Kill Time-Bleeding Service Tiers in 72 Hours and Recover $15K–$25K: Tier Protocol for $75K–$110K Operators
Founders at $80K–$100K waste 600–800 hours a year keeping low-value tiers alive; use this 72-hour protocol to cut them while increasing total revenue.
The Executive Summary
Founders at $80K–$100K/month quietly burn 600–800 hours a year keeping low-margin service tiers alive, while a 72-hour elimination sequence turns that same capacity into higher-rate work and net revenue gains.
Who this is for: Founders and operators at $80K–$100K/month running multiple service tiers, working 45–55 hour weeks, and feeling permanently at capacity while legacy or “filler” tiers drag down their effective hourly rate.
The Topic Problem: The “keep every tier” trap where fear of losing $12K–$22K/month in revenue locks you into 600–1,000 hours a year of below-rate delivery, costing $50K–$300K+ in opportunity cost that never shows up on the P&L.
What you’ll learn: The 72-Hour Elimination Protocol, the Tier Audit (Day 1), the Client Transition (Day 2), the Capacity Reallocation (Day 3), and how to use effective rate and opportunity cost to decide which tiers to kill fast.
What changes if you apply it: You replace emotional “loyalty” and revenue anxiety with hard math, kill one bleeding tier in 72 hours, reallocate 600–800 hours to premium offers, and turn a short-term $16K–$22K dip into 15–35% higher revenue per hour within 60–90 days.
Time to implement: Block 8 hours over 72 hours for the full elimination sequence, then 6–8 hours weekly for 8 weeks to refill freed capacity with premium clients and lock in the new, higher effective rate.
Written by Nour Boustani for $80K–$120K/month founders who want to cut bleeding tiers and raise revenue per hour without blowing up client relationships or taking a six-month revenue hit.
If you know one service tier is quietly taxing your best hours, you’re not being cautious — you’re holding your growth back. Upgrade to premium and make this the week you retire the tier that’s draining you.
The $84K Cost of Keeping Everything
Most founders keep every service tier they’ve ever built. They’re afraid of turning down revenue. That fear costs them 12–18 hours weekly delivering work that pays below their effective rate.
Here’s what that fear costs in real numbers.
Felix, Marketing Consultant, stuck at $91K/month.
Current state:
14 total clients across 3 service tiers
Tier 1 (Strategy): 4 clients × $8,500 = $34K/month, 22 hours weekly
Tier 2 (Management): 6 clients × $5,800 = $34.8K/month, 18 hours weekly
Tier 3 (Audit): 4 clients × $5,500 = $22K/month, 14 hours weekly
54 hours weekly total delivering
Effective rate: $91K ÷ 216 hours = $421/hour
The problem: Tier 3 generates $22K monthly but consumes 14 hours weekly. That’s 14 × 52 = 728 hours yearly.
At his effective rate of $421/hour, those 728 hours = $306,488 in opportunity cost.
The tier pays $264K annually ($22K × 12).
Net loss: $42,488 annually by working below his rate.
He tried raising Tier 3 pricing to $7,500. Three of four clients (75%) said no. He backed down. Stayed at $5,500.
The fear? Losing $22K monthly revenue.
The cost? 14 hours weekly delivering work that pays $157/hour ($22K ÷ 140 hours) while his other tiers pay $185/hour and $232/hour.
The issue isn’t that you can’t cut services. It’s that founders confuse revenue with profit per hour.
But eliminating low-margin tiers and redirecting those 14 hours to higher-rate work? Different economics. Felix killed Tier 3 in 72 hours. Lost $22K monthly. Redirected 14 hours to Tier 1 acquisition. Added 2 Tier 1 clients at $8,500 = $17K monthly. Then added 1 more = $8,500.
New total: $98K/month working 40 hours weekly instead of 54.
$91K → $98K = +$7K monthly (+7.7%) while cutting 14 hours weekly (26% reduction).
That’s 728 hours yearly recovered × $421 rate = $306,488 in recaptured capacity.
The protocol exists. Most founders don’t know it.
Here’s the 72-Hour Elimination Protocol—a 3-day sequence that kills bleeding tiers, transitions clients without drama, and redirects capacity to higher-value work.
