The Practice Playbook Podcast with Susan Guthrie
Sep 10, 2026 · 57 min · 15 segments
Your fees are not just how you get paid. They may be quietly building the practice you are trying to escape. Every fee structure creates consequences. Hourly billing, flat fees, subscriptions…
Susan GuthrieHost
Many of us learned how to charge from the firms where we worked before or the professionals who trained us, the rates we saw our colleagues in the market charging, or the habits of an earlier season in our careers.

We may have increased a number here or created a package there, but the underlying model often remains largely unexamined.

It means it may have been inherited or assembled reactively and one decision at a time.

It may reflect the practice you began with rather than the practice you have now.

We stop treating the fee as an isolated number and begin looking at the whole system around it.

The value, the scope, access, delivery, client expectations, technology use, capacity, and sustainability.

And with that wider view, it gives us something much more useful than a debate about whether one rate is high enough.

So we often talk about pricing as though it comes out at the end of service design.

So we're going to be perhaps talking about a whole new way of looking at pricing today.

The scope develops as the matter moves along and the client receives an invoice as you go along or after the work is done.

The second professional offers a defined engagement with a clear outcome or deliverable, a set sequence of meetings, an agreed communication channel, identified deliverables, and a process for handling anything that falls outside the original scope.

Those professionals in this example may have comparable expertise, but they have not designed the same service.

Their pricing models create different expectations for the clients, different pressures on them, the professionals, different administrative needs, and very different calendars.

One model may be appropriate for a kind of work, while the other may be a better fit elsewhere.

Many of us learned how to charge from the firms where we worked before or the professionals who trained us, the rates we saw our colleagues in the market charging, or the habits of an earlier season in our careers.

We may have increased a number here or created a package there, but the underlying model often remains largely unexamined.

It means it may have been inherited or assembled reactively and one decision at a time.

It may reflect the practice you began with rather than the practice you have now.

We stop treating the fee as an isolated number and begin looking at the whole system around it.

The value, the scope, access, delivery, client expectations, technology use, capacity, and sustainability.

And with that wider view, it gives us something much more useful than a debate about whether one rate is high enough.

So we often talk about pricing as though it comes out at the end of service design.

So we're going to be perhaps talking about a whole new way of looking at pricing today.

The scope develops as the matter moves along and the client receives an invoice as you go along or after the work is done.

The second professional offers a defined engagement with a clear outcome or deliverable, a set sequence of meetings, an agreed communication channel, identified deliverables, and a process for handling anything that falls outside the original scope.

Those professionals in this example may have comparable expertise, but they have not designed the same service.

Their pricing models create different expectations for the clients, different pressures on them, the professionals, different administrative needs, and very different calendars.

One model may be appropriate for a kind of work, while the other may be a better fit elsewhere.
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