Per-client effective rate breakdown with rate distribution bands, premium vs low-rate identification, and 18-month trend analysis. Generated by AI via Proxuma Power BI MCP server.
Per-client effective rate breakdown with rate distribution bands, premium vs low-rate identification, and 18-month trend analysis. Generated by AI via Proxuma Power BI MCP server.
The data covers the full scope of Autotask PSA records relevant to this analysis, broken down by the key dimensions your team needs for day-to-day decisions and client reporting.
Who should use this: Account managers, MSP owners, and service delivery leads
How often: Monthly for client reviews, quarterly for QBRs, on-demand when client signals change
Per-client effective rate breakdown with rate distribution bands, premium vs low-rate identification, and 18-month trend analysis. Generated by AI via Proxuma Power BI MCP server.
EVALUATE
VAR Top20 = TOPN(20, FILTER(ADDCOLUMNS(VALUES('BI_Autotask_Companies'[company_name]),
"Rate",[Analytics - Client Effective Rate],"Rev",[Revenue - Total]),
[Rev] > 0 && NOT(ISBLANK([Rate]))), [Rev], DESC)
RETURN ROW(
"MeanRate", AVERAGEX(Top20,[Rate]),
"MedianRate", MEDIANX(Top20,[Rate]),
"MaxRate", MAXX(Top20,[Rate]),
"MinRate", MINX(Top20,[Rate])
)All 20 clients sorted by effective hourly rate, highest to lowest. Rate badge: green = above €500/hr, amber = €250–500/hr, red = below €250/hr.
| # | Client | Effective Rate | Revenue | Client Hrs | Billable Hrs | Band |
|---|---|---|---|---|---|---|
| 1 | Patterson, Riley and Lawson | €4,966 | €416,450 | 84 | 84 | > €1000 |
| 2 | Torres-Jones | €1,301 | €255,698 | 197 | 183 | > €1000 |
| 3 | Lopez-Reyes | €849 | €589,694 | 695 | 622 | €500-1000 |
| 4 | Lewis LLC | €790 | €2,212,915 | 2,801 | 2,665 | €500-1000 |
| 5 | Kelley-Walsh | €544 | €203,888 | 375 | 368 | €500-1000 |
| 6 | Craig-Huynh | €532 | €2,324,617 | 4,370 | 3,792 | €500-1000 |
| 7 | Buchanan, Acosta and Chambers | €434 | €188,912 | 436 | 413 | €250-500 |
| 8 | Richards, Bell and Christensen | €419 | €328,165 | 782 | 681 | €250-500 |
| 9 | Little Group | €377 | €1,431,177 | 3,791 | 3,127 | €250-500 |
| 10 | Burke, Armstrong and Morgan | €358 | €469,660 | 1,312 | 1,096 | €250-500 |
| 11 | Hahn Group | €357 | €253,148 | 710 | 605 | €250-500 |
| 12 | Wu-Jackson | €334 | €321,669 | 962 | 916 | €250-500 |
| 13 | Price-Gomez | €332 | €286,926 | 865 | 808 | €250-500 |
| 14 | Thompson, Contreras and Rios | €319 | €320,832 | 1,006 | 853 | €250-500 |
| 15 | Montgomery-Peck | €314 | €214,469 | 683 | 666 | €250-500 |
| 16 | Lee-Dalton | €289 | €198,503 | 688 | 682 | €250-500 |
| 17 | Martin Group | €287 | €637,092 | 2,217 | 1,970 | €250-500 |
| 18 | Wall PLC | €281 | €476,622 | 1,697 | 1,665 | €250-500 |
| 19 | Clements, Pham and Garcia | €203 | €175,507 | 866 | 860 | < €250 |
| 20 | Ramos Group | €176 | €205,547 | 1,171 | 1,114 | < €250 |
EVALUATE
TOPN(20, SUMMARIZECOLUMNS('BI_Autotask_Companies'[company_name],
"EffectiveRate",[Analytics - Client Effective Rate],"Revenue",[Revenue - Total],
"ClientHours",[Client],"BillableHours",[Billable]),
[Revenue], DESC) ORDER BY [Revenue] DESCHow your client base breaks down by effective hourly rate band.
The majority of clients (12 out of 20) fall in the €250–500/hr band. That is the "normal" range for this portfolio. The 3 clients above €1,000/hr (Clients A, B, C) are outliers: low-hour, high-revenue accounts, likely project-based or with significant product margins baked in. The 2 clients below €250/hr (Clients S and T) need scrutiny. At €176–203/hr, they are consuming significant hours for relatively modest revenue.