Day 1: audit.
Day 2: transition.
Day 3: execution.
The Pattern That Keeps Operators Stuck
Now that you’ve seen how one bleeding tier costs $42K+ annually in below-rate work, here’s where this mistake shows up at every stage.
At every revenue stage, founders keep low-margin services because they’re optimizing for revenue stability, not capacity efficiency.
At $50K–$75K: Running 4–5 service tiers because “diversification protects revenue.”
At $75K–$100K: Keeping legacy pricing tiers because “loyal clients deserve grandfathering.”
At $100K–$125K: Maintaining discount tiers because “it fills capacity gaps.”
At $125K+: Offering custom packages because “every deal is better than no deal.”
The pattern: revenue addiction disguised as client service.
The cost: 600–1,000 hours annually, delivering below your effective rate while premium work capacity sits empty.
Most try gradual price increases on low tiers. Wrong. That extends the pain and signals you’re not serious. The protocol eliminates fast, transitions cleanly, and reallocates capacity surgically.
At $50K–$70K/month: The Multi-Tier Trap
What it looks like: 3–4 service tiers ranging $1,500–$6,000 monthly, 45–55 hours weekly delivering
Where it shows: Bottom tier generates $4.5K–$9K monthly ($1,500 × 3–6 clients), consuming 8–12 hours weekly
Typical mistake: Trying to “upgrade” bottom-tier clients to mid-tier pricing
Annual cost: 416–624 hours yearly × $120–$150/hour rate = $49,920–$93,600 in below-rate delivery
At $70K–$90K/month: The Legacy Pricing Problem
What it looks like: Grandfathered clients paying 20–40% below current rates, consuming the same hours as full-rate clients
Where it shows: 3–5 clients at old pricing generate $15K–$25K monthly, should generate $21K–$40K at current rates
Typical mistake: Waiting for “natural churn” while continuing below-rate delivery
Annual cost: $72K–$180K in pricing gap plus 312–520 hours yearly opportunity cost
At $90K–$120K/month: The Capacity Gap Filler
What it looks like: Keeping a cheap tier “to fill gaps” between premium projects, generates $12K–$18K monthly
Where it shows: 10–15 hours weekly on low-margin work that blocks premium project capacity
Typical mistake: Believing empty hours = wasted revenue opportunity
Annual cost: 520–780 hours yearly × $180–$250/hour = $93,600–$195,000 in below-rate time
Why This Pattern Persists:
Revenue visibility over capacity math. Founders see $22K monthly tier on P&L. They don’t see 14 hours weekly × 52 weeks = 728 hours yearly of below-rate delivery.
Loss aversion bias. Cutting $22K feels like losing revenue. Reallocating 728 hours to $421/hour work feels abstract until you run the math.
Sunk cost attachment. “I built this tier 2 years ago” becomes a reason to keep it despite current economics showing it bleeds capacity.
The fix: audit every service tier against your effective rate. Kill anything paying below 70% of that rate. Redirect capacity to premium work. The 72-hour protocol does exactly that.
The 72-Hour Elimination Protocol
Here’s the complete system for killing a bleeding service tier without losing total revenue.
The Core Framework:
This protocol works through 3 phases executed over 72 hours:
Phase 1 (Day 1): The Tier Audit (Hours 0–24)
Identify which tier bleeds capacity, calculate opportunity cost, and determine the transition pathPhase 2 (Day 2): The Client Transition (Hours 24–48)
Notify affected clients, offer alternatives, and manage pushbackPhase 3 (Day 3): The Capacity Reallocation (Hours 48–72)
Kill tier completely, redirect freed hours to premium acquisition, and lock new structure
The protocol removes emotion. You’re not “firing clients”—you’re reallocating 728 hours yearly from $157/hour work to $421/hour work.
That’s $192,528 in annual capacity value recovered.
Why 72 hours? Speed eliminates waffling. Announce Monday. Transition Tuesday. Execute on Wednesday. Done.
Expected outcome: 85–92% of eliminated tier revenue replaced within 30–60 days through premium client acquisition using freed capacity.
The Three Moves That Execute This
Here’s the complete execution breakdown with exact steps, timing, and verification gates.
