Analyze profit per client with revenue, direct costs, time allocation, and profitability ranking with Pareto chart.
Client-level revenue alone does not show which relationships contribute the most profit. This analyzer brings each client's revenue, direct costs, and allocated time into one comparison, then ranks profitability and summarizes its concentration in a Pareto chart. It is intended for relative client analysis, not company financial statements. The common trap is treating the largest revenue account as the best account: a client can rank lower after its attributable costs and time are considered. Check the on-screen labels before assuming that entered time has been converted into a monetary labor cost.
Provide a distinct client name plus its revenue, direct costs, and time allocation for the same analysis period. The analyzer compares those records, reports per-client profitability, and positions each client in the ranking. Use consistent periods and units: annual revenue against monthly costs produces a meaningless rank. Treat direct costs as client-attributable; include shared overhead only through a consistent allocation across clients.
The profitability ranking orders clients by the result named in the output. A Pareto chart uses ordered bars and a cumulative view to show how much of the plotted total sits with leading clients. Inspect the metric and cumulative labels before drawing conclusions. If any client has a negative result, the cumulative percentage can behave counterintuitively and deserves separate review.
No. The ranking reflects displayed profitability rather than revenue alone. A lower-revenue client can place above a larger account when it has lower attributable direct costs. Allocated time affects the order only if the displayed calculation assigns it a monetary value or otherwise includes it in the ranking metric. Confirm whether the reported measure is profit dollars, margin, or another labeled metric before interpreting the order, particularly when clients have very different revenue scales.
Not by itself. The chart summarizes concentration from the figures entered; it does not establish contractual risk, strategic importance, collection likelihood, capacity effects, or future pipeline. A low-ranked client might still provide referrals or absorb fixed costs, and ending it may not remove every allocated cost. Use the chart to select accounts for review, then identify which costs are actually avoidable.
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