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 Kitchens by Good Guys Broke Through the $1 Million Barrier
September 8, 2026
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Shannon Carfield and Dean Eckonrode started Kitchens by Good Guys the way a lot of contractors do: one small job led to a referral, which led to another job, and eventually a business grew up around them almost by accident. It worked, but it also stalled. Years in, revenue had plateaued below the $1 million mark, and the couple knew that reacting project-by-project wasn’t going to get them any further. “Like many business owners, we wanted to work less, earn more, and be in a position where we could take some time off,” said Shannon Carfield, Owner. “Our challenges were wanting to grow to the next level and needing a plan to do that. We also knew we needed some expert advice to help us get there and that’s why we reached out to John in 2016. We’ve been with him ever since.” Growth Without a Plan Has a Ceiling Like many home improvement businesses, Kitchens by Good Guys had built its reputation on word of mouth and solid craftsmanship — but not on a strategic plan. Without a roadmap for predictable growth, the company’s revenue and cash flow moved unpredictably from month to month. Margins were also under pressure: Shannon and Dean were still taking on a mix of smaller, lower-value jobs that ate into the time and capacity they needed for higher-margin kitchen remodels. On top of that, they were trying to find and hire the kind of high-caliber talent that would let them step back from day-to-day work, without the infrastructure in place to support a bigger team. Building the Infrastructure to Scale Waters Business Consulting Group’s engagement with Good Guys Remodeling started with the fundamentals: a financial forecast model built around the company’s real numbers and real goals. From there, John Waters and the team worked with Shannon and Dean to build a formal Strategic Growth Plan that identified exactly what resources — people, systems, processes — the business would need to scale. Rather than chasing every lead that came in, the team segmented the company’s existing contact database so outreach could focus where it mattered most: large referral partners, strategic partners, and direct consumer sales. An organizational chart came next, prioritizing which roles to hire first and clarifying who owned what operationally, so Shannon and Dean weren’t the default answer to every question. To keep everyone accountable to the plan, the team also developed key performance metrics that were tracked weekly and monthly against top-line revenue goals. Breaking Through — and Staying There The shift wasn’t just financial; it was about the systems underneath the numbers. With clearer processes and procedures in place, Kitchens by Good Guys tied key performance indicators directly to employee compensation, creating real accountability instead of vague expectations. Lead flow became more consistent, giving the business a more predictable pipeline and more reliable revenue. And with key talent added alongside those new processes, Shannon and Dean were able to start stepping out of daily operations and into the roles they’d actually wanted all along: focusing on strengths, working on the business rather than just in it. The results speak for themselves. Waters Business Consulting Group worked with Good Guys Remodeling for more than three years, helping the company break through the $1,000,000 revenue barrier in 2017 — putting them in the roughly 7% of U.S. businesses that ever hit that mark. By 2020, the company was on pace to break $2 million. Along the way, the mix of work shifted too, with more dramatic growth in higher-margin kitchen remodeling opportunities and a steady phase-out of the lower-margin projects that had once filled the schedule. Ready to Build Your Own Growth Plan? Every business that plateaus has a path forward — it just takes the right plan, the right accountability, and someone who has done it before. If your company has hit a growth ceiling, or you’re ready to start working on your business instead of just in it, a conversation is the first step. Contact Waters Business Consulting Group to schedule your free consultation.