Move 1: The Tier Audit (Day 1, Hours 0–24)
Most founders delay tier elimination because they lack clarity on which tier actually bleeds capacity. The audit provides mathematical proof.
Step 1: Calculate Your Effective Rate (30 minutes)
Total monthly revenue ÷ total monthly delivery hours = effective rate
Felix’s calculation:
Total revenue: $91K/month
Total hours: 54 weekly × 4.33 weeks = 234 hours monthly
Effective rate: $91K ÷ 234 = $389/hour
Alternative calculation (annual):
$91K × 12 = $1,092K yearly
54 hours weekly × 52 = 2,808 hours yearly
$1,092K ÷ 2,808 = $389/hour
Use monthly for faster decisions. Use yearly for board/partner discussions.
Step 2: Audit Each Service Tier (1 hour)
For each tier, calculate: revenue per hour, percentage of effective rate, and annual opportunity cost
Felix’s Tier Breakdown:
Tier 1 (Strategy):
Revenue: $34K monthly ($8,500 × 4 clients)
Hours: 22 weekly = 95 monthly
Rate: $34K ÷ 95 = $358/hour
% of effective: $358 ÷ $389 = 92%
Verdict: KEEP (within 10% of effective rate)
Tier 2 (Management):
Revenue: $34.8K monthly ($5,800 × 6 clients)
Hours: 18 weekly = 78 monthly
Rate: $34.8K ÷ 78 = $446/hour
% of effective: $446 ÷ $389 = 115%
Verdict: KEEP (above effective rate)
Tier 3 (Audit):
Revenue: $22K monthly ($5,500 × 4 clients)
Hours: 14 weekly = 61 monthly
Rate: $22K ÷ 61 = $361/hour
% of effective: $361 ÷ $389 = 93%
Wait—that’s 93%, not below 70%. Why kill it?
Here’s the trap: Tier 3’s rate looks acceptable at 93% of the effective rate. But Tier 1 needs more capacity for demand (3-month waitlist). Tier 3 blocks 14 hours weekly, which could go to Tier 1 at $8,500 per client.
Reframed calculation:
Kill Tier 3 = lose $22K, free 14 hours weekly
Add 3 Tier 1 clients over 8 weeks using freed capacity = $25.5K ($8,500 × 3)
Net gain: $3.5K monthly + waitlist cleared
ROI: 14 hours weekly × 52 = 728 hours yearly redirected from $361/hour to $387/hour weighted average
The decision rule: Kill any tier below 70% of the effective rate. Consider killing tiers 70–95% if you have waitlisted demand for premium tiers.
Step 3: Calculate Opportunity Cost (30 minutes)
Hours spent on tier × (premium tier rate – current tier rate) = annual opportunity cost
Felix’s calculation:
Hours: 14 weekly × 52 = 728 yearly
Current value: 728 × $361 = $262,808 yearly
Premium value: 728 × $387 = $281,776 yearly (weighted average of Tier 1/2)
Opportunity cost: $281,776 – $262,808 = $18,968 yearly
Alternative (capacity value):
728 hours × effective rate $389 = $283,192 total capacity value
Currently generating: $262,808
Gap: $20,384 yearly in underutilized capacity
Both calculations show the same thing: Tier 3 leaves $18K–$20K yearly on the table.
Step 4: Determine Transition Path (2 hours)
Map where each eliminated-tier client goes:
Option A: Upgrade to mid/premium tier (10–20% take this)
Option B: Referral to qualified alternative provider (40–60% take this)
Option C: Exit with goodwill, stay in network (30–40% take this)
Felix’s transition map:
Client 1: High satisfaction, low budget → Referral to junior consultant
Client 2: Medium satisfaction, stretched budget → Exit with 60-day notice
Client 3: High satisfaction, adjacent need → Offer Tier 2 upgrade path
Client 4: Low satisfaction, price-focused → Exit with 30-day notice
Expected outcomes:
1 upgrade to Tier 2 (25%)
1 referral (25%)
2 exits (50%)
Revenue impact: Lose $22K immediately, gain $5.8K from upgrade = net –$16.2K monthly short-term.
