Measure revenue, true delivery cost, profit, margin and effective hourly rate for one client.
Open Client Profitability Calculator →Why this matters
The practical reason to work this out is simple: Revenue alone can hide meetings, support, contractor spend and rework that consume the margin. For service businesses that need to know which clients and projects actually create profit, the useful question is not only “what is the formula?” but which cost, time or revenue figure belongs in the formula and what decision should follow.
A practical way to work it out
Start with the smallest set of facts you can verify. Keep revenue, cost and hours in the same period. Separate direct delivery cost from general overhead unless the calculation explicitly allocates overhead. Record assumptions that are uncertain instead of hiding them inside a single number. Then run a scenario with the assumption changed so you can see whether the decision is robust.
Use evidence you can update
Use actual invoices, time records, contractor bills, payroll cost, software or job expenses when they exist. If you only have an estimate, label it as an estimate. A reliable model is easier to update than a precise-looking number built from guessed inputs.
Common mistakes
One common mistake is counting only planned production time usually overstates profitability. Another is comparing two periods or clients that use different cost definitions. Consistency matters more than adding extra decimal places.
What to do with the result
After calculating the current position, decide what can actually change: price, included scope, delivery hours, cost structure, payment timing, utilization or sales-plan rules. Compare the result with your target, then change price, scope, delivery process or client mix rather than treating the percentage as a score.
Run a second scenario
A useful way to apply client profit concentration risk is to model the current case and one changed case side by side. Start with the best figures you have today. Then change the single assumption that creates the most uncertainty—hours, rate, price, cost, utilization, quota or payment timing. If the commercial decision changes dramatically after a small adjustment, the model is telling you that the assumption needs closer verification before you commit.
Decision checklist
- Define the period, client, project or sales plan being measured.
- Write down which figures are actual and which are estimates.
- Keep direct costs, overhead and compensation definitions consistent.
- Run at least one downside scenario rather than relying on a single forecast.
- Use the result to choose an action, then measure the actual outcome later.
Limitations and judgment
The page explains commercial math and workflow. It does not replace legal, tax, accounting, employment or contract advice. Where a rule or external fee can vary by jurisdiction or provider, SheryPro keeps the calculation separate from the rule and points to a source when a current external fact is used.