Firing a client is usually a difficult decision. Though, sometimes it’s the best course of action, it’s hard to let go of a lucrative relationship. But, when it’s intolerable, and not particularly worthwhile monetarily, moving on is generally the best. However, there are times when you might reconsider. If so, you’ll need to take certain precautions before committing to doing business again. Read on to learn more about how to determine if rehiring a fired client is really the right thing to do.
Most Common Considerations
Perhaps the individual has re-approached you with a plea to resume your working relationship. Or, you're attempting to rebuild your book of business after experiencing a negative impact from the pandemic shutdowns. Whatever the reason, there are, of course, some considerations you'll have to factor into your decision. These begin with trusting your gut instinct.
When you have a business, satisfied clients are essential to your continuous success. Knowing your ideal client and their particular needs is critical to your success. However, pursuing non-ideal ones can kill your business. It pays to be picky about which clients you choose to work with. --Entrepreneur.com
The little inner voice in your head can be an extraordinarily valuable tool. It's a resource in your consciousness that helps you to determine to take one action or another. So, definitely give it it's due because it will most likely point you in the right direction.
Also, you should take at least a little time to revisit your past with this individual. It's helpful to make a list of pros and cons, and then compare and contrast those with the relationship going forward, particularly if you're confident that things will be different this time.
What's more, it's worth warning that if you're doing this solely for the money, it's probably going to lead to another bad outcome. So, understand that you should have other valid reasons for re-establishing the business relationship.
How to Re-Engage an Old Client
Whether you're sincerely convinced that this person is committed to a new way of doing things, or you get a completely different feeling than before, these could be false positives. In other words, do not let the potential outweigh the reality. Fortunately, there are some precautionary measures you can take, like the following:
- Listen very carefully. You'll obviously talk to the individual about doing business again and this is a golden opportunity to listen carefully for telltale warning signs that it's not going to be a positive experience. So, when you do discuss your possible resumption of doing business together, listen and take some mental or written notes about his or her attitude, they are overall enthusiasm, and commitment to a mutually beneficial relationship.
- Talk to other businesses. Just speaking with the individual might not be enough to give you a clear picture. We've all experienced someone who has promised to change this or that, only to be let down. Take a little time to talk to other companies that are currently doing business with this individual and you'll probably learn quite a lot from those conversations. Just a little input from your peers could well be enough to help you make the right decision.
- Establish a clear trial period. Of course, If the previous experience was a negative one, you shouldn't repeat the mistakes of the past. Fortunately, because you have experienced this relationship before, you probably are very well aware of the frustrations. Use this information to establish a trial. And this way, your not setting yourself up for a big mistake.
What other suggestions do you have for dealing with previously bad clients as a business owner? Please take a moment to share your thoughts and experiences so others can benefit from your unique perspective!
Interested in learning more about business? Then just visit Waters Business Consulting Group.
From Under $600K to Over $1.2M: De La Rosa House Cleaning’s Growth Path
October 9, 2026
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.elementor-widget-text-editor{font-family:var( –e-global-typography-text-font-family ), Sans-serif;font-weight:var( –e-global-typography-text-font-weight );color:var( –e-global-color-text );}.elementor-widget-text-editor.elementor-drop-cap-view-stacked .elementor-drop-cap{background-color:var( –e-global-color-primary );}.elementor-widget-text-editor.elementor-drop-cap-view-framed .elementor-drop-cap, .elementor-widget-text-editor.elementor-drop-cap-view-default .elementor-drop-cap{color:var( –e-global-color-primary );border-color:var( –e-global-color-primary );} A Strong Reputation, an Ambitious Goal De La Rosa House Cleaning had built a loyal client base and a reputation for efficient, high-quality work across residential, commercial, and construction cleaning. By early 2020, the company was servicing more than 130 homes and offices per week at an average residential ticket value of around $140 per cleaning — a meaningful scale, but not yet the scale ownership was aiming for. The goal: reach $1,000,000 in annual revenue by the end of 2020 and keep growing from there. Growth Without a Growth Plan Waters Business Consulting Group was engaged in early 2020 to help turn that goal into a plan. The challenge wasn’t a lack of demand — it was the absence of the systems needed to grow deliberately rather than by accident. Pricing across residential, commercial, and construction services wasn’t consistently structured around labor costs, materials, and crew production expectations, leaving uncertainty about whether jobs were actually hitting target margins. There was no clear framework for crew size or production expectations, no formalized compensation structure or career track for crews and office staff, and limited financial forecasting or cash flow visibility looking ahead to 2022. The company also lacked a documented organizational structure, consistent performance metrics, and a clear plan for the founder’s eventual succession and retirement. Building the Model Behind the Growth Target WBCG began with a strategic planning process to set SMART goals for the next 90 to 120 days and for 2020 through 2022, grounded in a historical financial analysis that normalized prior-year results and pinpointed the company’s true break-even point. From there, the team built a forward-looking P&L forecast and budget model, along with a revenue and production model that told leadership exactly how many homes needed to be serviced weekly, what the average ticket value needed to be, and how many crews it would take to hit the $1 million target. WBCG also analyzed the company’s labor structure — comparing W-2 hourly and 1099 project-based compensation models — and recommended adjustments to crew size and production expectations to increase capacity. A formal organizational chart began taking shape, with clearer leadership, management, and operational roles, alongside new accountability expectations and performance metrics for key team members. Workflow process mapping identified gaps in scheduling, client management, and cost control, while a review of marketing channels — SEO, referrals, CRM campaigns, Google reviews, and social media — helped establish more consistent lead flow. The team also began laying the groundwork for a formal succession plan to support the founder’s long-term transition. The Results: Past the $1 Million Mark and Growing Revenue increased from just under $600,000 in 2019 to approximately $900,000 in 2020 during the engagement, and the company surpassed its $1,000,000 target in 2021, continuing to grow to more than $1.2 million in 2022. A new sales compensation plan incentivized larger sales, contributing to both revenue growth and improved margins, while new production and staffing models let the business scale crews without sacrificing service quality or consistency. Beyond the financials, the owner strengthened his own leadership capabilities — improving team communication, staff retention, and workplace culture. As the business became more structured and financially stable, he gained something less tangible but just as valuable: the flexibility to take extended travel periods while the business continued operating successfully without him. Ready to Turn Your Growth Goal Into a Plan? A revenue target is just a number until it’s backed by pricing discipline, staffing models, and financial forecasting. If you’re ready to build the plan behind your next growth milestone, a free consultation is the place to start. Contact Waters Business Consulting Group to schedule a free consultation.
