Client-level retention analysis with renewal rates by contract type, non-renewed client profiles, and revenue impact assessment.
Client-level retention analysis with renewal rates by contract type, non-renewed client profiles, and revenue impact assessment.
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, finance teams, and MSP owners managing renewals
How often: Monthly for pipeline review, 90 days before expiry for renewal preparation
Client-level retention analysis with renewal rates by contract type, non-renewed client profiles, and revenue impact assessment.
Client-level contract renewal metrics across the full customer portfolio.
Of the 167 customer accounts that had at least one contract move to "Inactive" status, 159 (95.2%) still hold active contracts. Only 8 customers dropped off entirely, generating a combined €3,919 in lifetime revenue before they left.
That 95.2% renewal rate sits well above the typical MSP benchmark of 85-90%. The low revenue footprint of the non-renewed accounts (€3,919 across 8 clients) suggests the losses are concentrated among small or trial-phase accounts rather than established relationships.
EVALUATE ROW("TotalContracts", COUNTROWS('BI_Autotask_Contracts'), "Active", CALCULATE(COUNTROWS('BI_Autotask_Contracts'), 'BI_Autotask_Contracts'[contract_status_name] = "Active"), "Inactive", CALCULATE(COUNTROWS('BI_Autotask_Contracts'), 'BI_Autotask_Contracts'[contract_status_name] = "Inactive"), "Companies", DISTINCTCOUNT('BI_Autotask_Contracts'[company_id]))How different contract structures perform in terms of retention.
Renewal rates vary significantly by contract type. Block Hours contracts lead at 92.4%, followed by Recurring Service at 78.0%. Time & Materials contracts have the lowest retention at 57.2%, though this is expected: T&M contracts often represent project-based work with a natural end date.
| Contract Type | Active | Inactive | Total | Active Rate |
|---|---|---|---|---|
| Recurring Service | 928 | 262 | 1,190 | 78.0% |
| Time & Materials | 282 | 211 | 493 | 57.2% |
| Block Hours | 158 | 13 | 171 | 92.4% |
| Fixed Price | 0 | 5 | 5 | 0.0% |
Fixed Price contracts show a 0% active rate because all 5 were project-scoped engagements that completed as planned. This is normal contract lifecycle behavior, not churn.
EVALUATE
SUMMARIZECOLUMNS(
'BI_Autotask_Contracts'[contract_type_name],
FILTER('BI_Autotask_Companies',
'BI_Autotask_Companies'[company_type] = "Customer"),
"ActiveCount", CALCULATE(COUNTROWS('BI_Autotask_Contracts'),
'BI_Autotask_Contracts'[contract_status_name] = "Active"),
"InactiveCount", CALCULATE(COUNTROWS('BI_Autotask_Contracts'),
'BI_Autotask_Contracts'[contract_status_name] = "Inactive"),
"TotalCount", COUNTROWS('BI_Autotask_Contracts'),
"RenewalPct", DIVIDE(
CALCULATE(COUNTROWS('BI_Autotask_Contracts'),
'BI_Autotask_Contracts'[contract_status_name] = "Active"),
COUNTROWS('BI_Autotask_Contracts'), 0) * 100
)
ORDER BY [TotalCount] DESCThe 8 customer accounts with only inactive contracts remaining.
Eight customer accounts have only inactive contracts remaining. These are the clients that, based on contract status alone, did not renew any agreement.
| Client | Inactive Contracts | Lifetime Revenue | Tickets |
|---|---|---|---|
| Caldwell & Associates | 3 | €2,116 | 4 |
| Morrison Group LLC | 6 | €1,353 | 0 |
| Bennett Solutions | 1 | €178 | 2 |
| Robles Inc | 1 | €94 | 0 |
| Long, Harper & Davis | 2 | €50 | 0 |
| Whitfield Corp | 1 | €50 | 0 |
| Thornton Systems | 6 | €45 | 1 |
| Grant, Palmer & Jenkins | 1 | €33 | 1 |
Caldwell & Associates is the largest non-renewed account at €2,116. The combined revenue of all eight non-renewed clients (€3,919) represents less than 0.03% of total portfolio revenue (€17,606,769). Five of eight had zero or minimal ticket activity, indicating low engagement before contract lapse.
EVALUATE
VAR _CustWithActive = CALCULATETABLE(
VALUES('BI_Autotask_Contracts'[company_id]),
'BI_Autotask_Contracts'[contract_status_name] = "Active",
'BI_Autotask_Companies'[company_type] = "Customer"
)
VAR _CustWithInactive = CALCULATETABLE(
VALUES('BI_Autotask_Contracts'[company_id]),
'BI_Autotask_Contracts'[contract_status_name] = "Inactive",
'BI_Autotask_Companies'[company_type] = "Customer"
)
VAR _CustNotRenewed = EXCEPT(_CustWithInactive, _CustWithActive)
RETURN
CALCULATETABLE(
ADDCOLUMNS(
SUMMARIZE('BI_Autotask_Contracts',
'BI_Autotask_Companies'[company_name]),
"InactiveContracts", CALCULATE(COUNTROWS('BI_Autotask_Contracts'),
'BI_Autotask_Contracts'[contract_status_name] = "Inactive"),
"Revenue", CALCULATE([Revenue - Total]),
"Tickets", CALCULATE(COUNTROWS('BI_Autotask_Tickets'))
),
'BI_Autotask_Contracts'[company_id] IN _CustNotRenewed
)
ORDER BY [Revenue] DESCThe 10 highest-revenue clients that successfully transitioned through contract renewals.