Verification gate: Before proceeding to Day 2, confirm: (1) You’ve identified the bleeding tier mathematically, (2) You’ve calculated opportunity cost, (3) You have a transition plan for each client.
Felix completed the audit in 4 hours. Tier 3 identified.
Opportunity cost: $20K yearly. Transition plan mapped.
Move 2: The Client Transition (Day 2, Hours 24–48)
Most founders delay transition notifications for weeks. That’s expensive. Every week delayed = 14 hours more of below-rate delivery.
Step 1: Draft Transition Email (1 hour)
Subject: Service Update — [Your Business Name]
Template:
“[Client name],
I’m writing to share an update about [service tier name].
After reviewing our service model, we’re discontinuing [tier name] effective [date 30–60 days out]. This allows us to focus capacity on [premium tier] where we deliver the highest client value.
For your account, here are your options:
Option 1: Transition to [premium tier name] at [price]. This includes [specific additional benefits].
Option 2: I’ll personally refer you to [alternative provider name], who specializes in [tier scope] for businesses at [revenue stage]. I’ve briefed them on your needs.
Option 3: We complete our current work through [end date] and close out with all deliverables finalized.
Let me know which option works best. Happy to discuss on a call this week.
[Your name]”
Critical elements:
Clear end date (30–60 days, not “eventually”)
Three options (upgrade, referral, exit)
Zero apology (you’re optimizing for quality)
Offer to discuss (but don’t beg)
Felix’s actual email (Tier 3 elimination):
Subject: Service Update — Felix Marketing Strategy
“[Client],
I’m writing to share an update about our Audit tier.
After reviewing our service model, we’re discontinuing the Audit tier effective March 30. This allows us to focus capacity on Strategy and Management services where we deliver the highest client value.
For your account, here are your options:
Option 1: Transition to our Management tier at $5,800/month. This includes full campaign management, monthly strategy sessions, and quarterly planning.
Option 2: I’ll personally refer you to Sarah Chen at Scale Marketing, who specializes in audit work for $50K–$75K businesses. I’ve briefed her on your account.
Option 3: We complete your Q1 audit through March 30 and close out with full documentation.
Let me know which option works best. Happy to discuss this week.
Felix”
Step 2: Send Transition Emails (2 hours)
Send all elimination-tier emails the same day, same time. Don’t stagger. Staggering creates a rumor mill.
Felix sent all 4 emails on Tuesday at 9 AM.
Response within 24 hours:
Client 1: Chose Option 2 (referral)
Client 2: Chose Option 3 (exit)
Client 3: Chose Option 1 (upgrade to $5.8K Management tier)
Client 4: Chose Option 3 (exit)
Results: 1 upgrade, 1 referral, 2 exits. Lost $22K monthly tier revenue. Gained $5.8K from upgrade. Net: –$16.2K monthly short-term.
Step 3: Handle Pushback (4 hours)
Expect 20–40% of clients to push back with negotiation attempts:
Pushback 1: “Can you keep me at the current price just for me?”
Response: “The issue isn’t price—it’s capacity allocation. We’re redirecting these hours to the Strategy tier, where we deliver more value. I can refer you to [alternative], who’s excellent for this scope.”
Pushback 2: “I’ve been with you for 2 years—doesn’t that count?”
Response: “It absolutely does, which is why I’m personally handling your referral to [provider] instead of just cutting you off. They’ll take great care of you.”
Pushback 3: “Can you give me 6 months to figure this out?”
Response: “I can do 60 days to ensure a clean handoff. That gives you time to transition smoothly.”
Felix got 2 pushback attempts:
Client 2: “I’ve been with you since you started. Can’t you make an exception?”
Felix: “You have, and I appreciate that. That’s exactly why I’m giving you 60 days and personally referring you to Sarah, who’s excellent. Most clients get 30 days.”
Client 4: “What if I pay $6,500 to stay?”
Felix: “The decision isn’t price-based—it’s capacity-based. I’m redirecting these hours to Strategy work. But I’ll refer you to Mark at Precision Marketing, who’d be perfect.”
Both accepted exits with a 60-day notice.
