In professional services, the path to growth isn’t always paved with new client wins – it often begins with the clients you already have, writes Hans Morse.
Despite this well-known truth, many firms continue to overlook the most powerful tool for unlocking new opportunities: the client service review.
While industries like fast-moving consumer goods (FMCG) rely heavily on quantitative metrics to gauge customer satisfaction, professional services require a more nuanced approach. The complexity of relationships, the bespoke nature of services, and the long-term engagements demand something deeper than Net Promoter Scores (NPS) or tick-box surveys. What’s needed is a qualitative, face-to-face dialogue that goes beyond performance statistics and into the realm of trust, future planning, and unmet needs.
The limitations of quantitative feedback
Most firms still rely on surveys – conducted by phone or email – that produce data points but rarely drive meaningful change. These metrics can be manipulated to present a favourable picture to management, masking underlying relationship issues. Worse, they often fail to capture the emotional and strategic dimensions of client satisfaction.
In my experience working with the big four accounting firms and several legal and engineering firms across Australia and the UK, I’ve seen firsthand how reluctant many organisations are to truly understand their clients. One top-tier law firm I worked for was hesitant – even fearful – of approaching their clients for feedback. When I suggested conducting a review with the CEO of a major ASX-listed client, the partners believed they were receiving the “lion’s share” of work. The reality? A competitor was earning double the fees. The CEO’s advice was simple: “Come and talk to me.”
This wasn’t an isolated incident. I’ve conducted hundreds of face-to-face reviews, and the pattern is clear: qualitative reviews uncover truths that surveys never will.
The power of qualitative reviews
A well-designed qualitative review program provides a forum to:
These reviews are not just about gathering feedback – they’re about acting on it. In one case, I recall a CFO who unexpectedly brought his CEO to a review. The CEO’s body language signalled trouble, prompting me to shift my questioning approach. The result? A frank admission that they were considering replacing the audit partner – a move that could have cost millions and damage the firm’s reputation. Because of the review, the issue was resolved, the relationship salvaged, and new opportunities emerged.
Building a better review program
To truly benefit from client feedback, firms must:
Feedback as a growth strategy
Some argue that feedback reviews shouldn’t be used to sell. In principle, that’s true. But failing to recommend relevant solutions or services is a disservice to the client. When done with the right balance, reviews become a subtle and effective way to uncover new needs and deepen the relationship.
Post-implementation reviews of major projects should also be standard practice. These sessions not only capture lessons learnt but often reveal adjacent opportunities that would otherwise go unnoticed.
Final thought
Professional services firms must move beyond the comfort of metrics and embrace the discomfort – and opportunity – of honest conversation. Qualitative reviews are not just a tool for retention; they’re a catalyst for growth. The firms that listen deeply, act decisively, and engage authentically will be the ones that thrive.
Hans Morse is a professional services business development trainer and adviser.
