Client relationships matter — both professionally and personally — which is why the client experience is so important. It is not defined by a single interaction, but is made up of many touchpoints and the impressions they create. The experience begins even before the work gets started, as clients form opinions about how easy it is to engage with the firm and whether the process is clear, structured, and efficient, or feels confusing and time-consuming.
Strong client experience shows up in the details: well-defined expectations, smooth processes, and a sense that the firm is organized, proactive, and anticipating needs. Firms that provide a positive experience aren’t necessarily doing more but rather they’re doing things more intentionally, with consistency and clarity built into how they operate.
This month’s column explores two questions practitioners can ask to better understand the client perspective and enhance the overall experience.
What do clients experience when working with our firm?
Formal tools like client satisfaction surveys or a net promoter score can help answer that question, but they’re only one piece of the picture. What I’ve seen be just as valuable —especially for firms that don’t have those tools — is building simple, intentional feedback loops into everyday interactions. That can be as straightforward as consistently asking a question at the end of an engagement or key milestone, such as, “Was there anything we could have done better?” or “Did this meet your expectations?” Over time, the answers to those questions reveal patterns that are just as meaningful as a survey score.
Firms want to come away with a view of how the relationship functions day to day:
Are we responsive?
Are deliverables timely and accurate?
Are document requests easy to understand and organized?
Are communications proactive and consistent, or do clients feel they have to chase updates?
Overall satisfaction and willingness to recommend the firm are also strong signals — whether measured formally through surveys or gathered through direct client feedback. Retention and engagement are other useful indicators. Clients who continue to work with the firm, expand services, or deepen the relationship are typically having a positive experience, while those who disengage or consistently push back may be signaling friction in the process.
To make this effort sustainable, all team members who interact with clients should see themselves as responsible for the client experience and for capturing feedback. Team members can share observations in regular team meetings, flag issues early, or recognize when something is working really well. Even small efforts, like documenting client feedback in a central place or having a short debriefing after engagements, can create visibility across the firm.
Who is our ideal client?
The client experience is enhanced when we are intentional about who we want to work with. Letting go of clients who no longer fit the firm can be a healthy practice, but it’s important to keep the focus on what we’re trying to build, not just what we’re trying to fix. I encourage firms to step back and evaluate whether clients align with the firm’s service model, pricing, and communication style. If your firm is built around standardized processes and proactive communication, but a client expects highly customized, reactive service at a lower price point, that mismatch will continue to create tension no matter how well the work is performed.
A legitimate complaint usually reveals something specific and actionable: a missed expectation, a communication gap, or a process issue that, once identified, can be addressed and can improve the experience not just for that client but for others as well. Those complaints can be opportunities to strengthen the firm.
When firms are aligned around the right clients, everything works better: communication improves, expectations are clearer, and teams can deliver a more consistent experience without constant rework or exceptions. I encourage firms to think of it as refining their client base so they can better serve the clients they’re designed for. That leaves room for firms to be more proactive, deepen relationships, and deliver a higher-quality experience overall for both clients and the firm’s people.
Disengaging clients should be approached in a way that is thoughtful, professional, and aligned with both firm standards and client expectations. Firm leaders should agree on why the client is not a fit — whether it’s misaligned expectations, scope creep, pricing pressure, or behavior that consistently disrupts the firm’s processes — and share that information with staff so they understand the firm’s approach. This clarity helps ensure the decision is intentional and consistent with how the firm is designed to operate.
Communication is critical. The conversation with clients should be direct but respectful, focusing on alignment rather than fault. It’s not about “firing” a client but rather about recognizing that the relationship isn’t working in a way that allows either side to be successful. At the end of the day, disengaging from the wrong clients creates space for better-aligned relationships. It reduces stress on your team, improves consistency in your processes, and ultimately leads to a higher-quality experience for the clients you choose to serve.
Focus on what’s important
When I think about the quality of a client’s experience, it really comes down to whether the firm is delivering consistent value in a way that feels easy, responsive, and intentional from the client’s perspective without putting unnecessary strain on the firm’s people. The most practical way for a firm to understand the client experience is to stop relying on assumptions and, instead, seek out indicators of client satisfaction and focus on the clients your firm is designed to serve.
By paying attention to what matters most and making small, intentional adjustments, firms can create a more consistent experience that benefits both clients and their teams.
Related resources
Stephanie Otero, CPA, is the Association’s Vice President—Small Firm Advocate. Have questions for Stephanie? Contact her directly at stephanie.otero@aicpa-cima.com. To stay ahead on issues affecting CPA firms, the PCPS Small Firm Success Series offers strategies on staffing, technology, compliance, and practice management. The series is free to AICPA members and provides CPE.
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