When you choose to stop.
WHEN TO CONSIDER IT
Consistently late payment Demands beyond what you are paid for Abusive behaviour toward you or staff Work that is never profitable A relationship that damages your capacity
WHAT TO TRY FIRST
Address the specific problem
Change the terms: advance payment, revised scope
Raise the price to reflect the actual cost
THE PRICE APPROACH
Either makes them profitable or makes them leave.
Both outcomes are acceptable.
HOW TO END IT
Politely, with notice, in writing.
"We are no longer able to take on this type of work" is sufficient.
WHAT NOT TO SAY
A list of grievances Anything you would not want repeated
WHAT NOTICE TO GIVE
Whatever your agreement requires, or reasonable notice.
WHAT TO COMPLETE
Work already committed, unless the relationship makes that impossible.
WHAT TO PROVIDE
A proper handover.
WHY
Your reputation outlasts the relationship.
WHAT TO PROTECT
Your staff, from abuse. That is a legitimate reason to end anything.
