Name(Required)

Read each positive statement below, and grade your own firm’s cultural health assessment for that particular statement on a scale from 1 to 5, with 1 being ‘not true at all’ and 5 being ‘definitely true.’ Consider each score from the perspective of the entire firm as a whole, not from your own perspective or just one particular team member.

12345
1. Our firm conducts a formal review of our client base at least annually, with specific criteria for identifying clients with growth potential, and we have documented actions taken as a result of these reviews in the past 12 months.
2. At least 70% of our clients currently purchase services beyond basic compliance work, demonstrating their recognition of our higher-value expertise.
3. We conduct formal pricing reviews at least annually for all clients, and have increased prices for existing clients in the past 24 months.
4. At least 70 to 80% of our revenue comes from recurring service agreements rather than one-time projects, creating predictable monthly revenue.
5. Our average revenue per client has increased year-over-year for the past two consecutive years.
6. Clients regularly implement strategic recommendations our firm makes, beyond their core service engagement deliverables.
7. We track profit margins by service line, and each of our core service offerings achieves some target profit margin in support of our firm’s financial goals.
8. Our firm has a written Ideal Client Profile (ICP) with specific characteristics that we actively reference when considering new client opportunities.
9. Most of our service agreements are contracted as ongoing relationships (monthly, quarterly, or annual) rather than project-based engagements.
10. We track our client acquisition rate against our team’s available capacity to see if we can accept or turn down clients based on our strategic criteria.
11. In the past 12 months, existing clients regularly add new services to their original engagement, representing revenue growth without new client acquisition.
12. Our clients regularly use the software platforms and follow the processes we recommend, allowing us to maintain our preferred service model that supports our firm’s growth.
13. Our client onboarding process includes distinct steps (e.g., discovery call, value conversation, service agreement) that effectively screen for client-firm alignment before accepting new clients.
14. We have a documented communication calendar that ensures each client receives proactive, non-deliverable related touchpoints from the team throughout the year.
15. We have a formal system for grading clients (e.g. A, B, C, D) based on specific alignment criteria that our team and leaders give input into, at least annually.
16. Our largest client represents less than 20% of our total revenue, and no more than 40% of our revenue comes from our top 5 clients combined.
17. Our client retention rate for A and B clients is actively reviewed (at least annually) while we have strategies to improve or transition out our firm’s C and D clients over time.
18. We track actual revenue against standard billing rates or standard fixed fees for all client engagements in the firm to ensure we are not underpricing.
19. For out-of-scope requests, we have a documented process for issuing change orders and addendums, and making sure we charge for additional services.
20. Most of our clients consistently provide requested information within agreed-upon timeframes and actively engage in scheduled meetings and planning sessions.