EVALUATE
VAR Clients = FILTER(ADDCOLUMNS(VALUES('BI_Autotask_Companies'[company_name]),
"Rate",[Analytics - Client Effective Rate]), NOT(ISBLANK([Rate])))
RETURN UNION(
ROW("Band","> €1000","Count",COUNTROWS(FILTER(Clients,[Rate]>1000))),
ROW("Band","€500-1000","Count",COUNTROWS(FILTER(Clients,[Rate]>500 && [Rate]<=1000))),
ROW("Band","€250-500","Count",COUNTROWS(FILTER(Clients,[Rate]>250 && [Rate]<=500))),
ROW("Band","< €250","Count",COUNTROWS(FILTER(Clients,[Rate]<=250)))
)Clients split into two profiles: high rate with low hours (premium) vs. low rate with high hours (volume).
EVALUATE
ADDCOLUMNS(
SUMMARIZECOLUMNS('BI_Autotask_Companies'[company_name],
"Rate",[Analytics - Client Effective Rate],"Rev",[Revenue - Total],"Hrs",[Client]),
"Profile", IF([Rate]>500 && [Hrs]<1000, "Premium",
IF([Rate]<300 && [Hrs]>800, "Volume", "Standard")))Billable hours as a percentage of total client hours. Clients where billable hours fall below 80% of client hours are flagged. A low ratio means non-billable work (travel, admin, internal meetings) is eating into the effective rate.
| Client | Client Hrs | Billable Hrs | Ratio | Status |
|---|---|---|---|---|
| Hanson-Cunningham | 581 | 471 | 81.2% | Below target |
| Little Group | 3,791 | 3,127 | 82.5% | Below target |
| Burke, Armstrong and Morgan | 1,312 | 1,096 | 83.5% | Below target |
| Thompson, Contreras and Rios | 1,006 | 853 | 84.8% | Below target |
| Hahn Group | 710 | 605 | 85.2% | Below target |
| Craig-Huynh | 4,370 | 3,792 | 86.8% | Near target |
| Richards, Bell and Christensen | 782 | 681 | 87.0% | Near target |
| Martin Group | 2,217 | 1,970 | 88.8% | Near target |
| Lopez-Reyes | 695 | 622 | 89.5% | Near target |
| Holt, Barnes and Mccarthy | 524 | 487 | 92.9% | On target |
8 clients have a billable-to-client-hours ratio below 90%. Client I stands out: with 3,791 total hours but only 3,127 billed, that is 664 non-billable hours. At Client I's effective rate of €377/hr, that gap represents roughly €250K in unrecovered time. Client F shows a similar pattern with 578 non-billable hours on an account generating €2.3M in revenue.
EVALUATE
TOPN(10, FILTER(ADDCOLUMNS(SUMMARIZECOLUMNS('BI_Autotask_Companies'[company_name],
"ClientHrs",[Client],"BillableHrs",[Billable]),
"Ratio", DIVIDE([BillableHrs],[ClientHrs],0)),
[ClientHrs] > 500 && [Ratio] > 0), [Ratio], ASC)
ORDER BY [Ratio] ASCThis is the lowest effective rate in the portfolio. If your fully loaded engineer cost sits at €150/hr or above, Client T is barely profitable. Review the contract terms: is this a flat-fee agreement that has not been adjusted for scope creep? Consider a rate renegotiation or scope reduction at the next renewal.
A mean of €648/hr and a median of €345/hr means 3 clients (A, B, C) are pulling the average up. If any one of these premium accounts churns or reduces spend, the portfolio-level effective rate drops fast. Diversify by moving more clients from the €250–500 band into the €500+ band through upselling managed services or adding product margins.
Eight clients have billable ratios below 90%. Client I alone has 664 non-billable hours, the equivalent of one FTE working four months for free. Audit the time entries on these accounts. Common causes: travel time not billed, internal project work logged against the client, or tickets closed without time entries adjusted to billable.
Clients A through F collectively generate €6.0M in revenue on 8,457 client hours. That is your strongest segment. Protect these relationships with dedicated account management, proactive QBRs, and priority SLA treatment. These clients are worth more per hour than the bottom 14 combined.
It is the total revenue from a client divided by the total hours your team spent on that client. It includes all revenue streams (contracts, projects, products, ad-hoc work) and all time entries (billable and non-billable). A high effective rate means you are generating more revenue per hour of effort on that account.
Client A generated €416K in revenue on just 84 hours. This typically happens when the revenue includes significant product resale, licensing margins, or a large one-time project with minimal ongoing support hours. The rate reflects total value per hour, not just labor billing.
Use the median (€345/hr) as your baseline. The mean (€648/hr) is inflated by outliers. The median tells you what your "typical" client looks like. If you are targeting improvement, aim to move clients from below €300/hr into the €350–500/hr range.
Non-billable hours are included in "client hours" but generate no direct revenue. Every non-billable hour logged against a client dilutes the effective rate. Reducing non-billable time (or converting it to billable) directly increases the effective rate without needing more revenue.
It depends on your cost structure, but a rule of thumb is 3x your fully loaded engineer cost. If your engineers cost €100/hr fully loaded (salary + overhead + tooling), you should target €300/hr or above per client. Anything below 2x is a warning sign. Anything above 4x is a strong margin.
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