Francis Marion asked a great question about managing difficult clients. Hi Francis! I thought I would chime in with another technique, (that really should have been brought up already): escalate. Get your director/partner/owner involved earlier and more often. Make sure she knows about this and can bring it up when out wining/dining/golfing with the client brass. These people are paid to do 'client handling' work. Good luck, Ron (I like the money idea too. "Incent the proper behavior." But I agree - it needs to be worded as a discount opportunity rather than as a penalty for lateness.) [Once upon a time, I *gladly* paid "dunning" fees from a small contractor my megacompany was stiffing for payment. (Five of us where suddenly thrown into Accounts Payable roles without any training ... so, naturally, we didn't pay anything! <g>) I wish I could have paid bigger penalties. She deserved it. Our labyrinthine administrative processes nearly killed her small business! I then gave her the names and direct numbers for my 4 colleagues in the other divisions who were also stiffing her and walked her through what to tell them in order to get paid.] That story may seem a tad OT, but sometimes clients are in that position as well ... pulled in different directions by reorgs and "tidal" priorities [ones that ebb and flow with phases of the moon] ... so they are not always late with stuff because they want to be or don't care. There are plenty of opportunities for mismanagement on their end as well. A brass-hat-chat can, sometimes, put things back on track.