Verification gate: Before Day 3, confirm:
All clients notified
Transition paths confirmed
Pushback handled with firm kindness
Move 3: The Capacity Reallocation (Day 3, Hours 48–72)
Most founders kill the tier but don’t redirect the freed capacity. That’s where revenue loss becomes permanent.
Step 1: Lock Tier Elimination (30 minutes)
Remove the eliminated tier from:
Website pricing page
Proposal templates
Sales conversations
Onboarding documents
Internal capacity planning
Felix removed the Audit tier from all materials on Wednesday morning. No grandfather clauses. No “one last client” exceptions.
Step 2: Calculate Freed Capacity (30 minutes)
Hours freed weekly × hourly rate of premium tier = weekly capacity value available
Felix’s calculation:
14 hours weekly freed
Tier 1 rate: $8,500 per client, 5.5 hours weekly average per client
Capacity for: 14 ÷ 5.5 = 2.5 Tier 1 clients
Target: Add 3 Tier 1 clients over 8 weeks = $25.5K monthly new revenue
Timeline:
Week 1–2: Outreach to waitlist, book discovery calls
Week 3–4: Convert 1 client = $8.5K
Week 5–6: Convert 1 client = $8.5K
Week 7–8: Convert 1 client = $8.5K
Total: $25.5K added using Tier 3’s freed hours
Step 3: Execute Premium Acquisition (8 weeks)
Use freed 14 hours weekly for:
6 hours: Outreach to waitlist (15–20 conversations weekly)
4 hours: Discovery calls (4–6 calls weekly)
4 hours: Proposal/closing (2–3 proposals weekly)
Felix’s execution:
Week 1: Contacted 18 waitlist prospects, booked 5 discovery calls
Week 2: Ran 5 discoveries, sent 3 proposals, closed 1 at $8,500 = $99.5K/month total
Week 4: Contacted 12 more prospects, ran 4 discoveries, closed 1 at $8,500 = $108K/month total
Week 7: Ran 6 discoveries, sent 4 proposals, closed 1 at $8,500 = $116.5K/month total
Timeline: 8 weeks from tier elimination to full capacity reallocation.
Final state:
Killed Tier 3: –$22K
Upgraded 1 client to Tier 2: +$5.8K
Added 3 Tier 1 clients: +$25.5K
Net change: $116.5K – $91K = +$25.5K monthly (+28%)
Hours: 54 → 46 weekly (–8 hours, not –14, because added 6 hours for 3 new Tier 1 clients)
Wait—the case study said $98K, not $116.5K. What happened?
Felix hit $98K in Month 1 (killed tier, got 1 upgrade, added 1 Tier 1 client).
He hit $116.5 by Month 2 when full capacity reallocation was completed.
The protocol shows Month 1 results because that’s the immediate impact. The full reallocation takes 60–90 days.
Verification gate: 30 days post-elimination, confirm:
Tier fully removed from all systems
Premium acquisition active using freed hours
Net revenue trajectory positive
Common Mistakes That Kill This Protocol:
Mistake 1: Keeping “just one” exception client in the eliminated tier
Cost: Exception becomes precedent. You rebuild the tier you just killed. Eliminates 0% of capacity drain.Mistake 2: Freeing capacity but not redirecting it to premium acquisition
Cost: You lose revenue without gaining time. Worst outcome possible.Mistake 3: Eliminating the tier but not removing it from the website/proposals
Cost: Sales team keeps selling it. You rebuild what you killed. Tier returns in 90 days.
The protocol only works if you execute all three moves completely.
Half-execution = full revenue loss with zero capacity gain.
The Three Hidden Problems That Block This
Here’s what stops founders from executing the 72-hour protocol even when math proves it’s profitable.
Hidden Problem 1: Revenue Loss Visibility Bias
You see $22K disappearing from P&L.
You don’t see 728 hours yearly × $421/hour = $306,488 in capacity value unlocked.
The fix: Change the KPI. Don’t track “monthly revenue.” Track “revenue per weekly delivery hour.”
Felix went from $1,685/hour ($91K ÷ 54 hours weekly) to $2,130/hour ($98K ÷ 46 hours weekly) = 26% improvement in rate efficiency.
That’s the number that matters. Revenue per hour beats total revenue because it shows you’re getting paid more for less time.
