My First Quarterly Business Report

Billable hours vs marketing time

An average client engagement across time

Total time spent with clients over time
  • The fast clients are the longer blue and red lines (older clients), and the shorter orange and pink lines (newer clients). These folks would meet with me almost every week, and rarely take breaks. But once they do, those are long breaks. I’m actually assuming that I will be parting ways with the longer blue and red clients — our best time is behind us for now.
  • The normal clients have a clear representative — the yellow line that is 9 weeks long, adding 1 hour to our balance every other week. This is a steady and reliable cadence, and knowing the client, I can bet we have a long way ahead of us still.
  • The slow clients are the longer green and red lines at the bottom, and the teal and light-blue shorter lines. All have yet spent 4 hours total with me, and are taking their time adding to the balance sheet. Perhaps they have a stable but slower pace, and perhaps we’re not really hitting it off together.

What’s next?

  • Now that the thrill of novelty is gone, I can honestly say that I intend to stick to this choice of career. The business is growing in number of clients and in revenue, and I’m enjoying working with such a diverse group of Engineering Leaders.
  • I feel like I can manage more clients in parallel, seeing how significant the variance in engagement gets. Not planning on slowing down on acquisition any time soon!
  • I need to validate my assumptions about the ‘fast’ clients. For example, it could be that ‘fast’ clients start with unreasonable expectations of my impact, only to be disillusioned. In this case, maybe I need to align on expectations early on, and ‘tame’ them towards the normal client behavior for both our sakes. Or perhaps I need to come up with a short-but-intense program, working with the need of such clients for external knowledge and experience
  • The same goes for the ‘slow’ clients. Perhaps they have a different pace, but don’t lack commitment? I’d be better off identifying it early on, and figuring out the right value proposition for such clients.
  • All of the above leads me to try and structure my offering a bit more. During the next quarter I want to figure out some ‘bulks of value’ I can offer to future clients, and help them orient themselves towards their needs. In a way, I want to be less flexible but more guiding in how I engage with my clients.

 by the author.



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Anton Drukh

Tech Executive Mentor. Previously VP Engineering and GM Israel at Snyk.