Client Tiering Framework

Asymmetric classifies clients into three tiers based on a combination of retainer size, growth potential, and project complexity. Tier assignment determines meeting cadence, point-of-contact ownership, and the depth of service engagement.

Tiering Criteria

Each new client is evaluated by the Owner (Mark) at onboarding against three factors:

Retainer value — monthly recurring revenue from the client
Growth potential — projected expansion of scope or spend
Project complexity — number and type of active workstreams (ads, CRM, Amazon, web, content, etc.)

Tier Definitions

Tier 1 — Strategic Accounts

Owners: VP of Strategy + Owner
Characteristics: High-dollar retainers; complex, multi-workstream engagements (e.g., CRM optimization, Amazon inventory management, large ad programs)
Meeting cadence: Managed directly at the leadership level; cadence set case-by-case
Notes: Owner maintains personal rapport with these clients, as he typically closes them during the sales process

Tier 2 — Mid-Tier Accounts

Owner: Account Coordinator (AC)
Characteristics: Active projects across multiple service lines; meaningful retainer with room to grow
Meeting cadence: Bi-weekly Zoom calls
Notes: This is the primary focus of the ^[1] role. The AC serves as the day-to-day point of contact, fields requests, routes work to specialists, and presents deliverables.

Tier 3 — Foundational Accounts

Owner: Account Coordinator (AC)
Characteristics: Smaller retainers; limited project scope; primarily analytics and performance reporting
Meeting cadence: Monthly calls
Notes: Lower touch but still relationship-managed by the AC. Calls focus on ad performance and website analytics rather than active project delivery.

Communication Triage by Tier

Regardless of tier, inbound client requests are triaged by the AC using a time-based rule:

Request Type	Threshold	Handling
Simple / informational	< 5 minutes to fulfill	AC handles directly (e.g., pulling an ad performance snapshot)
Complex / research-required	> 5 minutes	Routed to the relevant specialist
Hot issues (errors, complaints)	Any	Escalated to Strategist (Karly) or Owner (Mark)

The goal is to keep the AC responsive without pulling them into deep specialist work. Acknowledging all requests promptly — even with just an ETA — is a stated expectation of the role.

Quarterly Success Measurement

Client success is tracked via OKRs (Objectives & Key Results) set at the start of each quarter. Typically three objectives per client, each with measurable key results tied to business outcomes (e.g., Improve sales efficiency → increase phone call answer rate by 50%).

Monthly internal reviews check that active tasks are actually aligned to the current quarter's objectives — a guardrail against effort drifting toward low-impact requests.