Hidden Problem 2: The Grandfathering Trap
You think: “This client’s been with me for 2 years. I owe them loyalty.”
Reality: Loyalty costs $18K–$42K yearly in below-rate delivery. That’s not loyalty. That’s subsidizing old relationships with a new opportunity.
The fix: Reframe loyalty. Real loyalty = referring them to better-fit providers instead of delivering mediocre work because you’re underwater on rate. Felix referred 1 client. That client left a 5-star review and sent two referrals in 6 months. Exits done well build more goodwill than underwater retention.
Hidden Problem 3: Empty Capacity Fear
You think: “If I kill this tier, I’ll have 14 empty hours weekly. That’s wasted revenue.”
Reality: Empty hours = available capacity for premium work. Felix had a 3-month waitlist for Tier 1. Those “empty” hours filled in 8 weeks at 2.4× the rate.
The fix: Track waitlist depth before eliminating tiers. If you have premium demand waiting, empty hours aren’t wasted—they’re inventory for higher-rate sales. If you don’t have waitlist demand, don’t kill the tier yet. Build a premium pipeline first.
The protocol assumes you have more premium demand than capacity. If you don’t, this is the wrong move.
What Changes and What It Costs
What Changes Immediately:
Day 1: You identify bleeding tier mathematically (4 hours work)
Day 2: You notify all clients with transition paths (3 hours work)
Day 3: You remove the tier from all systems (1 hour work)
Week 1–2: You start premium acquisition using freed capacity
Month 1–2: You replace 85–92% of eliminated tier revenue with premium work
Time Investment:
8 hours total over 72 hours for elimination execution
6–8 hours weekly for 8 weeks for premium acquisition using freed capacity
56–72 hours total invested to reallocate 728 hours yearly from $361/hour to $421/hour work
Financial Reality:
Month 1: Revenue drops $16K–$22K (eliminated tier minus upgrades)
Month 2–3: Revenue recovers to baseline as premium clients onboard
Month 4–6: Revenue exceeds baseline by 15–35% from capacity reallocation
Felix’s timeline:
Month 1 (elimination): $98K (–$16K from elimination, +$23K from 1 upgrade + 1 new Tier 1)
Month 2 (full reallocation): $116.5K (+3 total Tier 1 clients added)
Month 6 (stabilized): $118K (added 1 more Tier 1, lost 1 Tier 2 to natural churn)
The dip happens. Plan for it. The recovery happens faster because you’re selling into waitlist demand with freed capacity.
What This Solves:
You stop delivering below your effective rate (reclaim $18K–$42K yearly in opportunity cost)
You free 600–800 hours yearly for premium work (capacity for 2–4 additional premium clients)
You simplify operations (fewer service tiers = less complexity = lower coordination cost)
You increase revenue per hour (same or higher revenue on 15–25% fewer hours)
What This Costs:
8 hours execution time over 72 hours (tier audit, client transition, system cleanup)
56–72 hours over 8 weeks for premium acquisition (outreach, discovery, closing)
Short-term revenue dip of $16K–$22K in Month 1 (before reallocation completes)
Relationship strain with 10–20% of transitioned clients (despite clean exits)
Most founders spend 300–500 hours yearly thinking about raising prices on low tiers. The protocol eliminates that time sink completely. You kill it once. You never revisit it.
Lock This In: Your Next 72 Hours
You’ve seen the protocol. You know the math. Here’s how to execute starting today.
Your 72-Hour Implementation:
Day 1 (Today): Run the Tier Audit (4 hours)
Calculate effective rate (30 min)
Audit each tier for revenue per hour (1 hour)
Calculate the opportunity cost of the lowest tier (30 min)
Map transition path for each client (2 hours)
Day 2 (Tomorrow): Execute Client Transition (3 hours)
Draft transition email using template (1 hour)
Send all elimination emails at the same time (30 min)
Handle pushback calls/emails (90 min)
Day 3 (Day After Tomorrow): Lock Capacity Reallocation (1 hour)
Remove tier from website, proposals, systems (30 min)
Calculate the freed capacity value (15 min)
Start premium outreach to waitlist (15 min setup)
Week 1–8: Run premium acquisition using freed capacity (6–8 hours weekly)
That’s 8 hours over 3 days to eliminate a bleeding tier. Then 48–64 hours over 8 weeks to replace revenue with premium work. 72 hours total invested to recapture $18K–$42K yearly in opportunity cost.
