and professional obligations. 

Your mission, vision, and values aren't just statements for the website. They're there to help you make better decisions, including which clients you choose to work with. 

Start reviewing your client relationships before January

Here's a quick exercise. Look at the client relationships that have caused the most difficulty this year. 

Which need clearer expectations? Which need a pricing review? And which may no longer be right for your firm? 

Start with the relationships needing the most attention and identify the conversations to have before January. 

Now consider what 2027 could look like if those decisions were made. Your clients understand the process. Your team knows how to manage delayed work. Extra services are clearly scoped and priced. And your people know they have your support. 

That's more control over your time, your cash flow, and the kind of business you're building. 

But identifying what needs to change is only the first step. The real challenge is getting everyone committed and making better practices stick. 

That's exactly the kind of bigger-picture planning we'll be helping you tackle at Virtual Retreat 2027. 

You'll have two focused days to step away from daily pressures, review your priorities, and develop a practical plan for a stronger firm, whether you're working on your own or leading a team. 

If you'd like to see what's involved, explore our Virtual Retreat 2027 brochure and consider what two focused days could help you put into motion for 2027. 

Because growth isn't simply about attracting more clients. It's about building better relationships with the right clients and a business that works better for everyone involved. 

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