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.
How C&S Roofing Grew Revenue 400% Without Losing a 60-Year Family Legacy
September 11, 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 Family Legacy at a Crossroads C&S Roofing traces its roots back to 1958, when Harold Benard Patterson founded a small Phoenix-area roofing company built on honest work and lasting relationships. More than sixty years later, the business — now run by his grandson Collin Patterson and Collin’s wife, Susan, under the DBA C&S Roofing — has never had a single complaint filed against its contractor’s license. That kind of track record is rare. But by 2020, Collin and Susan realized that reputation alone wouldn’t carry the company to its next stage of growth. The business had hit a plateau, and they knew it was time to bring in outside expertise. “I have worked with John for quite some time now, and it has been amazing. They have helped guide myself and my team with a very aggressive growth and have done an amazing job. We have hit our growth goals for the 2021 year and are looking forward to growing with the Waters Group in 2022,” said Collin Patterson, co-owner of C&S Roofing. Uncovering the Gaps When Waters Business Consulting Group (WBCG) began working with C&S Roofing, the picture that emerged was a familiar one for fast-growing family businesses: strong craftsmanship, but disorganized workflows, unclear project management processes, and financial forecasting that couldn’t keep pace with the company’s ambitions. Collin and Susan had a solid handle on their current financials, but cash flow tracking and revenue forecasting were largely reactive rather than strategic. Roles within the organization were loosely defined, which created friction as more people joined the team, and the company lacked a clear enough view of its capital needs to build the credit foundation required for serious growth. Building Structure Around a Strong Foundation Rather than reinvent what was already working, WBCG focused on giving the Pattersons the systems and visibility they needed to scale with confidence. That started with a full financial model — one that tracked expense margins and revenue generated per sale, and connected the dots between product sold and the growth targets the company was chasing. From there, the team built an organizational structure that clarified roles and responsibilities, mapped out a workflow process from the first customer call through project completion, and introduced key performance indicators so every employee understood what they were accountable for and how their work tied back to results. Just as important, the engagement helped the Pattersons step back and define the vision and culture they wanted to build the company around — the kind of clarity that turns a family business into an organization other people want to be part of. The Payoff: Structure That Scales The results showed up quickly and kept compounding. Since 2020, C&S Roofing has grown revenue by 400%, with record sales projected to surpass $8,000,000 in 2022 alongside improving net profit margins. The company added key talent that fit its culture, freeing Collin and Susan to focus on leadership and vision rather than day-to-day firefighting. C&S Roofing has since partnered with two national builder clients and one international client on major projects across the Phoenix and Tucson markets, and was actively bidding with two additional national builders at the time of this case study. Just as meaningfully, the ownership team now has real clarity and confidence in the direction of the business. Responsibilities are clearly assigned, metrics are tracked across the pipeline and financials, and marketing has stabilized into a predictable growth engine — a far cry from the plateau the company was facing just a couple of years earlier. Ready to Build That Kind of Structure Into Your Business? Every growing company eventually hits the same wall C&S Roofing did — great work, but not enough structure to scale it. If your business is ready to move from reactive to strategic, Waters Business Consulting Group can help you build the financial clarity, organizational structure, and accountability systems to get there. Contact Waters Business Consulting Group to schedule a free consultation.
