1- You manage a client paying £8,000 per month for a managed IT contract. Your internal cost to deliver the service is £3,200 per month. Calculate the gross profit in pounds and the gross profit margin as a percentage. The following month the client's usage increases significantly and your delivery cost rises to £5,500. What is the new margin, and what does that change mean for how you manage this account?

2- You have just been assigned a portfolio of 30 clients with a combined ARR of £480,000. Your manager explains that your annual GP target is set at 35% of your ARR base, and that commission is paid quarterly on a sliding scale - the more of your quarterly target you hit, the higher your commission rate, up to a maximum of 10% on GP at full achievement. Calculate your annual and quarterly GP targets. If you close £12,000 of net new GP in a quarter against your quarterly target, roughly what percentage of target have you hit - and what does that tell you about where you are commercially?

3- You receive a monthly account health summary showing the following: Client A has a healthy margin, stable ticket volume, and a contract renewed last month. Client B has been below margin target for three consecutive months with ticket volume creeping up, though the client has not complained. Client C had a healthy margin last month but has dropped sharply to negative this month, with a spike in ticket volume and no prior issues. Rank these three accounts in order of urgency, explain your reasoning, and identify the three most likely causes of Client C's sudden change.

4- A client has been with you for two years on a managed IT contract. Over the past three months their support demand has increased significantly due to recurring infrastructure issues. The service is still being delivered well but the account is no longer commercially sustainable at the current price. You need to open a conversation that moves toward either a Professional Services engagement to fix the root cause or a contract review. Write two to three sentences you would use to open that conversation with the client's Operations Director - without referencing your internal costs, your margins, or the hours your team has spent.

5- You have just inherited a portfolio of 27 accounts. You have one week before your first client-facing meetings begin. Describe your approach to assessing the portfolio - what you look at first, what signals concern you immediately, and how you decide where to focus your first two weeks of client time.

6- A client you rate as Green has just submitted an NPS score of 6. Their ticket volume is normal, there are no outstanding incidents, and your last QBR three months ago was positive. What do you do and why?

7- You have a client whose RAG status you have held at Amber for four months. The underlying issue - a disputed invoice - has not been resolved because the client's finance contact is unresponsive. What is the risk here and what are your options?

8- Walk me through how you manage contract renewals across your portfolio. How far in advance do you start the process, what does it involve, and what do you do if a client pushes back on price at renewal?

9- A client contacts you directly - bypassing the service desk - to say they are considering cancelling their contract. They are frustrated about a recent P1 incident that took 14 hours to resolve and feel the service has deteriorated. You have not spoken to this client in six weeks. Write your initial response to them as an email or describe what you would do and why.

10- You have just run a QBR with a client and recommended a server refresh as part of their IT roadmap. The Senior Partner agrees it is necessary but says they cannot approve the spend this financial year. The Office Manager privately tells you after the meeting that the Senior Partner always says this and that "next year" never comes. How do you approach this situation over the next three to six months?

11- A client calls you upset. Your delivery team missed a deadline on a critical project - a studio fit-out that was supposed to be completed before a client of theirs arrived for a shoot. The shoot had to be delayed. The client is furious. How do you handle the next 48 hours?

12- During a portfolio review you discover that a service has been actively delivered to a client for several months with no signed contract in place. The client is happy, payments have been made, and nothing has gone wrong. What do you do?

13- You have identified that a client on £5,000 per month MRR has no cyber security services in place. You have assessed them as a reasonable prospect. Describe how you would take this from an identified opportunity to a closed deal - including how you would position it, handle the pricing conversation, and what you do if the client says "not now."

14- You have been trying to close a cyber security opportunity with a client for six months. They are engaged but keep deferring - first it was budget cycle, then a restructure, then "we'll revisit in Q3." It is now Q4 and they have deferred again. At what point, if any, do you change your approach - and how?

15- Describe a situation where you underperformed or made a mistake in a client relationship. What happened, what did you do about it, and what did you take away from it?

16- You are six months into a new CSM role. Your scorecard shows you are hitting 85% on health metrics but only 55% on expansion. Your manager raises this in your monthly review. How do you respond and what do you do next?

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