Following Graham Archbold’s PM Forum webinar, a practical look at using client insight to strengthen relationships and inform commercial decisions.

Synthetic data can help test early ideas, but it cannot stand in for real client views. Graham Archbold’s article, originally published in PM Magazine.

The minimal group effect helps explain why professional services teams stay in silos. Shared client feedback can make the wider relationship visible.

What client listening practitioners said about participation, surveys and interviews, closing the feedback loop, and the responsible use of AI at our September roundtable.

In Osprey Approach’s podcast, Graham Archbold and Amy Bruce discuss practical ways law firms can turn client feedback into better relationships, decisions and growth.

Incentives shape behaviour, and sometimes corrupt it. This article looks at Vodafone’s review controversy, legal directory referees and the danger of turning feedback into a public performance metric rather than a tool for improvement.

Published in the March/April 2026 edition of Professional Marketers Magazine, this article explores how Stone King is using client listening to help shape its next phase of growth. It profiles a firm with a distinctive purpose-led position, a new leadership direction and a clear commercial ambition, including plans to grow revenue significantly over the next five years.

In this interactive session, Graham Archbold, Founder of Chorus Insight, will share benchmark data from dozens of professional services firms along with insights taken from hundreds of interviews with c-suite buyers.

HaysMac, a top UK accountancy and tax firm, serves a broad range of corporate, social purpose and private clients from its London headquarters. With ambitions for significant organic growth, the firm recognised the need for a structured client feedback programme – one that would not only support client retention but also identify opportunities for service improvement and inform strategic priorities.

Designing questionnaires, then collecting and analysing data are the relatively easy part. Changing behaviours and embedding a feedback culture, that’s the hard bit. And so this newly published HBR article is useful as a blueprint for organisational change. Rather than aiming to inform and inspire with communication campaigns and training, instead researchers have turned to behavioural science to create the ‘4T model’.

How Broadfield placed client insight at the centre of its transformation strategy.

It’s one of the numbers you want to keep low in business. Churn. Firms with churn rates of more than 5% are often less profitable and that’s usually because they have higher acquisition costs and slower productivity as they constantly onboard new clients. In fact, it’s estimated that the average churn rate in the professional services industry is as high as 27%. As a result, reducing churn is usually one of the main priorities of firms. So how do they go about it? We think th