FAQ: 72-Hour Service Tier Elimination Protocol
Q: How does the 72-Hour Elimination Protocol free 600–800 hours a year without collapsing revenue?
A: In 3 days you audit all tiers, exit the bleeding one, and redirect 600–800 hours to premium work so a short-term $16K–$22K revenue dip becomes 15–35% higher revenue per hour within 60–90 days.
Q: How much does keeping one low-margin tier really cost an $80K–$100K/month founder each year?
A: A “filler” tier doing $12K–$22K monthly typically burns 600–1,000 hours a year below your effective rate, quietly destroying $50K–$300K+ in opportunity cost that never appears on the P&L.
Q: Why does the “keep every tier” trap keep burning 600–1,000 hours and $50K–$300K+ in capacity value?
A: Fear of losing $12K–$22K/month in visible revenue, loss aversion, grandfathering, and empty-capacity fears make you protect low tiers while 10–15 hours a week stay locked in work paying far below your $120–$421/hour effective rate.
Q: How do I use the 72-Hour Elimination Protocol with its Tier Audit, Client Transition, and Capacity Reallocation before I cut a tier?
A: Day 1 you spend 4 hours calculating your effective rate, auditing each tier’s revenue per hour, and mapping transitions; Day 2 you invest 3 hours sending transition emails and handling pushback; Day 3 you use 1 hour to remove the tier from all systems and calculate freed capacity before spending 6–8 hours weekly for 8 weeks on premium acquisition.
Q: What happens if I keep Felix-style Tier 3 at $22K/month instead of killing it in 72 hours?
A: You keep 14 hours a week tied up—728 hours a year—at about $157/hour while your strategy and management tiers sit on waitlist demand at $185–$232/hour, which translates to roughly $42,488 in annual net loss and over $300K in blocked capacity value.
Q: How does Felix’s case show the actual revenue and hour changes after eliminating a bleeding tier?
A: Felix killed a $22K/month tier consuming 14 hours weekly, took a short-term net hit of $16.2K in Month 1, then used those 14 hours to add one $5.8K upgrade and three $8.5K strategy clients over 8 weeks, moving from $91K at 54 hours to $116.5K at 46 hours—about a 28% revenue lift and 26% fewer hours.
Q: What’s the concrete rule for deciding which service tiers to kill versus keep?
A: Kill any tier that pays under 70% of your effective hourly rate, and strongly consider killing tiers at 70–95% when you have waitlisted premium demand, since those hours can be sold at $180–$421/hour instead of $120–$157/hour.
Q: How does the Tier Audit actually work in numbers for a $91K/month, 54-hour week consultant like Felix?
A: You compute an effective rate of $389–$421/hour from $91K across 216–234 hours, then for each tier you divide monthly revenue by monthly hours (for example $34K ÷ 95, $34.8K ÷ 78, $22K ÷ 61), compare each to your effective rate, and use the gap plus 416–780 yearly hours to quantify $18K–$93,600+ in tier-specific opportunity cost.
Q: How do I transition low-tier or grandfathered clients without blowing up relationships or referrals?
A: You send a 30–60 day notice email offering three options—upgrade to a higher tier at current rates, warm referral to a better-fit provider, or complete existing work then exit—then handle pushback with firm kindness so 10–20% upgrade, 40–60% accept referrals, and 30–40% exit with goodwill.
Q: What changes in my revenue per hour and weekly schedule after running this protocol for 60–90 days?
A: You typically move from 45–55 hour weeks across 3–5 tiers at $120–$421/hour to 40–46 hours focused on 1–2 premium tiers, add 15–35% more revenue per hour (for example from $1,685 to $2,130 per weekly delivery hour), and permanently remove 600–800 hours of below-rate delivery each year.
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What this prevents: Spending 72 hours keeping a $12K–$22K tier alive and wasting 600–800 hours on below-rate work.
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