The top 10 renewed clients by revenue account for over €9,208,061 in total billing. These accounts demonstrate strong ongoing relationships, with most holding significantly more active contracts than inactive ones.
| Client | Active Contracts | Inactive (Renewed) | Total Revenue |
|---|---|---|---|
| Henderson & Partners | 9 | 4 | €2,212,915 |
| Collins-Wright Corp | 11 | 11 | €2,324,617 |
| Chambers Industries | 13 | 25 | €1,431,177 |
| Mitchell-Hayes Group | 27 | 3 | €637,092 |
| Prescott Technologies | 7 | 1 | €589,694 |
| Wall PLC | 13 | 10 | €476,622 |
| Barrett, Shaw & Cooper | 14 | 3 | €469,660 |
| Phillips, Garner & Reid | 7 | 2 | €416,450 |
| Richards, Carter & Webb | 10 | 4 | €328,165 |
| Donovan Industries | 10 | 4 | €321,669 |
Chambers Industries stands out with 25 inactive and 13 active contracts, suggesting frequent contract restructuring or service adjustments. Collins-Wright Corp shows balanced turnover (11/11), which could indicate regular annual renewal cycles. Henderson & Partners leads in revenue at €2,212,915 with a healthy 9:4 active-to-inactive ratio.
Renewal patterns across monthly, yearly, and unspecified contract periods.
Monthly contracts make up the largest group (1,078 contracts) with a 76.3% active rate. Yearly contracts show the highest retention at 85.2%, likely because annual commitments signal stronger client intent.
The 682 contracts without a specified period type represent a data quality opportunity. Standardizing contract period classification would improve renewal tracking accuracy and make it easier to flag upcoming expirations for proactive outreach.
Financial exposure from non-renewed accounts and portfolio concentration risk.
The eight non-renewed accounts averaged €489 in lifetime revenue, compared to €64,608 across the full customer base. That gap confirms these were small accounts, likely in early stages of the relationship or limited to a single contract type.
From a revenue protection standpoint, the 95.2% rate means the portfolio is well-defended. The risk sits not in mass attrition but in individual high-value accounts. If a single top-10 client were to leave, the revenue impact would exceed the combined loss of all eight non-renewed accounts by a factor of 50x or more.
Two patterns in this data deserve attention.
Low-engagement churn is the dominant pattern. Five of eight non-renewed clients logged zero or one ticket. These accounts likely never built a deep service dependency, which means the contract alone was not enough to retain them. For small accounts, early engagement (proactive check-ins in the first 90 days, scheduled onboarding touchpoints) is the most effective retention lever.
Contract type predicts renewal behavior. Block Hours contracts renew at 92.4%, Recurring Service at 78.0%, and Time & Materials at 57.2%. T&M contracts are inherently project-scoped, so a lower "renewal" rate is expected. But the gap between Block Hours and Recurring Service is worth investigating. Block Hours clients may feel more committed because they have prepaid time on the table. Consider offering Recurring Service clients a small prepaid buffer as a retention incentive.
Prioritized steps to maintain the current renewal rate and recover lost accounts.
The current renewal rate is strong. Protect it by setting up automated alerts when contracts approach their end date. Flag accounts 90, 60, and 30 days before expiration so account managers can initiate renewal conversations early.
Reach out to the 8 non-renewed customers (starting with Caldwell & Associates and Morrison Group LLC) for exit interviews. Even if the relationship has ended, understanding why they left helps prevent similar losses. Common reasons in MSP environments: pricing misalignment, service gaps, or business closure.
Five of eight non-renewed clients had zero or minimal ticket activity. Implement a 90-day onboarding program for new contracts that includes scheduled proactive touchpoints, a welcome call, and a first-quarter business review. Engagement in the first 90 days is the strongest predictor of long-term retention.
682 contracts have no specified period type. Standardizing this field improves renewal forecasting accuracy. Run a one-time cleanup to classify existing contracts, then enforce the field as required for new contract creation in Autotask.
The renewal rate measures client-level retention: of all customer accounts that have at least one inactive contract, what percentage also holds at least one active contract. A 95.21% rate means 159 out of 167 such accounts still have active agreements.
Client-level measurement captures the business reality better. A client might retire one contract (e.g., a T&M project contract) while maintaining three Recurring Service contracts. At the contract level that looks like a 75% renewal rate, but the client relationship is fully intact. Client-level renewal avoids this distortion.
Yes. Industry benchmarks for MSP client retention typically range from 85-92%. A 95.21% rate indicates strong client relationships and service delivery. The key is maintaining it: even small drops in renewal rate compound quickly when applied to a growing client base.
A contract with status 'Inactive' in Autotask PSA. This typically means the contract has expired, been cancelled, or been superseded by a replacement contract. It does not necessarily mean the client relationship has ended.
Monthly for operational monitoring, quarterly for strategic review. The renewal rate itself moves slowly (it takes a client fully lapsing to change it), but tracking the trend catches early signals of retention issues before they become visible in revenue.
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