How can a firm decide which legacy clients to fire or reprice, and what tool can help with that analysis?

A speaker described building a 'client analyzer' tool (referenced in the chat) that firm owners can use to import their client list and run scenario analysis on legacy clients — for example, modeling the financial impact of raising prices or letting certain clients go. The tool runs locally on the user's computer so client data isn't shared elsewhere, and it includes sample data so users can try it without entering their own client information. The underlying advice: legacy clients are often underpriced relative to new clients, and firm owners frequently feel guilt or 'emotional tax' about repricing or dropping them. The suggested approach is to first look at the actual math — how much income is really at stake — before deciding whether to raise prices or 'rehome' underpriced clients to newer firm owners who would be glad to take them at that rate. The speaker also noted she knows firm owners looking for exactly these kinds of clients and offered to make introductions. Discussion connected this to broader industry pricing dysfunction: accountants underprice out of fear or impostor syndrome, and low-priced practitioners undercut moderately-priced ones, and clients often don't understand the actual time, risk, and liability (calls, notices, research, due diligence) built into a fee.