Clients don’t pay for 24/7 access, so why are you on call?

It’s become a frustratingly familiar story in accounting and bookkeeping circles. A client calls your personal mobile at 6:48pm. You ignore it. Minutes later, a follow-up text arrives. Then an email. By morning, they’ve escalated it to a complaint — all because you didn’t answer outside of business hours. The most frustrating part? You’re likely billing them as if this is a standard engagement with defined boundaries. This type of behaviour has become so commonplace that many of us have stopped questioning it. But we should — because it’s not normal, and it’s not okay.

The industry’s boundary problem

A recent post in the Small Business Accountants & Advisers Brain Trust Facebook group brought this issue to the surface again. The member shared that they had been chastised by a client for not being available to take a call “whenever they liked” — specifically, outside of hours on a personal number. What followed was an outpouring of similar stories from practitioners across the country. Bookkeepers, BAS agents, and accountants jumped in to share their experiences: receiving aggressive messages for not answering the phone after hours, being dropped by clients for not responding on weekends, and even being publicly criticised for turning off notifications during family holidays. The overwhelming consensus? It’s gotten out of hand.

We’re not emergency responders. We’re not on-call surgeons. And we certainly aren’t being paid to be available 24/7. Yet somehow, many practitioners feel the pressure to always be reachable — even when it comes at the cost of their wellbeing, family time, or ability to run a sustainable business.

How we got here

The erosion of professional boundaries hasn’t happened overnight. It’s the result of years of over-accommodation, blurred expectations, and poor client education. We’ve allowed availability creep to take hold — and for many, it started during the COVID era. When lockdowns hit, we did what we had to do. We worked odd hours, sent messages late at night, answered calls during dinner, and did our best to help clients navigate chaos. That level of support was necessary at the time — but somewhere along the way, it became the expectation rather than the exception.

Now, if you don’t respond to a client on a Saturday morning, they feel let down. If you take more than an hour to return a message, you’re “unavailable.” The truth is, we’ve trained clients to expect more than they’re paying for — and we’re the ones who need to reset the terms.

Taking back control of your time

Reclaiming your boundaries doesn’t require a dramatic reset or confrontation with clients. In fact, many practitioners are doing it quietly, professionally, and effectively by building structure into how they operate. Here are five practical ways to start shifting those expectations:

1. Set clear office hours — and enforce them

It’s one thing to say you work 9–5. It’s another thing entirely to hold that line. Implement tools and processes that support your availability policy:

• Enable “Do Not Disturb” mode on your phone after hours.

• Set up email and phone auto-responders explaining your working hours.

• Avoid replying to non-urgent messages outside of those hours — even if you’re tempted to clear your inbox.

Consistency is key. When clients see you enforcing your boundaries respectfully, most will follow suit.

2. Separate your personal and professional communication

If clients have access to your personal mobile number, they’ll use it. Consider setting up a separate number using services like CircleLoop, Google Voice, or WhatsApp Business. These platforms allow you to manage client communication from a dedicated channel — and switch off when needed. Alternatively, route all communication through a shared team inbox or central landline to reduce direct dependency on you.

3. Shift the relationship from individual to firm

Many clients expect direct access to the business owner or senior advisor — not because they need it, but because they’re used to it. Start training them to rely on your team instead:

• CC your team on replies.

• Introduce new contacts during onboarding or handovers.

• Let clients know who they can speak to when you’re not available.

Over time, clients begin to see your firm as the provider — not just you personally.

4. Charge for premium access (if it’s truly needed)

If you have clients who require after-hours access, consider creating a premium engagement tier that includes priority or outside-hour support. One practitioner shared that they offer an “on-call” service at $1,000 per week — and most clients decline it. That’s the point. When you place a real financial value on your time and availability, clients think twice about whether they genuinely need that level of access.

5. Prepare for Right to Disconnect legislation

From 26 August 2025, Australia’s new Right to Disconnect law comes into effect. It gives employees the legal backing to refuse unreasonable contact outside of work hours — and over time, this expectation will likely extend to contractors, outsourced staff, and even firm owners. Now is the time to future proof your business:

• Respect your team’s time.

• Build structured processes that limit outside-hour contact.

• Be proactive in how you communicate working hours to clients.

These aren’t just HR policies — they’re part of building a healthier firm culture

It's not just about policies — it’s about mindset. If you’re consistently feeling burnt out, frustrated, or overwhelmed by client demands, it’s worth stepping back and asking some important questions:

• Have I trained my clients to expect round-the-clock access?

• Am I charging appropriately for the level of availability I’m providing?

• Is this the kind of firm I want to run long-term?

Being client-centric doesn’t mean being available at all hours. It means delivering high-quality service within the scope of your engagement — and protecting your ability to show up at your best. You are not a 24/7 helpdesk. You are a strategic advisor, a financial guide, and a highly skilled professional. It’s time to align your behaviour — and your boundaries — with that reality.

Final thoughts

Fixing the “always on” culture in our industry doesn’t start with clients. It starts with us. It starts with saying no, setting expectations, and having the confidence to lead the relationship — not react to it. It means respecting your time, valuing your expertise, and building a business that serves you, not just your clients.

You don’t need to burn bridges. You don’t need to fire every demanding client. But you do need to be clear about what’s reasonable, and hold the line when it matters. Because clients don’t pay for 24/7 access. And if they’re not paying for it — you shouldn’t be giving it away.