How Many Clients Should You Have?

I was asked an interesting question the other day: How many clients should you have? I’ve never really thought about that before and I’m not sure there’s a concrete answer for that. But I thought it was worth exploring here. I don’t think it’s so much about a number as it as about balance, factoring in workload, income, and other needs. I suppose the easy answer is “enough.” You need enough clients to keep your business healthy, but not so many you can’t keep up. Let’s talk about what that really means, starting with some general ideas. Then I’ll share what my plan was when I started, how it’s changed over the years, and how I feel about it now.

In general, I wouldn’t set a number of clients as an expectation. I say that because clients vary so much in what they bring to your business. You could have a large number of clients who bring you one job each, a few clients who bring you several projects each, or some combination of the two. Some of that might depend upon what type of work you do, how you market yourself, or how you prioritize your decisions. Your short-term and long-term goals are factors as well. You might be looking for one big account that will offer more stable income, or you might be looking for some smaller jobs to fill out your available time. There is no right or wrong way to do any of it. It all depends on your personal strategy. And that’s what I’d focus on instead of the number.

I never formed a proper written strategy, but I had ideas in my head. I did prepare a business plan in the beginning, but I don’t think I looked at it once after it was completed. I’m pretty sure I found it a couple years ago and it made me laugh, but even now I don’t remember what was in it. I tried to dig it up to reference, but it’s probably on an old backup drive somewhere and I didn’t want to lose any more time searching and getting distracted with other things I haven’t seen in a long time. I’m sure you know how that goes. Squirrel!

When I first started my business, I thought I was going to move away from production entirely to focus on consulting for other small businesses. The fun had fizzled out in the work I was doing, and I felt more drawn to helping others. I had spent so many years learning the best ways to run a business, and the best ways not to, and I saw a trend amongst my friends who owned creative businesses - many needed some guidance but not necessarily a full-time manager. I didn’t want to work full-time for anyone, so it made perfect sense to me. Of course, this was out-of-the-box thinking, because traditional companies assumed management was full-time and in the office back then.

I actually had a marketing agency that had reached out to represent me at that time wanting to promote me as the “part-time CEO.” I thought it had a nice ring to it, but at the same time, I don’t like it when solopreneurs call themselves the CEO of their company. This is only an opinion, and I understand that many don’t agree with me, so I won’t get into it much further, but it feels like an ego thing to me. And I was so burned out on the corporate world, that I didn’t want to try to bring in that kind of structure in terms of a title, and I didn’t want to present my company as anything bigger than what it was. I just wanted to be me.

The first test to my plan came while I still had my regular job. My first client was a referral from a makeup artist friend – it was a photography business with a small staff of other photographers, retouchers, and admins. The owner was also the primary photographer, so it was important that he spent his time out shooting and not doing the day-to-day work at the office. But they were lacking structure and he knew things could be running more efficiently. So I went in, reviewed the systems, talked to the staff individually, and got a sense of what was happening. I made suggestions, helped implement new procedures, and trained the staff. A big part of how I wanted t