Clientmargin

Agencies often judge clients by revenue or billable hours while nonbillable service, overhead and pass-through costs remain invisible. Clientmargin maps approved financial and time records to a versioned allocation policy and produces client-level contribution candidates with uncertainty and drill-down. The supplied research confirms a new direct product and an established paid category, while identifying unclear overhead methodology as the meaningful differentiation. Their monthly subscriptions and per-user prices are observed market references, not fixed product pricing. Allocation history can improve, but the result is a management model rather than audited profit. A time entry is not productive value, an allocated cost is not an accounting posting and a low-margin client is not a reason to blame staff or terminate a relationship automatically. Revenue evidence, labor-cost band, overhead policy, expense mapping, allocation candidate, finance approval, management scenario, contract decision and realized margin remain separate. The product can expose hidden assumptions and support pricing conversations. It cannot certify profitability, guarantee allocation fairness or make employee performance decisions.

An agency owner, finance lead or operations director seeking explainable client contribution after labor, overhead and pass-through costs.