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Growth Lever

Profitable Client Retention

Are we keeping the clients who bring the most profit?

What it looks like on the Dashboard
The Whale. Revenue at risk rose from 11% to 47% as the largest client's engagement slipped. If nothing changes it climbs toward 56%. Re-engaging that client brings it down to 12% by January.

The Whale. Revenue at risk rose from 11% to 47% as the largest client's engagement slipped. If nothing changes it climbs toward 56%. Re-engaging that client brings it down to 12% by January.

Illustrative. Juniper Ridge Advisory is a fictional firm with a full year of modeled data, analyzed the way we analyze yours.

How to calculate it

Net revenue retention is this period's revenue from last period's clients, divided by their revenue last period. Margin retention is the same, using contribution margin. Track both, plus revenue at risk: the share of revenue from clients whose status is slipping or who are missing meetings.

For example

Keeping 90% of clients sounds fine, until the 10% you lost turn out to be your most profitable.

Signs you need it

You hear about a client leaving when they give notice.

Pulling it looks like

Strong onboarding, early outreach when engagement drops, and expansion paths for your best clients.

Cost to pull

Leadership time with clients.

Watch out for

Choosing to let a weak client go lowers revenue retention while raising margin retention. Report both, or a good decision looks like a failure.

Pulling a lever

One owner, one Rock, two forecasts.

Every Growth Lever on your Dashboard shows where it lands if nothing changes and where it lands if you pull it. The gap is the case for pulling it. Most companies should pull two or three at a time, sometimes four, never five.

See where you are. Know where to go.

Start with the Growth Benchmark to see how you compare. Or get the free guide to the 15 Growth Levers and the 7 Vital Signs.