Client and Account Economics

These engines answer the questions that come up when you're managing your client portfolio: is this client actually profitable once every cost is counted, how dependent are you on your biggest accounts, should you take a specific new contract, and what's a given account's retention actually worth.

Start with Staffing Client Profitabilityto know an account's real economics, thenClient Concentration Riskto see how dependent you are on it.

• Staffing Client Profitability

  Full client economic contribution: worker cost, program fees, funding, servicing, credit risk.

• Client Concentration Risk

  Largest-client share, top-N share, and HHI, no automatic risk threshold applied.

• New Client Contract Go / No-Go

  Composite decision across margin, cash, concentration, and credit, every criterion independently optional.

• Minimum Profitable Account Size

  Break-even account revenue, convertible to active workers, weekly hours, or assignments.

• Client Retention Financial Impact

  Expected retained GP and incremental value from a retention-rate change, single-client or portfolio mode.

• Client Repricing / Margin Recovery

  Required new bill rate and annual dollar impact of repricing an existing account.

• Account Service-Cost Profitability

  Internal AM and recruiter service cost subtracted from client contribution.

• Client Credit / Bad-Debt Exposure

  Simple loss-rate or advanced probability x severity mode, never a fabricated credit score.

• Account Manager Capacity / Hire Trigger

  Capacity utilization across your accounts and a hire trigger, no fabricated accounts-per-manager default.